The Six Laws of Customer Experience

How do you treat your customers

Six Laws of Customer Experience
The six laws of customer experience are meant to empower highly effective customer experience efforts.

By understanding these fundamental truths about how people and organizations behave, companies can make smarter decisions about what they do, and how they do it.

Every leader needs to understand the six laws of customer experience,” states Bruce Temkin, Managing Partner of Temkin Group, a leading customer experience research and advisory firm.

The group recently released a new infographic: Six Laws of Customer Experience: The Fundamental Truths That Define How Organizations Treat Customers. The highly detailed graphic represents Temkin Group’s most popular customer experience content.

Here are highlights of the six laws of customer experience:

  • CX Law #1: Every Action Creates A Personal Reaction. Simply put, experiences are totally in the eyes of the beholder.
  • CX Law #2: People Are Instinctively Self-Centered. Everyone has their own frame of reference, which heavily influences what they do and how they do it.
  • CX Law #3: Customer Familiarity Breeds Alignment. Given that most people want their company to better serve customers, a clear view of what customers need, want, and dislike can align decisions and actions.
  • CX Law #4: Unengaged Employees Don’t Create Engaged Customers. While you can make some customers happy through brute force, you cannot sustain great customer experience unless your employees are bought-in to what you’re doing and are aligned with the effort.
  • CX Law #5: Employees Do What Is Measured, Incented, and Celebrated. Employees tend to conform to the environment that they’re in, so you need to adjust the environment if you want change.
  • CX Law #6: You Can’t Fake It. You can fool some people for some of the time, but most employees and customers can eventually tell what’s real and what’s not.

“If you don’t understand what causes your organization to treat customers the way that it does” added Temkin, “then you’ll never be able to drive sustainable improvements.”

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