Customer Experience Management

Παλιατσός, Γεώργιος; Παλιατσός, Γεώργιος

dc.contributor.author	Παλιατσός, Γεώργιος	el
dc.contributor.author	Παλιατσός, Γεώργιος	en
dc.date.accessioned	2020-10-08T08:12:07Z
dc.date.available	2020-10-08T08:12:07Z
dc.identifier.uri	https://dspace.lib.ntua.gr/xmlui/handle/123456789/51321
dc.identifier.uri	http://dx.doi.org/10.26240/heal.ntua.19019
dc.description
dc.rights	Αναφορά Δημιουργού-Μη Εμπορική Χρήση-Όχι Παράγωγα Έργα 3.0 Ελλάδα	*
dc.rights.uri	http://creativecommons.org/licenses/by-nc-nd/3.0/gr/	*
dc.subject	Customer Experience	en
dc.subject	Management case study Cosmote	el
dc.subject
dc.subject
dc.subject
dc.subject	Διοίκηση Εμπειρίας Πελάτη Περίπτωση COSMOTE
dc.subject
dc.subject
dc.title	Customer Experience Management	en
dc.contributor.department	Athens MBA	el
heal.type	masterThesis
heal.classification	Marketing	en
heal.language	el
heal.access	campus
heal.recordProvider	ntua	el
heal.publicationDate	2015-12-21
heal.abstract	“A great customer experience can deliver tremendous strategic and economic value to a business, in a way that’s difficult for competitors to replicate.” In today’s constantly changing and very competitive business marketplace companies have identified that customer is the most important factor for their success. Towards this direction the companies have developed Customer Relationship Management (CRM) strategies so as to establish long lasting relationships with their customers, achieve customer loyalty and increase their revenues and profits. Such strategies include combination of methodology, software and technologies and if it is adopted effectively they can offer value to the customer and to the company. Recent development on customer relationship management indicated that managing the customer experience is the crucial factor of long lasting customer relationships. Companies in many sectors that consistently deliver a great customer experience (CX) have gained measurable business benefits far beyond improving customer loyalty and profit. Specifically, companies are trying to display customer experience as an end-to-end flow which entails key points for establishing competitive advantage. A customer experience is an interaction between an organization and a customer. It is a blend of an organization's physical performance, the senses stimulated and emotions evoked, each intuitively measured against customer expectations across all moments of contact.1 The critical thing for companies is how could they built a great customer experience. In this paper I will try to explore how they can unleash the formidable power of emotions and also how the organizations are oriented to be able to exploit senses to create captivating customer experiences. In order to explore an organization's capability it is very important to understand and explain the customer "journey" in the lifecycle of his interaction with all touch points. This normally called Customer Journey Mapping. Customer Journey Mapping is more than identifying breakpoints and rallying the troops, it’s also a valuable tool to identify areas in which an organization can differentiate its customer experience. Analyzing the customer experience allows the companies to develop high quality services as perceived by customers (by all senses) and to differentiate among competition. In the 1980’s quality was a differentiator. In the 1990s, I think brand was a differentiator. My own view is that for the 2000s, the customer experience will be the differentiator2, Ian McAllister (former CEO, FORD) had said. The customer experience is not the next battleground, it is already here! So if it is not adopted by the companies it is most likely to lose much in business. If anyone ask himself how many meetings in a company have been conducted to discuss the price, the quality or lead times etc. Thousands. But how many meetings have you been to where you have discussed the types of emotions, senses or experiences evoked in your customers. Very few, if any. It’s important to remember that the ultimate goal of Customer Journey Mapping is not to end up with a pretty output, or spend a few hours with your colleagues talking about the customer experience. Every Customer Journey Mapping session should end with clear direction on what is happening next and who is responsible for making that happen. The most value from Customer Journey Mapping will not be derived from the Journey Map itself, but from the actions that follow and the continuous improvement. It simply is a starting point of a new lifetime strategy and culture.The CEM leading companies are enjoying the many benefits accorded by a positive, memorable customer experience:  Higher revenues – due to better retention, less price sensitivity, greater wallet share and positive word-of-mouth.  Lower expenses – due to reduced acquisition costs, fewer complaints, and the less intense service requirements of happy, loyal customers. In contrast, the Laggards’ performance is being weighed down by just the opposite – a poor experience that stokes customer frustration, increases attrition, generates negative word-of-mouth and drives up operating expenses. The competitive opportunity is compelling, because the reality today is that many sources of competitive differentiation can be fleeting. Product innovations can be mimicked, technology advances can be copied, and cost leadership is difficult to achieve let alone sustain. But a great customer experience, and the internal ecosystem supporting it, can deliver tremendous strategic and economic value to a business, in a way that’s difficult for competitors to replicate. [7] People love stories. They are part of human nature since the dawn of time. That is why we love the theatre, watching TV and films. By doing so we are involved, immersed and engrossed. We love the experience we get. This is the untapped power of emotions and memories working together. It is believed4 that in the future companies will built their own stories. They will try to engross and immerse customers in their experiences. They will try to evoke positive, vivid emotions. A major source of differentiation will be the depth of emotion. We are at the very begging of this emotional evolution. Colin Shaw & John Ivens believe and predict that in the next generation time companies that will survive they will be transformed to be purely "customer experience companies". They will hold the relationship with the customer by focusing on stories, emotions, and memories in order to stimulate the customer's great experiences. Finally, predicting the next day, we could say that the only survival strategy for companies is to move into high value products, primarily around technology, or convert into a customer experience company. It is not the strongest of the species that survives, nor the most intelligent, but the ones most responsive to change. Charles Darwin Companies are either going to embrace the change or be consumed by it. They have to choose! When you create your own destiny, you prevent others from doing it for you. Anon	en
heal.advisorName	Θεωδορίδης, Προκόπης	el
heal.committeeMemberName	Θεοδωρίδης, Προκόπης	el
heal.committeeMemberName	Πανόπουλος, Αναστάσιος	el
heal.committeeMemberName	Ζαρκαδα, Άννα	el
heal.academicPublisher	Εθνικό Μετσόβιο Πολυτεχνείο. Σχολή Μηχανολόγων Μηχανικών	el
heal.academicPublisherID	ntua
heal.numberOfPages	104 σ.	el
heal.fullTextAvailability	true