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Managing Customer Experience and Relationships. Don PeppersЧитать онлайн книгу.

Managing Customer Experience and Relationships - Don  Peppers


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being influenced by the actions and reactions of multiple different business units, across the whole range of channels and through time. No matter how advanced technology becomes, it will never be possible to automate everything, and human-to-human interaction is the most direct and perhaps the only sufficient way to inject authentic humanity into any system of commerce. As a result, the people within the enterprise will need to have the right mindset, one that predisposes them to want to make the right decisions with respect to protecting customer interests, and to take the right actions even in the absence of plans, algorithms, or scripts.

      Technology, automation, and increasing levels of artificial intelligence may be driving this massive, worldwide transformation of business competition, in other words, but the fact remains that an individual customer's own experience, by its very nature, is based on the customer's humanity. Computers and automated systems may render products and provide services ever more efficiently, but machines and automated systems have no needs to meet, no problems to solve, no desires to satisfy. Machines never want or need anything. Only people have wants and needs, and only people engage in commerce to satisfy these wants and needs. And while they do recognize the benefits of services and products that have been personalized by automation, they also crave things that only other humans can provide, including empathy, creativity, humor, irony, praise, social engagement, and the sense of emotional fulfillment or accomplishment that comes from doing new things or mastering new tasks. Technology alone will never be able to fulfill these human cravings, but it can still empower and augment the efforts of an enterprise whose managers and employees seek to do so.

      How Hard Does Your Customer Have to Work for You To Make Money?

      This study, the authors maintain, demonstrates that when it comes to delivering the kind of customer experience required to generate positive business results, a company should focus much more on eliminating the causes of dissatisfaction, and less on any attempt to surprise and delight customers. To put it simply, customers don't necessarily stay loyal to a product or brand because they're satisfied, but they often leave because they're not.

      The key driver of customer disloyalty is dissatisfaction, driven by unresolved problems or service issues.

      Customer experience is somewhat like a company's trapeze act, while customer service serves as the safety net.

      — Harley Manning and Kerry Bodine

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      The Shoe Salesman's Hidden Motivation

      One Saturday afternoon at a shopping mall during the busy Christmas season, a colleague of ours ventured into an athletic shoe store to buy some new running shoes. He was a management consultant who worked with both retailers trying to improve their operations and manufacturers trying to sell products to various retailers. As a result, whenever he went out to buy anything, he was an observant shopper.


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