Meyer Christopher, Schwager Andre
Strategic Alignment Group, Portola Valley, CA, USA.
Harv Bus Rev. 2007 Feb;85(2):116-26, 157.
Anyone who has signed up for cell phone service, attempted to claim a rebate, or navigated a call center has probably suffered from a company's apparent indifference to what should be its first concern: the customer experiences that culminate in either satisfaction or disappointment and defection. Customer experience is the subjective response customers have to direct or indirect contact with a company. It encompasses every aspect of an offering: customer care, advertising, packaging, features, ease of use, reliability. Customer experience is shaped by customers' expectations, which largely reflect previous experiences. Few CEOs would argue against the significance of customer experience or against measuring and analyzing it. But many don't appreciate how those activities differ from CRM or just how illuminating the data can be. For instance, the majority of the companies in a recent survey believed they have been providing "superior" experiences to customers, but most customers disagreed. The authors describe a customer experience management (CEM) process that involves three kinds of monitoring: past patterns (evaluating completed transactions), present patterns (tracking current relationships), and potential patterns (conducting inquiries in the hope of unveiling future opportunities). Data are collected at or about touch points through such methods as surveys, interviews, focus groups, and online forums. Companies need to involve every function in the effort, not just a single customer-facing group. The authors go on to illustrate how a cross-functional CEM system is created. With such a system, companies can discover which customers are prospects for growth and which require immediate intervention.
任何注册过手机服务、试图申领返现或拨打过客服电话的人，可能都遭遇过公司对其首要关注点——最终导致满意或失望及流失的客户体验——明显的漠不关心。客户体验是客户对与公司直接或间接接触的主观反应。它涵盖产品或服务的方方面面：客户关怀、广告、包装、功能、易用性、可靠性。客户体验由客户期望塑造，而客户期望很大程度上反映了以往的经历。很少有首席执行官会反对客户体验的重要性，也不会反对对其进行衡量和分析。但许多人并不明白这些活动与客户关系管理有何不同，也不清楚这些数据能有多大的启发性。例如，在最近的一项调查中，大多数公司认为他们一直在为客户提供“卓越”的体验，但大多数客户却不这么认为。作者描述了一个客户体验管理（CEM）流程，该流程涉及三种监测：过去模式（评估已完成的交易）、当前模式（跟踪当前关系）和潜在模式（进行调查以发现未来机会）。通过调查、访谈、焦点小组和在线论坛等方法，在接触点或其附近收集数据。公司需要让每个职能部门都参与到这项工作中，而不仅仅是单个面向客户的团队。作者接着说明了如何创建一个跨职能的CEM系统。有了这样一个系统，公司就能发现哪些客户有增长潜力，哪些客户需要立即干预。
