experiencia de cliente

Which Metrics do Spanish Companies use to Measure Customer Experience?

This is surely the most pressing question for those in charge of measuring Customer Experience. The information has been obtained from the “First maturity research on brand experience in Spanish companies” which we carried out in April 2018, with the Leading Brands of Spain Forum (marcasrenombradas.com/) and ESADE.

Here is some information on the metrics used by Spanish companies to quantify the experiences of their clients…

  • Surprisingly, there are companies who claim to have no metric in place for Customer Experience.
  • Surveys, Focus Groups and Mystery Shopping are the Customer Opinion tools most used (39% claim to use them).
  • The NPS® (Net Promoter Score) indicator is no longer just a trend, it is now implemented in various companies, 21% of those companies surveyed in the research claim to have this metric incorporated in their business. In addition to the NPS®, other indicators are also used which measure the Level of Consumer Discontent or Net Promotion.
  • Operational indicators are used such as returning customers, renewal rates, increases in sales and invoices (8%).
  • The complaints index is seen as a must in order for a company to know where it is going wrong.
  • Related to Customer Experience are Reputation and Employee Experience Indicators, such as Great Place to Work, which is used by 8% of companies.
  • Social networks are a great source of information which must be analysed and managed.
  • Marketing Science is customer information analysis tool for the implementation of future improvements.

It must be said that there are a significant number of indicators used behind the scenes in Spanish companies, and it is pleasing to know that they want to understand more about our experiences and our interactions as customers.

However, the key is if these companies are capable of digesting such large amounts of data, and if they can use it to implement actions for future improvements. What we see in our day-to-day work as specialist consultants is the speed in which data is captured can be overwhelming, and the priority of companies, and the speed with which they address or improve customer suggestions is much slower, frequently being left aside in an odd piece of paperwork.

While it is true that there are no good or bad indicators, our recommendation is for every business to define indicators which provide them with the most value when making decisions, preventing this procedure from becoming a negative experience triggered by the company’s eagerness to gain this information.

Written by Miguel Sanz for Buljan & Partners Consulting

Miguel Sanz is a Customer Experience Management expert and has experience in CRM and Project Management in various different industries dating back to 2009. Find out more about Miguel:
m.sanz@buljanandpartners.com
/in/miguelsanzgimenez

Access the full report here: marcasrenombradas.com/wp-content/uploads/2018/04/ESTUDIO-DE-LA-EXPERIENCIA-DE-CLIENTE-A-LA-EXPERIENCIA-DE-MARCA.pdf

Take a look at our recommendations and find your own Customer Experience route here https://buljanandpartners.com/encuentra-tu-camino/

definir el customer journey

Half of Spanish Companies do not have a Defined Customer Journey

Here, we continue to provide data collected in the “First maturity research on brand experience in Spanish companies”, spearheaded by Buljan & Partners Consulting, Leading Brands of Spain Forum (https://www.marcasrenombradas.com/) and  ESADE.

Although the research measured the maturity of experiences in different areas, such as strategy, HR, procedures, metrics etc., in today’s post we will delve deeper into the data related to the maturity of the Customer Journey.

The title of the article is resoundingly clear: half of companies do not have a defined Customer Journey. The Customer Journey is understood as being the representation of all the contact points that a customer has with a company, being defined from their point of view, and not from a procedural point of view.

The research data would appear to suggest that the glass is half full, which ordinarily would be good news, however, there are still 50% of companies which are yet to incorporate Customer Experience as a differentiating factor into the Customer Journey. This is significant as the Customer Journey is a key tool in Customer Experience, and it is the foundation from which internal procedures can further develop.

The second question on Customer Journey arising from the research asks is if a company has a specific Customer Journey for each related sector. The data collected is less decisive than for the first question but is just as meaningful as it shows a level of superior maturity. A little over a third of companies have a specific sectoral definition, which helps provide their customers with more personalised experiences, gaining their loyalty and increasing their trust and value in the company.

The importance of the Customer Journey within the Company

In conclusion, I would say that Spanish companies have already invested significant time in implementing actions to improve Customer Experience, and this is reflected in the defining of foundations and the work carried out within their sectors. I would also add that, due to not finding any other related data in Europe, Spain appears to be one of the countries that is most keen on the implementation of Customer Journey and Customer Experience initiatives, though there is still work to do in this regard.

Written by Miguel Sanz for Buljan & Partners Consulting

Miguel Sanz is a Customer Experience Management expert and has experience in CRM and Project Management in various different industries dating back to 2009. Find out more about Miguel:
m.sanz@buljanandpartners.com
/in/miguelsanzgimenez

Access the full report here: marcasrenombradas.com/wp-content/uploads/2018/04/ESTUDIO-DE-LA-EXPERIENCIA-DE-CLIENTE-A-LA-EXPERIENCIA-DE-MARCA.pdf

Do you need to define your company’s Customer Journey? Find out more about our Customer Journey service https://buljanandpartners.com/customer-journey/

An intern´s thoughts on Buljan & Partners´ culture

By Maite Eraña Salmeron

We could call it a stroke of luck, really. The placement process was rather ambiguous, which is why I still can´t believe how well this position suits me. I am a recent graduate from Boston University School of Hospitality Administration and I came to Madrid to complete a study abroad program that includes an internship and coursework components. You can already tell I have had a positive experience, but the real question I hope to answer with this blog post is the following:

How is the commitment to customer experience expressed within the walls of this leading consulting firm?

I should start by explaining more thoroughly why I find my position here so valuable. In my opinion, to be an intern means you learn to actively develop any company´s most valued competitive advantage: employee commitment. As an intern you often ask yourself nervously, “Will I be doing something meaningful? Do I have enough experience to be here?” And while it´s absolutely true that you want to quickly get adjusted to doing your job effectively, I would not underestimate the opportunity to embrace the ambiguity and take in how the company makes a difference in the lives of its employees. This time is crucial because the newness can help you be objective and honest about your expectations and your employer´s expectations. In this competitive business environment, employee commitment is not only the result of the appropriate strategies and support systems, but that of each employee internalizing how he/she can encourage intentional care of all stakeholders. As I reflect on my internship experience, I keep in mind a question I like to share with my employer:

How will you help me be a better version of myself today?

As an intern the most crucial thing I can do is to make a habit to always be learning, because this is how I challenge my employer to think differently, to embrace change, and to want to invest in me as much as I want to invest in them so that we may both be successful.

So how does Buljan & Partners respond to this?

I think the most impressive way they address customer experience is through their commitment to empower others. The Madrid team has a culture dedicated to raising the standards within the individuals who work here so that the firm can be innovative and adept to the opportunities that come with change and diversity. Their expertise in customer experience recommendations is in fact an initiative they first live by example within the office. We could talk about all the details that help them be so successful, but I would like to focus on a few ways in which they have impacted me the most, and through which they have addressed my previous perspective on being an intern.

Since the minute I got here, I have been considered a valuable team member. My main responsibility is to support the team of consultants with their projects, which involves a variety of tasks including developing offers, creating presentations, translating documents, etc. They have made me feel proud of the experience I have, and they have given me an opportunity to apply such knowledge. There´s a great balance where I am encouraged to share my insights, as well as to receive guidance to apply them to the established frameworks.

The team wants to collaborate with me and they express that often. This is not just encouraging, but it allows me to connect with each team member more personally. As a result when it comes to networking, the relationships I am learning to build here take on a whole new level of depth. The relationship is valued for more than what each party can provide; it is based on bringing the best out of people and seeking through collaboration to make a difference that is tangible and influential in our businesses.

There is also an emphasis to communicate honestly and often.

More than one person a day will check in with me to ask how I am handling the workload, to offer me an opportunity to collaborate, as well as to get to know me. I find such awareness for a team member the first of many intentional ways to foster trust and loyalty. Buljan & Partners also offers great flexibility to express our ideas, which promotes our personal responsibility to lead and keep each other accountable. These efforts may seem simple, but their effects are lasting and is what I will remember most as I continue to develop professionally.

In conclusion, my experience at Buljan & Partners has been one of profound impact.

I can confidently say that what they do every day for their clients only scratches the surface in comparison to the dedication to customer experience they foster at the core. They take seriously how to invest in their own employees so that they may grow as people. Customer experience is an attitude; one of servant leadership that must be lived fully in order to make a difference, and one that I am grateful to experience so passionately while working abroad.

recomendaciones aerolineas

My top 10 Recommendations to Implement in Airlines

ARTICLE WRITTEN BY MIGUEL SANZ FROM B&P

I would like to share with you some actions that, in my opinion, could be implemented in airline companies and that do not involve great costs, are easy to implement and aim to improve the customer experience:

1. Bereavement fare:

in the event of a family death and given that the tickets bought the day before are really expensive. In this possible contingency, passengers should have the option of a tariff adapted to their situation, not implying a great cost. This would show a great interest in the customers and their circumstances. The company could request written proof, and it would be a tariff similar to the “large family” one.

2. What if you are flying the day of your birthday?

If the company detects that you are flying the day of your birthday, wouldn’t it be a good idea to offer you to travel in business class or to receive an extra drink? The crew could also sing happy birthday to you! (It is not necessary that they look like Friday’s waiters) Airline companies collect a lot of information from us, so they could take advantage of that to offer a greater experience for the user.

3. Bottle of water for loyal clients.

First, considering that Cabify provides a bottle of water to each customer for a few euros, an airline could think about providing the same service to every customer with a loyalty account. In my perspective, this could be a good idea to attract new customers, apart from satisfying the current ones.

4. Eliminate unnecessary procedures.

Does the duty-free make any sense? Almost no one buys there. Additionally, I received a survey to complete each time that I fly, being a frequent flyer. Finally, don’t you find senseless that the business passengers get on the plane before a queue of 150 people? Tell me that I am not the only one.

5. Including new procedures.

For example, on a connecting flight that is delayed, the company could facilitate the plane change picking up the passengers in the runway and taking them to the other plane, although the suitcase arrives the day after (good idea in Lufthansa). The crew assistance is also susceptible to be improved when passengers get out of the plane, we usually see that the contact with the members of the crew is restricted to the flying hours. In KLM I could see two members of the crew getting out of the plane and guiding the passengers on their way to the suitcase collecting area or to the airport’s exit.

6. Improving the food service:

  • The food metal trolleys are usually full of blows, they could have a brand-customized cover to add a classy style to the service.
  • In general, food is delivered in a quick way, the service should be provided more calmly, it usually looks like a marathon. In Qatar Airways the service is excellent, I was really surprised with their food delivery.
  • The coffee is delivered right after the food. A second round of drinks (mainly bottles of water) would be appropriate given that the passengers are normally thirsty afterwards.
  • Wouldn’t it be a good idea to reach an agreement with Nespresso or Costa for the coffee?
  • In long-haul flights, if you are in the last row you get the food that is left.
  • The bread is usually not likely to be eaten.

7. Cleaner toilets:

When I am on a plane, I have the feeling that toilets are not completely cleaned, usually there is toilet paper or liquids on the floor. A more frequent review process should be implemented by the crew, although I feel that this is not their job or that they lack proactivity.

 8. Children reserved zone:

At the end of the plane, children altogether, in seats close to the toilets to avoid disturbing the rest of the passengers. As far as I know, just one company has carried out this strategy.

9. Platform to get to know the crew:

To increase the interest of the passengers for the company before the flight. It can be a reason to get a better connexion with the crew and to facilitate the interaction during the flight.

10. Make communications more attractive and practical:  

We receive emails based on offers, but nothing on experiences or on the best price on the dates to travel. I get offers all the time and I don’t think that everyone is traveling every weekend to Porto, Paris, London…

The vulnerable customer as a type of customer

Written by Lisa Rottmann for Buljan & Partners Consulting

In this blog you’ll find ideas, support and references for exceeding your client’s expectations and consistently improving their experience. But what happens when customer experience theories fail? when the customer does not choose you? does not buy your products or services or simply doesn’t take them seriously? How can we exceed their expectations if they have a negative predisposition towards us and, due the pressure, they’re just not themselves?

How is the client vulnerable?

We get queries from companies who tell us that traditional marketing has been ineffective and even detrimental to their image. While they understand that exceeding customer expectations is profitable and rewarding, they don’t believe that the theory is applicable to their reality. That reality is the world of companies and organizations that deal with “vulnerable customers”.

At some point in our lives we will all become vulnerable customers when we have to face painful, difficult and complex situations: being admitted to hospital, losing our autonomy when we can no longer live alone, facing life-altering situations that can change our future, depending on social assistance or suffering the loss of a loved one.

In places like hospitals, nursing homes, adult day care and funeral homes, emotions run high. Tension, despair, sadness, pain, relief, familiarity, ire, anger, guilt, confusion, loneliness and gratitude are just some of them. All these emotions are present in the minds of the customer who comes into contact with an employee.

In addition to the main source of anguish and pain, the vulnerable customer may also feel hurt by the way their situation was handled or how they were treated during the first 72 hours of the process. For example, this type of secondary harm can be caused by the cold and impersonal treatment they receive from the professionals taking care of them. The lack of clear information on the steps that must be taken or not knowing how to deal with certain situations.

The importance of knowing how to care for a vulnerable client

Of course, the key to success for companies that deal with “vulnerable customers” is all about the corporate culture and the way in which their employees assume the role of supporting people in tremendously difficult, varied and unpredictable situations. We understand that in the lives of these professionals, every relationship, every situation and every environment is complex. They have been trained to keep a certain distance, to the extent possible, so that they are not affected by the customer’s experience. What we are seeing is that making vulnerable clients a priority gives meaning to their day-to-work and makes them feel good about themselves. The trick is that the treatment must apply to the particular customer and adapt his/her situation, emotions, memories or beliefs, which are as varied as the people themselves.

Most of the people who deal with vulnerable customers know them well and have a vocation for their chosen profession. We advise managers to give them a vote of confidence to assume responsibility and make decisions autonomously. The pride of giving back to society and the customers’ gratitude, combined with the employer’s vote of confidence, provides a strong foundation for giving their all every day and overcoming the difficult moments they spend with vulnerable customers. In the end, companies are really just PEOPLE helping PEOPLE.

Lisa Rottmann is Managing Consultant in Buljan & Partners Consulting. Lisa is expert in strategy consulting in Customer Experience transformation projects and technology.

  • l.rottmann@buljanandpartners.com
  • https://www.linkedin.com/in/lisarottmann

Managing emotions in stressful situation for clients

Written by Miguel Sanz for Buljan & Partners Consulting

The words “managing customers’ emotions” are tremendously attractive to companies and there is no doubt that they are key to establishing an emotional bond with customers.

What do companies do to manage customer emotions?

Let’s take a look at the essence of this topic, without delving too deeply into sophisticated but not so useful explanations. How do companies manage customers’ emotions? Are they able to detect and manage stressful situations when they occur?

The answer I’m about to give should not be taken as the last word on the subject (it is not in my humble nature to dogmatize). In my experience, many companies invest resources in training their employees (DISC or Enneagram of Personality) in order to identify the behaviors or the personality types of their customers. This enables them to better understand their customers and teaches them how to adapt to customers in order to more deftly manage the customer’s experience. It is also true that many companies do not invest in this type of training because they don’t believe in it, they don’t have the resources or they think that their employees already possess this knowledge.

Emotions management training for employees

I applaud the companies that invest in their employees to teach them how to manage their own emotions and those of their customers. But I’d like to reflect on three situations that lead me to believe that there is much more to it than just training your employees. In business management, it is very important to ensure that everything customer-related is coordinated in the same direction.

I’m going to explain how I felt in three different situations that were somewhat critical for me:

  • Some time ago, as a customer of Mutua Madrileña I called to cancel my car insurance and at the end of the process the agent asked me if I would like to take out health insurance with them, to which I replied that I was leaving the company. I was breaking off relations with the company and they were trying to get me to stay on by selling me a different product, without understanding how disenchanted I was.
  • Subsequently, as a Direct Seguros customer, I was involved in a minor accident due to a wrong turn taken by the other driver. I called Direct Seguros on the spot to find out how to proceed and although the telephone service was good (still in “shock” from the accident), the agent asked me if I wanted to supplement my coverage or something to that effect. I replied that at that moment I was not in a position to think about purchasing anything and that I just wanted to relax and try to resolve the accident that had just left me without the use of my vehicle.
  • As a “superfan” of ING I have to say that on one occasion I went to the ATM of another bank to withdraw money and upon seeing the high commission they charged I decided to cancel the operation. However, at the same time I received a message telling me that I had withdrawn €40 from the ATM and I confirmed that it had been deducted from my account. I called ING immediately (customer service was good as always) and they told me that the operation had been canceled but that the system took a while to update. What puzzled me was that at the end of the call I was asked if I wanted to take out a loan. Obviously, my response was to say, “thank you very much but now is not the time because I need to withdraw cash and I’m in a hurry.” Clearly, they did not know how to identify or manage my level of stress, which at that time was relatively high since I thought I had lost the money I wanted to withdraw due to a computer error or my own mistake.

In all three cases, I was not in the proper emotional state to evaluate whether or not I wanted to take out a loan, supplement my coverage or take out a new policy. In that moment, when my emotional stress level was at a peak, the only thing that mattered was to answer my questions, nothing more. Employees can be trained, but in designing business processes and objectives, everything goes hand in hand and common sense is paramount.

In concluding this post, I would just like to note that all three of these companies have taken some very good steps in the area of customer experience but the situations discussed here should be considered and avoided.

Miguel Sanz is Senior Consultant in Buljan & Partners Consulting. Miguel is Service Line Leader for Customer Experience Management and has experience in CRM and project management across different industries since 2009.

More on Miguel:
m.sanz@buljanandpartners.com
https://es.linkedin.com/in/miguelsanzgimenez

Apple, the best customer experience?

Written by Luis Hergueta for Buljan & Partners Consulting

In my opinion, it is difficult to find a remarkable customer experience in product centric sectors. There are some automotive companies with a genuine interest in customers’ concerns, which want to take the basic standards and processes to the next level, and which really care about customers’ needs and concerns.

Is Apple the benchmark for all companies concerning Customer Experience or has it lost importance? Is it still the company conceived by Steve Jobs or has it become a company controlled by marketing?

There is no such thing as the perfect company

As I usually explain in my talks, I believe that the perfect company doesn’t exist. However, there are companies with a nearly perfect customer experience, or that rise again, as great champions (such as Rafa Nadal) do, if their customer experience leaves room for improvement. They overcome their issues to achieve a very high level, that is, they know how to face adversities.

My last experience with Apple was everything but coordinated among departments or omnichannel. They didn’t go the extra mile to surprise the customer.

  1. A poorly trained employee who didn’t know that you can issue invoices to individuals.
  2. The flagship store in Sol didn’t answer the phone nor multiple emails. I received their 1st answer after one week. After 7 emails, they didn’t give me a document indicating “invoice”. They insisted on giving me a ticket, which wasn’t what I was asking for.
  3. Departments that weren’t able to coordinate by phone with the store to issue my invoice correctly. “We are bound hand and foot”, they even told me via email. “The store is the store and the technical support service is the technical support service”, they said. What a great omnichannel coordination!
  4. Overcrowded stores with enormous queues, where they were unable to send a digital invoice by email. “I can’t. Do you want me to scan it with my personal phone?” they replied. “We comply with the law, which requires us to give you a paper invoice”, they added. That’s right, but that isn’t going the extra mile.
  5. When I wanted to file a claim, I was only given one legal form (there are usually 3 carbonless forms) without a self-learning internal format. “We learn from the official one”, they explained. “What if I want to send a claim to Apple?” I asked. They indicated me a post office box address in Cork, Ireland. Shocking.

Their products are exceptional, with a high-quality design, and an excellent hardware and software. Their Apple Care service is also undeniable (in Spain we don’t have their Plus product, which is the one that really pays off), as well as their technical department, which always tries to make sure that your product is in good condition, but is that enough?

It may have been an isolated experience. Unfortunately, it was shocking. From my point of view, not only were they mistaken, but they didn’t know how to react. The points were they failed were:

  • Omnichannel management.
  • Dealing with reasonable customer requests, they should avoid using the “one size fits all” approach.
  • Lack of training.
  • Insufficient resources (overcrowded store).

Is it enough to have one of the best products/technologies? Is it enough to have a spectacular store? Frankly, I don’t think so. People, processes, customer experience, attitude and leadership can change everything.

Luis Hergueta is consultant at Buljan & Partners Consulting and specialist in customer centric marketing. Luis is consultant for customer centric and customer experience projects accross several industries at Buljan since 2011.

More on Luis:
l.hergueta@buljanandpartners.com
https://www.linkedin.com/in/luishergueta

The tower of babel in the Customer Experience

Written by Silvana Buljan for Buljan & Partners consulting

A desperate customer in search of help and solutions often finds himself confronted with complex procedures, incomprehensible sales pitches and decisions made unilaterally in the corporate world. Further still, rather than be lessened, he finds his frustration increases because he fails to receive an acceptable solution. This is an ongoing trend in many companies, even while claiming that the customer experience is the focus of their strategic priority – in today’s world it doesn’t look good if you don’t have a Customer Experience department.

We will use the biblical story of the Tower of Babel to illustrate this problem: “man” wants to be God, reaching as high as the heavens. As punishment, God takes away the universal language spoken and introduces different languages and the chaos caused by the lack of understanding ensues. Finally, “men” end up fighting each other and the tower is abandoned.

Implement customer experience vs. add value

Many times, in the corporate world we make the same mistake as that of the Tower of Babel by seeking to define and implement a customer experience strategy; “I invest in this so that I can be the best in the industry” and, rather than searching for what really adds value for the customer, we seek superficial excellence in methods, metrics and awards to be won.

There is a desire to reach as high as possible simply because there is the belief that customer value is directly correlated with the amount of internal resources used. The reality is that with every stone that I place in my Tower of Babel, I move farther and farther away from my customer. With each rule, guideline, framework or performance target, I achieve exactly the opposite of closeness: disconnection and lack of an emotional connection, which is exactly what the customer wants when looking for a distinctive and memorable experience.

The importance of putting yourself in the customer’s shoes

What is this “emotional connection”? Nothing more and nothing less than putting myself in customer’s shoes, understanding their state of mind in dealings with the organization and conveying that I am actively searching for solutions and am not simply completing tasks to meet my company’s guidelines.

From our point of view, the emotional connection that a company should nurture in the relationship between its employees and its customers can be built on six aspects: empathy, motivation, training, a helpful attitude, commitment and responsibility.

  1. Empathy fosters a “put yourself in the other person’s shoes” attitude and facilitates a better understanding of their point of view. This requires a process of openness in the person who wants to have an empathetic attitude: being open to a point of view other than their own, questioning their own stance and connecting with the person.
  2. Motivation is contagious and fills the customer with the same passion that the employee feels for finding innovative solutions and taking care of the details. It is a very positive emotion that removes all indifference.
  3. Employee training is a basis for establishing a relationship of trust: if the employee has the freedom to break the rules and autonomy to make decisions that ensure an excellent experience, the customer not only recommends the company, but also perceives that it relies on its employees. This is a criterion that is increasingly being demanded by customers.
  4. A helpful attitude is, however, the most powerful tool in making the customer feel that he is more than just a sales transaction and ensures that he isn’t treated like a number. Here the important thing is differentiating between serving and servility, which is in no way liked to a helpful attitude.
  5. The employee’s commitment in fulfilling the promise given to the customer is fundamental in avoiding dissatisfaction. Fulfilling a promise is fundamental for satisfying the customer. For the customer to be committed to a brand requires more than fulfilling the promise: exceed their expectations, because that conveys that the company cares about their interests as a customer.
  6. Responsibility means being educated, prepared and willing to deliver a service in a professional manner and with an exemplary standard of quality. Customers who believe that an employee does not feel responsible for doing his job very well can hardly feel that he is in an environment of trust.

Connecting with the customer through commitment and trust

Applying these six aspects ensures that the Tower of Babel is nothing more than a biblical story and that the company achieves its objective of being close to its customer, being connected with its customer and fostering a relationship built on commitment and trust. The metrics then fade into the background and are understood as a result of the emotional connection and not as the “mathematical” goal.

Silvana Buljan is founding partner of Buljan & Partners Consulting and Service Line leader for Customer Centric Management Leadership. Silvana is a specialist in design and implementation of Customer Centricity, Customer Experience, CRM, Project Management, Organizational Change, and Executive Training & Coaching projects across several industries since 1998.

More info on Silvana:

  • s.buljan@buljanandpartners.com
  • https://es.linkedin.com/in/silvana-buljan-889110
  • @silvanabuljan

Customer Effort taken to SME level

Written by Monique Jansen for Buljan & Partners Consulting

Just before Easter, I engaged in an interesting LinkedIn conversation in the “CRM&CEM professionals” group, triggered by an excellent article written by Sampson Lee, in which he questions the purpose of reducing customer effort.

In the article, the focus of companies on reducing customer effort is challenged. Sampson claims that by making customers ‘sweat’ – allowing Good Pains – resources can be channeled to their Branded Pleasures. That is why IKEA, Starbucks, Louis Vuitton, Southwest Airlines, Sukiyabashi Jiro and other great brands are able to deliver a highly memorable and branded experience.

Read more

Customer Experience with your partner

A seamless Customer Experience between you and your partner

By Buljan & Partners Consulting

The practice of paying for a service after using it (“pay-per-use model”) is becoming increasingly popular in current society. End customers and users are setting the pace of this trend as we can see in the private property sector (for example, housing and transport), which is decreasing in demand. Therefore, companies have to irremediably restructure their activity to meet these changing needs. Read more

A patient experience officer working

Patient experience officer, an emerging profession?

Written by Carlos Bezos Daleske, as guest blogger, for Buljan and Partners Consulting

An article published by Erick Wicklund at mHealthNews describes the rising position of the patient experience officer in the U.S. The author identifies two drivers for this trend. First the growing trend towards consumerism in American healthcare and second the new laws linking reimbursement with patient satisfaction. He also links the growth of the profession to the trend to restore humanity in healthcare.

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customer experience sucks?

Customer Experience sucks?

By Buljan & Partners Consulting

The importance of the customer experience in achieving your goals

Do you really believe that the experience of your customer is of no importance? Do you fulfill the expectations you promissed? Do you really believe what you are saying? It is time to exceed your customers’s expectations. At Buljan & Partners Consulting we help you to be what you wanted to be, we make companies a better place for customers and employees.

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Crm vs ccm

Radio Interview Silvana Buljan: “The heart of the matter”

By Silvana Buljan for Buljan & Partners consulting

What is CCM (Customer Centric Management)? How does it differ from CRM (Customer Relationship Management)?

While CRM (Customer Relationship Management) is closely linked to data, systems, technology, software, etc., CCM (Customer Centric Management) revolves around the customer. Although technology is also important in CCM, it needs to go a step further, given that, besides using technology, CCM requires a customer-oriented definition of processes. CCM also requires trained staff who can provide a good customer experience, since good customer service is always the objective. It is precisely a customer-based model rather than a product-based model what differentiates CCM and CRM.

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What is customer centric management

Vídeo: What is Customer Centric Management?

By Silvana Buljan for Buljan & Partners Consulting

“Saying that my company is a Customer-Centric organization and really making my customers feel that they are in the center of our business are two different things”. Silvana Buljan explains Customer Centric Management as a way of “ensuring a positive, engaging and memorable Customer Experience”.

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employee experience management

Employee Experience Management

Written by Raquel Calleja for Buljan & Partners Consulting

Can the employee’s experience lead that of the client?

The commitment of employees and clients is highly and positively interrelated, as was highlighted in the analysis report David McLeod published in 2009 under the title “Engaging for Success”. Read more

being in your customer shoes

2 examples of “putting yourself in your customer’s shoes”

By Ricardo Silva and Juan Sánchez for Buljan & Partners Consulting

 we understand your needs

Becoming a customer-centric organisation is a complex process, as it involves all the company levels and entails changing the way the people involved think. However, there are quick wins that, if applied correctly, can make the process easier. Find two examples illustrating these ideas below. Read more