​When is bad, bad enough for you to do something about it?

If you are looking to go down the path of Proactive Experience Recovery 2 of the things you need to decide on early in the process are: Triggers & Thresholds.

Trigger - What is the bad thing that might happen?
Threshold - How bad does it need to be for us to do something about it?

There is a difference between a flight being delayed for 10 minutes and a flight being delayed for 10 hours. 

I've got a whole 19 step methodology with a 6 step implementation plan for PXR - if you're interested in it DM me and I'll send it for free.

When I talk about Proactive Experience Recovery, I usually get someone comment or message me privately asking; why, even though it seems like a no-brainer, don't more companies do it?

The truth is that there isn't enough data to show that it's worthwhile and most companies are followers, not leaders. They want to see someone else do it successfully first, then they will consider it.

I have recently received some data (that has been anonymized at the company's request) that shows the correlation between PXR spend and increased revenue. I'll post this in the comments.

If you are curious about this and want to know more please just drop me a message, I'd be over the moon to help some more followers become leaders.

4 Ways to deal with something going wrong in business:

1: Ignore it
2: When a customer brings it up, blame it on them.
3: When the customer gets annoyed enough, put it right.
4: Proactively put it right without the customer having to ask.

Where do you think most businesses are playing today? 1,2,3 or 4?

It's almost as if companies think that if a customer doesn't complain, it means that they're happy.

Only 4% of dissatisfied customers will complain, if you are only fixing problems for the customers that complain you are missing a massive opportunity.

For every complaint that you resolve, there are another 24 dissatisfied customers who haven't been made to feel better.

When did we decide that only customers who complain deserve to have our full attention?
Maybe it was around the time we decided that the only way to get our full attention was by complaining.

I sometimes get asked (like on this podcast) where the idea for Proactive Experience Recovery came from.

Whereas I'm sure some companies were doing it before I coined the term and systemized a replicable approach, this is the exact moment the idea first popped into my head....

"We're using Industrial Age mindsets in a Customer Age world."

We were talking about contact centers but I think this holds up for most customer-facing positions.

People aren't robots.
People aren't machines.
People are unique.
People are capable of thinking for themselves.

Giving customer-facing employees help is brilliant, giving them hand-cuffs isn't.

Why, historically, do you think contact center agents (and other customer-facing roles for that matter) have been treated with such little respect?

Is it feasible to have a well paid, well trained, empowered, trusted, valued contact center?

Do we need to take the blame for a lack of executive CX buy-in?

I think so...not all of it...but definitely some of it.

You should be able to show evidence that your activities as a CX professional are improving the bottom line, and if you can't you shouldn't be surprised when you don't get buy-in.

Am I right? What other things are to blame for the lack of CX buy-in?

Have you guys heard of a ‘Customer Chair’?

It’s a pretty neat idea to make sure the customer is present in meetings and gets considered in company decisions.

It’s literally just a chair that has the word customer on it that either no one sits in or you rotate who sits in it and they become the customer advocate.

Inexpensive yet effective!

​#cx #customerexperience #rockstarcx