When we talk about managing customer experience

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We are tempted to limit ourselves to obtaining results only from their level of satisfaction from the moment they become aware of the existence of a product or service to the contacts established with the after-sales channel. We measure each of the actions they perform and obtain information as data that we can parameterize and analyze ("Experience Data") for an individual or for a sample of the target audience. But we do not usually investigate what happens within the company, in the processes that intervene from research to detect an unmet need or an unserved niche, the conception and design of the product/service to customer service, beyond quality controls. We should be concerned about how those "experience data" correlate with the information obtained from each of those internal processes in which the customer establishes contact, in order to change the focus from a vision centered on the processes and the technology that supports them, to one that puts it in relation to the user experience.

The evolution of customer management culture has improved in recent all india whatsapp number years due to new technologies and, above all, the arrival on the scene of applications for analysing complex information and the possibility of providing immediate responses through so-called artificial intelligence (which is nothing more than an extension of human intelligence). The focus of these new systems is on the customer, but not on the company, so we should think about changing this approach to help improve the organisation model so that processes are not watertight but transversal, so that marketing can provide a global view of customer behaviour and also of the company, detecting points of mutual convenience and friction. From there, the former will serve to strengthen relationships and the latter to discover inconsistencies and define margins for improvement.

In the words of B. Temkin, in a couple of decades, organizations will be radically different and will make strategic decisions faster and more frequently. They will have to understand their customers not only by observing them, but also by having a real and deeper understanding of their emotional states and those of their employees, suppliers and everyone with whom they interact, and how the actions of the group impact the business. One of the greatest challenges that companies that decide to analyze the consumer experience will face is to move from simple observation to a strategy that includes internal culture and operational processes.

Another major challenge is to recognize that human beings are not only participants in a set of relationships that are made possible by the development of new sales techniques and technology that has expanded the capabilities of distribution channels, but that they are the main asset of any company. Therefore, companies must change to put human beings (employees, customers, etc.) at the center of everything they do, adapting processes and technology to a different way of relating.

The well-known five forces of M.E. Porter have long been used to establish the framework of competition for companies when they were solid and could set medium-term business strategies in relation to the immediate environment. Today, in a globalized environment and with uncertainty installed in the markets, companies have become more volatile and only what we have called "behavioural sciences applied to marketing" could help to deal with their instability.