In other words, they deliver on their brand promise and deliver

rose9924

A brand experience. Create values ​​for customers. Through value exchange, ikea netherlands offers affordable prices to customers by allowing the three common pain points – good valleys – to support the brand peak. Achieve business results. The branded peak, “product price”, is significant and is the number 1 and number 3 driver of repeat purchase and nps (net promoter score), respectively [3]. Your resource allocation is perfectly aligned with business results. Until they reach a point where the three common pain points fall below the minimum standards (or to a level considered unacceptable by their target customers) [4], ikea netherlands should maintain the status quo, because they are making a pretty good job. In contrast, “product pricing” falls in the valley of the emotion curve of ikea mainland china shown in figure 2. This means that they do not deliver on their promise. Even a successful brand like ikea can sometimes offer an unbranded experience.

Therefore, the three common valleys leave customers sweating for nothing when the “product price” becomes a “de-branded” valley – the worst type of valley – as your brand promise is broken. No value is created for customers and, of course, no business results are achieved. Therefore, ikea mainland china must convert its unbranded experience Netherlands Mobile Number List into a branded experience by focusing all its available resources on “product price” to turn it into a brand peak [5]. True customer experience correctly points out what has gone wrong, aligns resources with business results and gives unbiased advice to ensure delivery of the brand promise. The conventional customer experience leans towards “service”, ignores the brand promise, creates a problem for ikea netherlands and compounds the problem for ikea mainland china. It ignores the issue, solves the wrong problem and creates a disaster. When conventional customer experience cannot discern more than “service” in brand promises, peaks and valleys, every customer experience problem looks like a “service” problem. It is not surprising that conventional cx only has one recipe.



The only recipe for conventional experience "To a man with a hammer, everything looks like a nail." – mark twain, american writer no matter what type of business you are, what brand promises you make, or what customer experience challenges you face, the solution offered by conventional customer experience is always the “serve customers better” approach. Generally includes (terminologies may differ, but their meanings are similar) transformation of culture. Emotional commitment. Employee engagement. Service improvement. Transformation of culture. The driver of conventional customer experience is customer orientation. Therefore, the role of culture transformation or dna change is extremely important in its solution. However, customer-centricity could be the false god of customer experience. Ikea, sukiyabashi jiro and ryanair would hardly be considered customer-centric organisations. However, they deliver on brand promises, achieve business results, and create value for customers. In other words, customer focus is not a prerequisite for successful customer experience. Emotional commitment. Customers shop at convenience stores for “quick and easy,” and fly with low-cost airlines simply for the cheapest airfares. Sometimes, just doing the work is enough.