Sunday, July 20, 2014

Editor's Pick Demystifying The Black Box – How To Design, Manage, And Measure The Most Profitable Customer Experience (CX) Strategies

CX blogs, consultants, programs, workshops, conferences, indexes, frameworks, awards, summits, metrics, NPS – CX is everywhere and widely considered the next competitive battleground. Managers, consultants, scholars, and even politicians seem to agree that the age of the customer has finally arrived and we are better going to be ready for it. The new customer needs new solutions, and blue chips companies like Siemens, IBM, Adobe, Google are standing by, ready to deliver. CRM is proclaimed dead, and CX management in an area where the customer calls the shots is the declared new silver bullet for companies worldwide. Managers read the great CX stories of Apple, Amazon, and Starbucks, and are left wondering how this will apply to their business? Moreover, while we still struggle to coherently define what constitutes CX, we already discuss the next generation of CX management, the role of social media, cloud networks in delivering excellent experiences in the CX revolution you tube channel.

CX established itself as one of the top priorities on companies’ strategic agendas. It really doesn’t matter if we talk about a B2B, B2C, or even C2C context, customers will always have an experience, good or bad, and it will influence their purchasing behavior – significantly. And not only their own behavior, but also the behavior of others; courtesy of the blessing – or the curse, depending on your viewpoint – of the www and social media (Klaus 2013). Our longitudinal global research clearly indicates that delivering superior experiences is, if not the source of, a sustainable competitive advantage. However, while acknowledging CX’s strategic importance is a step in the right direction, the main challenges go beyond acknowledgement.

Read the original post HERE.

Or, go to the Editor's Pick HERE.

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