A well-designed customer strategy will depict many different functions, skills, and practices: a company’s customer strategy to its overall identity.
Every successful company in the world has a strong value proposition that distinguishes it from rivals. It consistently offers something different for its customers that no competitor can match. To deliver what it promises, a company must develop and deploy a group of interrelated, distinctive capabilities. All of these must work together across the full portfolio of products and services.
Target customers with whom you have the “right to win.”
When your company has a strong identity, you don’t need to compete in every marketplace, only in the categories where you are reasonably confident of succeeding. Your value proposition will be consistent enough to appeal to a group of customers whom you can serve profitably.
Companies are recognizing the importance of delivering an experience that makes them stand out from their competition. Some are learning the hard way.
Today, 89% of all companies compete primarily on the basis from the customer experience up, from just 36% in 2010. But while 80% of companies believe they deliver “super experiences,” only 8% of customers agree. Focusing on customer experience management may be the single most important investment a brand can make in today’s competitive business climate.
The customer-centric approach doing business with your target audience in a way that provides a positive customer experience before, during and after the sale in order to drive repeat business, customer loyalty and profits.
But, a customer-centric company is more than a company that offers good service.
Customer centricity is not just about offering great customer service, it means offering a great experience from the awareness stage, through the purchasing process and finally through the post- purchase process. It’s a strategy that’s based on putting your customer first, and at the core of your business.
Customer experience is the sum of all the interactions that a customer has with an organization over the life of the “relationship” with that company and, especially, the feelings, emotions, and perceptions the customer has about those interactions.
It can be to optimize sales from existing customers; make them brand advocates to gain more customers; or both. The goal should be to improve the business with customer satisfaction.
2. Customer understanding
You need to know what makes your customers tick before you can meet (and surpass) their expectations. They allow you to personalize messages with emotive triggers that inspire a purchase.
A good strategy follows a roadmap that tracks customer interactions through multiple touchpoints. This map should, among others, identify the level of engagement, buyer’s friction, staff in charge and common issues in each touchpoint. As a policy, the design ensures customer experience consistency in all brand-customer crossroads: websites, mobile apps, emails, digital aides, packaging, customer service, public relations, anywhere and anyhow customers interact with you, subtly or directly. You need to know what makes your customers tick before you can meet (and surpass) their expectations. They allow you to personalize messages with emotive triggers that inspire a purchase.
You need to set KPI’s and measure metrics to know where strategy is heading, how it is performing and where you can improve. The ultimate goal is to affect to customer behavior in large manners or small. Setting the right measurement goals and analyzing the results will drive your customer experience strategy forward.
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