Podcast transcriptBill Javetski: We

Podcast transcript

Bill Javetski: Welcome to another episode of the McKinsey Podcast. Hello, I’m Bill Javetski, an executive editor with McKinsey Publishing. I think today’s topic is one that everyone will have their own stories to tell about. It’s customer experience. Think back for a moment to the last time you called your electric company or your cable company or you filed an insurance claim or ordered something online. Maybe you took a trip on an airline or by taxi. You’ll probably have a memory of how the whole experience felt. When you were done, did you like the experience? Did you hate it? What did you think of the company that provided it?

Well, companies are thinking a lot about how they treat their customers. So we’re going to talk about what it means to put a customer’s needs and wants at the center of a business strategy. My guests today are Harald Fanderl, a partner in McKinsey’s Munich office. Welcome, Harald.

Harald Fanderl: Hello, Bill.

Bill Javetski: We’re also joined by Nicolas Maechler, a partner in McKinsey’s Paris office. Welcome, Nicolas.

Nicolas Maechler: Hello, Bill.

Bill Javetski: The two of you have just been collaborating on a compendium of articles on customer experience. So, Harald, let me start with you. Customer experience seems to be a big business topic now. What exactly are we talking about when we talk about customer experience? Is it customer service or customer satisfaction or is it something else?

Harald Fanderl: When we talk about customer experience, Bill, it’s actually all of the above. It’s all about putting customer needs at the center of what a company needs to do, and then ensuring along all the touchpoints and even more so along all the relevant customer journeys that the customers have a flawless experience. When a customer is satisfied with a company, they are also lower in the cost to serve, but also have a higher potential to be more loyal customers for this company. And maybe they’ll even promote this company among their friends.

Bill Javetski: This idea of touchpoints and journeys, can you explain that a bit more?

Harald Fanderl: Happy to do so. At the center of what we are discussing at McKinsey, all around customer experience, is the concept of customer journeys. We used to discuss improvements of customer touchpoints, but we see when we also do analytical research that in order to satisfy customer needs, you typically need more than one customer touchpoint to satisfy a need. This could be to join a company, to pay a bill, or to change something in your address. As that is more than one touchpoint, it’s important that you as a company have the whole journey in sight. Then think about how you can improve this customer journey.

The complexity comes when you go deeper and understand that companies are often organized in silos for multiple customer journeys. Therefore, this cross-functional collaboration is crucial for putting the customer need in the center and then working together in multiple areas of the company, be it the more sales-driven guys, the marketing guys, the operational guys, and even support areas like IT and finance, to then jointly work and improve this customer journey along the various touchpoints.

結果 (中文) 1:

播客成绩单条例草案 Javetski ︰ 欢迎来到另一个插曲的麦肯锡播客。你好，我是比尔 Javetski，与麦肯锡发布的执行主编。我认为今天的话题是，每个人都会有自己的故事要讲。它的客户体验。想了一会儿到最后时间你叫你电器公司或你的有线电视公司或你提出保险索赔或在线订购一些东西。也许你拿了一次旅行，在一家航空公司或乘出租车。你可能会记忆力如何整体体验感觉。当你做了时，你喜欢的经验吗？你讨厌它？你觉得提供它的公司？很好，公司想很多关于他们如何对待他们的客户。所以我们要谈论它的就是把客户的需求和希望的一种商业战略中心。我的客人今天是麦肯锡的慕尼黑办事处合伙人 Harald Fanderl。欢迎你，哈拉尔德。Harald Fanderl ︰ 你好，比尔。条例草案 Javetski ︰ 我们也一起 Nicolas Maechler，麦肯锡的巴黎办事处的一个伙伴。欢迎你，Nicolas。Nicolas Maechler ︰ 你好，比尔。条例草案 Javetski ︰ 你们两个只一直在协作上客户体验文章的简编。所以，哈拉尔德，让我从你开始。客户体验似乎现在是一个大生意的话题。我们到底在说什么当我们谈到客户体验？是它的客户服务或客户满意度或还是因为别的什么？Harald Fanderl ︰ 当我们谈到客户体验，条例草案，但实际上它是以上所有。它都是在中心的一家公司需要做的把客户的需求，然后确保所有接触点沿和甚至更因此沿客户有一个毫无瑕疵的所有有关客户旅途体验。当客户不满意的公司时，他们也是低成本的服务，但也有更高的潜力，要为这家公司更多的忠诚客户。也许他们甚至会促进本公司在他们的朋友。条例草案 Javetski ︰ 接触点和旅途的这个想法，你能解释一下，更多一点吗？Harald Fanderl ︰ 乐意这样做。在我们讨论在麦肯锡的中心，一切围绕客户体验，是客户旅途的概念。我们用来讨论改进的客户接触点，但我们看看当我们也做分析研究，以满足客户的需求，您通常需要超过一个客户接触点，以满足需要。这可能是加入一家公司，支付帐单，或改变的东西在您的地址。那是多个接触点，它是重要的你作为一家公司有整个旅程在望。然后想想如何可以改善这个客户的旅程。复杂性是当你深入了解公司通常都在为多个客户旅途筒仓中。因此，这个跨职能部门的合作是至关重要的将客户需要放在中心，然后在多个领域的公司一起工作，归它更以销售额为驱动的家伙，营销的家伙，业务的家伙和甚至支持地区如它和金融，然后共同工作并提高各接触点沿此客户旅程。

結果 (中文) 3:

播客比尔javetski：欢迎来到另一个插曲的麦肯锡的播客。你好，我是比尔javetski，麦肯锡出版执行编辑。我认为今天的话题是每个人都会有自己的故事来讲述。它的客户体验。回想一下你最后一次打电话给你的公司或你的有线公司或者你提出了一项保险索赔或网上订购的东西。也许你在一家航空公司或乘出租车旅行。你可能会有一个记忆的整个体验感觉如何。当你做了，你喜欢的经验吗？你讨厌吗？你认为公司提供的是什么？嗯，公司正在考虑如何对待他们的客户。因此，我们将讨论如何把客户的需求，并希望在中心的业务战略。我今天的嘉宾是哈拉尔德fanderl，麦肯锡慕尼黑办事处的合伙人。欢迎，哈拉尔德。哈拉尔德：你好，比尔fanderl。比尔：我们也javetski尼古拉斯Maechler加入麦肯锡巴黎办事处的合伙人。欢迎，尼古拉斯。尼古拉斯：你好，比尔Maechler。比尔javetski：你们俩刚刚合作对客户体验的文章纲要。所以，哈拉尔德，让我从你开始。客户体验似乎是一个大商业话题。当我们谈论客户体验时，我们讨论的是什么？它是客户服务还是客户满意度？哈拉尔德fanderl：当我们谈论客户体验，比尔，它实际上是上述所有。它把所有关于客户的需求在哪一家公司需要做的中心，并确保在所有接触点也如此，以及所有相关的客户的旅程，客户有一个完美的体验。当一个客户对一个公司感到满意，他们也在降低成本，但也有更高的潜力，更忠诚的客户为本公司。也许他们会在他们的朋友中推广这家公司。比尔javetski：这个想法的接触点和旅行，你能解释这一点呢？哈拉尔德fanderl：乐意这么做。在麦肯锡的讨论中心，所有的客户体验都是客户体验的概念。我们用来讨论客户的接触点的改进，但我们看到当我们也做了分析研究，以满足客户的需求，你通常需要一个以上的客户接触点，满足人的需要。这可能是加入一个公司，支付比尔，或在你的地址有变化。这是一个以上的接触点，你作为一个公司，看到整个旅程是很重要的。然后想想你如何能提高这个客户的旅程。当你更深入地了解这些复杂的时候，你会明白，企业通常是在筒仓中组织多个客户的旅程。因此，这个跨职能协作是把客户需要的中心，然后一起工作，在公司多个领域的关键，是更多的销售驱动的家伙，营销人、操作人、甚至支持像IT和金融领域，然后共同工作，提高客户的旅程沿着不同接触点。