Edition 24

Customer Experience is all about EXTREMES

30th June 2010 By Peter Niemeyer no comments
When you pick a yearly report of a company operating in a saturated market, make a test and skim the pages forward to the marketing or customer service section. Often you will find figures such as “our customer satisfaction is in average 4,54 on a 5-scale, where 5 is the best…”.
As a manager you could say: “Woooohooo!!”- BUT- you could also start to think about it and figure out that customer satisfaction is not about averages, but about extremes. As each encounter between a customer and a company happens individual, following up on them should also be individual, especially when we are talking about encounters that produced very bad customer experiences.

Principles for achieving an optimal customer service encounter:
  1. Each customer relationship is dynamic and made up of various encounters. Each customer-company encounter has the power to have significant impact on the overall relationship value.
  2. During each service encounter the customer provides feedback in various forms which can be assessed by different methods:. Either actively by surveying the customer concerning his experiences (CEM), or passively through the collection of “hard” data such as information on transactions, contractual state etc. (CRM).
  3. System integration is key to identify relevant customers and to close feedback loops. Data from various sources should be collected in a central system, which has the capability to establish comprehensive customer profiles and to lay the foundation for an active knowledge management. Every manager, for whom this information is relevant, should have access to this system. As a side effect, this will also lead to growing motivation of the staff.
  4. Knowledge management converts blunt data into actionable information. This information can have an impact on three different levels:
    • Operational level: This level is bound to one or very few encounters. A good example is a customer, who has just had a bad experience. Through an alert system, a responsible employee is informed who follows the best practices defined by knowledge management and thereby improves the customer experience.
    • Tactical level: This level contains many service encounters over a longer period of time. At this level, service quality standards should be defined that are altered over time in order to meet ever changing customer preferences.
    • Strategic level: This level affects the entire company. Over long periods of time, customer demands can change dramatically. Through a constant flow of customer feedback, strategic shifts can be anticipated in a better way, thereby enabling the company to stay competitive.
The following sceme illustrates the above mentioned principles:
About the author: Peter Niemeyer

Peter Niemeyer

Digital Marketing Coordinator at TeleFaction A/S

[email protected]

MSc. Double Degree in Marketing Management and Strategic Market Creation

    TeleFaction - your specialist for integrated and automated multichannel customer surveying. Whether in-bound calls, face-to-face meetings, email or direct mail - we can measure it all- constantly and organisation wide.

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