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Managing Customer Experience and Relationships. Don PeppersЧитать онлайн книгу.

Managing Customer Experience and Relationships - Don  Peppers


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      The term “product competence” can be thought of in terms of both the product or service's reliability and its value. A product-competent enterprise is capable of rendering its products or services on schedule, seamlessly across multiple channels, at reasonable prices, and consistently through time in such a way that they don't need a lot of maintenance, repair, correction, or undue attention from a customer to meet the customer's need. Importantly, product competence is something every business must master just to have any reasonable chance for profit at all and it’s safe to say that by the end of the twentieth century nearly every business in the industrialized world had mastered the issue of basic product competence, for the simple reason that any company that remained product incompetent had either gone out of business already or been absorbed into a more competent firm.

      Price is what you pay. Value is what you get.

      —Warren Buffett

      In the customer experience discipline, we could say there is a kind of customer-experience duality as well. And this principle can be illustrated by a story one of the authors encountered in the late 1990s at Australia's St. George Bank (now part of Westpac). On a consulting visit we had a meeting one morning with the marketing folks at St. George who introduced us to their new ATMs, which had been programmed to remember individual customers and to offer them customized services based on their history and their observed preferences. You could put your cash card into the St. George Bank ATM, enter your PIN code, and the machine might display the message “Welcome, Mr. Jackson. Would you like your usual $100 cash from your checking account, no receipt?” and Mr. Jackson could simply press “yes” or “no.” Choosing “yes” meant he could get his usual cash withdrawal and leave, while choosing “no” would give him access to all the other ATM's various functions, including deposits, transfers, information lookups, and so forth.

      Today, of course, virtually every bank's ATMs operate in a similar way, but at the time (the 1990s) this was a very novel form of personalization. One of the authors banked at Citibank during this period and had to begin every ATM transaction by selecting to use English in addition to identifying which account, how much, receipt or not, and so forth. Every week required inputting the same choices and the same answers. So at St. George Bank we complimented the marketing folks for having cracked the code on personalizing and streamlining their ATM customer experience.

      Later that afternoon we met with the computer folks at the bank, and we complimented them, too, on the improved level of service their ATM software was providing to customers. But one of the IT managers scoffed at the very idea that this innovation had been done for customer-service reasons. “Customer service had nothing to do with it,” he said. “So why then,” we asked, “had the bank programmed its ATMs in this way to make things so much easier for customers?”

      The IT manager replied that they were solving a different problem entirely, because real estate for placing ATMs, in Sydney, Australia, was quite expensive and difficult to come by. He explained that these changes allowed an ATM to serve a lot more customers in the same amount of time.

      So who's right? Is it better service? Or lower cost? They're both right. It's customer experience duality.


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