Not everyone agrees on what customer centricity means. We often hear vague references to “putting customers first,” as well as talk about being responsive to real-time demands, staying ahead of the customer with innovation or providing reliable products at low prices. Customers may welcome all of that, but no single element is necessarily customer-centric by itself. Customer centricity means strategically coordinating aspirations and making specific choices around capability systems, operating model and culture. If not done carefully, customer centricity can be an attempt to “be all things to all people.” That can be incredibly expensive, plus it rarely works and can confuse your workforce about what customers really value and how that should be delivered.
Instead, think about the impact your employee experience has on customers. Incorporate it into decisions about strategy, investments, technology, data, metrics, operating model and organizational effectiveness. Mobilize key employees across your organization to exceed the expectations of your most important customers in meaningful, interconnected ways. Avoid confusing employees by being consistent in messaging, making up-front decisions and consciously engineering the organization to reinforce your chosen approach to customer centricity.
In PwC’s recent Pulse Survey, 48% of executives told us they’re increasing their spend on customer experience, and our research has found that CX leaders see five times as much revenue growth as laggards. To make the most of your investment, remember to also empower your employees by encouraging and rewarding the right behaviors. How do you do that? Start by first understanding what kind of customer centricity model will work most effectively in your organization.