Camille Kiffer, Vice President of Consumer Digital Channels and Business Transformation at Rogers Communications, examined the impact of time on customer engagement and experience during his keynote at the 2017 Customer Experience Leadership Forum: Measuring Meaningful Engagement in Toronto on November 15. In his presentation, Kiffer discussed what it takes for CX professionals to optimize the value of customer engagement and ensure that they can make the most of the time available to them.
According to Kiffer, the definition of “customer experience” varies between companies and customers.
Businesses that view CX from a cost perspective dedicate sufficient time and resources to provide customers with the support they deserve, precisely when they need it.
Yet failing to account for customers’ time may put a company’s CX efforts in jeopardy. Some businesses may struggle to deliver an efficient CX – something that may force missed opportunities to increase customer loyalty and satisfaction.
“Time is always viewed from the perspective of the company, because it always costs the company money,” Kiffer said. “But you have to think about the value of the time that you’re taking from the customer.”
Although CX professionals may develop a customer journey, there is no set timeline that all customers will follow. Conversely, CX professionals must focus on finding ways to deliver value based on how much time a customer is willing to provide to a business.
“When you take time from your customer, the customer has to do a trade-off … and you have to keep that in mind, because you cannot add more time.”
“Time is not linear,” Kiffer stated. “If you ask customers for more and more and more, the value that you provide to them is not linear … Time is the only thing that you cannot really change. It goes, it’s measured, and you only have 24 hours in a day … When you take time from your customer, the customer has to do a trade-off… and you have to keep that in mind, because you cannot add more time.”
CX professionals should assess their everyday customer interactions to understand how they currently foster customer engagement. By doing so, they can find the best ways to connect with customers and reduce the risk of wasting their customers’ time.
“If you ask [the customer], you’re soliciting. But if [the customer] goes on a business’ website … the cost is different,” Kiffer said. “You need to look at how much time you are soliciting from the customer versus how much time the customer is asking to spend with you.”
When CX professionals measure bottom-line results associated with customer satisfaction, they learn why customers choose one brand over another, and tailor their customer engagement efforts accordingly. Measuring customer satisfaction empowers CX professionals with actionable insights that they can use to speed up and improve their customer service.
“People don’t wake up in the morning to interact with you,” Kiffer noted. “The value that you provide to your customer and the satisfaction that the customer gets from [your company] is intertwined with your activity.”
CX professionals who implement processes and systems to measure customer engagement may reap the benefits of their efforts for years to come. These CX professionals can identify customer engagement patterns and trends and ensure that they are providing customers with consistent support.
“Time is not linear. If you ask customers for more and more and more, the value that you provide to them is not linear.”
Lastly, CX professionals who measure their day-to-day results understand how customers connect with a company. These professionals then can build an experience that ensures each customer is fully supported, regardless of how frequently or how long that he or she reaches out to a business.
“The customer does not have a lot of time for us … and just one minute for a customer to interact with your company in a given month is a lot,” Kiffer said. “Every customer experience needs to be built in a way that ensures time is a core strength.”
Camille Kiffer is a 15-year veteran of digital strategy and a cross-channel optimization leader. Prior to joining Rogers Communications, Camille held leadership strategy and e-business client services roles at Orange, Bell, Air Canada, Cineplex and the Vancouver Olympics in 2010. His in-depth experience in multi-channel strategy lends itself to a unique ability to lead large scale, streamlined initiatives resulting in surpassing organizational goals. Camille holds a Bachelor’s degree in Marketing and a Masters in Business with a specialization in e-business.
As Vice President of Consumer Digital Channels at Rogers, Kiffer is accountable for transforming the customer experience across all channels through the latest digital experiences. He is revolutionizing the way we engage with our customers through the latest web and mobile technologies.
His goal is to transition the company from using “Online as a channel” to leveraging “Online as an enabler across all channels.”