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Preservers, Transformers & Vanguards: Measuring the Profitability of Customer Experience Strategies

 

 

Author:

 

Phil Klaus

Professor of Customer Experience and Marketing Strategy, ESCE International Business School, Paris

 

 

 

DMI REVIEW / WINTER 2013

 

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Customer experience (CX) may be "the next competitive battleground,” but we’re still struggling to define it. More to the point, we have to figure out a way to measure CX. Otherwise, how can we become better at managing it?

 

CUSTOMER EXPERIENCE (CX) IS OMNIPRESENT, and I am confident the DMI Review readership agrees. After all, the term experience was mentioned 308 times in the last issue of the Review. A quick Google search will deliver 539,000,000 hits and make it clear that there are more than 1,200,000 professionals associated with the term.

 

CX blogs, consultants, programs, workshops, conferences, indexes, frameworks, awards, summits, metrics—CX is everywhere and widely considered the next competitive battleground. Managers, consultants, scholars, and even politicians seem to agree that the age of the customer has finally arrived and we had better be ready for it. The new customer needs new solutions, and blue-chip companies like Siemens, IBM, Adobe, and Google are standing by, ready to deliver. Customer relationship management (CRM) is proclaimed dead, and CX management in an area where the customer calls the shots is the new silver bullet for companies worldwide.

 

Managers read the great CX stories of Apple, Amazon, and Starbucks and are left wondering how this new paradigm applies to their businesses. Moreover, while we still struggle to coherently define what constitutes CX, we are already discussing the next step in its management—the role of social media and cloud networks in advancing the revolution. Read more.

 

 

 

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