A few days ago a colleague forwarded me an article about survey-fatigue. One of the main points of the author was that she felt being harassed by companies asking for her feedback on some random interaction. I must admit that people can indeed not care about your survey – even if you bring it down to the ultimate question. But this has more to do with the customer not caring about the company or brand that is asking the question than the survey itself.
Companies like Airbnb and Uber seem to have less control over customer experience and seem to be managing multiple stakeholders whose interests are sometimes at odds. How does that impact the way you design customer experience?
In Customer Experience Management there is a lot to take into account. Everything a company does as well as a lot that’s happening outside the company impacts the Customer’s evaluation of the company’s service and offering. In my experience it can be rather overwhelming for people within a company to talk to the Customer Experience experts – inside and outside the company – and as a result they could be turning their backs on us “unrealistic bunch of dreamers“. I’ve come to believe this has a lot to do with a practice of ‘over-engineering the Customer’s Experience‘.
I’ve been involved in Customer Experience (Management) since the beginning of my career. And for as long as I can remember we (me included) have been measuring success of our efforts through metrics like Customer Satisfaction, Customer Retention, Intention to (re-)purchase, intention to recommend.
I wish to acknowledge members of the ‘methodology police’, whom I met recently, for being the source of this conversation. Please note that for the purposes of this conversation I will use the terms formula, recipe, method, script and template interchangeably.
I started a CEM Toolbox series a year ago and only dabbled in it a couple times. Today I'll pick up with a post that was published on Delight's blog and will strive to add to the toolbox a few more times this year.
Christopher Meyer and Andre Schwager’s February 2007 Harvard Business Review article “Understanding Customer Experience” brings, perhaps for the first time, the topic of customer experience management (CEM) to the senior management plane. While, overall, the article is quite good, one thing stuck out like a sore thumb — the authors’ definition of the term: