Customer experience has evolved into a critical differentiator for brands across all sectors. In an increasingly competitive marketplace, if companies want to “Stand Out” in the minds of their customers (and why would they not?) they must focus on delivering exceptional customer experiences. However, achieving this goal is no small feat. Successful implementation of a customer experience strategy requires commitment and alignment across the entire organisation. So far, so much common sense. However, ‘commitment and alignment across the entire organisation’ is not always common practice. Why? Two words: senior leaders.
Is your customer experience driving change or stuck in first gear?
Through years of involvement in customer experience programmes, one insight consistently stands out: if you want to deliver meaningful and lasting results, you must have the support of every senior leader in the organisation.
Senior leaders set the tone. By defining priorities, allocating resources, and providing unwavering support, leaders ensure that the customer experience receives the attention it deserves. Without this engagement, strategies risk becoming side-lined, deprioritised, or even abandoned altogether, resulting in minimal or no impact.
Implementing a customer experience strategy often requires a fundamental shift in focus—from internal processes to an outward, customer-centric mindset. Creating and sustaining a customer-first culture demands resolve from leadership, ensuring the organisation stands firm against competing pressures and agendas. Success is dependent not only on ‘sponsorship’ from leaders but on their active involvement as well.
Real-world success: Premier Inn
Patrick Dempsey, the former MD of Whitbread Hotels and Resorts and CEO of Premier Inn, personally championed a customer experience initiative that transformed the organisation. By prioritising the definition of a new brand purpose, Dempsey cultivated a customer-centric culture through consistent communication about the importance of guest experiences.
Dempsey took hands-on action by leading workshops for his senior team to align them with the brand’s purpose, guest experience goals, and the specific actions required to achieve these objectives. He further demonstrated his commitment by approving significant investments to upgrade rooms, ensuring that Premier Inn could deliver on its promises.
The result? Premier Inn achieved consistently high ratings and accolades from its guests, securing its position as a market leader. The company’s shares have also outperformed the market, underscoring the financial benefits of prioritising customer experience.
Seven steps to ensure senior level engagement
But how do you ensure that the senior leaders in your organisation see the value of being an active participant in building an exceptional customer experience? Here’s seven steps to help you get closer to senior-leader engagement heaven.
1. Communicate the business case
Clearly articulate the business case for customer experience. Highlight key benefits such as competitive advantage, increased customer loyalty, and improved financial performance. Even a simple approach like the “Power of One”—estimating the revenue impact of each customer making one additional visit—can be effective in demonstrating value.
2. Involve them early
Engage senior leaders from the outset of the planning process. Early involvement ensures they understand the importance of CX and how it aligns with their priorities, so they feel genuinely invested in its success.
3. Make it a priority
The CEO must elevate customer experience to a top priority, ensuring it is embedded in the broader business strategy. Regular communication, progress updates, and reporting needs to keep it front and centre for senior leaders.
4. Align objectives
Customer experience objectives should align seamlessly with the organisation’s overarching goals. When positioned as a critical enabler of business success rather than a competing priority, the strategy gains greater support and relevance.
5. Lead by example
Engage in customer-facing activities, review customer feedback, and incorporate customer insights into decision-making processes. This fosters true commitment rather than mere compliance.
6. Regularly communicate progress
Frequent updates on progress, results, and impact help keep leaders engaged and informed. This transparency builds momentum and reinforces the value of the strategy.
7. Make it real
Embed customer experience metrics into management reporting and key performance indicators (KPIs). When customer experience becomes an integral part of business as usual, it ensures sustained focus and accountability.
We would say this, wouldn’t we?
As any football team would concur, it’s hard to be a manager and play on the pitch as well. While senior leadership is essential, consultants play a vital role in ensuring the success of customer experience initiatives. Caffeine works with clients to support them in achieving transformative outcomes. Here are some of the steps we recommend:
- Stakeholder interviews: Gather insights from senior functional leaders to anticipate potential roadblocks and ensure alignment with existing priorities.
- Board-level briefings: Incorporate executive briefings into the project’s scope from the outset to set clear expectations and secure alignment at the highest levels.
- Steering committee: Form a diverse steering committee that includes key stakeholders from marketing, HR, operations, IT, and customer service to ensure cross-functional support.
By serving as an independent advisor, consultants can provide an objective perspective, challenge assumptions, and offer expert guidance to help organisations stay focused on, ‘what matters most’ to prioritise the actions that will drive meaningful results.
Customer Experience: Better together
Senior-level engagement is the cornerstone of any successful customer experience programme. With the right approach – and the right partners – organisations can navigate the complexities of transformation and emerge stronger, more competitive, and better positioned to meet the needs of their customers.
