Autore: Gian Carlo Mocci

Nordstrom: I Clienti non parlano di Omnicanalità

su da Gian Carlo Mocciin Customer Experience, Customer Neuroscience, Digital, Design, UXLascia un commento
AICEX : I Clienti non parlano di Canali e non parlano di Journey, sono le aziende che ne parlano …
SUMMARY: Nordstrom is building its omni-channel strategy with some success, but the emphasis is firmly on the online and offline customer experience.

nordstromWe don’t think the customer is loyal to channels.

We don’t hear customers talk about channels very much

Customers value experiences.

It’s an interesting point of view from James Nordstrom, President of Stores at US high-end brand fashion Nordstrom as it, in common with the rest of the retail sector, re-invents itself around the omni-channel customer.

With that in mind, the firm’s not doing too badly at all. While the company doesn’t want investors to get into a ‘by channel’ mindset, scrutiny of the firm’s second quarter numbers yesterday tells its own story:

  • A $211 million profit on $3.7 billion in revenue.
  • For the six months to end June, online sales for Nordstrom overall come to $1.34 billion.
  • Sales at Nordstrom.com grew by 20% year-on-year.
  • Nordstromrack.com and HauteLook each grew by 50%.
  • Growth at Nordstrom’s bricks-and-mortar business – a mere 1%.

Blake W. Nordstrom, Co-President & Director, adds that the emphasis needs to be placed on differentiated experiences seamlessly delivered. In this mix, bricks-and-mortar and online need to work together:

Our customer is at the center of our strategy as we focus on creating a differentiated experience in each of our businesses. While we’ve been pursuing distinct strategies to grow each business, we’re also working to link them together to provide our customers with a seamless experience. This is important because we know that when customers engage with us across multiple touch points, their lifetime value and spend increase significantly.

We are focused on further integrating our businesses through service and experience, product, and capability. Our recent initiatives around stores and mobile, along with our Trunk Club acquisition, are ways to create a more relevant experience with our customer.

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13 righe per capire Design, UX e CX

su da Gian Carlo Mocciin Digital, Design, UXLascia un commento

AICEX: Se tutte le aziende mettessero in pratica queste 13 righe sarebbe fantastico.   

Maybe you’ve seen one of the several versions of this photo doing the rounds? “Design” versus “User experience (UX)”.

It makes an amusing point about the fact that the user experiences we design are often different from the ones customers create for themselves.

558e7c07efaee-user-experience-vs-design

I think there’s a bit of a trap in this way of thinking, which is to assume that users are responsible for what happens when they deviate from our design.

We shouldn’t respond to situations like this with a rueful smile and a weary shake of the head; we should be asking ourselves why it’s happened.

For one thing, it’s an opportunity to design experiences that better match customer needs, rather than trying to channel them down some pre-determined choices.

We also need to be aware that customers will hold us responsible for the choices they make. One day (sticking with the metaphor in the photo) a customer will complain to you that their shoes are muddy because they took a shortcut.

If your member of staff says “Yes, we’re sorry, let us sort them out for you. Also, we’ll try to make sure you don’t have to take that muddy shortcut again.” then you can legitimately claim customer experience (CX) maturity.

Design versus UX versus CX

SOURCE: Design vs UX vs CX – http://wp.me/p5EsZ3-25

Customer Experience, IOT, e Design Thinking

su da Gian Carlo Mocciin Customer Experience, Customer JourneyLascia un commento

Rachael McBrearty Blog 2 Graphic_Finalv3

AICEX: L’internet delle cose sarà un altro elemento da “Governare” per offrire ai Clienti le desiderate Esperienze.

The early days of the Internet were a heady time of reimagining, rethinking, and, in effect, “e-enabling” a staggering range of business processes. Today, we stand on the cusp of an equally momentous paradigm shift driven by an explosion in connectivity—not just among devices, but also encompassing people,

process, data, and “things.” This next-generation digital revolution will upend entrenched mind-sets and disrupt existing business strategies on a nearly unprecedented scale, transforming, yet again, the customer experience.

As I shared in Part 1 of my blog, the Cisco Internet Business Solutions Group projects that the Internet of Everything (IoE) economy will generate $14.4 trillion in Value at Stake for private-sector companies globally over the next decade. Nearly 26 percent of this total — $3.7 trillion — will be tied to IoE-driven customer experience advances.

But how do companies begin to tap the vast potential of the next-wave Internet? Since the Internet of Everything remains a work in progress, its uncharted waters and multidimensional scope will demand wholly new ways of thinking as organizations connect to a larger — muchlarger — universe. In order to meet IoE’s challenges effectively, your business will need a multidimensional toolkit — one that bridges marketing, design, engineering, economics, finance, or any other discipline required inside or outside your company.

The methodology that can enable these capabilities is design thinking. Drawing on methods used by design professionals, it combines empathy for the human context of the problem; creativity in the generation of insights and solutions; and rationality and feedback to analyze the solution within the customer context.

Design thinking is ideal for problem solving within highly complex situations. Which brings us to IoE. Its high level of complexity will demand that you rethink what you do for your customers, while redefining how issues can be addressed.

Knowing the customer is an age-old path to success. And at the heart of design thinking is a deeper understanding of the customer, citizen, or patient, pinpointing the human needs that fall between business objectives and the technology solutions. Employing user-centered qualitative research methods of observation, ideation, and prototyping, design thinking cuts to the essence of thehuman pain point and is centered on understanding the role you play in the lives of those whom you are serving. Defining and shaping the problem — in effect, determining the right question to ask — is key. Problemframing comes before problem solving and will be the foundation the creative insight in IoE innovation.

Unlike analytical thinking, which is based on a breakdown of ideas, design thinking concentrates on building up ideas with a broad focus, especially in the early stages of the problem-solving process. Once those early ideas are encouraged to develop, without judgment, they can spur creative thinking.

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Disney Institute: Customer Experience vs Customer Service

su da Gian Carlo Mocciin CRM, Customer Service, Customer ExperienceLascia un commento

AICEX: Dal Disney Institute c’è sempre qualcosina da imparare.

September 24, 2015 by Bruce Jones, Programming Director, Disney Institute

In case you’ve missed it, the term “customer experience” is everywhere in business these days. In fact, some experts have declared that focusing on the customer experience has become the single most important factor for an organization to achieve business success—creating a significant point of differentiation and competitive advantage.

But, what exactly is customer experience? How does it differ from customer service? And, how focused or concerned should your business or organization be about it? These are all great questions we hear from participants in our professional development training courses, so we thought this was a great opportunity to dive a little deeper.

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