The authors go on to illustrate how a cross-functional CEM system is created. Companies need to involve every function in the effort, not just a single customer-facing group. Data are collected at or about touch points through such methods as surveys, interviews, focus groups, and online forums. The authors describe a customer experience management (CEM) process that involves three kinds of monitoring: past patterns (evaluating completed transactions), present patterns (tracking current relationships), and potential patterns (conducting inquiries in the hope of unveiling future opportunities). For instance, the majority of the companies in a recent survey believed they have been providing “superior” experiences to customers, but most customers disagreed. But many don’t appreciate how those activities differ from CRM or just how illuminating the data can be. Few CEOs would argue against the significance of customer experience or against measuring and analyzing it. Customer experience is shaped by customers’ expectations, which largely reflect previous experiences. It encompasses every aspect of an offering: customer care, advertising, packaging, features, ease of use, reliability. Anyone who has signed up for cell phone service, attempted to claim a rebate, or navigated a call center has probably suffered from a company’s apparent indifference to what should be its first concern: the customer experiences that culminate in either satisfaction or disappointment and defection.Ĭustomer experience is the subjective response customers have to direct or indirect contact with a company.
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