When it comes to improving customer experience, not all retailers are the same. Different business models, customer bases, and product selections prevent a one size fits all approach to providing great customer service. In their recent article titled “The Great Retail Bifurcation: Why the retail “apocalypse” is really a renaissance”, Deloitte divided retailers into three groups—price-based, balanced offering, and premier—to help explain differences in retail business performance post-recession. So how can retailers use this trichotomy to guide them towards the best performing customer experience programs?
We have published the Centriam CX Money Map, which details 12 drivers that make the financial case for a customer experience program. In our last post, my colleague Joe focused on customer enrichment. This week, I will delve into the two drivers involved with reducing costs in contact centers and marketing while maintaining, and potentially improving, customer experience.