Part 4 - Reduce Employee Friction

Part Four: Reduce Employee Friction

4-Part series on how to create a frictionless experience

In parts one through three we looked at the role friction plays in customer decisions and what you can do to reduce customer friction to increase conversions and loyalty. Now it’s time to consider your employees.

At the heart of your customers’ experiences are your employees.

A June 2016 Forrester Consulting study found that high-performing customer-centric companies have 17% increased customer loyalty, 13% improved ROI and 11% increased revenue over their competition. But as we’ve already noted, exceeding expectations with customer service when an issue arises is not as good as simply meeting their needs in the first place.

So perhaps the best way to approach this is a one-two punch:

  1. Train your employees to provide customer-centric service.
  2. Give them the tools they need to avoid friction.

While you should always be looking for traits like patience, attentiveness and communication skills in your customer-facing employees, and providing training that helps them service your customers successfully is a must, perhaps there’s more you can do to reduce friction.

Reduce friction in your employees’ experience

In Part Two: How to Identify Customer Friction we talked about walking through your own user experience (UX) to find the friction points and identify customer pain points. When you have created that list, consider areas where better empowering or equipping your employees will make a difference.

Giving your employees the right tools to combat customer friction “on the ground” can make all the difference in your conversion funnel.

The ways this might be done vary from business to business, industry to industry but it can be as simple as removing frustrating employee tasks or replacing outdated equipment.

Your solutions will be unique to your business, but here are two examples.

Issue: Check processing equipment in a bank branch malfunctions

Without it, customers will have to wait up to three days for checks to clear and for funds to show up in their accounts. This delay could cause frustration and stress in the bank’s customers who rely on fast timing to meet their financial needs. Bank employees will have to spend more time hand processing checks and explaining to dissatisfied customers what is going on. When this happens, it’s no employee’s favorite day at work.

Solution: The right partnership

Partner with a maintenance service that offers an advanced unit exchange plan. When equipment breaks down, employees at the branch level can reach out to the service provider and get a new unit the next day and continue with business.

Issue: Up-selling to clients in a luxury salon

Walking the line between selling a loyal salon customer additional products and services and maintaining a relaxed, high-end experience all while managing the moment-to-moment needs behind the reception desk is not something that can always be achieved. The busier the salon, the less opportunity to provide the exact right touch to each client interaction. At best, sales opportunities are lost, at worst, a loyal customer is left feeling slighted.

Solution: Digital signage

Sleek and modern digital signage allows cohesive, cost-effective and easy-to-manage content display in an individual location or across an entire franchise. Professional, pre-approved messaging shares product promotions, upcoming events, employee spotlights and any other appropriate content. Clients are informed and entertained allowing employees more space to focus on immediate tasks at hand.

Let’s sum it up

Don’t forget about your employees when working to reduce customer friction. They are your front line. Using the brilliant words of Sir Richard Branson,

“Take care of your employees and they will take care of the clients.”

We hope you have enjoyed this four-part journey. More importantly, we hope it has shed light on opportunities to reduce customer friction in your organization.

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This blog originally appeared at


Check out the first three parts of the series

Check out Part 1Part 2 and Part 3

Debbie (Breemeersch) Schwake

Vice President of Marketing at BLM Technologies, Inc.
As the Vice President of Marketing, Debbie is a member of the BLM Technologies' Executive team, reports to the CEO, and is responsible for Marketing, Communications, and Brand.

Her responsibilities are aligned to support the company's vision: to grow the business by telling the brand story, extending reach into new industry verticals, and delivering exceptional value to current and potential customers. Debbie proactively pioneers new ways of evolving both the organization and marketing by integrating everything the brand does to drive profitable outcomes, which is measured by growth and revenue contribution.

With demonstrated brand building success and international experience, Debbie has proven that marketing principles remain even across diverse industries and markets. Most recently, Debbie has taken the lead role in transforming the BLM Technologies' brand.

Her passion for the field of marketing is palpable. And she was recently named one of SLMA's "40 Most Inspiring Leaders of 2017."
Debbie (Breemeersch) Schwake

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