management - Towers Perrin
management - Towers Perrin
management - Towers Perrin
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Best Practice<br />
A well-designed customer<br />
experience changes the basis<br />
of competition from<br />
product/price to total value<br />
© Copyright 2000 <strong>Towers</strong> <strong>Perrin</strong>. All rights reserved.<br />
3<br />
The essence of the distribution challenge is to deliver the right<br />
customer experience for targeted customer groups across all channels<br />
Recenter distribution to the Internet<br />
■ New added value, not self-service<br />
■ Integrated customer experience<br />
■ Reset functionality in other channels<br />
Benefits<br />
■ Complementarity of cross-channel<br />
customer experience<br />
■ Well-designed processes<br />
■ Complementary functionality in all<br />
channels<br />
■ Few master the requirements for distinctive customer experience<br />
■ Process design and vigorous <strong>management</strong> are first steps<br />
■ Reducing variation* across sales experiences builds customer<br />
confidence, improves efficiency, reduces the cost of poor quality and<br />
improves sales effectiveness<br />
* Frei, F.X., Harker, P.T., and Hunter L. (1999), “Process Performance and Customer Satisfaction: Evidence from Retail Banking<br />
Study,” Working Paper, The Wharton Financial Institutions Center, The Wharton School, University of Pennsylvania (Philadelphia, PA).
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