![]() Our service is great!”Īs company leaders probed further, however, they discovered a more complex problem. “We’ve measured customer satisfaction for years, and our call centers, field services, and website experience each score consistently over 90 percent. “How can this be?” one executive wondered. While the company’s overall customer-satisfaction metrics were strong, focus groups revealed that a large number of customers left because of poor service and shoddy treatment over time. So the executives looked to another lever-customer experience-to see if improvements there could halt the exodus. The common methods for keeping customers were also well known but expensive-tactics like upgrade offers and discounted rate plans, or “save desks” to intercept defectors. Churn, due to pricing, technology, and programming options, was an increasingly familiar problem in this hypercompetitive market. In economic terms, a retained customer delivered significantly greater profitability than a newly acquired customer over two years. Customers were leaving at an alarming rate, few new ones were available for acquiring in its market, and even the company’s best customers were getting more expensive to retain. The trouble with touchpointsĬonsider the dilemma that executives faced at one media company. Indeed, research we conducted in 2015 involving seven EU telecom markets found that when consumers embarked on journeys that involved multiple channels their experience was materially worse than during single-channel experiences, whether those experiences were digital or not. The explosion of potential customer interaction points-across new channels, devices, applications, and more-makes consistency of service and experience across channels nigh impossible-unless you are managing the journey, and not simply individual touchpoints. This is especially true in today’s multitouchpoint, multichannel, always-on, hypercompetitive consumer markets. In contrast, those that provide the customer with the best experience from start to finish along the journey can expect to enhance customer satisfaction, improve sales and retention, reduce end-to-end service cost, and strengthen employee satisfaction. 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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