![]() In our research, we’ve discovered that organizations that fail to appreciate the context of these situations and manage the cross-functional, end-to-end experiences that shape the customer’s view of the business can prompt a downpour of negative consequences, from customer defection and dramatically higher call volumes to lost sales and lower employee morale. ![]() Another is resolving a technical issue, upgrading a product, or helping a customer to move a service to a new home. Bringing a new customer on board is a classic example. Journeys can be long, stretching across multiple channels and touchpoints, and often lasting days or weeks. Only by looking at the customer’s experience through his or her own eyes-along the entire journey taken-can you really begin to understand how to meaningfully improve performance.Ĭustomer journeys include many things that happen before, during, and after the experience of a product or service. ![]() But this siloed focus on individual touchpoints misses the bigger-and more important-picture: the customer’s end-to-end experience. Companies try to ensure that customers will be happy with the interaction when they connect with their product, customer service, sales staff, or marketing materials. It reflects organization and accountability, and is relatively easy to build into operations. When most companies focus on customer experience they think about touchpoints-the individual transactions through which customers interact with parts of the business and its offerings.
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