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A Resplendent Customer Experience Management Process




Customer experience is not always pleasant and gratifying. Customers service experience a lot of harassment and frustration when their complaints are not resolved on time or when they are shuffled from one department to other unnecessarily without a definite answer. Irate customers are a bad influence on a business. Businesses that are not able to provide satisfactory services to their customers face a lot of challenge in retaining and acquiring new customers. The customers who have suffered due to the incompetency of the business can spread negative remarks and comments which can affect the business adversely.

Businesses often fail to understand that customers will patronize only those who have the capability to deliver quality services consistently. There is no point in asking for customers’ feedbacks through survey polls if it does not have the right tools to provide efficient services. Erroneous solutions, inefficient management processes all aggravate the condition of troubled customers leading to an end to a reliable and long lasting business relationship.

The global business environment is a very cruel and unforgiving one. Those who wish to succeed in their endeavors need to ensure that they are equipped with customer service software that possesses intelligent Customer Experience Management capabilities. This software should provide competent and streamlined strategies for enforcing a comprehensive and centralized management process. It should help the agents in accessing relevant information without wasting any time and providing customers with an exhilarating experience. It should help in creating a structured knowledge base where customer interactions are stored logically for quick and easy reference.

The software should have the capacity to provide real-time information so that the customers are not provided with delayed and obsolete solutions. It should provide easy and simple controls to the user to facilitate their search and purpose. Complicated settings will frustrate the customers without providing accurate solutions. The customers who are provided with prompt services will not waste in time in recommending others to try their services. The powerful s a commendable and vehement tool for business propagation.

Many businesses do not realize the significance of customer service tools that can affect their fate permanently. Seeking customers’ appreciation without ensuring an efficient and effective customer experience management process is a ridiculous and hasty act that delivers pathetic results. The tools that deploy practical and best practices help in delivering ideal performances and help businesses to move progressively towards a brighter and secure future.

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Just What Is Customer Experience Management & Exactly Why The Idea Makes a Difference




Since customer experience management provides upon gain relevance within the heads regarding present-day CEOs, progressively more data generator handling client experience management projects so that you can increase consumer fulfillment, build better consumer ideas, develop client commitment as well as customer loyalty, as well as enhance consumer lifetime value. This swift escalate to the top echelons regarding strategic goal has had an unfortunate side-effects; quite a few client experience management misguided beliefs have begun to sort on account of a great overflow regarding contradictory details, opinions, as well as over-hyped guarantees.

Companies use various gear to prepare as well as support buyer emails intended for foreseeable future reasons. Aside from the standard calls, online obtain, website interactions as well as reside interactions firms utilize texting as well as web 2.0 within other sorts of interaction. The fundamental rationale to begin this is actually to manufacture a distinct buyer details supply to enhance the Organization to Shopper (B to C) connection. Companies generate 360-degree substantial techniques to add just about all buyer emails together with customer experience analytics with their accounts.

The following departmentalization connected with customer experience analytics will allow the gross sales rep or an organization affiliate in working with the buyer, performing gross sales as well as emailing the buyer, seeing that although all have the buyer background and recent files together with fears as well as fears documented.

The internet connections from your company as well as a buyer in excess of along their own link is actually how you can certainly identify online client experience and to support as well as handle an appropriate as well as customized qualifications connected with the buyer remedies supplied as well as the critiques received at all the diverse times is actually the operation intended for Customer Experience Management.That is why it’s important also, seeing that it may help this firms produce greater company along with other options together with the buyer as well as help them to understand the company seeing that well.

This is a conversation among a pair of celebrations in working order, the buyer as well as the company. This takes place in the course of a great getaway, this patient’s getaway by assessing a product or an email finder service to purchasing this same. If perhaps seems like useful, the buyer will buy else the right path ends there.

However, inside this procedure company representatives or sales agents guide website link the space among the buyer as well as supplier. The method intended for interaction may be the serious source here. Virtually any specifics to be monitored through the gross sales rep beneath the client experience line really should suggest in this impression the buyer has got of the company, the items as well as solutions.

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Customer Experience Management in Cloud Era




Quite a lot of businesses, when questioned, characterizes the policy of customer experience management is simple to understand, but difficult to implement. The most cited reason being their lack of resources that hinder their capabilities to offer supportive customer care services and others cite they are incapable of managing their increasing customer support activities due to increase in business growth. Be that as it may, the truth is, no matter what the issues, companies are required to deliver exceptional support to customers.

How can businesses confront these increasing challenges? Cloud computing is your solution! It is a perfect answer to resolve the problems companies are facing, especially businesses who were unable to manage their responsibilities with customer service. Nowadays, clients need more than a satisfying customer support; they search for managed and sustained customer engagement. Customers are seeking for a fruitful and richer customer experience that can be leveraged through cloud computing.

Where most businesses are buying proprietary CRM systems for improving their customer support, these systems are expensive and need frequent upgrading of the system to match your business growth.

Enters solution – Cloud

A sizeable percentage of CRM systems are SaaS based, which means that they are accessible via Cloud. These cloud-based CRMs have effectively decreased expenses that are linked with integrating an advanced CRM system to your business environment. Applications that are cloud-based have subscription-based plans allowing businesses to choose a plan as per usage and scale up or down the plan if required.

It is evident that every customer service department in a company must strive to work with the aim of enhancing customer experience, there is always a person or team at the front line who endeavors to build stronger customer engagement.

Using cloud technology gives businesses the option of selecting a solution from a wide array of CRM systems. It is recommended to have a clear idea of your company’s needs and objectives and choose the perfect solution that matches your requirements. While making your selection, be careful while deciding which SaaS-based system you need – there are hundreds of service providers that will lure you to their products. Choose suitable features and functionalities that best suit your business rather than selecting your system based on pricing. Cost is an important factor to consider but should not be your top priority.

Better Customer Experience – Many times businesses are unable to provide the satisfactory customer service because they are cautious to try something new. Implementing new technologies can be tricky but may decrease your ability to serve your customers as per their expectations.

Using cloud will increase the scope of innovation because it increases a business’ operational flexibility. Transform your models for customer relationship so as to meet their requirements. It enables businesses to collect customer information from multiple sources, analyze and evaluate this data and further, use it for the creation of new customer engagement processes.

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State of Business-To-Business Customer Experience Management




Many discussions of customer-experience strategies begin with a flawed assumption. When executives delve into the competitive advantages of building a more customer-centric organization, they very often focus on interactions with retail buyers—the end consumers. But in our experience, a customer-centric mind-set is just as critical in the B2B space, and more and more executives are developing B2B customer-experience strategies with striking results.

B2B customer-experience index ratings significantly lag behind those of retail customers. B2C companies typically score in the 65 to 85 percent range, while B2B companies average less than 50 percent. This gap will become even more apparent as B2B customer expectations rise.

How relevant are the trendiest CXM practices in business-to-business (B2B) companies? After all, B2B account teams are usually quite involved with clients throughout a long sales cycle, interacting with various influencers of the buying decision and almost “living” the customer journey alongside their clients.

High-Touch in B2B

In a recently published four-year study of B2B CXM, 91% of participating firms said they sell B2B products and services through a dedicated sales force1, with a typical sales cycle ranging from three to twelve months. B2B customer experience is much more person-to-person than many think because of numerous departments weighing in on most purchase decisions, several functional areas from both the buyer and supplier firms interfacing for long periods before and after purchase, and the high monetary value and risky business impact of many B2B purchases.

As such, many CXM practices formalized by business-to-consumer (B2C) firms may have a different label and may be less formal, taken for granted and less visible in B2B CXM. Therefore, surveys of B2B practices may understate the actual work being done.

Seeing the Full Picture

What’s missing in account team CXM is the ability for everyone to see the full picture as customers see things:

    • Multiple Accounts: If customers purchase products from different business units, or in different regions, do both the account teams and the business units have an accurate single view of who’s who, and what’s important? And do they have an accurate view of how a change in processes, policies, business models, or offering impacts the customer?
      • 29% of B2B firms have established a single view of each customer across divisions and regions; 29% more are just starting this.
      • One in four B2B firms has established processes for connecting data across customers’ end-to-end experience with the company; 25% more are just starting this.
      • One in four B2B firms integrates customer feedback sources; 29% more are just starting this.
      • A third of B2B firms have established processes to coordinate multiple accounts within a customer company; a third more are just starting this.
    • Multiple Influencers: If different groups2 in the customer company have different perspectives, how well are they understood and accommodated – not only by the account team per se, but also by other functional areas in the supplier company who could help if they were better informed?
      • Half of B2B firms identify all the influencers in the buying decision; 27% are just starting.
      • 38% of B2B firms collect voice-of-the-customer from all of the influencers on the buying decision; 36% more are just starting this.
      • A third of B2B firms consolidate input of buying decisions from multiple influencers; 24% more are just starting this.
    • Multiple Interfaces: If various functional areas interface with one another prior to and after the purchase, how consistent is the customer experience? And how well is anecdotal feedback from these customer interactions collected for immediate resolution and proactive influence of re-purchase?
    • One in four B2B firms coordinates customer interaction activities of multiple functional areas; 37% are just starting this.
    • One in four B2B firms have established processes for coordinating customer’ ongoing post-purchase touch-points; 38% are just starting this.

The strength of the dedicated sales force, as shown from these statistics, may actually be standing in the way of B2B companies’ capability to see the full picture of the customer experience as customers see it. And opportunities that could be enabled by others outside the account team are likely being missed unless someone is facilitating integration, coordination and consistency.

Trendy CXM

In today’s array of CXM webinars, articles, and conference speeches, hot topics include predictive analytics, journey mapping, touch-points, user experience, communities, digital and content marketing, self-service and social media.

Indeed, B2B is late to the party in adopting technologies for predictive analytics, data mining, social collaboration and user-generated content; about one in four B2B firms is using such technologies. But in cases where there is almost daily conversation between account teams and the customer, how much of these trendy CXM efforts are needed? And how well do they compensate for what’s missing in seeing the full picture?

Customer touch-points, journey mapping, user experience and/or life cycle management are in practice among four out of five B2B firms. However, one in three of these firms has deployed these practices company-wide; half of the study participants are using these practices in one or more places in the company. This is a larger concern, as customers tend to see a company as a single entity rather than a series of silos.

Need for a CXM Strategy Model

What’s happening in B2B CXM strategy is similar to what’s happening in B2C. A quick comparison of data in the new B2B report with Forrester’s 2013 State of Customer Experience survey (which is predominantly based on B2C firms), shows the figures are roughly the same for the top obstacles to CXM success:

  1. Lack of clear customer experience strategy
  2. Lack of cooperation across the organization
  3. Lack of budget, and
  4. Lack of executive involvement

The most widespread practices are voice-of-the-customer and customer engagement. These two areas are often more disruptive to the customer company than to the supplier company, and these areas represent two ends of the CXM spectrum: what’s important and going well for customers, and what can customers do to demonstrate importance of the supplier company. In either case, the overriding desire for immediate revenue uptick seems to be the reason for the huge emphasis in these two areas: if only enough low-rating customers could be turned around to raving fans, and if only enough customers could be saying nice things about the company, all would be well, in theory.

What’s missing is the middle: what is the supplier company doing with the customers’ precious investments in voice-of-the-customer to make things so nice that customers want to be engaged? It’s unlikely that loyalty (i.e. share of budget) or retention (i.e. duration of relationship) can be achieved with lasting financial impact without the middle component to the CXM puzzle.

Our B2B study has tracked motivation for CXM, how we listen to customers, how we view customers, how we center employees on customers and how we center our business on customers. CXM effort on listening to and engaging customers far outweighs the CXM effort underway in ensuring an accurate view of customers, and even less in centering employees and business on customers’ well-being.

Success Factors

With a robust CXM strategy model that ties together motivations, listening, viewing, and centering, firms tend to have stronger business results, regardless of whether they’re in B2B or B2C industries. B2B firms reported CXM results such as 200% increase in market share over the past four years, 30% increase in survey scores, 20% revenue lift, 20% increase in customer engagement and 15% reduction in churn over the past year. The B2B study indicates that the following basics are the keys to financial and customer experience success:

  • Coordination among managers of CXM methods.
  • Treating CXM as a determinant of corporate strategy.
  • Presentation of customer survey results to all employees.
  • Calculation of customer lifetime value.
  • Action on survey results by owners of key CX drivers.
  • Encouraging cross-organizational CXM collaboration.

No silver bullet has emerged as a breakthrough method for customer experience excellence. Tying it all together, what’s most relevant to CXM success is a coordinated effort in executing the basics:

  1. Setting a firm foundation through customer-centered culture, customer voice and intelligence, and customer lifetime value as a motivator
  2. Adapting the company to customers’ needs through improvement and innovation of customer experience
  3. Promoting engagement of employees and customers alike, in accordance with the above

Neither the trendiest CXM practices nor the traditional account management strengths is enough to move the needle in B2B CX business results. Operational excellence within the context of what’s most important to customers, as shown by the success factors listed above, is the recipe for differentiating and excelling financially in customer experience.

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