retention series
MAPPING THE JOURNEY
In the second part of his series, Stuart Dyson offers practical tips on how businesses can put member experience at the heart of what they do
I
n my previous article (HCM NovDec 11, p44), I examined the current tendency to focus on ‘rational’ retention analysis, with
little consideration for the emotional aspects of member satisfaction and loyalty. I suggested the need to counterbalance this with ‘right brain’ creativity to drive member-focused retention activities based on the delivery and measurement of great experiences. This is because the largely subconscious aspects of an experience that stimulate emotions, thoughts and feelings play a key role in customer satisfaction and subsequent behaviour. What’s more, creating great
experiences is also good for business, often resulting in increased revenue and retention. Experience consultants The Temkin Group analysed 12 different industries and found that customer experience leaders enjoy a double-digit advantage in customers willing to buy more from them, as well as customers
showing a greater reluctance to switch and an increased likelihood of recommending them to others. In 2009, Forrester Research noted that customer experience leaders enjoyed a loyalty advantage of more than 14 per cent. To achieve similar gains for your
company, there’s a need to focus much more on the collective experiences that make up the customer interactions and touchpoints of what you offer, far beyond product and service. Pine and Gilmore, in their infl uential book The Experience Economy, state clearly why it isn’t enough to think in terms of service or business process:
“Experiences are as distinct from services as services are from goods.” If you want to move from being
a retention business to become an experience business, here’s how to do it.
FIRST THINGS FIRST
It’s self-evident that few people working in a service industry such as ours would
DESIGNING THE EXPERIENCE Heathrow express train to airport
Check-in at Paddington train station receive tickets
book tickets Contact travel dept
hotel reconfi rm fl ights back get to LEGO fresh
driver checks into hotel for me met by driver
business lounge for shower customs fast track luggage collection
passport & immigration fast track short walk in airport
46 Name
FLIGHT TO NYC RRichard is a se tall, senior, tr executive
p tarravelling as part of work
t of work
nior, executive avelling as
FLIGHT TO NYC ichard is a tall,
of experience:
board plane safety procedures take off
seating - wide comfy seats sleep in fold-out beds
read/work in quiet with internet connection watch a movie choice of mealtimes sleep in fold-out beds disembark - reserve seat for return fl ight Read Health Club Management online at
healthclubmanagement.co.uk/digital january 2012 © cybertrek 2012 O
expedited security & passport checks for frequent fl yers
waiting to board plane in comfortable lounge
set out to upset as many of their members as possible. Yet every day, from front-line staff to top managers and owners, decisions are made that frustrate, annoy and upset the very people we’re supposed to be making happy. It’s often not one big thing, but rather a collection of niggles across various channels or departments that add up to negative feelings such as
‘irritated’, ‘neglected’, ‘hurried’ and so on. Much of the time it’s simply driven by
the fact that no-one in the organisation has ever had the same experience viewpoint as the member. Experiences, then, are completely in the eye of the beholder. The same experience can be good for one person and bad for another. In fact, the same experience can be good for a person at one time and bad for that same person at a different point in time. What’s needed is a way to personalise
experiences for different people. While creating segments of just one
Source: LEGO USE THE EXPERIENCE ICONS:
How can this be a positive experience? Make or break moment - what can we do to make sure consumers come back time and time again? Where do we need data to help deliver the experience?
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