To improve customer experiences, brands are increasingly turning to data to give them insights and direction. Some of the benefits include helping brands personalize the customer experience. This creates a more enjoyable and memorable moment for customers. In return, they can become repeat customers. Plus, they may tell others about their (hopefully) great experience. Also, a company can pinpoint what works and what needs improvement with the current CX strategy.
https://www.forbes.com/sites/steveolenski/2018/07/26/using-data-to-transform-the-experience/
If your website isn’t customer centric, you’re missing out on sales. Customers have a plethora of options online, and if your website fails to meet their standards, you’re not providing a great customer experience. There was a time when customer centric websites weren’t a concern.
You would create a site, launch it and users didn’t mind going through hoops to buy your products or use your service. And then in 2016, just 1% of businesses in the United States said that they were working to give their customers a better experience on their website. If you want to update your website with a focus on being customer centric, you’ll want to follow the tips below:
http://customerthink.com/building-a-customer-centric-website/
Customers are providing companies with more feedback than ever before, and it represents a valuable source of data which can be used to improve the customer experience. However, in many large organizations, this data simply sits in silos, with teams tending to use the customer data they collect for their own needs only.
For instance, a digital team will use site feedback for website enhancements, while the contact center will use post-call surveys for improving agent performance. Data is rarely shared across departments for the broader purpose of improving the customer experience.
This begs the question, why don’t departments share customer data with each other? Some of the reasons I’ve heard may sound familiar:
http://customerthink.com/share-your-data-the-way-kids-share-their-toys/
How many times, during a customer experience, have you been asked to “just take a quick survey”? Whether you receive a pop-up immediately after buying something online or get a phone call a few days after an interaction with a service representative, you'll likely agree that you rarely enjoy the experience.
In fact, you probably ignore most survey requests unless you have something very positive or very negative to say.
https://www.entrepreneur.com/article/316351/
Customer-centricity is the discipline of attempting to see things from the customer’s viewpoint rather than from your own, including the essential understanding that those who are “in the business” simply know too much, from too internal viewpoint, to be truly customer-centric without making a conscious and disciplined effort.
As a customer-centricity consultant, specializing in using this discipline to transform companies’ customer experience, I strive to keep the concept simple, since it truly is simple, at its core: The goal is to keep the customer’s viewpoint and the customer’s ultimate wellbeing at the center of everything a company does. (I doubt I even need to draw you a diagram, but if I did, it would be a circle with the customer in the—you guessed it—center. All of our actions, at all points around the circumference, would be undertaken in response to our focus on that center point.)
https://www.forbes.com/sites/micahsolomon/2018/07/14/strategy-and-tactics-for-customer-centricity-consulting-vs-ideating-your-customers-experience/#2bb0c37c274e/
Keeping customers onside is not easy and the likelihood of defections is high when two businesses combine. Research by JD Power found that the probability of customers changing banks increases by up to 3X following a merger. The challenge is to unify the experience of two groups with often different demands, expectations, values and behaviours. Different emotional connections even. Take the CYBG / Virgin Money tie-in. Yorkshire and Clydesdale customers have a strong regional bond with their bank. It’s more than just a brand to some: “Not happy about you being rebranded to Virgin Money, been a customer for 40yrs. Clydesdale name iconic”. Research from the Deloitte Center for Banking Solutions found that ‘emotional‘ reasons were the number one factor why customers switched accounts after a merger. It was cited by 37% of respondents. The second biggest reason was ‘competitive offer’ at 17%.
http://customerthink.com/how-to-make-customer-experience-the-cornerstone-of-a-merger/
Customer experience, undeniably, is important in any business today. However, in a healthcare business, its importance is accentuated manifold. It would not be incorrect to say that no other industry sees a closer bond between the customer and the service provider than the healthcare industry. Further, because this industry associates with its customers in their most vulnerable times, it is critical to provide an experience beyond the medical care that will alleviate the concerns of the patient.
In terms of financial gains, a report by The Deloitte Center for Health Solutions has demonstrated that hospitals with high patient-reported experience scores have higher profitability. It has also shown that hospitals with better experience levels earn disproportionately more than they spend compared to those with lower ratings. All this reiterates that improving the patient experience is vital to a healthcare organization.
The Net Promoter Score is a world-renowned metric to measure customer experience. Quite a few healthcare providers today use NPS to measure and improve the patient experience. However, because NPS isn’t as widely used in healthcare, there aren’t many guidebooks or best practices available for use of NPS in this sector. Here are a few pointers to use NPS more effectively in healthcare.
http://customerthink.com/10-simple-tips-to-use-nps-more-effectively-in-healthcare/
Over time, customer journey mapping has become a wildly accepted tool, and leaders are far more willing to leverage their power; particularly, when given guidance on how to construct a map that will offer visibility to improvements across people, process, and technology.
While customer journey mapping is popular today, I’ve often seen companies benefit from four strategies to garner more value from mapping efforts. I’ll list these four approaches below and discuss two of them this week and the other two in next week’s blog.
http://customerthink.com/customer-journey-mapping-and-the-road-beyond/
As customer experience grows as the key differentiator between businesses offering the same services or products, brands need to be listening to their customers.
According to a study by Walker, by the year 2020, customer experience will be more important than even the price of a product. Meaning that customers won’t care that they have to pay more if they know they will receive exceptional treatment.
http://www.bizcommunity.com/Article/196/33/179007.html/
Most companies take an internally oriented approach to organizing, centered on products, processes and functions such as risk management and marketing. But a few pioneering companies have begun to organize around how customers experience their products and services. The key unit of experience management has shifted to the customer “episode.” And the core management method is now Agile.
https://www.forbes.com/sites/baininsights/2018/06/25/if-experience-is-the-new-product-how-do-you-manage-it/#5a6646973e8d/
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