![]() 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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