
How Easy Is It to Do Business With You?
Customer loyalty depends less on friendliness and more on friction. The real question is how easy your processes, communication and purchasing experience actually are for customers.

Customer loyalty depends less on friendliness and more on friction. The real question is how easy your processes, communication and purchasing experience actually are for customers.
Friendliness is a baseline expectation. Customers who stay loyal do so because working with you is genuinely easy, not just pleasant.
Anne-Marie Vissers of Kunden Erlebnis works with entrepreneurs who, when asked what drives customer loyalty, tend to give the same answer: friendly employees. And yes, friendliness matters. But as Vissers is direct about, it is a basic requirement, not a competitive advantage. Every business is expected to be friendly. The question that actually separates companies with strong retention from those quietly losing clients is a different one entirely: how easy is it to do business with you? That question shifts the focus from attitude to structure, from intention to experience. Friendliness lives in the person. Ease of doing business lives in the system.
Ease of doing business covers how customers buy, communicate, ask questions and resolve problems. Each of these touchpoints either builds or erodes loyalty.
When Vissers talks about ease, she means something very concrete. Can a customer reach you by phone without being transferred three times? If they send an email, do they get a real answer in a reasonable timeframe? If they have a complaint, does the process feel manageable or exhausting? If they want to buy, is the path clear, whether that is online or in person? These are not soft questions. They are structural ones. And here is what makes this perspective genuinely useful: a process does not have to be fast to feel smooth. As Vissers puts it, some processes simply cannot move quickly, but they can still be frictionless. Frictionless means the customer always knows what is happening, knows who to contact and never has to chase. That experience, or the absence of it, accumulates over every interaction and determines whether a customer stays or quietly moves on.
Internal processes are usually designed for operational convenience. Customer loyalty requires measuring those same processes from the outside looking in.
This is where most businesses get it wrong. Internal processes are designed for the people inside the organisation. They make sense to the team, to the system, to the workflow. But the customer is on the outside, and from that position, the same process can feel completely different. A billing department that runs like clockwork internally might be nearly unreachable to a customer with a question. A returns process that seems straightforward to your team might feel complicated and discouraging to the person actually using it. Kunden Erlebnis describes this as the difference between the internal view and the customer view: the lens through which your customer actually sees and experiences your company. Auditing your processes through that lens, not through your own operational logic, is what reveals where loyalty is being lost before anyone tells you about it.
Ask your customers directly. Concrete, specific questions about communication, accessibility and problem resolution give you data that internal reviews cannot.
The most direct route to this information is also the most underused: ask the people who have already done business with you. Rather than asking whether everything was okay, ask specifically: how easy was it to reach us? How quickly did you get a clear answer to your question? When something went wrong, how straightforward was the resolution? These questions give customers something real to respond to, and they give you something real to act on. The goal is wirklich strukturiertes Feedback, feedback that is specific enough to be useful rather than general enough to be ignored. Closing the loop matters here too: when you get an answer, follow up, especially on anything negative. That follow-up is itself a signal to the customer that their experience is taken seriously.
If no one is formally responsible for measuring how easy it is to do business with you, the answer to that question is: no one.
Vissers closes with a question that most leadership teams cannot answer immediately: who in your organisation is responsible for measuring how frictionless your customer experience actually is? If the honest answer is nobody, or if it falls to a salesperson in between calls, or gets discussed once a year in a review meeting, that is the gap. Measuring ease of doing business is not a one-time project. It is an ongoing function. Someone needs to own it, track it and report on it with the same regularity as delivery performance or margin. This is the logic behind the internal CX owner that Kunden Erlebnis builds into every transformation project: a named person inside the organisation who keeps the measurement and the improvement work alive after the external work is done. Ownership is what turns a good intention into a reliable number.
Ease of doing business refers to how smoothly a customer can purchase, communicate, ask questions and resolve problems with your company. When these interactions require unnecessary effort, customers lose confidence and eventually leave, often without saying why. Loyalty is built through consistent frictionlessness, not just through friendliness.
Ask customers who have recent transaction experience specific questions: how easy was it to reach us, how clearly were your questions answered, how smooth was the resolution when something went wrong? Structured feedback on specific touchpoints gives you data you can act on, unlike general satisfaction scores.
Friendliness is expected. Customers take it as a baseline and do not reward it with loyalty. What they do reward is reliability, accessibility and smooth processes. A company can be warm and still lose customers because reaching them is difficult or because problems take too long to resolve.
Yes. A process does not need to be fast to feel smooth. What matters is that the customer knows what is happening at each stage, knows who to contact and never has to chase for updates. Clear communication throughout a longer process often preserves loyalty better than a fast process with no visibility.
Someone needs to own this explicitly, with a defined role and regular reporting rhythm. Without a named internal owner, measurement happens sporadically and improvements do not stick. Kunden Erlebnis refers to this person as the Borger: the internal CX owner who keeps the work alive after any external project ends.