![]() Looking at the overall drivers to obtain customer satisfaction, peace of mind is the strongest driver, which in its prolongation is connected to the time after purchase, where the organisation usually has less control of the process. Using the Kano model, it is possible to map all possible attributes of all features and touchpoints in order to visualise which ones are attractive, i.e. What attributes on your touchpoints will increase customer experience? The culture remains product-focused or sales-driven and is not considering the differentiator among the hardest to copy: the customer experience. In our view, the single most common thing companies lack is an organisational culture that nurtures customer centricity. There is also a discrepancy in the translation from customer insights collected by marketing functions to improved internal processes and operational functions. Very few organisations manage to translate the data into increased customer centricity. Why do so many companies then struggle to get customer centricity right? The reason is not a lack of data on customer needs and behaviour. In other words, all the interactions with the organisation and its brand.Ĭustomer centricity has for a long time been on the agenda, yet there are few companies that truly could be considered customer-centric. If customer centricity is said to be the organisational commitment or strategy to assure the success of your customer, then customer experience is a set of customer perceptions across the customer journey. Customer centricity and customer experience
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