in relations between business and consumer
can identify many and diverse evolutionary
moments, all related,
however, some major paradigms, which accounted for
attentional pin: the product - the quality
- satisfaction / loyalty.
Today, in a context where quality
can not have more value to distinguish
competitive - the new frontier for debate is certainly
represented by the ability of the product or service to
live experience to the consumer.
Historically, and perhaps until the '70s, the focus of the company towards the market was the product. The company designs, engineers and develops products inside, the walls between the departments of research and development, with poor sensitivity and attention to what the market demand. We are in times of economies and expanding markets and reaches ilmercato everything you sell. To grow not only the saturation of the market but also the awareness and maturity of the consumer, the focus shifts from the product quality becomes a competitive advantage by knowing how to create quality. They are the 80s and even in Italy the movement grows and spreads of Quality, which has its origins in Japan: Many companies introduce total quality system, in order to align the organization to quality. Not what you do but how you do it becomes important. Born on the Total Quality Manager, Quality Committee, the business improvement programs. But in recent years, which is still defined according to engineering criteria: "Quality is conformity to requirements" (Crosby), "Quality is fitness for use" (Juran), "Quality: the ability of a set of characteristics inherent in a product, system or process to meet the stated requirements, "reads the ISO, forgetting the fundamental role of the customer consumer in defining what the Qualità .Negli '90s to focus on quality makes its way, and replaces the focus on satisfaction, then, to Customer Satisfaction: A measure of how products and services meet or exceed customer expectations. The Customer Satisfaction - and systems to measure it - become one of the 90 performance indicators (KPI) and business critical to determining the success of a company. But satisfaction is not an end in stessa.Vale as generating loyalty, repurchase, assume, therefore, an economic value and is generating a guarantee of future sales. Hence the equation Quality-Satisfaction-Loyalty (Loyalty) that often underlies the Customer SatisfactionMeasurement System.
then the advent of information systems and modern computer technology has led companies to adopt systems that collect and manage vast amounts of information of their customers, the CRM, which allow to track all transactions, process data and ultimately provide input to maximize customer profitability. Not only quality, not just satisfaction and loyalty, but the optimization of the Customer Lifetime Value. Today we are at a stage where attention to quality (and all its subsequent evolution) is not questioned nor affected by the economic situation. It has been the structural reasons, and well-established corporate policies. They are - among others - the saturation of the market (which involves paying more attention to marketing strategies in customer base), competitive pressures and the evolution of demand (which require the company a greater closeness to the customer). One wonders then what is - in a competitive environment where quality can no longer distinguish competitive value of - the new frontier for debate: it is certainly represented by the ability of the product or service to an experience consumer: "Before to sell, it must involve the customer, to build an emotional bond (...) are not selling a product or brand, but a service and experience "(JimStengel, GMO P & G). Then comes a new paradigm that replaces and enhances the Quality - Satisfaction - Loyalty: The Experience takes the place of quality, involvement (Involvement) takes the place of satisfaction, el'advocay that of loyalty. This is the frontier on which to play the race: If a call center as a means to respond promptly, be courteous and professional (the paradigm of Satisfaction), Experience means to manage the customization of the report: the recognition the customer, the proactive operator, to customization of the offer (the Experience paradigm). All we assume that there is intrinsic in what we buy (operator friendly, product performance): the quality is given, the Experience, not yet. Change the role of customer service: Service to from Experience. So as a Service Experience must change all the various touch points, the first of the shop: a place of meeting and sales of the brand, a place of entertainment, meeting report. A place where the senses are activated (through the colors, sounds ...) and active sense emotions and the emotions experiences trigger. No one goes to buy but experience: do not drink coffee from Starbucks and Starbucks is not measured by the quality of coffee, but you can experience. Browsing through books and newspapers, browsing the internet on the wifi store, there is room for socializing.
FIRST TO SELL, IT MUST INVOLVE
YOU TO BUILD A
Bonding
(...) are not selling a product or
MARK, BUT THE SERVICE AND EXPERIENCE
If the size of the tangible interests Satisfaction, Experience involves the intangible. If Satisfaction has its focus in the activation cognitive / rational, Experience involves the senses, it activates the multisensory and deepest emotions. Satisfaction is the discrete, confined almomento to use the service or product benefit, the Experience is widespread, has a mode of continuous release. The Satisfaction has its center of activation in the product, service, Experience on the other hand is constructed through the multiple touch points with which the customer encounters the brand: the Web, customer service, sales, retail outlets, the 'advertising. And all these touch points need to play a role synchronous conveying consistent messages are now numerous and widespread examples of these concepts by Starbucks stores, the Nike concept store, the Apple stores or Sephora, the requirements Abercromie & Fitch and many more. In all do not go to buy a product but to experience emotions that build up experience, involvement of attachment, loyalty to the brand. And we talk about these experiences, triggering a virtuous circle, word of mouth that has now become an increasingly effective channel of communication capable of influencing and guiding consumer choices. Conclusions
In the competitive environment, the two main challengers for the most companies on the market are the innovation (product and process) and the construction of a distinctive and rewarding customer experience. The Experience, as opposed to innovation, can be largely fueled by intangible asset: an asset and an opportunity permolte companies, because "open" competition to new dimensions. But at the same time, build the customer experience is a difficult challenge: it requires a constant renewal and adaptation to continuous stimuli and services offered to consumers who are increasingly demanding and spoiled by the experiences of which is to dive. This is why the consumer should be studied closely, continuously, in all its complexity, using joint and integrated search tools.
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