3 How to Lead the Customer Experience:To create a total brand experience, firms must provide the right directions.pdf

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Business strategies centered on the holistic design and delivery oftotal customer experiences consistently create superior customer value.Hclisticexperiences begin and end long before and after actual transactions.Theyincorporate functional and affective attributes.They are orchestrated to deliverboth intrinsio and extrinsic values.And they result in stronger,more sustainablecustomer preference than do independently managed communication,process,and service-centric strategies.By total experience vje mean the feelings customers take avjay from their inter-action with a firms goods,services,and atmospheric stimuli.Companies thatinteract with customers cant avoid giving them a total experience.They can,however,avoid managing it in a systematic way,and almost all do.Organizationsthat simply tweak design elements or focus on the customer experience in iso-lated pockets of their business will be disappointed in the results.A number of organizations are starting to systematically apply customer experi-ence management principles to strengthen customer preference and improvebusiness outcomes.Unlike many goods or service enhancements,the holisticnature of these experiential designs makes it very difficult for competitors to copyHow to Leadthe Customer ExperienceBy Stephan H,Haeckel,Lewis P.Carbone.and Leonard L.Berry18 I MM January/February 2 0 0 3ID create a totalrandexperience,rms fnust providehe right dftections.viJsorVGelty KnegesCustomers always have an experience when they interact with a firm.The question for man-agers is whether the firm is prepared to systematically manage the customers experience orsimply hope for the best.The customers overall experienceinfluenced by sensory andemotional cluesevokes a value perception that determines brand preference.Through experience management principles,afirm can design a composite of clues that resonate with customers and earn their loyalty.I r U I I C I I Mthem.Customer value creation is moving into a new arenaone thatencompasses goods and service quality,but is a broader concept.The customers total experience directly affects perceptionsof value,word-of-mouth endorsement,and repatronage inten-tions.A well-prepared,well-served meal consumed in a noisyrestaurant with uncomfortable chairs is one experience for cus-tomers.The same food served the same way in a comfortableand relaxing environment is a completely different experience.The meal and the atmosphere are inextricably linked;both arepart of the customers overall restaurant experience.The facilitydesign;servers skills,attitudes,body language,choice of words,tone,inflection,and dress;pace of service;presentation and tasteof the food;noise level;smell;texture of tableware;spacing,height,and shape of tables;and a multitude of other stimuli allcoalesce into a positive,neutral,or negative experience.The problem-solving properties of goods and services pro-vide functional benefits.Managers must recognize two realities,however.First,competing goods and services often are quitesimilar in functionality.Second,customers desire more thanfunctionality.They are emotional beings who also want intangi-ble values such as a sense of control,fun,aesthetic pleasure,andenhanced self-esteem.Companies compete best when they combine functional andemotional benefits in their market offer.Firms that make cus-tomers feel good are formidable competitors because customerslike to feel good and few companies make them feel that way.Emotional bonds between firms and customers are difficult forcompetitors to penetrate.Creating CluesCustomers always have an experience when they interact withan organization.They consciously and unconsciously filter a bar-rage of clue and organize them into a set of impressions,bothraHopai*d emotional.Anything perceived or sensed(or recog-nized by its absence)is an experience clue.If you can see,smell,taste,or hear it,it-a due-Kiods and services emit clues,as doesthe physical um Inminent in which theyre offered.The employeesnre.inotlier source of experience clues.Each clue carries a mes-sage;the composite of clues creates the total experience.Hffectively managing the customers experience involves pre-sniiiii;.in integrated series of dues that collectively meet orexceed customers expectations.One category of clues concernsthe actual functioiiing of the good or service.Did the key issued atthe front desk ooen the hotel room door?Did the rooms televisionset work?Was tpfe wake-up call made as promised?These goodsand service clues strictly concern functionality and are interpretedprimarily by the conscious and logical circuitry of the brain.A second category of clues stimulates the brains emotionalcircuitry and evokes affective responses.The smell and feel ofleather upholstery,the sound and smell of a steak on the grill,and the laugh,phrasing,and tone of voice of the person answer-ing the customer service call line are clues that envelop the func-tionality of a good or service.Two types of clues affect cus-tomers emoti
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