打造客户忠诚度必读

    公司在考虑开展业务时，无一例外都会希望能够得到客户的积极响应。

    咨询公司Beyond Philosophy近期对全球2，160家公司的8,000位客户体验专业人员进行了调查，结果显示，虽然许多公司投入大量资金，用于研究和改善客户体验，结果却令人大失所望。通过该项调查所提供的路线图，任何公司均可以招揽新客户，培养回头客。

    Beyond Philosophy的市场调研总监史蒂芬•沃尔顿认为，在客户体验投入方面，来自零售业、银行业、科技行业和电信业的公司居于前列。但调查结果显示，在前10位开支大户中，仅有一家公司进入成功案例榜排名前10。

    这些公司的做法有哪些可取之处？同样重要的是，它们的做法存在哪些问题？

“给猪抹口红”——空忙一场

    惠普（HP）和戴尔（Dell）在用户体验开支大户中名列前十——而且效果也还不错，但沃尔顿认为，考虑到它们投入的成本和精力，最终效果并不尽如人意。那它们究竟有哪些败笔呢？

    沃尔顿表示，两家公司提供的都是标准产品，“确实兑现了产品标牌上的承诺。”这两家规模庞大的公司无一例外地投入了大量资金，用来研究客户心理，但基本都是从易用性、功能性的角度出发，因此充其量只是查漏补缺，只能算是“事后诸葛亮”而已。沃尔顿认为，从顾客的角度来看，“毫无惊喜。猪抹上口红也还是猪。

“度量衡”陷阱

    沃尔顿认为，其他公司的错误之处在于深陷“度量衡险境”。之所以出现这种情况，通常是由于软件公司跳出来毛遂自荐，说服这些大公司，要想改善客户体验就得衡量与客户的每一次互动。另外一家在开支大户中名列前十的公司——汇丰银行（HSBC）便深受其害。

    这种方法的问题在于，虽然公司会衡量客户的忠诚度，但却很少根据结果采取相应的行动。原因何在？沃尔顿称，对希望在职场搞“拉帮结派”的经理人来说，替代实际行动的测量行为有可能成为他们的救命稻草。他说，经理人打着调查客户忠诚度的旗号就可以笼络一大批人归自己领导。但“只给猪称重，是不可能让猪减肥的”，必须付诸实际行动。

    就上述情况而言，只有客户调查或员工调查，而没有任何的实际行动，比根本不进行调查的影响还要恶劣。邀请受访者表达不满，但却不采取相应对策，只会进一步激怒受访者。

改弦易张才是正道

    What company doesn't want customers to have a positive reaction when they think about doing business with it?

    But despite spending significant sums on studying and improving customer experience, many companies are simply not seeing results, according to a recent survey of 8,000 customer experience professionals in 2,160 companies globally by consultancy Beyond Philosophy. The findings provide a road map any company can use to court new and repeat customers.

    According to Steven Walden, research director at Beyond Philosophy, companies in retail, banking, technology, and telecommunications tend to spend the most on so-called customer experience initiatives. Yet of the top 10 spenders, only one made a top 10 list of successes, according to the survey.

    What are companies doing right and, just as importantly, what are they doing wrong?

‘Lipstick on a pig'

    HP (HPQ) and Dell (DELL) are two of the top 10 spenders on customer experience – and they do a fair job, but not what you would expect based on the cost and effort, Walden argues. What haven't they figured out?

    Both companies provide a standard product that "does what it says on the tin," Walden says. They both have big organizations and spend dollars on thinking about the customer, but this is mainly from the perspective of usability, functionality, and fixing what's broken. From a customer perspective, "there's no wow there," Walden says, it's more about "putting lipstick on a pig."

A case of 'measurementitis'?

    Other companies get it wrong by resorting to "measurementitis," says Walden. This often happens when a software vendor comes knocking and convinces a company that the way to improve customer experience is to measure every interaction with its customers. HSBC, another top 10 spender, is guilty of this, Walden says.

    The problem with this approach is that companies will measure loyalty but then won't act on their findings. Why would they do this? Measurement instead of real action can be a draw for managers who want to create fiefdoms, Walden says. You can build a sizable team under you just by measuring things, but "you can't make a pig thin by weighing it," he says.

    Customer surveys – or employee surveys, for that matter -- that result in no action are much worse than having no survey at all. It just fuels anger to ask people to state their complaints and take no action based on the results.

Turning a new leaf