Contents
Foreword ix
by Richard DuFresne, National Manager Customer Care, Toyota
Introduction: Why Customer Experience 3.0? 1
Section One: The Customer and the Implications of Customer
Experience 3
Section Two: Designing the End-to-End Customer Experience 3
Section Three: Key Issues of Implementation 5
SECTION ONE
The Customer and the Implications of Customer Experience
1 Why Good Service Might Not Result in a Great Experience 11
Understanding Customer Expectations 12
No Unpleasant Surprises 13
Identifying Sources of Customer Dissatisfaction and Uncertainty 17
No News is Not Necessarily Good News 21
Why Your Current CE Leaves Huge Amounts of Money on the Table 23
Leveraging Technology for a Great Customer Experience 26
Eliminating Unpleasant Surprises 28
Getting Started: Questions to Ask Yourself About Moving Your
Company Out of Complacency 30
Key Takeaways 31
2 More than People: Customer Experience = People +
Process + Technology 33
Delivering a Great Customer Experience: A Four-Part Framework 34
Applying Technology During Each Phase of the CE Framework 46
Metrics to Measure and Manage Customer Experience
Effectiveness 48
Getting Started: Questions to Ask Yourself About Your Existing CE 49
Key Takeaways 49
3 Jump-Starting Action by Quantifying the Revenue
Cost of Inaction 51
Why Executives Believe a Great CE Is More Costly Than a Good CE 53
Measuring the Revenue Impact of a Great CE 55
Calculating the Top-Line Payoff of an Improved CE 57
Quantifying the Savings of a Great CE 72
Convincing the CFO 76
Picking Your Battles 78
Getting Started: Questions to Ask Yourself about Your Business
Case for CE 79
Key Takeaways 80
SECTION TWO
Designing the End-to-End Customer Experience
4 Do It Right The First Time (DIRFT) 83
DIRFT: The Essential Steps 85
Building a Flexible, Customer-Focused Culture That Delivers DIRFT 96
DIRFT with Flexibility 100
Establishing the Right Metrics for DIRFT 103
Getting Started: Questions to Ask Yourself About Your DIRFT
Processes 105
Key Takeaways 106
5 Every Door Open: Assuring Multichannel Access 107
Encouraging Valuable Contacts 108
Factors That Drive Contact Workload 113
Planning Customer Access—More Complicated Than It Seems 118
Metrics to Manage Accessibility 127
Getting Started: Questions to Ask Yourself About Your Accessibility 128
Key Takeaways 129
6 Always Satisfy Customers, and Sometimes Dazzle Them 130
Five Objectives for Your Company’s Service System 131
Six Functions to Consistently Achieve All Five Objectives 134
Applying Technology to Create High-Tech High Touch 140
Metrics to Manage Service 147
Getting Started: Questions to Ask Yourself About Your
Service Process 149
Key Takeaways 150
7 Listening Passionately to Your Customers’ Unified Voice 151
VOC Objectives 152
Key Building Blocks of an Effective VOC Process 154
Sources of VOC Data—Not Necessarily from the Customer 161
Building VOC: Avoiding Four Common Implementation Challenges 169
Practical Tips for Enhancing the Impact of the VOC Process 174
Getting Started: Questions to Ask Yourself About Your VOC Process 175
Key Takeaways 175
SECTION THREE
Key Issues of Implementation
8 Taming Technology 179
Aligning Technology with the Ideal CE 180
Smoothing the Impact of Technological Evolution 184
Benefits, Pitfalls, and Best Practices of Available Technologies 187
Metrics For Managing the CE Aspects of Technology 200
Getting Started: Questions to Ask Yourself About How You Use
Technology 202
Key Takeaways 202
9 Building a Culture of Empowerment and Connection 204
Establishing an Environment That Fosters Empowerment and
Connection 205
Planning for Emotional Connection 210
Emotional Connection in a Techno World 213
The Role of Executives and Supervisors 214
Metrics for Measuring and Managing Empowerment and
Connection 218
Getting Started: Questions to Ask Yourself About Your Culture
of Empowerment 220
Key Takeaways 220
10 Leading the Charge to the Next Level 222
Understanding the Role of CE Leader 223
Two CE Roles Fraught with Danger 226
Lessons from the Journey 226
Preparing for the Inevitable Financial and Organizational Upheavals 232
Getting Started: Questions to Ask Yourself about Your Role as a
CE Leader 235
Key Takeaways 236
Index 237
John Goodman(Arlington, VA) is vice chairman of Customer Care Measurement and Consulting, and co-founder of TARP Worldwide and has managed more than 1,000 separate customer service studies sponsored by Coca-Cola USA. His clients have included Allstate, Nationwide Insurance, The Museum of Modern Art, IBM, The Mayo Health System, Hyundai, Humana, Johnson & Johnson, Merck, ServiceMaster, HP, GE Capital, Apple, Legg Mason, American Express, Neiman Marcus, Honda, US Green Building Council, Chick Fil A, and Harley Davidson.
..". provides firsthand guidance on what works, what doesn't - and the revenue and word-of-mouth payoff of getting it right." --SupportIndustry.com
|
Ask a Question About this Product More... |
|
