Post by alimularefin57 on Mar 16, 2024 17:04:58 GMT 10
The impact of an excellent CX clearly varies from case to case, even if the fields of the company on which it most often tends to act are the same, with benefits such as : Reduction in acquisition costs linked to greater brand loyalty from satisfied customers, which reduces the need for high expenditure on marketing and advertising to attract new customers; Encouraging a positive referral mechanism as a natural consequence of an excellent customer experience experienced by the public, which can further reduce acquisition costs and expand the company's customer base; Increase in the perceived value of products and services thanks to an exceptional CX that makes customers feel more valued and satisfied, and which can justify premium prices, allowing the company to increase pricing thanks to brand equity.
Acquisition of fundamental feedback by leveraging the valuable AO Lists insights collected in CX management to continuously improve and develop products/services more in line with market needs; Reduction of customer care, with reduction of complaints and problems and reduction of costs that weigh on company finances; Competitive differentiation intended to impact the customer's choice during the acquisition phase and subsequently improve the probability that they will remain loyal to the company.In this context, what often matters to representatives of the revenue chain - from marketing to sales to customer care - is the fear that excessive attention to the customer experience could lead to a decline in efficiency, with a significant increase in costs. But is it really like this (and should it be)? Is there a way to reconcile process efficiency and high CX care, guaranteeing customers an impeccable experience, while making an impact without burdening company finances? In this in-depth analysis we analyze the issue in light of the latest studies, discussing how companies can achieve a balance between the quality of the customer experience and efficiency in their processes.
Creating quality customer experiences: how much does it (really) impact company objectives? If it is true that taking care of the customer experience is certainly a task that requires attention and non-negligible investments , it is necessary at the same time to remember the aspects on which this practice tends to have a direct and, potentially , exponential impact. The Customer Experience ROI Study – a study that analyzed the stock performance of hundreds of companies, classified by the CX offered (based on major benchmarks such as Forrester Research's CX Index ) – demonstrated the following: Cumulative total return of 307.3% Over the course of 13 years, companies defined as “CX Leaders” recorded the most significant growth, with a cumulative total return of 307.3% – 108 points higher than that of the S&P 500 index Cumulative total return 3.4 times higher than companies defined as “CX laggards”
Acquisition of fundamental feedback by leveraging the valuable AO Lists insights collected in CX management to continuously improve and develop products/services more in line with market needs; Reduction of customer care, with reduction of complaints and problems and reduction of costs that weigh on company finances; Competitive differentiation intended to impact the customer's choice during the acquisition phase and subsequently improve the probability that they will remain loyal to the company.In this context, what often matters to representatives of the revenue chain - from marketing to sales to customer care - is the fear that excessive attention to the customer experience could lead to a decline in efficiency, with a significant increase in costs. But is it really like this (and should it be)? Is there a way to reconcile process efficiency and high CX care, guaranteeing customers an impeccable experience, while making an impact without burdening company finances? In this in-depth analysis we analyze the issue in light of the latest studies, discussing how companies can achieve a balance between the quality of the customer experience and efficiency in their processes.
Creating quality customer experiences: how much does it (really) impact company objectives? If it is true that taking care of the customer experience is certainly a task that requires attention and non-negligible investments , it is necessary at the same time to remember the aspects on which this practice tends to have a direct and, potentially , exponential impact. The Customer Experience ROI Study – a study that analyzed the stock performance of hundreds of companies, classified by the CX offered (based on major benchmarks such as Forrester Research's CX Index ) – demonstrated the following: Cumulative total return of 307.3% Over the course of 13 years, companies defined as “CX Leaders” recorded the most significant growth, with a cumulative total return of 307.3% – 108 points higher than that of the S&P 500 index Cumulative total return 3.4 times higher than companies defined as “CX laggards”