Klantbeleving als service strategie

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1 Middagseminar Klantbeleving als service strategie 20 juni 2013, Utrecht

2 Wat we al wisten over klantbeleving 1. Klanten denken op een irrationele, niet-lineaire manier; 2. Klanten kunnen hun denken en gedrag zelf niet goed verklaren; 3. De herinneringen van klanten geven geen nauwkeurig beeld van hun ervaringen 4. Klanten denken vooral in beelden en associaties 5. Een groot deel van onze gedachten en gevoelens worden gevoed vanuit ons onderbewustzijn; 6. Een groot deel van ons gedrag (70-80%) wordt gestuurd vanuit onbewuste associaties;

3 10 belangrijke inzichten vanuit het project Mastering Meaningful Customer Connections (1) 1. Bij veel consumenten is er sprake van een verschil tussen onbewuste associaties en bewuste evaluaties; 2. Bij veel consumenten zijn de onbewuste associaties negatief, maar is de klanttevredenheid of NPS positief; 3. Onbewuste associaties worden vooral opgebouwd vanuit de rumour around the brand ; 4. Bewuste evaluaties worden opgebouwd vanuit concrete ervaringen met de dienstverlener; 5. Als klanten onder druk komen te staan, dan volgen ze hun onbewuste associaties; 6. Stemming is een belangrijke beïnvloeder van de bewuste klantbeleving, niet van onbewuste associaties;

4 10 belangrijke inzichten vanuit het project Mastering Meaningful Customer Connections (2) 7. Relatiemodellen, waarden en overtuigingen zijn eveneens belangrijke beïnvloeders van klantbeleving, zowel bewust als bewust; 8. Het relatiemodel Communal Sharing (CS) leidt tot substantieel betere scores op klanttevredenheid en aanbevelingsintentie; 9. CS klanten zijn daarnaast loyaler en meer bereid om positieve feedback te geven; % van de klanten heeft Market Pricing als dominant model;

5 Institute for Service Leadership S L I Home Research - Academy Challenge 2020 Events - Organization - Contact Home The Institute for Service Leadership is an independent knowledge institute. The Institute is founded with the purpose of gaining more insight into the question how European service companies can achieve a leading position in their markets by providing excellent service. The ISL operates as a thinktank, a research organisation and as an academy for service management. The Institute provides information, does research and develops training programs for a broad audience. Among its clients are managers of European 500+ organizations. The Institute also provides information for the media and the general public. The Institute has two separate business units: ISL Research en ISL Academy. The Institute is academically independent and not linked to any commercial, political, social or religious movement. As an independent platform the Institute is the ideal location for conferences with as a primary goal stimulating the debate about service leadership.

6 Institute for Service Leadership S L I Home Research - Academy Challenge 2020 Events - Organization - Contact Organization Supervisory Board Drs. Frits Philips Jr, independent consultant, owner of Paradox Professor Frank Go, Professor of Event and Tourism Marketing, Rotterdam School of Management, Erasmus University Professor Teun Hardjono, Professor of Quality process and innovation, Rotterdam School of Management, Erasmus University Professor Ad Pruyn, Professor Consumer Psychology, University Twente Mrs. Lucia Voerman, partner Stoa Organisatieadviseurs Academic Board Professor Ko de Ruyter, Professor Marketing, University Maastricht Professor Jos van Hillegersberg, Head of the Department Information Systems and Change Management, University Twente Professor Ale Smidts, Professor of Marketing Research, Erasmus University Professor Daniël Wigboldus, Head of the Department of Social and Cultural Psychology Radboud University Nijmegen

7 Institute for Service Leadership S L I Home Research - Academy Challenge 2020 Events - Contact Challenge 2020 The Service Leadership Challenge 2020 is an initiative of the Institute for Service Leadership. The common ambition of organizations participating in the Challenge 2020 is to become service leader in their own market by gaining insight in the knowledge domain of service leadership and by implementing innovative service concepts that are developed as a result of research activities. The way to get to service leadership is by investing in research and innovation in service. Research projects are initiated by the ISL and organizations participating in the ISL. The research projects are executed by the ISL and supervised by associated universities. Interested in participating in the Challenge 2020? Download our brochure

8 Institute for Service Leadership S L I Home Research - Academy Challenge 2020 Events - Contact Research areas The research activities of the ISL focus on three specific area s: service environment (people), technology (online and offline) and customer experience. Research will also focus on the interaction between those area s. More specific research is directed towards the effects of a number of environmental cues on customer experience and customer behavior. We specifically want to do in-depth fundamental research into: the influence of employee characteristics and employee behavior (facial expression, tone of voice, attitude) the influence of words and images in communicating with a customer (marketing, communication, advertising, customer service); the influence of technology (CRM, IVR, voice recognition, internet, mobile devices); the influence of colour, music, infotainment and architecture; the (im)possibilities of subliminal priming in a service environment;

9 Programma Middagseminar uur: Ziggo: omslag van kabelaanbieder naar leverancier van beleving, Nico Rijkhoff, directeur Brand Management Ziggo uur: Case Cupido: naar een andere cultuur binnen het contactcenter, Robert Duijvestijn, manager T3C TMG uur: Pauze uur: Wat betekenen generatieverschillen voor onze service strategie?, Professor Mathieu Weggeman, TU Eindhoven uur. Borrel