Every business wants its customers to have a good experience with their products and services. Not all companies have thought about what their optimum customer experience strategy might be however. Many assume offering ’good service’ is an end to itself.

Consider this spectrum: a low cost commodity business versus a high tech consumer product one. In the former case a customer experience will be a good one if the customer ultimately gets what they want: low prices and no frills service. A high tech consumer product company on the other hand will deliver a good customer experience if the consumer is delighted by various innovative features and capabilities of the tool (and they are willing to pay more for those too).

Where does your company sit in this spectrum?

Now how does your company deliver that experience – is it via a centralized team or are you in a distributed model?

If your business is running a centralized customer experience organization consider these three characteristics identified as success factors by Forrester Research. These are 1) inspiring leaders, 2) collaborative processes, and 3) adequate resources.

I am currently working on building a centralized customer experience team and can vouch for Forrester’s findings. My additional thought is that in order to continually improve the experience you as a leader must be absolutely committed to finding out when your organization does not deliver. Then you must be sure that your mechanism for finding these problems is a collaborative process and accountable horizontally not vertically. By that I mean if the people delivering the bad news are the very same team members that are charged with fixing them, they will have accountability to each other and be less inclined to hide the issues behind systemic problems.

Before assuming that ‘good service’ is the end game, it is worth considering what model you are in and how your organization is built to deliver that experience.