Branded CEM (Customer Experience Management) by Sampson Lee

This case study is contributed by the master degree students of e-Commerce and Internet Computing, Master of Science of the University of Hong Kong.

Airlines are in troubles: price-wars, strikes, rising threat from high-speed railway, just to name a few. Is 'Costs-cutting' the only way out, just as Continental cutting free food?

This case study is contributed by the master degree students of e-Commerce and Internet Computing, Master of Science of the University of Hong Kong.

It has two major shortcomings.

The results were subjective projections of the authors without vigorous research effort, and the quantity of sub-processes mapped during the in-store experience is far from adequate.

Despite its shortcomings, it does have values to read. The authors ride on the two simple Emotion Curves* of H&M and Marks & Spencer, display their understanding on three crucial matters:

This is not written for CEOs. I intend to write to the heads and leaders of customer-facing departments, such as service, sales, CRM, CEM, contact center, retail operations, etc, to explore a pragmatic approach for them to thrive in a flat economy.

“By applying the 80/20 rule to differentiate customers, needs, touch-points and sub-processes, you will be able to make a paradigm shift from efficiency to effectiveness in customer experience management.”

“What should you do to drive in-store sales during a recession?”

A. Make customers feel more satisfied
B. Cut prices significantly
C. Reduce customer pain during a purchase experience
D. All of the above
E. None of the above

Keep your answer. You may think differently after I show you the findings of our In-Store Customer Experience Surveys.

More Satisfied ≠ More Purchases

“If customers are more satisfied, they will buy more.”