Post by alimularefin57 on Mar 16, 2024 14:03:55 GMT 7
In this context, what often matters to representatives of the revenue chain - from marketing to sales to customer care - is the fear that excessive attention to the customer experience could lead to a decline in efficiency, with a significant increase in costs. But is it really like this (and should it be)? Is there a way to reconcile process efficiency and high CX care, guaranteeing customers an impeccable experience, while making an impact without burdening company finances? In this in-depth analysis we analyze the issue in light of the latest studies, discussing how companies can achieve a balance between the quality of the customer experience and efficiency in their processes. In this context, what often matters to representatives of the revenue chain - from marketing to sales to customer care - is the fear that excessive attention to the customer experience could lead to a decline in efficiency, with a significant increase in costs.
But is it really like this (and should it be)? Is there a way to reconcile AO Lists process efficiency and high CX care, guaranteeing customers an impeccable experience, while making an impact without burdening company finances? In this in-depth analysis we analyze the issue in light of the latest studies, discussing how companies can achieve a balance between the quality of the customer experience and efficiency in their processes. Creating quality customer experiences: how much does it (really) impact company objectives? If it is true that taking care of the customer experience is certainly a task that requires attention and non-negligible investments , it is necessary at the same time to remember the aspects on which this practice tends to have a direct and, potentially , exponential impact. The Customer Experience ROI Study – a study that analyzed the stock performance of hundreds of companies, classified by the CX offered (based on major benchmarks such as Forrester Research's CX Index ) – demonstrated the following: Cumulative total return of 307.3% Over the course of 13 years, companies defined as “CX Leaders” recorded the most significant growth, with a cumulative total return of 307.3% – 108 points higher than that of the S&P 500 index Cumulative total return.
Higher than companies defined as “CX laggards” Creating quality customer experiences: how much does it (really) impact company objectives? If it is true that taking care of the customer experience is certainly a task that requires attention and non-negligible investments , it is necessary at the same time to remember the aspects on which this practice tends to have a direct and, potentially , exponential impact. The Customer Experience ROI Study – a study that analyzed the stock performance of hundreds of companies, classified by the CX offered (based on major benchmarks such as Forrester Research's CX Index ) – demonstrated the following: Cumulative total return of 307.3% Over the course of 13 years, companies defined as “CX Leaders” recorded the most significant growth, with a cumulative total return of 307.3% – 108 points higher than that of the S&P 500 index Cumulative total return 3.4 times higher than companies defined as “CX laggards”
But is it really like this (and should it be)? Is there a way to reconcile AO Lists process efficiency and high CX care, guaranteeing customers an impeccable experience, while making an impact without burdening company finances? In this in-depth analysis we analyze the issue in light of the latest studies, discussing how companies can achieve a balance between the quality of the customer experience and efficiency in their processes. Creating quality customer experiences: how much does it (really) impact company objectives? If it is true that taking care of the customer experience is certainly a task that requires attention and non-negligible investments , it is necessary at the same time to remember the aspects on which this practice tends to have a direct and, potentially , exponential impact. The Customer Experience ROI Study – a study that analyzed the stock performance of hundreds of companies, classified by the CX offered (based on major benchmarks such as Forrester Research's CX Index ) – demonstrated the following: Cumulative total return of 307.3% Over the course of 13 years, companies defined as “CX Leaders” recorded the most significant growth, with a cumulative total return of 307.3% – 108 points higher than that of the S&P 500 index Cumulative total return.
Higher than companies defined as “CX laggards” Creating quality customer experiences: how much does it (really) impact company objectives? If it is true that taking care of the customer experience is certainly a task that requires attention and non-negligible investments , it is necessary at the same time to remember the aspects on which this practice tends to have a direct and, potentially , exponential impact. The Customer Experience ROI Study – a study that analyzed the stock performance of hundreds of companies, classified by the CX offered (based on major benchmarks such as Forrester Research's CX Index ) – demonstrated the following: Cumulative total return of 307.3% Over the course of 13 years, companies defined as “CX Leaders” recorded the most significant growth, with a cumulative total return of 307.3% – 108 points higher than that of the S&P 500 index Cumulative total return 3.4 times higher than companies defined as “CX laggards”