We will answer the following questions among others
Posted: Mon Dec 23, 2024 5:36 am
The first step to getting a better grip on customer behavior is to measure and map the customer experience. This is very valuable given the predictive power of customer experience. Organizations with a good customer experience perform better and are more successful. In addition, a better customer experience has a positive effect on acquiring new, loyal customers. And isn't that what every organization strives for?
At market research agency Totta Research we also help organizations measure customer satisfaction and map the intention of a repeat purchase with in-depth customer journey research. From ad hoc to continuous research and at all conceivable touchpoints .
How can I, as an organization, increase my customer satisfaction? What are the most important drivers of satisfaction?
Which KPI/metric is most suitable for me? NPS , report grade, Customer Effort Score ( CES ) or perhaps a combination?
How can we, as an organization, direct customers to a specific channel?
Although the answers to these questions are very valuable, we have not yet acquired sufficient knowledge to predict customer behavior. Because how else can we explain that despite my positive attitude towards IKEA, I still buy somewhere else? Something caused me to act differently than I intended. And it is precisely in this area that there is still much to be gained when it comes to predicting customer behavior.
arrow-blue-maaikehAlso interesting: hong kong mobile number format Conversion killers? Sharpen your customer journey [quick wins]
2. Customer experience in perspective
IKEA fan, but a bigger Marktplaats fan.
In this step, customer experience is put into perspective, which can better explain customer behavior. By putting experiences into perspective, the drivers of customer satisfaction are also put in a different light. This gives you an even more detailed picture of your customer.
There are several ways to put customer experience into perspective. Here are some ways to do this.
In perspective of experiences with competitors
A customer who rates his experiences with your organization and your competitors with exactly the same '9' is less valuable than you initially think. Despite the fact that the customer is a promoter of your organization, there is a risk of switching to the competitor. If IKEA had compared my IKEA experience with the Marktplaats experience, they would have seen that I am an even greater ambassador for Marktplaats.
At market research agency Totta Research we also help organizations measure customer satisfaction and map the intention of a repeat purchase with in-depth customer journey research. From ad hoc to continuous research and at all conceivable touchpoints .
How can I, as an organization, increase my customer satisfaction? What are the most important drivers of satisfaction?
Which KPI/metric is most suitable for me? NPS , report grade, Customer Effort Score ( CES ) or perhaps a combination?
How can we, as an organization, direct customers to a specific channel?
Although the answers to these questions are very valuable, we have not yet acquired sufficient knowledge to predict customer behavior. Because how else can we explain that despite my positive attitude towards IKEA, I still buy somewhere else? Something caused me to act differently than I intended. And it is precisely in this area that there is still much to be gained when it comes to predicting customer behavior.
arrow-blue-maaikehAlso interesting: hong kong mobile number format Conversion killers? Sharpen your customer journey [quick wins]
2. Customer experience in perspective
IKEA fan, but a bigger Marktplaats fan.
In this step, customer experience is put into perspective, which can better explain customer behavior. By putting experiences into perspective, the drivers of customer satisfaction are also put in a different light. This gives you an even more detailed picture of your customer.
There are several ways to put customer experience into perspective. Here are some ways to do this.
In perspective of experiences with competitors
A customer who rates his experiences with your organization and your competitors with exactly the same '9' is less valuable than you initially think. Despite the fact that the customer is a promoter of your organization, there is a risk of switching to the competitor. If IKEA had compared my IKEA experience with the Marktplaats experience, they would have seen that I am an even greater ambassador for Marktplaats.