Editor’s note: Paul Kavanagh is the managing director of Beehive Research.
In a world of rapidly evolving market dynamics, technological advancements and shifting customer preferences, the worst thing a business can do is stand still. Consumers are well informed and spoiled for choice. For businesses aiming to achieve and maintain commercial success, remaining adaptable and agile is not just a matter of staying ahead – it's about survival. Failing to keep pace with changing demands and preferences could result in customers “quiet quitting” in favor of the competition.
Understanding and identifying which products, services or processes are meeting and exceeding customer expectations is imperative. Any gap between what is promised and what is delivered could reduce sales and recommendations or risk damaging an organization’s reputation. The captivating ad campaign, digital solution or customer service touchpoint that was a game changer last year could be outdated or irrelevant this year.
It’s for this reason that customer experience is never a case of “one and done.” To respond to the constant state of flux in the markets, CX programs need to be recalibrated on a regular basis. CX professionals need to repeat, compare and check what’s working and be clear about what still needs to change based on fresh insights and new data.
However, acknowledging the need for change and implementing it are two distinct phases. It’s important to remember that measuring and reporting on customer experience is only part of the picture. It won’t automatically lead to new approaches and processes being adopted without question. The challenge is encouraging employees to embrace change, not to resist it.
Employees, often considered the backbone of any successful change management strategy, can also become the very barriers to its implementation. Not all resistance stems from an innate aversion to change. Sometim...