1 NATIONAL CUSTOMER EXPERIENCE RESEARCH 2013 Novel approaches breaking old paradigms
ABOUT THE RESEARCH THE 1ST NATIONAL CUSTOMER EXPERIENCE RESEARCH
The year, when the Develor National $VTUPNFS&YQFSJFODFSFTFBSDIXBTmSTUDBSSJFEPVU Three factors give this research a unique viewpoint:
CONTENT Customer Experience is currently one of the
most important topics with strong impact on revenue Significantly different definitions and interpretations
NPS is the King. The success of an index
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with limited usability The assessment of certain sectors offer more
surprises. The comparison is instructive not only within certain segments but between them as well Only one third of complaints actually reach
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service providers, though handling them effectively leads to the strongest and most long-lasting positive customer experience Friendly but slow and hard-to-reach customer services
Standardised service increases the level of recommendation and customer loyalty
Differences are huge existing between 10
CEO Develor Consulting Ltd.
Managing Director Momentor Research Ltd.
certain sectors and companies with regard to the ability to provide customer experience What are companies planning? Training is at 11 the forefront, but it matters what kind! Almost all companies are willing to invest 12 in technological development, whether it is online customer service or web sales Identified outbreak points 13 Customer experience trends in 2014 14 www.develor.com/CustomerExperience
Customer Experience is currently one of the most important topics with strong impact on revenue
95% 79% An interesting conclusion is that although almost all (95%) respondents considered the issue to be strategically important, only 79% of them identified it as one of the three most important company goals.
95% of the executives surveyed attach strategic importance to the issue. According to them, excellent customer experience is essential for business results.
19.8% 1000 In the most affected sectors - banking, telecom, hotel, insurance, retail, hospitality and public services â€“ this amounts to far more than 1,000 billion HUF per year.
The companies concerned would lose a total of 19.8% of their revenue if they did not provide consistent and positive customer experience to their customers and consumers.
LOSS OF REVENUE
This is in line with the fact that only 71% of the respondent companies desire to become the industry leader in this field.
The local 79% compared to the Oracle Global Surveyâ€™s 2013 report, this figure is 91% globally, so national companies are lagging behind the international standard regarding goals in this area.
As the first step of the primary strategic goals for 2014, one should be a commitment to the provision of an outstanding to give great service customer experience. This is the first step in order to be in a position to give outstanding service to customers. Divide the plan into sections, but do not leave the backoffice out!
â€œExceeding the customerâ€™s expectation. Must be done to a greater degree than the customer expects.â€?
â€œ...perception and experience for every moment of the whole process from order to the installation of the box.â€?
â€œIt is easier to say
â€œAdjusting offer and
than realise: not a
selection to customer
â€œWhat comes to the
â€œIMPRESSION DEVELOPED ON THE CONTACT POINTS ON THE BASIS OF PREVIOUS EXPERIENCES -WHICH IS EFFECTED BY EMOTIONAL AND RATIONAL, CONSCIOUS AND UNCONSCIOUS IMPULSES.â€?
customerâ€™s mind when thinking about you next time?â€?
â€œThe emotions associated with us, which is based on the customersâ€™ experience and ultimately makes
The definitions of the respondent decisionmakers:
Significantly different definitions and interpretations QUICK WIN Letâ€™s create our own definition, then divide it with the help of internal workshops to the level of departments and individuals. Do the same task regarding backoffice because their responsibility is also important.
This topic is a relatively new one even though many companies have already created a customer experience department or appointed a leader within the organisation, but the definition of the concept still shows a wide variety of interpretations and approaches. "DDPSEJOHUPPVSEFm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www.develor.com/CustomerExperience
NPS is the King. The success of an index with limited usability NPS* (Net Promoter Score) is outstanding amongst those means used to measure customer experience and satisfaction, employed by three times as many users as the second most popular indicator.
Customer Satisfaction point
Customer Experience Index (CXI)
Customer Effort Score (CES)
Net Promoter Score (NPS) 3
Brand Awareness Market Share
Proportion of Advocacy, Apostols customers
Number of registered users
Revenue per customers
Other metrics provided by external supplier
Other, internal metrics N=79, All respondents
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)PXFWFS UIFSFTJEFOUJBMTVSWFZTIPXTUIBUUIFSFJTOPDPSSFMBUJPOCFUXFFO/14BOEDIVSOSBUFIJHIDIVSOOVNCFSXBT NFBTVSFEBUCPUIMPXBOEIJHI/14MFWFM4PXFSFMBJ[FEUIBU PUIFSNFUIPETBSFBEEJUJPOBMMZSFRVJSFEJOPSEFSUPTPMWFUIF DIVSOSBUFJTTVFPGNBOZDPNQBOJFT NPS LEAVING
NPS PLUS NPS Plus is a complex index number used to define customer experience. It is an approach which retains the benefits of NPS, combines the degree of recommendation with satisfaction and loyalty, together with the characteristics of an experienceâ€™s psychological factors. This will maintain promptness and cost-effectiveness, while at the same time not only the rational, but also the emotional feature of the customer relationship could be calculated, and the effective factors identified.
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