Is it really good to erase all the pain for the client?

Would it really satisfy them to eliminate all these grievances? This does not provide an effective customer experience, according to the authors, because it is easy to create an experience of homogeneity with competitors if it ignores the customer's real value and the enterprise's own characteristics, and the process will continue to require the enterprise to devote resources, The result is counterproductive.

Seeing all the grievances listed in the customer's feedback, you frown: The queue is too long, the background music is too loud, and the company can accept a limited payment card ... You pick up the phone and prepare to call the departments to start a comprehensive upgrade of the customer experience reform.

But is the elimination of all these grievances really going to satisfy them? This does not provide an effective customer experience, according to the authors, because it is easy to create an experience of homogeneity with competitors if it ignores the customer's real value and the enterprise's own characteristics, and the process will continue to require the enterprise to devote resources, The result is counterproductive.

First, the emotional curve to understand the customer experience. How should enterprises create positive emotions and memories for targeted customers and provide differentiated branding experiences? A breakthrough in the traditional approach is to use the "emotional curve" to experience the longitudinal axis, with natural time as the horizontal axis, listing the impact of customer feelings of the main subprocesses and attributes, quantify the customer at each experience point of contact with the joy and pain, At the same time, the importance of each contact point to the customer and the importance of the brand value of the enterprise are found to find the critical moment in the experience and allocate the resources with the goal.

Second, the creation of differentiated brand experience. See the emotional curve revealed that the customer is not satisfied with the point, you also need to distinguish the importance of each sub-process (including the value of customers and brands), according to the importance of pain points, the difference between the strategy of resource placement.

Starbucks China as an example, the customer is not satisfied with a lot of sub-processes, but first of all to find those performance is not satisfactory, while the customer is very important for the sub-process. Next, consider which subprocesses and attributes are important for brand value. Based on this analysis, we can see that a sincere smile farewell, gaze and be watched, staff expertise, and so on a number of sub-process is important to Starbucks China's customers and brands, and need to increase resources to invest to improve the sub-process.

Find the key points that affect the customer experience. Customer experience as a subjective feeling of customers, there are some of its own laws. We have to create a great customer experience, and we have to find the key point of resource delivery according to these rules.

1. Maximize the pain gap. Companies should allow pain points (i.e., customer dissatisfaction points) to exist. Any satisfaction and dissatisfaction are relative, if an experience is a satisfaction point, then the customer instead feel the focus or highlight the brand value points.

G-cem Company has been to Ikea China, Suning, Gome, Best buy and Taiwan ya Smell beauty Health Care flagship store has done a total of more than 1,900 stores on-site investigation, found that customers in the store feel the biggest gap between the pain, but also the actual cost of his store in the shop than to spend the most time before the plan, and in the pain gap , the actual cost is the closest to the planned cost. Obviously, the most important impact on customer behavior is not the need to eliminate pain points, but to rely on the sharp contrast between the peak point of joy and the obvious pain point. In this sense, not only should not remove the pain point, but also to transfer limited resources to a small number of key points, the pain gap to maximize.

2. Optimize peak end experience. According to the "peak-end law" of psychology, people in each experience, the most impressive in addition to the "peak point", there is "end", that is the end of the experience. As the melody of the finale often lingers, the last point of experience is always impressive.

The final stage of the Ikea experience is mostly a pain point, which includes an unpleasant and even unpleasant experience of queuing up for checkout, arranging for transportation and installation, and so on. But Ikea is smart enough to set up a "Ikea restaurant" stall near the outlet of the store to sell some cheap snacks. This not only allows customers to leave before leaving a happy terminal experience, but also reflects the Ikea "cheap" brand value.

In short, customer-centric is not an unthinking and comprehensive acceptance of customer feedback, it's about figuring out what they really value and what's consistent with your position and ability, and finding key points that have a significant impact on their perceptions during the experience, as the focus of resource delivery, and ultimately the creation of differentiated brands, Achieve the objective performance of the enterprise.