Post by account_disabled on Mar 10, 2024 2:53:13 GMT -5
The goal of pleasure, you are doing a work of charity: you make customers happy, but they don't associate it with your brand. You are consuming resources to create an unnecessary pleasure spike. It's a bad pleasure. Instead, you should focus all your resources on the top right quadrant, the common denominator between customer and brand, what is important to both customers and your brand: brand delight. The brand pleasures of the ikea in-store experience are product quality, price, display environment, product testing, and cafeteria. Ikea's "Good pains" are parking, staff service, stock collection, stock searching, checkout, delivery and installation; these pains are important for customers, but not for the ikea brand. Think about the wait times and high prices at starbucks, the lack of meals, movies, upgrades and reserved seats on southwest airlines, and the incompatibility of apple products with other systems; all of these pains are important to customers. By identifying your good pains, resources can be channeled towards branded pleasures. That's why ikea, starbucks, southwest, apple and other big brands are able to offer a highly memorable brand experience.
Allowing pain is not enough. To ensure the resource revolution is on the right track and create a differentiated experience, you have to choose the right pleasures and pains. Customer orientation gets in the way, because it focuses on the wrong pleasures and pains. Continuous improvement is on the way can continuous improvement of the customer experience develop your Netherlands Mobile Number List core competencies? The answer is no. Your ceo attended a conference last month and was inspired: the next big thing is customer experience. Their recent headaches have been regulatory changes that have opened the market to competition, previous “hero” products that are no longer among consumer favorites, and strong pressure to lower prices that eat into already slim margins. . So this inspiration comes at the right time. He quickly creates a steering committee. Customer experience must be continually improved so that it becomes the company's new core competency. Is your ceo leading your company toward a prosperous future? Graphics news 2 tuesday 5 figure 5 – continuous improvement: enhancing pain to reduce pleasure vs.
Creative intensification: aggravating pain to maximize pleasure a typical continuous improvement scenario is illustrated in figure 5, left. It's tempting to keep improving the customer experience, especially where customers find important or painful, or both. But if you improve anything other than the joys of your brand, you dilute your resources and continuous improvement becomes destructive improvement. For every unit you spend on improving a pain point, you will have one less unit to spend on your target pleasures. In a highly competitive market, it will end up lowering its pleasure peaks, weakening its comparative advantages and turning its blue ocean red [4]. Figure 5, right, shows why creative aggravation is preferred. Instead of improving pain points, you aggravate them. When you aggravate pain points as much as possible while staying within your clients' acceptable level, you save an unprecedented amount of resources that you can then use to maximize pleasures.