Many are interested in the formation and improvement of customer experience, but its intricacies perplex how this could be managed. The simple answer seems to be more data. Statements such as “If you can’t measure it, you can’t improve it” and “Knowledge is power” have valuable kernels of advice, but faulty interpretations have led to masses of unused data due to sheer volume or a lack of meaning. This second post follows on the first and concentrates on methods to find the right customer experience metrics, how to utilise those indicators to drive better business, and a concrete approach called Value Creation Model to make sense of customer experience.
Entities both in the private and the public sector are trying to develop their customer experience in the pursuit of business and socioeconomic value. The issue is profoundly complex, and we are diving to its roots in a three-part blog series. Elements of customer experience work as the starting point, followed by a more detailed look into management tips and how customer experience can be quantified, topped off with a view on cultural factors and the future. This first post concentrates on customer experience fundamentals, customer and employee experience (CX-EX) connection, and simple ways to boost employee engagement.
Qentinel and Sanoma Media Finland are honored to be one of the International Customer Experience Awards 2018 finalists with a joint digital quality experience success story within Best Digital Strategy category. Qentinel helped Sanoma Media Finland to understand their customer feedback and increase both customer satisfaction and quality of their digital services.
The Awards finals and ceremony will be held in Amsterdam on November 20th, 2018.
A while ago I ordered some pizza online – well 41 pizzas, to be exact. The process was smooth: open a mobile app, choose the products, transfer to shopping cart, fill in delivery details, contact info, and credit card data, click “Pay now”. Then something really odd happened: I saw an order confirmation flash on the screen but in a couple of seconds it was blotted out by a big, red “payment refused” message. At the same time, my email inbox notified me I had a new message. The message said my pizza order was received and confirmed. Was it, really? I needed to feed 40 hungry people.
It is nice to maintain the fiction that we are responsible for our business and our clients’ customer experience. In reality, creating customer experience is rapidly developing so that less and less of it is in a company’s own hands, and even to the point where they lose direct contact with customer experience. Nowadays, companies mostly operate as part of a larger ecosystem in which customer experience depends on how different players in the ecosystem succeed in cooperation and in their own customer encounters.
We are witnessing the rise of the “Right Now” economy, a marketplace where spontaneity has replaced planning, ownership has given way to on-demand access and goods are produced or delivered just-in-time rather than stored in inventories. This development is disrupting traditional supply chains providing new growth opportunities for upstarts as well as established players. But it’s also reshaping customer expectations and creating challenges for firms as they try to craft winning digital customer experience in this shifting landscape.