????公司在考慮開(kāi)展業(yè)務(wù)時(shí)，無(wú)一例外都會(huì)希望能夠得到客戶(hù)的積極響應(yīng)。

????咨詢(xún)公司Beyond Philosophy近期對(duì)全球2，160家公司的8,000位客戶(hù)體驗(yàn)專(zhuān)業(yè)人員進(jìn)行了調(diào)查，結(jié)果顯示，雖然許多公司投入大量資金，用于研究和改善客戶(hù)體驗(yàn)，結(jié)果卻令人大失所望。通過(guò)該項(xiàng)調(diào)查所提供的路線(xiàn)圖，任何公司均可以招攬新客戶(hù)，培養(yǎng)回頭客。

????Beyond Philosophy的市場(chǎng)調(diào)研總監(jiān)史蒂芬?沃爾頓認(rèn)為，在客戶(hù)體驗(yàn)投入方面，來(lái)自零售業(yè)、銀行業(yè)、科技行業(yè)和電信業(yè)的公司居于前列。但調(diào)查結(jié)果顯示，在前10位開(kāi)支大戶(hù)中，僅有一家公司進(jìn)入成功案例榜排名前10。

????這些公司的做法有哪些可取之處？同樣重要的是，它們的做法存在哪些問(wèn)題？

“給豬抹口紅”——空忙一場(chǎng)

????惠普（HP）和戴爾（Dell）在用戶(hù)體驗(yàn)開(kāi)支大戶(hù)中名列前十——而且效果也還不錯(cuò)，但沃爾頓認(rèn)為，考慮到它們投入的成本和精力，最終效果并不盡如人意。那它們究竟有哪些敗筆呢？

????沃爾頓表示，兩家公司提供的都是標(biāo)準(zhǔn)產(chǎn)品，“確實(shí)兌現(xiàn)了產(chǎn)品標(biāo)牌上的承諾。”這兩家規(guī)模龐大的公司無(wú)一例外地投入了大量資金，用來(lái)研究客戶(hù)心理，但基本都是從易用性、功能性的角度出發(fā)，因此充其量只是查漏補(bǔ)缺，只能算是“事后諸葛亮”而已。沃爾頓認(rèn)為，從顧客的角度來(lái)看，“毫無(wú)驚喜。豬抹上口紅也還是豬。

“度量衡”陷阱

????沃爾頓認(rèn)為，其他公司的錯(cuò)誤之處在于深陷“度量衡險(xiǎn)境”。之所以出現(xiàn)這種情況，通常是由于軟件公司跳出來(lái)毛遂自薦，說(shuō)服這些大公司，要想改善客戶(hù)體驗(yàn)就得衡量與客戶(hù)的每一次互動(dòng)。另外一家在開(kāi)支大戶(hù)中名列前十的公司——匯豐銀行（HSBC）便深受其害。

????這種方法的問(wèn)題在于，雖然公司會(huì)衡量客戶(hù)的忠誠(chéng)度，但卻很少根據(jù)結(jié)果采取相應(yīng)的行動(dòng)。原因何在？沃爾頓稱(chēng)，對(duì)希望在職場(chǎng)搞“拉幫結(jié)派”的經(jīng)理人來(lái)說(shuō)，替代實(shí)際行動(dòng)的測(cè)量行為有可能成為他們的救命稻草。他說(shuō)，經(jīng)理人打著調(diào)查客戶(hù)忠誠(chéng)度的旗號(hào)就可以籠絡(luò)一大批人歸自己領(lǐng)導(dǎo)。但“只給豬稱(chēng)重，是不可能讓豬減肥的”，必須付諸實(shí)際行動(dòng)。

????就上述情況而言，只有客戶(hù)調(diào)查或員工調(diào)查，而沒(méi)有任何的實(shí)際行動(dòng)，比根本不進(jìn)行調(diào)查的影響還要惡劣。邀請(qǐng)受訪(fǎng)者表達(dá)不滿(mǎn)，但卻不采取相應(yīng)對(duì)策，只會(huì)進(jìn)一步激怒受訪(fǎng)者。

改弦易張才是正道

????What company doesn't want customers to have a positive reaction when they think about doing business with it?

????But despite spending significant sums on studying and improving customer experience, many companies are simply not seeing results, according to a recent survey of 8,000 customer experience professionals in 2,160 companies globally by consultancy Beyond Philosophy. The findings provide a road map any company can use to court new and repeat customers.

????According to Steven Walden, research director at Beyond Philosophy, companies in retail, banking, technology, and telecommunications tend to spend the most on so-called customer experience initiatives. Yet of the top 10 spenders, only one made a top 10 list of successes, according to the survey.

????What are companies doing right and, just as importantly, what are they doing wrong?

‘Lipstick on a pig'

????HP (HPQ) and Dell (DELL) are two of the top 10 spenders on customer experience – and they do a fair job, but not what you would expect based on the cost and effort, Walden argues. What haven't they figured out?

????Both companies provide a standard product that "does what it says on the tin," Walden says. They both have big organizations and spend dollars on thinking about the customer, but this is mainly from the perspective of usability, functionality, and fixing what's broken. From a customer perspective, "there's no wow there," Walden says, it's more about "putting lipstick on a pig."

A case of 'measurementitis'?

????Other companies get it wrong by resorting to "measurementitis," says Walden. This often happens when a software vendor comes knocking and convinces a company that the way to improve customer experience is to measure every interaction with its customers. HSBC, another top 10 spender, is guilty of this, Walden says.

????The problem with this approach is that companies will measure loyalty but then won't act on their findings. Why would they do this? Measurement instead of real action can be a draw for managers who want to create fiefdoms, Walden says. You can build a sizable team under you just by measuring things, but "you can't make a pig thin by weighing it," he says.

????Customer surveys – or employee surveys, for that matter -- that result in no action are much worse than having no survey at all. It just fuels anger to ask people to state their complaints and take no action based on the results.

Turning a new leaf