Considerations when designing your branded customer experiences. Class presented to University of Stellenbosch Business School - Customer Experience Excellence Program.
6. Gap 1: Customersâ expectations versus management perceptions:Â Gap 2: Management perceptions versus service specifications:Â Gap 3: Service specifications versus service delivery:Â Gap 4: Service delivery versus external communication:Â Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered:Â Gap 6: The discrepancy between customer expectations and employeesâ perceptions:Â Gap 7: The discrepancy between employeeâs perceptions and management perceptions:Â
7. Gap 1: Customersâ expectations versus management perceptions:Â Gap 2: Management perceptions versus service specifications:Â Gap 3: Service specifications versus service delivery:Â Gap 4: Service delivery versus external communication:Â Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered:Â Gap 6: The discrepancy between customer expectations and employeesâ perceptions:Â Gap 7: The discrepancy between employeeâs perceptions and management perceptions:Â
8. Gap 1: Customersâ expectations versus management perceptions:Â Gap 2: Management perceptions versus service specifications:Â Gap 3: Service specifications versus service delivery:Â Gap 4: Service delivery versus external communication:Â Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered:Â Gap 6: The discrepancy between customer expectations and employeesâ perceptions:Â Gap 7: The discrepancy between employeeâs perceptions and management perceptions:Â
9. Gap 1: Customersâ expectations versus management perceptions:Â Gap 2: Management perceptions versus service specifications:Â Gap 3: Service specifications versus service delivery:Â Gap 4: Service delivery versus external communication:Â Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered:Â Gap 6: The discrepancy between customer expectations and employeesâ perceptions:Â Gap 7: The discrepancy between employeeâs perceptions and management perceptions:Â
25. Gap 1: Customersâ expectations versus management perceptions:Â Gap 2: Management perceptions versus service specifications:Â Gap 3: Service specifications versus service delivery:Â Gap 4: Service delivery versus external communication:Â Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered:Â Gap 6: The discrepancy between customer expectations and employeesâ perceptions:Â Gap 7: The discrepancy between employeeâs perceptions and management perceptions:Â
30. Gap 1: Customersâ expectations versus management perceptions:Â Gap 2: Management perceptions versus service specifications:Â Gap 3: Service specifications versus service delivery:Â Gap 4: Service delivery versus external communication:Â Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered:Â Gap 6: The discrepancy between customer expectations and employeesâ perceptions:Â Gap 7: The discrepancy between employeeâs perceptions and management perceptions:Â
52. Gap 1: Customersâ expectations versus management perceptions:Â Gap 2: Management perceptions versus service specifications:Â Gap 3: Service specifications versus service delivery:Â Gap 4: Service delivery versus external communication:Â Gap 5: The discrepancy between customer expectations and their perceptions of the service delivered:Â Gap 6: The discrepancy between customer expectations and employeesâ perceptions:Â Gap 7: The discrepancy between employeeâs perceptions and management perceptions:Â
59. Listen to telephone callsUse this and define the desired experience for your client âClient Experience Definitionâ Collecting and understanding the Voice of the Client
70. "..within four days of the song going online, the gathering thunderclouds of bad PR caused United Airlines' stock price to suffer a mid-flight stall, and it plunged by 10 per cent, costing shareholders $180 million. Which, incidentally, would have bought Carroll more than 51,000 replacement guitars." 10,905,813 views
74. Learn for the futureFront-line staff should be empowered to solve problems for clients Aviva ran an âAngry Customer Forumâ to help improve the experience for their customers Problem management
80. Give your own employees a remarkable experienceDeliberate design of each interaction and each personâs stage performance will deliver results! Communicating with employees
81.
82. Look at the entire client lifecycle and see your organisation like the client would
84. Have the âExperience Definitionâ in sight and use that as the true north to ensure the design of consistent experiencesCross-organisational coordination