Customer Experience Demystified
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The document discusses customer experience and expectations. It states that customer experience is determined by how a customer's reality matches their expectations. When reality meets expectations, it is a good experience, and when it does not meet expectations, it is a poor experience. It also discusses that customers buy products and services to fulfill capabilities and jobs-to-be-done, not just for the products and services themselves. Achieving customer experience excellence requires aligning the entire company's operations and processes to meet customer expectations across all parts of the customer journey.
Customer Experience Demystified
- 1. www.ClearActionCX.com Customer Experience Demystified Expectations, Capabilities & All Hands On Deck
- 2. When a customer’s reality is less than their expectations: . . . they look at it as a poor customer experience. When a customer’s reality matches their expectations: . . . they look at it as a good customer experience. It’s All About Expectation Sets © Copyright ClearAction LLC. All rights reserved. Page 8
- 3. Select Get Use Capability Customer Experience = Reality ÷ Expectations Customers’ Realities versus Expectations Customer experience excellence is about perceived realities across everything customers employ to select, get, and use your solution, toward achieving the capability they’re seeking © Copyright ClearAction LLC. All rights reserved. Page 9
- 4. Customers Buy Capabilities (Not Product per se) Capabilities Every purchase is about a capability • To relax • To be entertained • To avoid pain • To grow • To live • To make money (serve B2B customers) (What a Customer Wants) © Copyright ClearAction LLC. All rights reserved. Page 4
- 5. What You Sell is a Means Toward Capabilities Capabilities Your offerings are a means-to-an-end • To relax • To be entertained • To avoid pain • To grow • To live • To make money (serve B2B customers) Your Offerings / Solutions (What a Customer Wants) (Means-to-an-End) © Copyright ClearAction LLC. All rights reserved. Page 5
- 6. Capabilities Are Customers’ “Jobs-to-be-Done” Capabilities We buy because we have a job-to-be-done • To relax • To be entertained • To avoid pain • To grow • To live • To make money (serve B2B customers) Your Offerings / Solutions (Customer’s Job-to-be-Done) (Means-to-an-End) © Copyright ClearAction LLC. All rights reserved. Page 6
- 7. A “Job-to-be-Done” Integrates Various Things Capabilities A customer’s job-to-be-done integrates your offering with other … Your Offerings / Solutions (Customer’s Job-to-be-Done) (Means-to-an-End) © Copyright ClearAction LLC. All rights reserved. Page 7 Integrated with Other Things • People • Processes • Products • Services • Technologies This is the bedrock of customer expectations
- 8. When Does Customer Experience Begin/End? Need Awareness Need Extinction © Copyright ClearAction LLC. All rights reserved. Page 8 Capabilities (Customer’s Job-to-be-Done) Customer experience begins when a customer is aware of needing a capability Customer experience ends when a customer no longer perceives need the need for that capability … as opposed to company-announced obsolescence or the last interaction with the company
- 9. What Drives Customer Expectations? Need Awareness Need Extinction © Copyright ClearAction LLC. All rights reserved. Page 9 Capabilities (Customer’s Job-to-be-Done) Circumstances that trigger need awareness create an expectation set for a customer Circumstances A customer may have a different expectation set for each circumstance • Aspirational • Corrective • Risk avoidance • Other Segmenting customers by “expectation sets” streamlines what it takes to “manage to expectations”
- 10. What Are Customer Expectations? Need Awareness Need Extinction © Copyright ClearAction LLC. All rights reserved. Page 10 Capabilities (Customer’s Job-to-be-Done) Built-in judgments measure goodness of functional & emotional needs toward achieving the capabilities Circumstances Functional: • Does it build the capability? Emotional: • Any personal consequences? • Any social consequences? Emotional Functional This is why organic customer feedback is so valuable to drive action company-wide
- 11. Need Awareness Need Extinction © Copyright ClearAction LLC. All rights reserved. Page 11 Capabilities (Customer’s Job-to-be-Done) Circumstances Emotional Functional Everything Has a Ripple Effect on Customers Product Service Business Model Affinities Convenience Policies Processes Culture Your Offerings / Solutions (Means-to-an-End) This is why “all-hands-on-deck” company-wide is necessary for customer experience excellence
- 12. “Jobs-to-be-Done” = A Guiding Light to All © Copyright ClearAction LLC. All rights reserved. Page 12 Customers’ desired capabilities & integrations are the growth-promoting context for roles company-wide. Most roles are typically viewed in a revenue context, or simply for the sake of completing tasks.
- 13. Customer Experience Customers’ realities in selecting, getting, and using a solution that enables a capability they want. Customer Experience Management Discipline of treating your customer relationships as assets with the goal of engaging customers as brand advocates. Customer Experience Optimization Natural customer passion for a brand through company-wide alignment with buyer priorities for enduring revenue and profit growth. Customer Experience Enablement Bridge between voice-of-the-customer & customer engagement to earn trust, loyalty, and enduring profit growth. . © Copyright ClearAction LLC. All rights reserved. Page 13 Customer Experience Defined
- 14. © Copyright ClearAction LLC. All rights reserved. Page 14 Customer Experience ROI Building-Blocks All blocks work in tandem to maximize & sustain business results. Left-right flow. Start simply with a stepping stone in each block; build maturity over time. Customer experience excellence is a way of life and an ongoing internal journey as market forces evolve. http://ClearActionCX.com/cx-success-factors
- 15. © Copyright ClearAction LLC. All rights reserved. Page 15 Customer Experience ROI Success Factors In our 4-year study, companies with these practices tended to have stronger business results. http://ClearActionCX.com/success-factors
- 16. ClearActionCX.com See more like this in ClearAction Insiders! © Copyright ClearAction LLC. All rights reserved.
- 17. ClearAction founded the world’s 1st and largest global B2B customer experience practices study © Copyright ClearAction LLC. All rights reserved. Page 17 http://ClearActionCX.com
- 18. ClearActionCX.com If You Like These Concepts, Get the Book! © Copyright ClearAction LLC. All rights reserved. >30 Tools & Techniques Step-by-Step Guidelines
- 19. ClearActionCX.com If You Like These Concepts, Get the Book! 5 Keys Explained >20 Tools & Techniques Step-by-Step Guidelines © Copyright ClearAction LLC. All rights reserved.
- 20. ClearActionCX.com If You Like These Concepts, Get the Book! 4 Keys Explained 10 Templates Step-by-Step Guidelines © Copyright ClearAction LLC. All rights reserved.
- 21. ClearAction Consulting Clients “ClearAction taught us things that wouldn’t readily cross our minds and has increased our efficiency & accuracy in many areas. We highly recommend ClearAction as a business consultant.” © Copyright ClearAction LLC. All rights reserved. Partial List Send us a note: [email protected]
- 22. [email protected] tel +1 408 687 9700 Lynn Hunsaker ClearAction company/clearaction-llc +ClearActionCXO CustomerExperienceOptimization