The Harvard Business Review recently published an article titled ‘The Truth about Customer Experience’ (HBR, September 2013) by Alex Rawson, Ewan, Duncan and Conor Jones, Partners with the global consulting firm, McKinsey & Company.
As customer experience professionals, we applaud both McKinsey and the Harvard Business Review for raising the profile of what we do for a livingThe end-to-end approach to evaluating and optimizing customer experiences is the bread and butter that we do every day. We also like McKinsey’s approach on using regression analysis to identify which touch points have the greatest effect on customer satisfaction measures and determining which touch points are in need of optimization. At the same time, it would be remiss of us (as a customer experience professionals) to let a couple of issues raised in the article pass without comment:
1) The authors often refer to what companies and customers think of as a great ‘customer experience’. There is one small problem with that. Customers don’t think of their interactions with you in terms of ‘experiences’. That is, unless you are interviewing them for a study on customer experience.
What customers will tell you, unprompted, is whether they got what they needed to continue doing business with you… Is your product/service reasonably priced? Were they able to find someone willing to resolve an issue? If you provided information on your products and services, how easily could they find that information, and most importantly, did that information make sense to them? Continue reading