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Semelhante a Measuring the Customer Experience
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Measuring the Customer Experience
- 1. Measuring the customer experience and increasing customer loyalty, customer retention and customer acquisition in the process Fredrik Abildtrup CEO @ TeleFaction A/S The Return on Behavior® Company
- 5. Poll
- 7. It is though out there! 58% say it is harder to make a reasonable profit, compared to 5 years ago add the Financial crises to that!
- 12. Be distinct or be extinct Idea sourced from Tom Peters
- 13. Interactions drives loyalty High-quality interactions with people and systems Lowest price or cost of ownership Superior products or services Percent High Importance
- 14. Poll
- 15. Customer Experience vs. Management Customer Relationship Management
- 18. Customer Experience Management… … is or should be the execution of a customer centric business strategy
- 20. How to be successful
- 21. To get success – be SMART
- 28. Case study – Danske Bank Group
- 33. What kind of results has been achieved?
- 34. Results: Actions can be targeted Did you get a better advice in the meeting than expected? Service experience on a scale of 0 to 100, where 100 is best
- 35. It is the individual team that can make a difference Better service Development over time: Resume on all questions
- 36. Analyses to find drivers Service experience on a scale of 0 to 100, where 100 is best Average amount of products offered
- 39. Some words on how to do that!
- 46. Backup slides
- 49. Developments in customer approach
- 50. Create a customer vision/strategy Customer Experience How do we ensure that customers get the same experience across all touch points? On which level must the experience be consistent across all channels? Integration How do we share knowledge of our customers? How do we plan and implement customer activities across the company? How close do we want to integrate ourselves with customers and partners? Balanced effort How do we balance our efforts in relation to the customers value? What effect does that have in our activities? How far will we go? How do we focus on loyalty, retention, additional and cross sales? Customer Expectations When are the customer in touch with us and why? Which expectations do they have and how do we live up to them? How do we communicate with the customers? What impact does customer satisfaction have on revenue and profit? Customer Value Which customers have which value? How do we measure it? Which customers will we attract, retain or develop? Which service will we provide the defined segments? Knowledge of Customers How do we collect knowledge of our customers In which touch points? How do we use this knowledge? How can we enrich and increase our own knowledge
- 52. Measuring the customer experience and increasing customer loyalty, customer retention and customer acquisition in the process
Notas do Editor
- TeleFaction is a “Voice of Customer” Company a results-driven solution which translates objective customer data into actionable insights. These insights provide specific action points for management and individuals to secure revenue, retain customers and increase loyalty. TeleFaction believes that only a daily dialog between the company and its client can create a solid relationship that guarantees long term engagement and loyalty. From our point of view, the recipe for success is: by literally listening to the customer, the company can understand the target market´s needs and therefore is able to provide superior value. We make it possible for our clients by measuring their customer´s experience: we collect information in all touch points - internet, phone call (recorded surveys) and letters -, transform it into data + processes it into knowledge = report the results. And our clients participate during the whole process, giving instant feedback. Unlike other players, TeleFaction offers the whole personalized product by coaching our clients on direction for each action. We do not simply provide numbers and graphs, we talk and guide them. The results from our coaching have a direct impact on both management and employee level.
- Less time Zero tolerance for waiting time og lack of empowerment More choices than ever before More buying power High expectations and no patience No problems changing vendors/supplier
- Sources: Giga, Gartner Group, Forester Research, Nuance Cost per Resolved Issue The Cost of Satisfying the Customer Cost per Resolved Issue Email$9.53 Chat$7.86 Online – self-service $6.55 Phone –Call Center$6.17$
- Apple Ipod + Nike Apple – Social media before social media was invented
- High-quality interactions drive loyalty as much as the core product/service Custmerthink
- CEM is the ‘Right Brained’ Approach to Customer Management An emotional connection is key, even for mundane products ie pampers is just no more an absorbent diaper it is now sold as helping the development of your baby
- Conclusion?
- Lønsomhed og forretningsmæssig succeshandler ikke om at have det bedste produkt eller den flotte reklamefilm. Det handler om relationer. People do business with people er mere vigtig i dag end nogensinde før. Det er forretningskritisk for virksomheder at kundernes forventninger overgåes eller som minimum indfries. Service quality is not about internal compliance It is about satisfying your customer Gode kundeoplevelser skaber fundamentet for loyalitet