The customer experience is just that, a journey.
What does that mean? It means that, while it’s important to look at the individual touchpoints, moments of truth, interactions, channels, etc., it’s more important to remember the whole journey, the entire experience that the customer has with your brand or organization as he’s trying to do whatever job it is he’s trying to do.
Focusing on the entire journey, not solely on individual touchpoints, will yield greater results for the customer experience, i.e., it ‘s much better for the customer. When you just consider touchpoints and single moments of truth, you’re focusing on transactional relationships, not on trusted, long-lasting relationships.
Clients often ask if it’s OK to only listen to customers at, and improve the experience with, the customer service touchpoint (or any other singular touchpoint). My answer is “No.” Why? Because the customer experience isn’t about just one touchpoint, it’s about all of the touchpoints, all of the interactions, that a customer has with a company. And, for added emphasis, I like to share Chris Zane’s quote:
Customer service starts where customer experience fails.
Then there are those companies who listen at various touchpoints, think that their customers are happy, and yet still have dismal retention rates. What’s going on there? Well, the sum of the individual touchpoints does not necessarily equal the whole. The key here is “individual.” Companies are looking at these touchpoints through their silos rather than looking at the big picture and thinking about the customer journey and how all the points connect and interact.
I recently came across a report published by McKinsey that supports this thinking. Of all the content in the report, I particularly liked this chart below that shows that customer journeys are better predictors of key business outcomes than touchpoints.
The report states that companies that focus on customer journeys have the following attributes:
Metrics are defined for the journey as well as for the touchpointsThose journey metrics – not just metrics in their control – are shared with the frontlineData cubes bring together business outcomes, attitudinal, behavioral, and operations data for root cause analysisRoot-cause problem solving is conducted within and across functionsThey conduct active tests, e.g., create mini labs to test solutions in cross-siloed environments, and understand the value of failuresA common language is used to reinforce the values of a journey-oriented culture
See on www.business2community.com