Customer Interview Process Analysis Paper

1.3. Diagnostic of the company’s customer experience

The complexity of dealing with customers, channels, and competitors is only growing. Getting ahead often requires stepping back for a comprehensive view.

Getting ahead increasingly requires stepping back for a comprehensive view and building the infrastructure to continue taking stock of performance. A well-run customer-experience diagnostic can yield a wide range of benefits and should answer a series of essential questions.

For example, the research can help the company to define what really matters to the customers, and what are the factors that drive satisfaction and behaviors. How do customer experiences correlate with the expectations and competitors’ offers. And, finally, where is

This can be used to map relative strengths and gaps versus customer expectations and competitor performance. Finally, a robust diagnostic not only identifies quick fixes but also includes assessment of deeper aspects of health, including frontline culture, senior-team alignment, and the development of a compelling value proposition. It can frame the full opportunity and shine a light on the best path forward.

The diagnostic process itself also provides an opportunity to engage frontline workers in customer interaction and build essential senior-team alignment. By adopting elements of a proven approach, it is possible to truly understand and transform performance on customer experience.

That said, diagnosing customer experience can be complex. Customer satisfaction derives from a range of factors, including service, product, brand, and pricing. Knowing the relative importance of each is valuable for deciding where a diagnostic exercise should focus.

1.3.1. Outcomes of the

Tying customer journeys to satisfaction scores allows companies to understand precisely which journeys mean the most to the bottom line and align the possible investments in technology, people, and incentives with expected returns. It also allows companies to understand all the other business factors that a journey affects and the total value at stake. Journeys will typically affect the cost to manage customers through people assignment or calls required to handle the journey. Revenues associated with the journey are also affected, for example, from cross-selling when a customer is taken on board. (Hawkes, Vollhardt and Vancauwenberghe, 2016) Finally, there may be other business impact, such as the ability to detect and prevent fraud. One outcome of the diagnostic is a business case at a journey level, which helps set priorities for capturing value from improving the customer