Industry Leaders - - Imminent Trends -

The ap­proach of Steve Jobs was based on a quite sim­ple no­tion, which he drilled into his team time and again. Com­mence with the cus­tomer ex­pe­ri­ence and then pro­ceed to­ward the tech­nol­ogy, is the idea. Not the other way around. This means, the tech­nol­ogy used by Ap­ple, or sold by Ap­ple with re­spect to cus­tomer ex­pe­ri­ence, doesn’t have to be nec­es­sar­ily in­vented at the Ap­ple.

Cus­tomer ser­vice strat­egy is used to mea­sure the ROI nowa­days, which can be achieved via of­fer­ing cus­tomer ser­vice. There is a rec­og­nized con­cern that cor­po­ra­tions are of­ten com­fort­able with mea­sur­ing things, which are sim­ple to mea­sure, take op­er­a­tional met­rics, for in­stance. But in or­der to mea­sure the cus­tomer ser­vice’s value, there is an ac­cep­tance of re­quire­ment to pro­ceed to­wards those mea­sures, which re­flect what the clients are look­ing out for be­yond the re­la­tion­ship. It cov­ers as­pects such as trust, emo­tional con­nec­tion, and per­cep­tion of cus­tomers. The over­rid­ing fac­tor for cus­tomers is al­ways trust. A great ROI from cus­tomer ser­vice can be gained through a high level of trust.

Ap­ple Inc. works in a highly in­spir­ing man­ner as it re­fuses to let ca­pa­bil­ity of its tech­nol­ogy drive the cru­cial seg­ment i.e. cus­tomer ex­pe­ri­ence. For a small ex­am­ple, Siri was not de­vel­oped by Ap­ple’s re­search team. Nei­ther was the graph­i­cal user in­ter­face, nor the mouse. Still, the Ap­ple Store was en­vi­sioned as the great­est cus­tomer ex­pe­ri­ence provider glob­ally. This demon­strates that Ap­ple won cus­tomers by bench­mark­ing its cus­tomer ser­vice.

Af­ter all, pro­vid­ing ser­vice to cus­tomers is not ex­actly a rocket science, so it shouldn’t ar­rive as a sur­prise that while deal­ing with con­sumers, there are no such things as a math­e­mat­i­cal for­mula or de­fin­i­tive way guar­an­tee­ing re­sults.

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