Take the Service Elevator to the Top Floor

Get the C-Suite Ready for Customer Experiences

By Roberta Nedry President & Founder, Hospitality Excellence, Inc. | January 31, 2016

Customer experience management is increasingly critical as a top investment area and skill essential for C-suite executives (some firms even have a CXO). What does that mean exactly and what do leaders need to do to ensure they are ready? How will they proactively acquire these skills and mindset when there is no single or even clear roadmap as to exactly what to do or how to do it? On top of that, the new science of customer emotions is inspiring even more considerations and most CEO's don't like to 'get emotional' about their business strategies! Some are finding their way in the dark. Yet, more and more evidence shows the direct relationship of emotional intelligence as part of the customer experience strategy. It's time to figure it out!

Gartner Incorporated, a leader in technology and research predicts that this year, 89% of companies expect to compete mostly on the basis of customer experience, versus 36% four years ago. Another global study by customer experience solutions provider Amdocs revealed that the most commonly added new C-level roles hold responsibility for customer experience. CEO management styles will need to change and have the ability to inspire innovation and change in how and what experiences are delivered and how the organization will function to support them. "The study shows customer experience is becoming increasingly critical with CEO's of the largest service providers in the world viewing it as a top investment area in 2020," Eric Updyke, Group President of System integration and operations at Amdocs.

Studies like these support getting up to speed fairly quickly on customer experience management. How many executives know how to go about that and get these skills the market is now demanding and which trends are forecasting will be critical? Who will orient and train them so they can train, orient, lead and inspire their organizations which must deliver those experiences?

On top of that, social media provides today's consumers with lots of channels providing feedback on their personal customer experiences. Hospitality leaders and their organizations are getting lots of reviews and comments on the customer experiences they provide, whether they want them or not and whether they are designing them or not.

Executives must define, deliver and manage experiences that will rally employees to deliver better and more memorable experiences, matching or exceeding customer expectations. Going beyond brand loyalty and into the deeper science of emotional connections is essential for stronger guest loyalty and impressions.

Whether it's a conference center, a local restaurant or a leading international hotel, customer experience management needs to be in play and top of mind for business leaders, the hospitality industry and their teams. Each touchpoint, each point of customer contact will contribute to a comprehensive series of events that will yield the final experience impression. Each time the baton is passed, another mini-moment takes place and adds to the complete experience timeline and impact. How can those mini-moments be managed for maximum yield and how do leaders charge up their own customer experience skills and knowledge? How do those in the C-Suite make sure that C now stands for Customer Experience which will be essential to their long term success?

Choose a Social Network!

The social network you are looking for is not available.

Close

Hotel Newswire Headlines Feed  

Sam Cicero
Michael McKean
Steven Ferry
Scott B. Brickman
Jim Poad
Richard Dahm
Zoe Connolly
Richard D. Hanks
Mike Handelsman
Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.