5 Experience Predictions for Retail in 2019
In the retail industry, one that’s known for its ability to continually reinvent itself and find new ways to connect with consumers, the huge shift in consumer behavior from physical...
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What would you accomplish if you had over 21,000 associates working on your company’s customer experience?
The question might sound unrealistic, but take a moment to dream big. With 21,000 people, could you:
Over a decade ago, Omni Hotels was bold enough to ask these same questions. Omni owns 60 properties across the United States, each one designed to be unique. Go to the Omni Dallas Hotel, and the decor and amenities will be radically different from those at the properties in New York or Boston. Yet Omni is a luxury hotel, with a responsibility to deliver a uniform level of high-quality service across all its properties. How could it achieve one goal without sacrificing the other?
Omni’s solution was to recruit all 21,000 of its frontline associates to help out.
The company decided to let each property run its own customer experience program. Rather than only routing customer feedback to a corporate department (which would then prescribe solutions for each property to implement), Omni sent feedback to each property for it to take action. This decision fundamentally changed how the company used feedback. It ingrained customer experience into the culture, and turned frontline employees into customer experience owners.
In a presentation at Medallia’s 2016 Experience Conference, leaders from Omni explained how their 21,000-person “customer experience team” overhauled CX at the company:
Delivering exceptional customer experiences doesn’t require creating a CX department. Like Omni, if you give frontline associates customer feedback and the tools they need to interpret and act on it, then you drive consistency AND flexibility while making your whole frontline CX owners.