Written by Harald Baumeister for Buljan & Partners Consulting
Many managers claim that their employees have the right environment to deliver excellent services to their customers. However, the customers see that a bit different. In an Experience Gap Analysis Study carried out by our partner Strativity between 2004 and 2011 with more than 50.000 participants, 76% of the employees said they often go “above and beyond” and exceed customer expectations, yet only 26% of the customers agreed.
The problem is that current methods to motivate employees are mainly based on productivity and sales improvement, but neither on the customer satisfaction nor on their needs.
Written by Silvana Buljan for Buljan & Partners Consulting
Last week I spoke about CEM at a CRM-vendor sponsored event in Barcelona, and was positively surprised about the audience´s complicity and continuous nodding during my speech. At the same time I could feel their desperation and helplessness, because in their own organizations decisionmakers tend to be deaf about longterm, customer centric strategies that support profitable growth. The more blue-chip you are, the bigger and shareholder value driven you get. I wonder if shareholders really only look for short-term results and not manage their investment portfolios with a longterm interest behind. It might be that they are used as perfect excuse for managing business with a 3-month-horizon focused on sales and controlling, which it´s easier to push and requires less strategic leadership!
Anyway, coming back to CEM in Spain and – as already emphasized in previous blogposts – the direct link and natural dependency between excellent customer experience and employee engagement, I confront myself again and again with the same question: is the cultural discourse of a country relevant for coherence between “wanting” to deliver exceptional customer experience and “needing” to motivate employees to do so?