published on 19.09.2022 at 06:00
(credit: Getty Images)
Faced with so much competition in today’s market, rethinking and investing in improving the customer experience is a must for organizations that want to stand out. Popularly called Customer Experience (CX), the practice is known as a set of measures to optimize the perceptions and interactions that a customer has with a particular organization after the first interaction.
According to a survey by Zendesk, a Danish software development company, 75% of customers say they are willing to spend more to buy brands that provide a good consumer experience. For KPMG, the global reference of service providers, the pandemic has reinforced the need to put consumers at the center of business discussions, since they are the starting point of organizational strategy.
“According to a global survey by KPMG, 80% of consumers prefer to buy from brands whose actions are in line with their beliefs and values. Organizations are faced with the challenge of creating genuine connections with their customers, conveying their beliefs, values and brand purpose,” explains Fernanda Marinho , senior business consulting manager at KPMG in Brazil.
The expert informs that for this reason it is crucial to invest in personalization in order to generate links in a concise manner. With the advancement of technologies in the current scenario, the idea is to go beyond the data collected at the time of registration so that it is possible to understand the customer journey from start to finish. In this way, it becomes easier to create a unique and unforgettable experience for the customer, standing out from others.
“We knew the customer before, only through their registration data, in a limited way. Today, we have the ability to understand them from end to end. With this, it is possible to communicate and develop value propositions during their journey. In the process of purchasing interaction, we gather insights and, in addition, it is possible to generate more business intelligence – monetizing existing and even new products and services”
Another key measure involves the personalization of the experience, in addition to traditional segmentation, which has become increasingly necessary for organizations. Through a market analysis that is more oriented to the interaction of people with the company, it is possible to develop specific actions for the customer, avoiding the obvious and establishing a relationship of trust and efficiency in the long term.
In addition, one of the main consequences of the pandemic that has occurred in recent years has been the acceleration of the transformation of business models, with the emergence of hundreds of e-commerce initiatives and digital platforms, involving thousands of organizations and affecting millions of customers.
According to research conducted by Neotrust, digital retail sales grew 27% in 2021, and 9% growth is predicted for 2022. “The question that needs to be answered is the quality of what users experience in these digital interactions, the cost of serving organizations, and how much digital transformation has actually changed business models and operational models with regard to the new economy,” points out Marinho.
A senior manager contextualizes that the global scenario has changed rapidly and people’s needs have also changed at the same pace. The expert explains that companies have been forced to perform a series of digital actions, mainly in the context of purchasing products and using services.
Confirming this fact, research by Neotrust also showed that 13 million Brazilians made their first online purchase due to the pandemic caused by Covid-19. The trend is that this behavior will continue in the coming years.
“The challenge is to be clear with the business strategy in the light of the consumer, to know his expectations, needs and desires in relation to the offered service or product, and to orchestrate that experience, exploring the contact points in the best possible way. From a friendly interface, accessible language, quick problem solving and adequate service. With the use of data to generate insights, design and build a relevant, positive and personalized experience, end-to-end”, concludes Fernanda.
Looking for development
Taking into account that the customer experience is the sum of all interactions that the customer has with the organization, KPMG points out that there are six pillars for the development of a positive customer experience, namely:
|– Integrity: being honest and cultivating trust;
– Solution: turning a bad experience into a great experience;
– Expectations: managing, reaching and exceeding consumer expectations;
– Time and effort: reducing consumer effort and creating a fluid process;
– Personalization: the use of individualized attention that leads to emotional connection;
– Empathy: Reaching a high level of customer understanding to create a deep connection.
In addition, in order for an organization to take advantage of customer experience, an understanding and dialogue about customer and business experience is required. Leonardo Giusti, leading business consulting partner at KPMG, explains the topic.
“Focusing on customer experience should not just be the task of the sales force in the pre-sales phase, but should be a mantra to be adopted by the entire organization,” comments Giusti. “There is little benefit in providing an exceptional customer acquisition and sales conversion experience if the subsequent operational performance in relation to, for example, delivery, service quality and after-sales service, responsiveness of administrative areas, among others, do not maintain the same level of commitment to the experience initially provided” , he adds.
For Giusti, this is a big challenge, because when an organization bets on this client-oriented model, it is important to have the engagement and commitment not only of the top management, but mainly of the employees who will be operationalizing interactions with customers on a daily basis through the provision of products or services that are sold on the market.
Therefore, “the challenge is to structure resources and direct them properly, providing a deep transformation in organizational design, including areas of sales support and financial administrative background, so that all areas of the organization become part of this organization”. -oriented ecosystem. In this context, processes and technology are not the only key elements, but the challenge is also cultural, which often requires the development of new mental models (so-called mindsets)”, concludes Leonardo Giusti.
Despite the challenge, KPMG believes that it is possible to drive growth and profitability through engagement in a competitive market with more demanding customers. To this end, KPMG advises entrepreneurs and executives to analyze customer behavior and needs, as well as the products, services, interactions and transactions that channels offer to customers.
Giusti believes that by supporting the concepts of trust, functional quality and emotional connection, an organization can stand out and thrive. In this way, in addition to promoting a good user experience, the organization also gains advantages over the competition, because it is ahead of other companies that have not yet had such insight into the subject.
The article was written by journalist Gabriella Collodetti