10 keys to improve the Internal Customer Experience

10 keys to improve the Internal Customer Experience

If there is a word that we have not heard in recent years, it is ‘change’. We are increasingly aware that our lives, our businesses or our jobs, to put a few examples, are developed in an environment of constant change.

These changes, added to multiple factors, such as easier access to information, connection with other consumers through social networks, greater experience or new priorities, have made the consumer has evolved and is more demanding, more professional and be better informed than ever.

To offer an answer to this type of consumer, which some call ‘prosumer’ “or” prosumer “, many companies have begun to adapt their sales strategies with a customer-oriented approach, more in the long term, using all available means to try to offer a memorable Customer Experience as a means to add value, differentiate and achieve the desired loyalty.

However, many times it is forgotten that those who will be responsible for putting these strategies into practice will be the workers who make up the company’s workforce, who also should be taken into account and who are the first to understand and accept the new policies of the company.

This will prevent the client from having the feeling of being in a different store or company depending on the seller or the person who attends to him at all times.

Some of the new policies adopted by the company will mean for these workers an effort to learn and adapt to the new situation, if not a sacrifice. Therefore, it is advisable to take into account a series of recommendations in order to improve the Internal Customer Experience and use the knowledge it has, both business and customer, to make the right decisions. This, without ever forgetting that the main protagonist and raison d’être of our business is the ‘external’ client.

  • The company must provide the internal client with enough information to understand the actions that are proposed from the point of view of the company, the client and his own. Only from this knowledge can you understand their contribution.
  • The internal client must be able to access the necessary training to avoid the insecurity and anguish produced by a situation of change and transform it into something positive and enriching to avoid rejection of new actions. It is important that you come to perceive training as an opportunity for personal growth and as an investment that the company makes in it.
  • The company must make available to the internal client the necessary tools to flow, within their organization, the relevant information that arises from their contact with the external customer and the product. This will reaffirm the value of the work of the internal client and will allow an improvement of the actions of relationship with the external client.
  • The internal client must have a deep knowledge of the operation of all the departments of the company, not only of its function. The company should seek, as far as possible, a route to that effect or the necessary information to facilitate this understanding.
  • The company must let the internal client know that the success of the strategy is in their hands and, therefore, will determine the importance of their work and the necessary responsibility to carry it out.
  • The internal client must add value to the inter-departmental relationship and facilitate the agility of the processes to improve efficiency. Even if you do not work in contact with the end customer, this point does not exempt you from your responsibility when working with other departments of the company.
  • The company must establish the relevant control measures to detect the friction between departments and avoid that these can damage the image of the company and its relationship with the external customer.
  • The internal client needs to be a proud seller of his product and passionate about his work to get the necessary emotional connection with the external client.
  • The company can provide information, improve working conditions or establish motivation policies, but must clearly communicate that the proactive attitude on the part of the internal client is essential for the policy of relationship with the client to be effective.
  • The internal client must be rewarded in some way for the effort made. Motivation policies should influence the same elements of emotional connection that are sought in external customers. That is, the reward should not be economic; better, for example, actions that facilitate family conciliation, free time or family enjoyment.

Behind many memorable Customer Experiences there is outstanding customer service. This can rarely be given if there is no equally memorable Internal Customer Experience, so it is essential not to neglect these points.

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