麦肯锡 - 增加顾客满意度的3C法则 - The three Cs of customer satisfaction

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4、=crumbs 百度文库 HYPERLINK /?fr=crumbs HYPERLINK /pro/index 专业资料 HYPERLINK /pro/index HYPERLINK /list/64 经管营销 HYPERLINK /list/64 HYPERLINK /list/153 销售/营销satisfaction: Consistency,consistency, consistencyAlfonso Pulido, Dorian Stone, and John StrevelIt may not seem sexy, but consistency is the secret in

5、gredient tomaking customers happy. However, its difficult to get right andrequires top-leadership attention.“Sustaining an audience is hard,”Bruce Springsteen once said. “It demands aconsistency of thought, of purpose, and of action over a long period of time.” He was talkingabout his route to music

6、 stardom, yet his words are just as applicable to the world of customerexperience. Consistency may be one of the least inspirational topics for most managers. Butits exceptionally powerful, especially at a time when retail channels are proliferating andconsumer choice and empowerment are increasing.

7、Getting consistency right also requires the attention of top leadership. Thats because by usinga variety of channels and triggering more and more interactions with companies as they seekto meet discrete needs, customers create clusters of interactions that make their individualinteractions less impo

8、rtant than their cumulative experience. Tchuisstomer journey canspan all elements of a company and include everything from buying a product to actuallyusing it, having issues with a product that require resolution, or simply making the decisionto use a service or product for the first time.Its not e

9、nough to make customers happy with each individual interaction. Our mostrecent customer-experience survey of some 27,000 American consumers across 14different industries found that effective customer journeys are more important:measuring satisfaction on customer journeys is 30 percent more predictiv

10、e of overallcustomer satisfaction than measuring happiness for each individual interaction. Inaddition, maximizing satisfaction with customer journeys has the potential not only toincrease customer satisfaction by 20 percent but also to lift revenue by up to 15 percentwhile lowering the cost of serv

11、ing customers by as much as 20 percent. Our researchidentified three keys to consistency:2/view/581b657d336c1eb91a375da2.html1/4 4/14/2019麦肯锡- 增加顾客满意度的3C法则- The three Cs of customer satisfaction - 百度文库1. Customer-journey consistencyIts well understood that companies must continually work to provide

12、customers withsuperior service, with each area of the business having clear policies, rules, and supportingmechanisms to ensure consistency during each interaction. However, few companies candeliver consistently across customer journeys, even in meeting basic needs.Simple math illustrates why this i

13、s so important in a world of increasingly multichannel,multitouch customer journeys. Assume a customer interacts six times with a pay-TVcompany, starting when he or she undertakes online research into providers andending when the first bill is received 30 days after service is installed. Assuminga 9

14、5 percent satisfaction rate for each individual interactionwhether measuringresponsiveness, the accuracy of information, or other factorseven this level ofperformance means that up to one in four customers will have a poor experienceduring the on-boarding journey.The fact is that consistency on the

15、most common customer journeys is an importantpredictor of overall customer experience and loyalty. Banks, for example, saw anexceptionally strong correlation between consistency on key customer journeys and overallperformance in customer experience. And when we sent an undercover-shopping team tovis

16、it 50 bank branches and contact 50 bank call centers, the analysis was confirmed: forlower-performing banks, the variability in experience was much higher among a typicalbanks branches than it was among different banks themselves. Large banks typically facedthe greatest challenge.2. Emotional consis

17、tencyOne of the most illuminating results of our survey was that positive customer-experienceemotionsencompassed in a feeling of trustwere the biggest drivers of satisfaction andloyalty in a majority of industries surveyed. We also found that consistency is particularlyimportant to forge a relations

18、hip of trust with customers: for example, customers trustedbanks that were in the top quartile of delivering consistent customer journeys 30 percentmore than banks in the bottom quartile.What is also striking is how valuable the consistency-driven emotional connection isfor customer loyalty. For ban

19、k customers, “a brand I feel close to” and “a brand thatI can trust” were the top drivers for bank differentiation on customer experience. In aworld where research suggests that fewer than 30 percent of customers trust mostmajor financial brands, ensuring consistency on customer journeys to build tr

20、ust isimportant for long-term growth.3/view/581b657d336c1eb91a375da2.html2/4 4/14/2019麦肯锡- 增加顾客满意度的3C法则- The three Cs of customer satisfaction - 百度文库3. Communication consistencyA companys brand is driven by more than the combination of promises made andpromises kept. Whats also critical is ensuring

21、customreercsognize the delivery ofthose promises, which requires proactively shaping communications and key messagesthat consistently highlight delivery as well as themes. Southwest Airlines, for example,has built customer trust over a long period by consistently delivering on its promiseas a no-fri

22、lls, low-cost airline. Similarly, Progressive Insurance created an impressionamong customers that it offered lower rates than its competitors in the period from 1995to 2005 and made sure to highlight when it delivered on that promise. Progressive alsoshaped how customers interpreted cost-reduction a

23、ctions such as on-site resolution ofauto claims by positioning and reinforcing these actions as part of a consistent brandpromise that it was a responsive, technology-savvy company. In both cases, customerperceptions of the brands reinforced operational realities. Such brands generate areservoir of

24、goodwill and remain resilient on the basis of their consistency over time infulfilling promises and their strong, ongoing marketing communications to reinforcethose experiences.Becoming a company that delivers customer-journey excellence requires many things tobe done well. But weve found that there

25、 are three priorities. tFaikrest,a journey-basedapproach. For companies wanting to improve the customer experience as a means ofincreasing revenue and reducing costs, executing on customer journeys leads to the bestoutcomes. We found that a companys performance on journeys is 35 percent more predict

26、iveof customer satisfaction and 32 percent more predictive of customer churn than performanceon individual touchpoints. Since a customer journey often touches different parts of theorganization, companies need to rewire themselves to create teams that are responsible forthe end-to-end customer journ

27、ey across functions. While we know there are an infinitenumber of journeys, there are generally three to five that matter most to the customer andthe businessstart your improvements there. To track progress, effectiveness, and predictopportunities, you may need to retool both metrics and analytics t

28、o report on journeys,not just touchpoint insights.Second, fix areas where negative experiences are com. mBeocnause a single negativeexperience has four to five times greater relative impact than a positive one, companiesshould focus on reducing poor customer experiences, especially in those areas in whichcustomers come into contact with the organization most often. For instance, trainingfrontline service representatives to identify and address specific customer issuesthrough role playing and script guidelines will go a long