• The article challenges the widely held belief that companies should aim to "delight"
their customers through exceptional customer service. Instead, the authors argue
that reducing customer effort is a more effective way to Increase customer loyalty
• They conducted research and found that customers who reported low levels of effort
in resolving their issues were more likely to repurchase, recommend the company to
others, and increase their spending with the company.
• Overall, the authors make a compelling case for why companies should shift their
focus from delighting customers to making it easy for them to achieve their goals
when interacting with the company.
• To challenge the widely held belief that companies should aim to "delight" their
customers through exceptional customer service.
• To argue that reducing customer effort is a more effective way to increase customer
loyalty and satisfaction.
• To offer practical strategies for reducing customer effort, such as streamlining
processes, empowering employees, and anticipating customer needs.
• To provide insights and recommendations that can help companies improve their
customer service and ultimately drive business success.
AREA OF STUDY
The article is relevant to several areas of study, including:
• Customer service: The article offers insights into how companies
can improve their customer service processes to better meet the
• Marketing: The article highlights the importance of customer
satisfaction and loyalty in driving revenue growth, and how
companies can use customer service as a tool for building
• Management: The article emphasizes the need for companies to
empower their customer service representatives to solve
customer problems on their own, and to proactively identify.
• Consumer behavior: The article sheds light on how customer
expectations and preferences have evolved over time.
• Business strategy: The article argues that reducing customer
effort can be a key competitive advantage for companies, and
that companies that prioritize customer service are more likely
to succeed in the long run
SAMPLING TECHNIQUE AND
• The study is based on a sample of customer service interactions
across multiple industries.
• The study includes data from over 75,000 customers, spanning over
• The study includes data from both business-to-consumer (B2C) and
business-to-business (B2B) companies.
• The study includes data from companies of different sizes, from small
businesses to large corporations.
• The study uses quantitative data analysis techniques, such as
regression analysis and correlation analysis.
• The study also includes qualitative data from interviews with
customer service representatives.
SOURCE OF DATA OF TECHNOLOGY THAT WILL
AFFECT THE FUTURE CUSTOMER SERVICE:
• Disposability in Society.
• Throw-Away Society
• Barriers to Women Empower
• Feminist Poem Analysis
• In conclusion, As technology continues to evolve, we can expect to see even more
innovative ways of gathering and analysing customer data to improve customer
Three metrics used-
Customer satisfaction (CSAT)
Net promoter score (NPS)
Customer effort score (CES)
Not surprisingly, CSAT was a
poor predictor. NPS proved
better (and has been shown to
be a powerful gauge at the
company level). CES
outperformed both in customer
Limitations of Customer Service and how to
•Rude communication of customer service staff
•Lack of unified customer view
•Poor after-sales support
•Fail to meet commitments
•Excessive customer service automation
Customer service is the support you offer your customers — both
before and after they buy and use your products or services — that
helps them have an easy, enjoyable experience with your brand.
Customers will go where they are treated fairly and with respect,
and even spend more money at such a business. Hence, investing in
customer service helps activate your flywheel because loyal
customers will help you acquire new customers free of charge by
convincing prospects to interact with your brand. Their positive
testimonials will be more effective than your current marketing
efforts—and cheaper, too.