Drivers for creating value and enhancing customer experience through people

Abstract

Purpose

Using the staff and customers as a starting point, the purpose of this paper is to describe a framework that helps board and senior management identify key drivers that generate value for their organisation and for their customers.

Design/methodology/approach

With research into the range of customer experience metrics available the authors identified a lack of consideration within the staff directly involved. The paper explores the considerations that lie behind how staff impact upon customer experience within any process framework.

Findings

The approach to customer service is based around: “Treat customers well and they’ll come back, spend more and recommend your company”. To achieve this following the research the authors now subscribe to a “customer third” edict that recognises that people are at the heart of that experience not processes. If individuals are motivated to serve well, if teams around them work in an encouraging environment then the customer will usually believe they are coming first. The health check now developed recognises the impacting factors on staff and their provision of a great customer experience.

Practical implications

The authors find that a focus on staff will positively impact their levels of productivity, absenteeism, engagement and tenure. In customer experience, tenure with enhanced motivation to serve realises a positive impact to financials.

Social implications

Reducing stress in the workplace should positively impact the whole life balance for individuals.

Originality/value

Appropriate focus on people rather than process within customer service industries will reduce unnecessary investment in process and system change and deliver enhanced results within existing frameworks. Change driven by the people within the process is positive.

Citation

Chidley, J. and Pritchard, N. (2014), "Drivers for creating value and enhancing customer experience through people", Industrial and Commercial Training, Vol. 46 No. 6, pp. 293-301. https://doi.org/10.1108/ICT-04-2014-0026