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Stop Delighting Your Customers Pdf Download


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The companys issue-resolution rate has risen by 31%. 4. A rep dealing with a customer who wants to redeem miles for an unavailable flight might learn that the caller is traveling to an important business meeting and use this fact to put a positive spin on the need to book a different flight. (See the sidebar What Should You Measure?) However, 22% of repeat calls involve downstream issues related to the problem that prompted the original call, even if that problem itself was adequately addressed the first time around. NPS proved better (and has been shown to be a powerful gauge at the company level). One reason for the focus on exceeding expectations is that fully 80% of customer service organizations use customer satisfaction (CSAT) scores as the primary metric for gauging the customers experience. Travelocity reduced customer effort just by improving the help section of its website. Following are five of the tactics they usedtactics that every company should adopt. We buy from a company because it delivers quality products, great value, or a compelling brand. Id recommend a Sunday evening flight so that you dont risk missing your meeting. Many companies conduct postcall surveys to measure internal performance; however, they may neglect to use the data they collect to learn from unhappy customers. Lets return to the key implication of our research: When it comes to service, companies create loyal customers primarily by helping them solve their problems quickly and easily. Minimize channel switching by increasing self-service channel stickiness.. Telling them to make it easy gives them a solid foundation for action. The idea that companies must delight their customers has become so entrenched that managers rarely examine it. Freed to focus on reducing customer effort, frontline reps can easily pick low-hanging fruit. It has since expanded the program by asking frontline reps to come up with other process efficiencies, generating $1.2 million in savings as a result. Most customer service organizations still emphasize productivity metrics such as average handle time when assessing rep performance. By far the biggest cause of excessive customer effort is the need to call back. 56% report having to re-explain an issue 57% report having to switch from the web to the phone 59% report expending moderate-to-high effort to resolve an issue 59% report being transferred 62% report having to repeatedly contact the company to resolve an issue Find this and other HBR graphics in our Visual Library . Only 1% said they would speak negatively about the company. Are you looking for. This strategy has reduced repeat calls by a remarkable 40%. The picture gets bleaker still. Obstacles All Too Common Most customers encounter loyalty-eroding problems when they engage with customer service. Yet most companies have failed to realize this and pay dearly in terms of wasted investments and lost customers. We found the predictive power of CES to be strong indeed. The Bad-Service Ripple Effect Service failures not only drive existing customers to defectthey also can repel prospective ones. But service managers fretting about how to reengineer their contact centersdepartments built on a foundation of delighting the customershould consider this: A massive shift is under way in terms of customers service preferences. e913ce18fc

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