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Customer experience as a new frontier for service delivery
- 1. Customer experience as a new frontier for service delivery Thandolwenkosi Nkomo Department of Journalism and Media Studies, National University of Science & Technology
- 2. Customer Experience: A conceptual framework Affective, cognitive, emotional, social and physical responses before, during and after the purchase of a good or service. (Verhoef, et. 2008). Emotional, rational, sensorial, physical and spiritual involvement of customer (Gentile, et al. 2007). Direct and indirect interactions between consumer and company (Meyer & Schwager, 2007)
- 3. Why customer experience matters? A key factor in building brand connectivity & loyalty Gives competitive advantage People bring emotional, physical, Social and Spiritual expectations into customer-business or product interactions
- 4. What has been… Your worst customer experience?
- 5. Determinants of customer experience: A conceptual framework Consumer Expectations Customer Interactions Shop/Business Environment Past experiences Service support Quality of service/goods
- 6. Experience Evaluations Best In Class Ordinary Sub-par
- 7. Drivers of Positive Customer experiences amongst Zimbabweans Quality of products 77.3% Professional attitude of staff - 74.7% Time taken at the till 88% Value for money 89.3% Reliability of service 92% Social media support – 87%
- 8. Arrogant staff 81.3% Poor customer support 65.3% Unreliable service 82.7% Customer Experience Deal Breakers
- 9. Customer Experience Management Systems Framework Track customer expectations Exceed customer expectations Gain customer experiences feedback Manage negative customer experiences
Editor's Notes
- Research into the area of Customer Experience management characterizes Customer Experience as comprising affective, cognitive, emotional, social, physical, rational, sensorial and spiritual responses. Meaning that each act of consumer-product/business interaction is an affective, cognitive, emotional, spiritual etc experience. Thus customers bring their whole selves into this act of interacting with a product, service or organization and this interaction is more than transactional. When customers are dissatisfied at these levels, they take away negative associations about products/services/organisations which then influences their future decisions about interacting with a particular product/service/organisation.
- It is no wonder that international brands such as Toyota, Dell, Starbucks, Disney, Amazon etc make it a point to infuse customer experience management in their mission statement. For these companies, Customer Experience Management (CEM) is part of the Mission of the business because CEM is key in brand building connectivity and loyalty, ensuring competitive advantage.
- I have been disappointed a number of times. I decided to change Banks after I realised that going to the bank or even conducting online transactions was becoming a depressing experience. Early this year I took a trip to SA using one of the luxury long distance coaches. My journey to SA was pleasant, infact my expectations were exceeded by far. My journey back home however was a nightmare. My disappointment began at the check in point. At one point we were tossed around from one bus to another in the hope of being shuttled to the main station to catch the Bulawayo Bound bus. In Johannesburg, a colleague had the nightmare of finding her seat already taken by another passenger who insisted on taking that seat. Somewhere outside Pretoria our bus turned out overloaded at the weighbridge and we spend the next 5 hours waiting for a trailor so we could offload luggage into a bigger trailer Another bus and trailer came and we were downgraded from a luxury to regular bus service.
- The above are some of the most notable key drivers of customer experience.
- The challenge for all organisations is to emerge as the best in class is their customer experience management.
- A snap survey of 100 young adult students and professional revealed the above as the key drivers of positive customer experiences.
- The above were highlighted as the key driver of negative customer experiences.
- In order for organisations to effectively manage positive customer experiences, they must: Tracking customer experiences through investing in continuous research. Exceed customer expectations by going the extra mile to connect with their customers and build memorable experiences . Customer experience feedback by creating systems to gather and manage feedback. Doing so shows that your organization is open minded and keen on meeting the needs of clients. Managing negative customer experiences by putting in places policies, procedures and tools for offering genuine support and reconciliation.