????如果你希望能夠留住客戶并吸引他們購買更多產品，唯一的辦法就是給他們留下一個好印象。而好印象來自客戶體驗——溝通、交流和各種接觸。創造一個好印象，自然能帶動你所期望的客戶行為。

????當然，要建立特定的印象存在難度。很多公司不僅不能建立期望的印象，甚至都不能有意識地為客戶提供任何一貫如一的正面體驗。

????但是，如果能了解一些打動客戶的基本原理，要做到這一點并非難于上青天。舉例來說，可以用“峰終定律”（Peak-End Rule）來分析、改善每位客戶的體驗。

????創造積極體驗，收獲真實利益

????峰終定律是一項描述我們如何認知和記憶體驗的心理學定律。它認為，一個人對任何體驗的記憶和評估都是基于“高峰”和結尾。

????“高峰”體驗就是偏離“常態”體驗最遠的那個點。換言之，這是一次體驗中情緒的最高點或最低點。另一個關鍵點是體驗的結尾。

????通過“峰終定律”來審視你的客戶體驗可能會有幾個結果。一是你會發現在某些互動中通常只有中性或略負面的體驗。二是存在很多種可能，只需對你的互動進行微調，即可大幅改善客戶體驗。

????美國電話電報公司（AT&T）營業廳就是一個很好的例子。他們發現，顧客進入營業廳后通常需要（至少）等上幾分鐘才能獲得幫助。這給顧客帶來一定的焦慮感，有時不知道自己是不是下一位顧客，可能還要等多長時間。為此，AT&T采取了幾項措施，包括建立排隊系統告知顧客前面有多少人在等候，并在屏幕上滾動顯示等候情況，方便顧客隨時了解他們在隊列中的位置。

????但有一項非常簡單但行之有效的改變也極大地改善了客戶體驗：AT&T要求店員在每位顧客進入營業廳的10秒鐘內，或者進門10英尺之內致以問候。AT&T自己的研究顯示，顧客進門后如果能很快得到店員的問候，可以顯著提升體驗。進門后立即得到問候的顧客在接受調查時表示，感覺上等待的時間好像要比事實上短。

??????The only way you keep a customer, and get her to buy more, is to create apositive perception. And the only way a perception is created is through the customer experience – the communications, interactions, and other exposures. Create the right perception, and you can drive the desired behavior.

????Of course, building a specific perception can be tricky, and many businesses fail not only at creating an intentional perception, but even in consciously building any kind of consistent, positive experiences with their customers.

????Yet, it doesn’t have to be overly difficult if you understand some of the basics of what makes customers tick. For example, one approach you can use to analyze and improve each customer experience is to apply the “Peak-End Rule.”

????Create Positive Experiences, and Reap the Benefits

????The Peak-End Rule is a principal from psychology that describes how we all perceive and remember experiences. It states that a person will remember and gauge any experience by the “peak” of the experience, and the end.

????Here’s what that means: the “peak” of an experience is the point in the interaction that varies the most from the “norm.” In other words, that’s emotionally either the highest, or lowest, point of the experience. The other key moment is the end or the experience.

????There are several implications when looking at your customer experiences through this “Peak-End” lens. One is that you’ll find there are often only neutral or slightly negative points within certain interactions. The other is that many possible opportunities exist to pump up the perception of customers with just a little tweak to your interactions.

????A good example is the AT&T stores. They noticed that it could take several minutes (at least) after a customer entered the store for an associate to be available to help. This caused some anxiety for customers, who would sometimes wonder if they were next, and how long the wait might be. So AT&T implemented several policies, including creating a system to inform a customer how many people were already waiting, and displaying the customers on a screen so they keep track of where they were in the queue.

????But there was one very simple, powerful change that dramatically impacted customer experience: associates were required to acknowledge each customer entering the store within 10 seconds or 10 feet from the door. AT&T’s own research has shown that, by quickly greeting a customer, his or her perception measurably improves about the experience. In fact, when asked in a survey, the customer who’s greeted quickly estimates that the waiting time was shorter than it actually was.