The shopping habits of millennial's are a perpetual source of anxiety for retailers. Within the past week, The Economist discussed how established companies can win over these customers, and Deloitte released the results from their 2018 Millennial Survey Report. The crux of the matter is that many retailers are finding it difficult to connect with millennial shoppers. Even when able to sell to them, they are often unable to sustain the relationship. Findings from Centriam’s Retail Study confirm this: millennials are more price sensitive, less likely to repurchase, and 40% more likely to be detractors.
Maggie had a problem. In addition to her "day job" as marketing director for a regional telecom, she had been assigned a pilot project to gather more customer experience data. She knew she could send out more surveys but was wary if that would have any lasting impact. After all, had her company made any changes after five years of reviewing the annual customer satisfaction survey?
As you begin building a customer experience (CX) program for your bank or credit union, a common first step is gathering feedback from your customers. We’ve found that surveying customers about their interactions across major touchpoints is an easy place to start.
Machine learning. Artificial intelligence. Big data. Deep learning. These terms have saturated the modern business lexicon and permeated the zeitgeist. What is your experience with these buzzwords? You’ve certainly read about them and likely talked about them, but have you implemented them? Are you leveraging them to improve your customer experience? Would you like to learn where to begin?
In J.D. Power’s most recent U.S. Retail Banking Customer Satisfaction Study, the six largest banks (Bank of America, Citigroup, JPMorgan Chase, PNC Financial, U.S. Bancorp and Wells Fargo) lead the industry in customer satisfaction. Smaller banks and credit unions fell behind, suggesting less effective investments. But how can this be? Shouldn’t these big banks be losing the customer experience battle to the more personalized service of their smaller, more local competitors? The recent Digital Banking Report provides part of the answer: only one third of retail banks have a formal customer experience initiative.
Customers and call center employees are frequently envisioned as the houses of Montague and Capulet, eternally struggling against each other. Customers constantly complain about poor treatment, hold times, and unhelpful staff. Employees describe these jobs as the worst they’ve ever had, facing the full brunt of customer wrath. As a result, call centers average annual turnover rates above 40%, while customer loyalty numbers continue to decline.
Improving customer experience increases customer lifetime value. In fact, it dramatically increases it, as research indicates that satisfied customers spend more than twice as much as unsatisfied customers. But how does one begin constructing a business case applying this fact?