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Customer Experience Leadership
I was reminded today of a recent study conducted by the National Retail Federation Foundation and IBM published as "Retail Horizons: Benchmarks for 2007, Forecasts for 2008." One of the conclusions from the study is that customer satisfaction is now foremost on retail executives' minds. Sounds promising.
But according to Mike Antonucci's article in the Mercury News ("Retail Ink: Retailers in state of denial on customer service"), the report provides the details about how retailers actually go about understanding customer satisfaction:
"Almost all operations executives reported measuring customer satisfaction on a set schedule, usually on a monthly (33 percent) or daily (31 percent) basis." And among the methods use to evaluate customer service, "secret shoppers were most commonly used (62 percent), followed by ratings during field management visits (46 percent)."
Okay, so there's nothing wrong with mystery shopping and field management visits. But there's only one way to really understand the internal attitudes that customer's experiences are creating when they are in your stores: you have to ask them. There are many different ways to do that, both qualitatively and quantitatively.
The Conference Board reports that their index of CEO Confidence hit a sevenyear low in the fourth quarter of 2007. A reading of 50 points or more reflects a majority of positive responses; the Q4 07 index is 39. market holiday for Martin Luther King Day, overseas markets plummeted. As I write this, the Dow is currently down about 60 points and pundits are predicting a big selloff.
What does the doomandgloom have to do with customer experience? Plenty. When the economy softens, the costcutting knives come outas well they should. How does your executive team decide where to make cuts? The answer will speak volumes about their commitment to customer experience, no matter what your mission, vision, and values documents say. It's not that customer experience programs should be sacred; the question is whether or not customer experience impacts are considered carefully in the decision process around costcutting.
It's easy to lose customer's trust and it takes a long time to earn it back. Customer experience leaders will need to be the voice of reason when the cost cutting pressures intensify.
The blogosphere seems to be buzzing about the return of Howard Schultz as CEO of Starbucks and his plan to recaffeinate business results and the Starbuck's Experience. We all wish him much success so we will have yet another Starbucks case study ;)
But amidst the Starbucks fanfare was this post over at CIO: "Your Customer Service Stinks," which riffs on a news release by Accenture on their Global Customer Satisfaction Survey Report. Here's the short story that customer experienceologists need to know:
Customer service expectations are rising globally and customer service performance isn't keeping up. Almost half of the 3,500 consumer respondents across seven countries said their expectations were met only "sometimes," "rarely," or "never."
Poor customer service translates into lost business; 59 percent said they stopped doing business in the past year with a company due to poor service. Fiftynine percent! That's a lot of lost customers and lost revenue.
So what is going on here, exactly? What is the root cause analysis? Some hypotheses:
The Customer Service function is still managed as a nonstrategic cost center by many / most companies
The rush to use selfservice technology to reduce or contain costs has cut the emotional connection that is possible with humantohuman contact
There has been a shift in the motivations and belief systems of younger generations, who populate many frontline customer service positions, away from a "serving others is noble" ethic
Companies have cut training and development of frontline customer service staff so a lack of skills is more prominent across companies
Last Friday, the Wall Street Journal ran a page 1 feature on the fact that PC makers such as Dell, HP, and Lenovo are now more focused on producing "stylish" PCs ("PC Makers Take A Stylish Turn To Tackle Apple" subscription required).
Dell's even got a laptop with a cover styled after the "World of Warcraft" game series (see photo).
Sorry but I'm a skeptic. Perhaps attractively designed PCs will create somes sales lift; and there's nothing wrong with trying to produce products with a more appealing external aesthetic. But it misses completely the reason for Apple's growing successit thinks in terms of the entire customer experience,[url=http://www.floware.fr]michael kors femmes[/url], beyond just exterior design (as important as that is to the total experience).
A pink laptop may look cooler than corporate black for a segment of customers, but hey, it still runs Windows, and it still requires painful technical support if there is a problem. It's going to take a lot more than just the design and color of the cases to compete effectively with "the Apple experience."

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laugh flowers woven: in Jiangnan love dream相关的主题文章：


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Shanxi Mount Wutai scenic area of Taiwan Huai temples over the emergence of multicoloured auspicious clouds, so there is a Chinese idiom "auspicious sign" or "Rui Cai auspicious clouds".