Developing a Customer Experience Strategy in a Cloudy World


The customer experience you provide is nothing less than delivering on the promise your company has made to the market. Every business makes some claim. In the business-to-business market, most vendors claim to make customers more efficient, more effective, or more profitable in some way. The unsaid promise is that buying your company’s product or service will expand your customer’s business. Here’s a good read about customer experience strategy, check it out!

Social media has exposed the gap between corporate rights and the customer’s experience. Virtual communities have given end users a voice unfiltered by management. The end result of this power shift is that end users have become more vocal and challenging about their experience. They are unenthusiastic to settle for suitable or even satisfactory products and services. Satisfied customers are willing to leave their vendor in exchange for an exceptional experience; at any given time 30-90% of a company’s customer-base is looking for another vendor. End users want, and expect, an exceptional experience. To gather more awesome ideas on customer experience journey, click here to get started.

What has been the reaction among managers to this shift in power? According to Michael Maoz from Gartner, executives across layouts are trying to re-engage with customers through customer service, and customer experience in particular. Eighty percent of executives believe that customer strategy is more significant than it was three years ago. Ninety to ninety-five percent of executives expect customer experience will be part of their particular competitive differentiation in the next two to three years.

The Opportunity

The developing view is to create a customer experience approach focused on the business success of the customer. By being a vehicle for the customer’s success, companies expect to:
o Spread the life of the customer.
o Grow a proactive promoter for their products and services.
o Excerpt usable value from the customer’s experience that can be re-purposed.
o Decrease transactional support costs by emerging more educated users.
o Upsurge the value of the customer through extra product and service revenue.

There is substantial evidence pointing to the success of this approach. A study by Booz Allen found that customer centric organizations outperformed their industry peers 2:1 in revenue growth and generated profit margins 5-10 percent above their competitors. Nevertheless, to deliver these results, organizations have to walk their talk. If a company desires to evolve from pushing product to delivering customer-advocacy level worth, a shift in thinking and attitude is necessary.

Developing a Customer Experience Strategy
Customer experience is not an isolated deal but a series of multiple touch points. It’s not limited to the customer service interaction at the support center but is an organization-wide process. Kindly visit this website for more useful reference.


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