????公司在考慮開展業(yè)務時，無一例外都會希望能夠得到客戶的積極響應。

????咨詢公司Beyond Philosophy近期對全球2，160家公司的8,000位客戶體驗專業(yè)人員進行了調查，結果顯示，雖然許多公司投入大量資金，用于研究和改善客戶體驗，結果卻令人大失所望。通過該項調查所提供的路線圖，任何公司均可以招攬新客戶，培養(yǎng)回頭客。

????Beyond Philosophy的市場調研總監(jiān)史蒂芬?沃爾頓認為，在客戶體驗投入方面，來自零售業(yè)、銀行業(yè)、科技行業(yè)和電信業(yè)的公司居于前列。但調查結果顯示，在前10位開支大戶中，僅有一家公司進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題？

“給豬抹口紅”——空忙一場

????惠普（HP）和戴爾（Dell）在用戶體驗開支大戶中名列前十——而且效果也還不錯，但沃爾頓認為，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準產(chǎn)品，“確實兌現(xiàn)了產(chǎn)品標牌上的承諾。”這兩家規(guī)模龐大的公司無一例外地投入了大量資金，用來研究客戶心理，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缺，只能算是“事后諸葛亮”而已。沃爾頓認為，從顧客的角度來看，“毫無驚喜。豬抹上口紅也還是豬。

“度量衡”陷阱

????沃爾頓認為，其他公司的錯誤之處在于深陷“度量衡險境”。之所以出現(xiàn)這種情況，通常是由于軟件公司跳出來毛遂自薦，說服這些大公司，要想改善客戶體驗就得衡量與客戶的每一次互動。另外一家在開支大戶中名列前十的公司——匯豐銀行（HSBC）便深受其害。

????這種方法的問題在于，雖然公司會衡量客戶的忠誠度，但卻很少根據(jù)結果采取相應的行動。原因何在？沃爾頓稱，對希望在職場搞“拉幫結派”的經(jīng)理人來說，替代實際行動的測量行為有可能成為他們的救命稻草。他說，經(jīng)理人打著調查客戶忠誠度的旗號就可以籠絡一大批人歸自己領導。但“只給豬稱重，是不可能讓豬減肥的”，必須付諸實際行動。

????就上述情況而言，只有客戶調查或員工調查，而沒有任何的實際行動，比根本不進行調查的影響還要惡劣。邀請受訪者表達不滿，但卻不采取相應對策，只會進一步激怒受訪者。

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