Welcome - or hopefully welcome back - to my series covering the
metrics you can use to see the link between each step of your
customer experience and your organization's business performance.
As a reminder, every customer experience starts with a person, who's got a need they would trade something of value to have solved. Their experience is something they pass through - it's what happens and how they feel as they realize they realize a need, learn about options to solve it, buy, solve the need and even evolve to another need over time. This week we look at the metrics you can use to see how the third step of your customer experience is impacting your business performance.
Last week I shared with you five metrics you can monitor to see how
your business is performing during the first step of the customer
experience: triggering a need.
One of the most popular series I've run here on the Customer
Experience for Profit blog is what readers call "the steps series."
There I defined the six steps common to any customer experience,
from both the customer's point of view and from an organization's
point of view.
Recently, over on the Deliver Bliss blog penned by wise man Tim
Sanchez, a discussion erupted over the question: What is the
definition of customer experience?
Apple is a company long renowned for its customer experience, and
for inventing products that fill needs customer didn't even realize
they had. Customers have rewarded Jobs and his crew for this. As an
example, did you notice that the company sold 3 million iPads in 80
days? Unlike many CEO's, Jobs had the pleasure of gushing a bit
about second quarter financial peformance recently: “We’re
thrilled to report our best non-holiday quarter ever, with revenues
up 49 percent and profits up 90 percent,” said Steve Jobs,
Apple’s CEO. “We’ve launched our revolutionary new iPad and
users are loving it, and we have several more extraordinary
products in the pipeline for this year.”
I'm a Clayton Christensen fan. Highly revered for coining the
phrase disruptive innovation and championing the theory,
Christensen has guided product and business strategy decisions
since his Innovator's Dilemma was published in 2003. Quickly, he
defines disruptive innovation as: "A process by which a product or
service takes root initially in simple applications at the bottom
of a market and then relentlessly moves ‘up market’, eventually
displacing established competitors."
Have you ever noticed that when you put a single event or idea into
a larger context, its impact becomes more clear? Time can be just
the context you need to make better choices about your customer
Here we are at the sixth and final step common to any customer
experience. Earlier, we covered the triggering need, earning
consideration, demonstrating how you solve the problem, affirming
your customers decision, and delivering on your promise. Today
we're talking about anticipating your customers' needs as they
We've reached Step 5 in the six steps common to any customer
experience. So far we’ve covered the triggering need, earning
consideration, demonstrating how you solve the problem, and
affirming your customers decision. Today, we're talking about