Summary: Understanding Customer Experience

Read the summary and the most important questions on Understanding customer experience

• 1 Introduction

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• Where does the operations department concern with?

  Mainly with quality, timeliness, and cost.

• Why is the need for good customer experience urgent?

  Because customers have a greater number of choices today than ever before, more complex choices, and more channels through which to pursue them. 

• What is dangerous to assume in markets that are increasingly global?

  That a given offering, communication, or other contact will affect faraway consumers the same way it does those at home. 

• What is the problem with companies trying to measure customer satisfaction?

  Measuring customer satisfaction does not tell anyone how to achieve it. Customer satisfaction is essentially the culmination of a series of customer experiences or, one could say, the net result of the good ones minus the bad ones.

• How should a company achieve satisfaction?

  A company must deconstruct it into its component experiences. Because a great many customer experiences aren’t the direct consequence of the brand’s messages or the company’s actual offerings, a company’s reexamination of its initiatives and choices will not suffice. 
  
  
  The customers themselves – that is, the full range and unvarnished reality of their prior experiences, and then the expectations, warm or harsh, those have conjured up – must be monitored and probed.

• 2 What Customer Experience Is

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• Where is the term "customer corridor" used for?

  To portray the series of touch points that a customer experiences. 

• Why are not all touch points of equivalent value?

  Because service interactions matter more when the core offering is a service.

• 3 Why the Neglet?

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• Which tree forces conspire to preserve the gap that CEO's don't adequately appreciate what tools used to collect, quantify, and analyze the significance of customer experience?

  1. Too much money already lavished on CRM
  2. Lack of attunement to customers' needs
  3. Fear of what the data may reveal

• To much money already lavished on CRM?

  Before investing more time and money, executives justifiably want to know how customer experience data are different and what their value is.

• Fear of what the data may reveal?

  Corporate leaders who would never tolerate a large gap between forecasted and actual revenues prefer to look the other way when company and customer assessments diverge.