Free marketing plan papers, essays, and research papers. Find your career in coffee. Sprudge Jobs is a list of constantly updated posititons now available at the world's best coffee companies. TOKYO, May 25, 2017-- Internet Initiative Japan Inc. Noelle Nelson is a Career and Workplace Expert and Author of “Make More Money By Making Your Employees Happy”. In my experience, customer retention. Bib. Me: Free Bibliography & Citation Maker. Select style& search. Select style & search. Search for a book, article, website, film, or enter the information yourself. ![]() ![]() Stop Trying to Eliminate Customer Effort. Deploying Customer Effort Score could be destructive under two conditions: using CES as a key metric for your critical touch- point experiences, and, your brand value is not about effortless. It would generate three negative consequences: Drive a disremembered experience. Armed with this understanding, we can fundamentally change the emphasis of customer service interactions.” The CES creators suggested the following strategy to minimizing customers’ effort on service issues: Reduce the need for repeat calls by anticipating and dealing with related downstream issues; arm reps to address the emotional side of customer interactions; minimize channel switching by increasing self- service channel “stickiness”; elicit and use feedback from disgruntled or struggling customers; and focus on problem solving, not speed.”The original mission of the Customer Effort Score, as far as I understand, is to drive effortless service interactions. The Extended Coverage to CX – A Serious Problem. Reducing or eliminating customer effort in the service environment, is a win- win to both customers and company. Customers save time and hassles; company reduces costs and becomes more efficient. It is no surprise that CES is fast becoming a popular performance measurement metric in numerous organizations since its launch in 2. Nowadays, the application of CES has been extended from service to CX – from driving effortless service interactions to driving effortless experiences; CES, along with NPS and C- SAT, are the three most important CX metrics. However, the truth is, service is part of CX; service ain’t CX (see the Harvard Business Review Know the Difference between Customer Service and Customer Experience by Bruce Jones, Senior Programming Director, Disney Institute), and that’s the underlining cause, and the beginning, of a serious problem. Voice of Customers: Just Hate to . I display just a few of the voice of customers here: Pain Point #1 – Forced Round Tour“Forced use of round tour, difficulty of getting directly to desired area.”“You can’t really go in for one specific item, you have to make your way around the entire store. Feels like you have to carve out a lot of time to buy from IKEA. This week we looked at the ramifications of the new healthcare bill but also performed the nerdy task of playing doctor with sluggish Macs. We also explored the.Their brand values are reflected at the pleasure peaks: price, product, product display and trial, cafeteria and ice cream. Even the cafeteria and ice cream communicate the consistent message “good value for money” and align with IKEA’s brand values. As these pleasures are reflecting their brand vales, we call them Branded Pleasures. IKEA never says Service is a brand value. They hang up big posters inside the store, telling customers that, to further reduce prices, customers will be performing even more DIY (do- it- yourself) services. As expected, customer service is very limited, and once you have selected items from the huge storage area and managed to put them in or on your cart, you still have to wait in the long queue to check out and arrange delivery and installation – we call these ? Because by allowing those pains which don’t reflect IKEA’s brand values – more DIY services and fewer staffs for on- site support – a substantial amount of resources could be saved to further enhance their Branded Pleasures. The existence of Good Pain is to support Branded Pleasure. Good Pain may Help Driving Business Result. I might have convinced you that the inadequate on- site staff support is a Good Pain, as it could save significant resources for the Branded Pleasure – price. But how about the other two common pain points – it doesn’t seem IKEA could save much by forcing customers to tour around the entire store or by creating a long queue at checkout. In another IKEA research (note 4), we asked 5. IKEA’s store, to compare their . Some customers from the research mentioned that they had bought some items they didn’t prepare to buy, but when they were going through the round tour they found these items interesting or irresistible. In alignment with the theories of “sunk costs” and “social proof,” the customers feel it justified to buy more when in a long queue as they were already there; it must be something really good to have so many people willing to spend time waiting for payment at check- out. While I suspect Ingvar Kamprad ever conducted the same research as ours to derive instant purchase drivers, his judgments to tolerate those pains, grounded with over half a century learning- by- doing experiences and first- hand observations on on- floor operations, could be made more accurate and reliable than the quantitative data rendered by any correlation analyses. A wise business leader would never let customers suffer for nothing – these are Unnecessary Pains. Ingvar makes customers . Only a handful of leaders at the top of the company understand this.”Kamprad is a minority. The majority of business leaders, in the modern era, have been brainwashed by the sacred beliefs of Pursuing Excellence, Customer Centricity and Continuous Improvement. They are determined to eliminate any pains, efforts, frictions, imperfections and defects out of an experience. The uprising of CES in CX is not a coincidence. Their companies try to make every single detail good and eliminate any effort on the customers’ part, from the beginning to the end of an experience, in order to satisfy their customers. The red Emotion Curve represents the conventional approach. They are working hard to raise the entire red curve higher and higher still. It is, however, an ineffective experience. Nobel- prize winning psychologist Daniel Kahneman suggested that human beings only remember two moments of any experience – the peak and the end (note 6). The problem of the red curve – a zero- defect or an effortless experience – is that you dilute your limited resources on too many things. As a result, insignificant peaks and ends are generated. You are simply wasting your company’s resources as the experience is not remembered by your customers. Would you regard a forgotten experience be effective? No, you wouldn’t. An effective experience has to be remembered. Why Pleasure – Not Pain – Peaks are Recalled. Now, allow me to take you through a paradigm shift – allowing pain or imperfection – to deliver a dynamic blue Emotion Curve. It focuses on the critical few moments – peak and end. This approach creates a memorable experience with significant pleasure peaks, while spending fewer resources. Kahneman does explain how an experience is remembered – the peak and the end; he, however, does not explain which peaks – pleasure or pain – are recalled by customers. The decisive factor is: Do you keep your promise, i. On the other hand, when you fail to deliver on promise, they recall the pain peaks. Personally, I share my sympathy with the research respondents. I hate the forced round tour, the never enough on- site manpower, and the forever long waiting time at cashier. Whenever I shopped at IKEA, I swore I wouldn’t be back. But for the past three decades, I buy from IKEA again and again. Because IKEA is delivering a highly memorable and branded experience. What I recall from my memories are the significant pleasure peaks, which reflect their brand promise: Good value for money.“Frictionless” Harms Your Brand Loyalty. The essence of brand loyalty is, customers have to remember you and what you stand for. To achieve that, you have to deliver the dynamic blue curve experience consistently and repeatedly, with your brand values reflected at the pleasure peaks, i. For example, if you want to enjoy a relaxing afternoon, away from your home and office, for a decent cup of coffee. Starbucks is probably the first thing that comes to mind – because you recall their significant pleasure peaks from your memories – the ? In the short term, could be nice for those in a hurry. Longer term, will it result in consumers saying to themselves “Why am I paying $4 for a cup of coffee when I’m not spending any time in the store to enjoy it?” Next step: drive thru?”What if Starbucks focused their resources driving full- force to deliver a frictionless experience? Their significant Branded Pleasures would turn insignificant, and their brand values would become blurry in customers’ memories. Ultimately, their brand might not be recalled. When you are delivering the flat red Emotion Curve – an effortless or a frictionless experience – there will be no brand loyalty at all. Brand loyalty is, literally, determined by our memories. No memories, no brand loyalty.“Painless” Eliminates Pleasure Peaks. Similar as Starbucks, if IKEA listened to the voice of customers, and followed the conventional approach, to adopt CES to eliminate the pain points and strike for an effortless experience, what would happen? Pains and efforts will be minimized or eliminated, and so too the pleasure peaks. Because no company has unlimited resources, the dynamic blue Emotion Curve would turn into a flattened red one. As a result, customer’s pleasures are reduced, resources are wasted, and the brand is homogenized. The branded experience turns into a no- branded experience. Both the customers’ pains and pleasure peaks are gone. Great Brands Always Make Customers . Starbucks makes customers sweat with premium pricing and waiting time to create extraordinary pleasure with their “new coffee experience” and the Third Place. Louis Vuitton makes customers sweat with the different service levels to deliver unprecedented pleasure with exclusivity. Southwest Airlines makes customers sweat with no meals, entertainment, upgrades or reserved seats to offer knockout pleasure with cheap airfares. Jiro’s sushi restaurant makes customers sweat on most aspects of the dining experience to render the utmost pleasure with the best sushi in the world (see my article Sukiyabashi Jiro: Make the World’s Best Sushi by Creative Aggravation). By making customers .
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