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Ian Wright
Ian Wright

Managing Customer Experience And Relationships:... Extra Quality

DON PEPPERS is the co-founder of CX Speakers, which offers workshops and consulting on customer experience, customer relationships, marketing technology, corporate culture change, and other issues. He is the co-author, with Martha Rogers, of The One to One Future and 7 other bestselling business books.

Managing Customer Experience and Relationships:...

To make this mix of experience data (X-data) - which is data about how customers think and feel about their experiences, including relationship feedback - and operational data (O-data) - which is data generated from day-to-day business operations, like preference, purchase or usage information - as actionable as possible, businesses should automatically compile, store, and maintain information in dynamic customer profiles. When all this information is housed in a single place, it becomes easier to analyze the data and surface insights and trends. For example, a company may find that customers who own certain products are more likely to repurchase, or that a bad return experience is less likely to create a detractor than a bad experience in-store.

Armed with these rich insights, companies can then identify the customer type and volume of customers impacted by poor experiences. This allows them to prioritize CX initiatives and calculate the financial benefit of taking targeted action to up-level operations in different parts of the business. As the process of continuous listening, action, and improvement becomes embedded into the DNA of the organization, businesses can move from being reactive to proactive and, eventually, predictive - rapidly adapting their offerings to meet evolving customer needs and personalizing experiences based on behavioral trends.

The growing power of the consumer means that companies must invest more resources in building and maintaining customer relationships. According to a recent customer expectations report, 79% of consumers care more about personalized service than personalized marketing , and 84% will go out of their way to spend more money with great experiences. As a result, companies must create better and more consistent customer experiences during every interaction with consumers.

To meet the demands for greater customer experiences, companies must focus on managing their customer relationships. Strong customer relations are essential for building customer loyalty and retaining current customers. This means understanding what is required to ensure top-quality customer relationships and create great experiences with your customers.

Customer relations describes how your company engages with customers with respect to improving the customer experience. This involves overcoming short-term challenges and developing long-term solutions that ensure customer success. The goal is to build a mutually beneficial relationship that begins before, and exists long after, the initial purchase.

Customers should have ready access to customer service and support teams to ensure a quality customer experience. According to a Microsoft survey, more than one-third of respondents said that their biggest customer service issue is not being able to get help from service staff when needed.

You should track and measure your customer satisfaction levels to make sure they improve over time. Build feedback into your customer relations system. Regularly ask customers for feedback on their purchasing experience and interactions with customer relations. Track and measure your findings (e.g., customer satisfaction surveys, net promoter scores). Once you collect feedback data, act on the findings by improving upon areas of weakness identified in customer feedback. Continue collecting customer feedback and tracking the results to ensure that customer satisfaction scores improve.

As previously stated, customers will pay more for a better experience from a company when making purchases. One metric that measures the quality of the customer experience is the first-call resolution (FCR) rate, which is the percentage of calls that are resolved in the first call (i.e., future follow-ups or additional touchpoints are not required).

Customer relationship management software can track customer accounts and help to create more satisfying experiences, as reps will have access to more information about customers when dealing with them.

Key takeaway: Proactively create positive customer experiences by regularly soliciting feedback, implementing changes and consistently training employees in customer service skills.

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Growing up, some of my earliest lessons in customer experience (and patience) came from agonizing hours on calls with a customer service hotline. Clutching the handset, I listened to the same elevator music track on loop, waiting for a human voice on the other end. Back then, expecting a positive corporate customer experience was laughable.

Oh, how things have changed. As of 2019, both customers and companies are treating customer experience (CX) much more seriously. According to Salesforce, 7 in 10 customers have higher than ever expectations for a positive customer experience. At the same time, almost 90% of marketers also expect to make the customer experience a key brand differentiator. As a whole, corporate industries are definitely experiencing a period of heightened relationship value.

It is important to note that CEM should be applied to all touchpoints throughout the customer lifecycle. For instance, imagine I owned a car manufacturing company. CEM should be used to optimize every step of the life cycle: from how the customer discovers my car brand, to the actual purchase process. For example, I could let customers customize their car design from the homepage of my website and link them directly to a payment portal. This creates a seamless experience from product discovery to purchase.

The quality of the customer experience has also proven to directly affect repeat purchases, and how much customers spend. In fact, purchasers with the best past customer experience will spend up to 140% more than those who experienced mediocre service.

We live in a post-digital age, which means customers are more willing and equipped to share their experiences. According to Forbes, 80% of existing customers will recommend a company to friends and family after a positive experience.

Another key customer experience strategy is using this improved understanding of customer needs to build a more personalized experience. Customers today are being confronted with more information and options online than ever before.

In the relationship era, customer experience management is more crucial than ever to foster both brand loyalty and retention, and drive ROI. By actively understanding customer needs, building personalized experiences, and creating emotional connections, long-term relationships can be built with every single customer.

The focus of customer experience vs. customer relationship management focuses on creating an enjoyable journey for customers and building trust in your brand. CEM software helps you with the following.

Customer experience management is the practice of cultivating and maintaining positive customer interactions. It involves understanding customer needs, expectations and preferences and delivering a personalized experience that meets those needs. It also involves gathering feedback from customers to understand their experiences in order to improve service levels, product offerings, and overall customer satisfaction.

The authors describe a customer experience management (CEM) process that involves three kinds of monitoring: past patterns (evaluating completed transactions), present patterns (tracking current relationships), and potential patterns (conducting inquiries in the hope of unveiling future opportunities). Data are collected at or about touch points through such methods as surveys, interviews, focus groups, and online forums. Companies need to involve every function in the effort, not just a single customer-facing group.

Having spent millions of dollars on customer relationship management software, many CEOs consider their problem to be not a lack of customer information but a superfluity of it. Before investing more time and money, executives justifiably want to know how customer experience data are different and what their value is.

Leaders who rose through customer-facing functions, such as Cisco Systems CEO John Chambers, are more likely to act with reference to customer experience than those who have not. When competing new technologies are difficult to choose among, Cisco defers its choice until key customers have registered their reactions. Because the company knows there will be a market for the choice it finally makes, it can afford to commit itself later than its competitors.

Many organizations place responsibility for collecting and assessing customer experience data within a single, IT-supported customer-facing group. Doing so accomplishes at least three things: It saves money; it protects customers from redundant and annoying solicitations; and it permits direct comparison of customers on the basis of their location, choice of product, or some other criterion.

But it is a mistake to assign to customer-facing groups overall accountability for the design, delivery, and creation of a superior customer experience, thereby excusing those more distant from the customer from understanding it.

Dissatisfied with the status quo, customer service vice president Dan Gilbert, showing unusual initiative, distributed the experience data his department had collected to product development, which went to work on the problem. The next-generation Treo came with a battery that users replace. In 2005, sales were 71% higher than the previous year. 041b061a72


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