A 80% of companies believed to be generating a customer experience above average. Only 8% of customers agree (survey of 362 companies in the United States, 2005). Is the dominant trap greatness. A higher market share, the greater the risk of take for granted the loyalty of its customers. The massive influx of money managers confused that even think that money is synonymous with loyalty. They do not realize that the most profitable customers, are often the most upset with the company. Customers are not statistics seem to indicate as market research. Survey data often confuse the manager's ability to hear the voice of the customer. 8% of customers who actually are attracted by a superior experience, are the product of business strategy with three requirements: 1. Design value propositions and experiences appropriate for those customers 2. Delivery or delivery of promised value, with cross-functional collaboration in the enterprise as a whole 3. Developing the necessary skills to delight customers again and again, such as improving processes, training in the creation of value propositions and responsibility assigned by the customer experience. Each of these three "D" requires and reinforces the other two. Together, the three "D" transform the company directed and informed by the voices of their customers. Design value propositions and experiences appropriate Beyond divide customers into segments and designing value propositions by segment, these companies design business in a unique, identifying trends in customer evangelism in favor of the company. This evangelism is measured by the difference between the scores of promoters minus the detractors score. This measurement is easily understood by all members of the organization. Of course, the experiences that lead to passive customers to become evangelists, are different market segments. What captivates some may discourage others. To that extent the segmentation must be performed by attitudes and personalities rather than by demographics and buying habits, which are not sufficient to explain the different behaviors. Vodafone is a good example in England. They left for home to categorize as they normally do cell phone companies to target in "Young Fun", "Users" and others. "Young Fun" received "Vodafone Live" is a service to a higher level, which provides everything from games and ring-tones to pop songs, to news and sports. The "Users" received "Vodafone Simply, a hassle-free service and therefore a great experience of possession. The organization realized in this way how it should create value in each case. The design of the value propositions considered the overall customer experience. They could transform their customers loyal evangelists, unless which takes into account the experience at every point of contact, such as buying, service and maintenance, accessories and upgrades, and billing. Part of the design of the proposal was the creation of appropriate conditions to deliver that value. Delivery or delivery of promised value The value proposition would be brilliantly designed powerless if the execution was poor. To begin, the leaders were MFDs and created the conditions for their motivation. Their action spread throughout the value chain, in order to achieve the total customer experience. The interaction with clients was considered an invaluable resource. Beyond data mining systems and CRM, the last test was what the customers told them to others. The best companies find ways to stay tuned to the voice of the customer every day. An excellent company in this field is Superquinn (Irish grocery chain), whose founder and chairman, Fergal Quinn, walking through the corridors each of its stores each month, talking with customers. Twice a month to twelve guests invited to a panel of two hours and he personally asked about the level of service, price, cleanliness, food quality, new products, advertising and sales made, etc. Mr. Quinn also asked about the products your customers buy from competitors and why this happens. Quinn uses the information obtained to evaluate their managers and to improve the development and implementation of their strategies. On one occasion discovered that 25% of their customers did not buy in their bakeries. That enabled him to stimulate the thinking of its employees of bakeries to generate creative ideas that will improve customer traffic. Customers quickly attracted by the aroma of freshly baked donuts. Currently 90% of their customers buy something in their bakeries, every week. Staff who have contact with customers Quinn is carefully selected, trained and treated to achieve the desired results. Development of skills necessary The value proposition can not be static, and are subject to regular innovation. The same applies to the delivery of value. All companies should improve their performance gradually and successful leaders have identified competencies key to stimulating innovation: 1. Tools that help the customer focus in planning and execution 2. Performance measures based on the client 3. Incentives focused on customer satisfaction companies that demonstrate high performance, create processes to get immediate customer feedback, focused on innovation and performance. American Express, for example, immediately called their clients to take time to activate their new cards to correct any problems that exist. What are your priority customers? If you answer "most profitable" you fall short. Equally important customer evangelists to encourage other customers to buy their products. Studying the profitability and customer evangelism, you can target as follows: 1. Promoters offer high returns (it is impossible without them) 2. Critics offer high returns (we must correct the problems) 3. Advocates that offer low income (are diamonds in the rough) 4. Critics who offer low income (you can not please everyone)
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