Sadly, customer engagement and employee engagement metrics
and initiatives are typically deployed in isolation of each other. This is
primarily due to the fact that organisational structure dictates it be this way
i.e. employee engagement sits under HR, and customer engagement sits within
Operations, but also because companies rarely understand just how valuable it
can be to harness the complex variables at play between the two and how they can
be made to positively impact and influence each other.
i360Research unites employee engagement and customer engagement as part of the
overall service profit chain, this approach enables all constituent parts of the
chain to be analysed in detail to enable us to identify which areas require
additional focus and effort in order to optimise revenue growth and
profitability potential.
The elements below make up i360Research’s service profit chain and you can see
an illustration version
here
:
- Internal Service Quality – Inputs such as work
conditions, salary and remuneration, teamwork, and achievement etc. are all
variables that are capable in varying degrees of impacting the employee
experience
- Quality Employee Experience – In addition to
Internal Service Quality, the employee experience is also impacted by the degree
to which the company’s leadership, strategy, and service delivery platform
provide the correct policies, processes, technology, and culture that enable
employees to perform properly and to meet customers’ expectations i.e. the
experience employees are able to deliver to the customer and the level of
engagement the customer has with the company impact what employees think, how
they feel about their jobs and their employers, and their levels of engagement
- Employee Engagement – A consistently positive
employee experience drives employee engagement, evident in employees’ desire to
talk positively about their employers, to stay with their employers, and to go
the extra mile for their employers
- Employee Productivity – Employee engagement drives
increased productivity. Highly engaged employees are 90% productive compared to
their ‘not engaged’ colleagues who are 60% productive, and their ‘actively
disengaged’ colleagues who are only 40% productive
- External Service Value – Customer loyalty and
engagement are influenced in part by the customer’s perceived value of the
service they are receiving. Productive and engaged employees are best equipped
to deliver a valuable service that is designed in line with customers’
expectations and priorities
- Quality Customer Experience – Customer loyalty and
engagement are also influenced by positive customer experiences. A service of
high perceived value, delivered by productive and engaged employees drives a
positive customer experience that enables the customer to form an emotional
connection or bond with the brand
- Customer Engagement – Positive customer experiences
drive customer loyalty and advocacy. Engaged customers may not even be able to
articulate why they are loyal to a brand, as the feeling they have towards the
company transcends traditional customer satisfaction criteria and manifests
itself as a deep, emotional connection with that company and its employees
- Revenue Growth and Profitability – Increased
employee productivity positively impacts a company’s bottom line by reducing the
‘pay vs. performance gap’. Whilst revenue growth achieved through customer
retention, repeat business, and referrals positively impacts a company’s
profitability
We analyse and map each of the above components in
great detail in order to identify correlations and causation between variables;
scenario analysis then helps us ascertain how changes made in some areas can
positively impact performance in others.
Want to know more? Just
get in touch
and we'll be happy to discuss further with you.
