Customer Experience Management CEM is a practice as old as the oldest form of service or trade. However the term in itself was only coined this century. If we look back in history even before currency was invented when humans exchanged good and services, back then the concept of satisfying the customer already exist. Same concept as it is now, a customer will not buy a product or a service if they are not happy with it, nor they will barter their goods for another if they are not happy with what they will be getting.
Now a days there are multiple strategies on how to implement a CEM program. Tied to each strategy are multiple methodologies developed through the years of interacting with customers. For each company in a particular industry, sector or niche to implement a CEM program they must know how and where they interact with their customers, hence they should know their customer touch points. Each touch point varies between service and products. Now if we take Telecoms as an example, the touch points are as varied as every thing we interact with that has to do with technology, such as phones, TV, radio, tablets, printed materials, social media but central to that experience is the human customer. Below is an example of a mobile telecoms touch point also highlighting the customer life cycle
Continuing with a mobile network provider as an example there are various strategies that can be deployed in monitoring customer experiences such as
Each strategy has their own advantages and fit falls. Having said that having an effective CEM program in place will improve customer satisfaction, in a lot of cases will improve revenue and more importantly profitability. In this age of cut-throat competition customer experience as a differentiation factor is very important. Back in 2012 watermark consulting identified that there is a very big gap in profitability between companies with good customer experience management programs compared to those who do not.
If we select various industries and look at how an effective CEM programs impact their business taking from Forrester Research we will see that for some business sectors the difference in bottom line is very big for a single company.
The question is what can your company profit from an effective CEM program? When you quantify the impact does it justify the effort and cost of putting a CEM program in the first place? There are several experts on this field and I came to learn that they will converge in Singapore on the first week of October. There is the Customer Experience Management Summit Asia in Oct 2 to 3 organized by IQPC and there is the Customer Experience Management in Telecoms World Summit on October 3 to 4 organized by Symphony Global. If you are now confused, the two conferences are different in such a way that the Customer Experience Management Summit Asia is very general covering CEM in many industries. While the Customer Experience Management in Telecoms World Summit is very focused on Telecoms.
To be fair I am attending both events in one as a speaker and in the other as a writer in both cases I will be imparting knowledge gained and experience learned from various companies about implementation of various CEM programs.
Now a days there are multiple strategies on how to implement a CEM program. Tied to each strategy are multiple methodologies developed through the years of interacting with customers. For each company in a particular industry, sector or niche to implement a CEM program they must know how and where they interact with their customers, hence they should know their customer touch points. Each touch point varies between service and products. Now if we take Telecoms as an example, the touch points are as varied as every thing we interact with that has to do with technology, such as phones, TV, radio, tablets, printed materials, social media but central to that experience is the human customer. Below is an example of a mobile telecoms touch point also highlighting the customer life cycle
Continuing with a mobile network provider as an example there are various strategies that can be deployed in monitoring customer experiences such as
- Network based monitoring
- Device based monitoring
- Customer surveys
- Text analytic and web crawlers
- Social media listeners
Each strategy has their own advantages and fit falls. Having said that having an effective CEM program in place will improve customer satisfaction, in a lot of cases will improve revenue and more importantly profitability. In this age of cut-throat competition customer experience as a differentiation factor is very important. Back in 2012 watermark consulting identified that there is a very big gap in profitability between companies with good customer experience management programs compared to those who do not.
If we select various industries and look at how an effective CEM programs impact their business taking from Forrester Research we will see that for some business sectors the difference in bottom line is very big for a single company.
The question is what can your company profit from an effective CEM program? When you quantify the impact does it justify the effort and cost of putting a CEM program in the first place? There are several experts on this field and I came to learn that they will converge in Singapore on the first week of October. There is the Customer Experience Management Summit Asia in Oct 2 to 3 organized by IQPC and there is the Customer Experience Management in Telecoms World Summit on October 3 to 4 organized by Symphony Global. If you are now confused, the two conferences are different in such a way that the Customer Experience Management Summit Asia is very general covering CEM in many industries. While the Customer Experience Management in Telecoms World Summit is very focused on Telecoms.
To be fair I am attending both events in one as a speaker and in the other as a writer in both cases I will be imparting knowledge gained and experience learned from various companies about implementation of various CEM programs.
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