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Understanding the Customer Experience
- Provide a better customer experience (CX) and your business will do better. It seems like common sense. But research shows that 45% of organizations actually find it very difficult to tie customer experience investments to business outcomes.
—Lisa Sigler, content marketing manager, Clarabridge
Read more: bit.ly/CXrevenue
- Forrester analyzed CX Index data to see which of the three dimensions of CX quality matters most to customer loyalty—effectiveness, ease or emotion. ... Emotion was the #1 factor in customer loyalty across 17 of the 18 industries that were studied.
Read more: bit.ly/emotionloyalty
- Rating systems have typically been described as way of establishing trust between strangers. Some commentators go so far as to say ratings are more effective than government regulation.
—Josh Dzieza, The Verge
Read more: bit.ly/ratinggame
- An omni-channel approach gives a company a unified view of the customer, with the ability to carry the context of an interaction or customer issue seamlessly across multiple channels. ... However, most organizations still have a long way to go, with only 18% having fully integrated their channels and 31% not yet having started to integrate any channels, according to Deloitte.
—Liz Osborne, Five9
Read more: bit.ly/needomni
- When companies connect with customers’ emotions, the payoff can be huge. Consider these examples: After a major bank introduced a credit card for Millennials that was designed to inspire emotional connection, use among the segment increased by 70% and new account growth rose by 40%.
—Scott Magids, Alan Zorfas and Daniel Leemon, Harvard Business Review
Read more: bit.ly/sciemotions
- Rather than merely reacting to the journeys that consumers themselves devise, companies are shaping their paths, leading rather than following. Marketers
are increasingly managing journeys as they would any product. Journeys are thus becoming central to the customer’s experience of a brand—and as important as the products themselves in providing competitive advantage.
—David C Edelman and Marc Singer, Harvard Business Review
Read more: bit.ly/competingJ