AICEX: In questo articolo si evidenziano due temi chiave per avere successo nelle iniziative di customer experience, individuare e gestire ciò che i clienti vogliono davvero (anche se talvolta non lo sanno con precisione), e coinvolgere i dipendenti, soprattutto quelli che con i clienti interagiscono direttamente. Nulla di nuovo sotto al sole, ma allora perché è così difficile avere davvero successo?

A successful customer experience strategy starts with an aspiration centered on what matters to customers and empowering frontline workers to deliver.

Almost every successful company recognizes that it is in the customer-experience business. Organizations committed to this principle are as diverse as the online retail giant Amazon; The Walt Disney Company, from its earliest days operating in a small California studio; and the US Air Force, which uses an exotic B2B-like interface to provide close air support for ground troops under fire. Conversely, companies that are not attuned to a customer-driven marketplace are remarkably easy to spot. Consider the traditional US taxi industry, which is facing significant new competition from the likes of Lyft and Uber. Customer-service standouts clearly understand that this is central to their success as businesses.

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