How to Approach Customer Experience Management


Archived Published: 27 December 2004 ID: G00125606

Analyst(s): |

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Summary

Managing the detail of customer experiences is an important part of any customer relationship management strategy. We show how to design, implement, manage and profit from a CEM program.

Table of Contents

  • Analysis
    • Management Summary
    • 1.0 What Is CEM and Why Is It Important?
      • 1.1 Defining a Customer Experience
      • 1.2 The Challenge of Managing the Customer Experience
      • 1.3 Competing Brands Are Increasingly Similar, but Customer Experience Differentiates
      • 1.4 Does Greater Customer Satisfaction Mean Greater Customer Loyalty and Profit?
      • 1.5 Developing the Right Kind of Loyalty: Rational vs. Emotional
    • 2.0 How Do Organizations Create and Drive Positive Customer Management?
      • 2.1 Customer Experience Management: Before, During and After the Experience
      • 2.2 Setting Expectations: Brand Values and Reputations Make Promises
      • 2.3 Case Study: Disney Theme Parks — Car Parking, Queues and Culture
      • 2.4 Designing the Customer Experience
      • 2.5 Process Maps Expose "Moments of Truth"
      • 2.6 Case Study: The Journey of a Business Passenger on a Major U.S. Airline
      • 2.7 Continuous Improvement: Collect Feedback Across All Channels
      • 2.8 Act on Feedback: Tell Customers and Staff
    • 3.0 What Are the Primary Changes Required to Drive CEM?
      • 3.1 Start With What the Business Controls
      • 3.2 Explore the Details: Products and Services Are Experience Bundles
      • 3.3 Case Study: Kaiser Permanente and IDEO Redesign the Patient Experience
      • 3.4 Employees Improve the Customer Experience Most
      • 3.5 Incentives for Changing Employee Behavior
      • 3.6 The Frontline Customer Contact Experience: Get the Basics Right First
      • 3.7 Governance: Define Responsibilities for Each Part of the Customer Experience
      • 3.8 Customer Experience Metrics and Measurement
    • 4.0 CEM Techniques and Technologies for Channels
      • 4.1 Capturing and Improving the Experience in Face-to-Face Contact
      • 4.2 Capturing and Improving the Customer Experience in Contact Centers
      • 4.3 Case Study: TXU Utilities Employees Take Ownership of Complaints
      • 4.4 Improving the Web Experience
      • 4.5 Case Study: Package Delivery Company Migrates to the Web
    • 5.0 Determining Enterprise Readiness for CEM
    • 6.0 Conclusion
    • Appendix A. Acronym Key
© 2004 Gartner, Inc. and/or its Affiliates. All Rights Reserved. Reproduction and distribution of this publication in any form without prior written permission is forbidden. The information contained herein has been obtained from sources believed to be reliable. Gartner disclaims all warranties as to the accuracy, completeness or adequacy of such information. Although Gartners research may discuss legal issues related to the information technology business, Gartner does not provide legal advice or services and its research should not be construed or used as such. Gartner shall have no liability for errors, omissions or inadequacies in the information contained herein or for interpretations thereof. The opinions expressed herein are subject to change without notice.

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