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市場調查報告書

客戶經驗經營管理 2015年:重要、實施可能、完全的商務

Customer Experience Management 2015: Measurable, Actionable and Complete Business Sense

出版商 EyeforPharma 商品編碼 340605
出版日期 內容資訊 英文 55 Pages; 22 Figures & Tables
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客戶經驗經營管理 2015年:重要、實施可能、完全的商務 Customer Experience Management 2015: Measurable, Actionable and Complete Business Sense
出版日期: 2015年09月09日 內容資訊: 英文 55 Pages; 22 Figures & Tables
簡介

本報告以客戶經驗經營管理 (CXM) 為主題,提供對企業來說的CXM的意義,及商業性策略的適應方法等相關分析。

第1章 簡介

第2章 CXM (客戶經驗經營管理) 是什麼,為何重要?

  • CXM形成的商務
  • 製藥公司的CXM將生或死
  • 小的一步帶來很大的競爭上的優勢
  • 經營管理
    • 知道自己
    • 知道客戶
    • 測量
    • 學習
    • 再設計
  • 體驗
  • 顧客

第3章 製藥公司是如何進行CXM?

第4章 好的CX (客戶經驗) 的達成

  • 文化性變化的促進
  • 以體系流程檢測CX
    • CXM:資料主導,可測量,可實行
    • 商務價值的促進
    • 測量配合措施的先進分析
    • 學習、行動 及再設計的流程:客戶經驗評估系統
  • 朝向CXM的卓越性的旅程:漸進階段
  • 體驗的提供 vs. 體驗的建立:訊息、流通管道及客戶的理解

第5章 結論

第6章 附錄:調查手法

第7章 參照

第8章 附錄:圖表

圖表清單

目錄

Put the customer at the centre of your strategy, organization and capabilities.

  • Learn what Customer Experience means for your company and how to align it with your commercial strategy.
  • Understand how to structure your organization around the customer in practical steps.
  • Make it work with real cases of adapting processes to customer centricity.

Table of Contents

  • Welcome
  • Acknowledgements
  • Peer reviews
  • About eyeforpharma
  • Table of Figures
  • Executive Summary

1. Introduction

2. What is CXM and why is it important?

  • 2.1. CXM makes business sense
  • 2.2. CXM in pharma can be life and death.literally
  • 2.3. Small steps can give great competitive advantage
  • 2.4. Management
    • 2.4.1. Know yourself
    • 2.4.2. Know your customer
    • 2.4.3. Measure
    • 2.4.4. Learn
    • 2.4.5. Redesign
  • 2.5. Experience
  • 2.6. Customer

3. How is pharma doing CXM?

4. Achieving good CX

  • 4.1. Driving cultural change
  • 4.2. Measuring CX.a systemic process
    • 4.2.1. CXM: data-driven, measurable and actionable
    • 4.2.2. Driving business value
    • 4.2.3. Advanced analytics to measure the effort
    • 4.2.4. Processes for learning, action and redesign: A customer experience measurement system
  • 4.3. Journey towards CXM excellence: incremental steps
  • 4.4. Delivery of experience vs creation of experience: message, channel, and knowing the customer

5. Concluding remarks

6. Appendix: Methodology

7. References

8. Appendix: Figures and Tables

List of Figures and Tables

  • Figure 1: Companies with higher Temkin Experience Ratings have more loyal customers
  • Figure 2: Customer experience leaders outperform the market
  • Figure 3: Relative NPS and growth rates of NPS leaders and laggards
  • Figure 4: Five building blocks of Customer Experience Management
  • Figure 5: Three elements of customer experience
  • Figure 6: Relative importance of different customer segments
  • Figure 7: Relative importance of different customer segments - percentage
  • Figure 8: How far along is your company in achieving CXM?
  • Figure 9: Where is your company between brand and customer?
  • Figure 10: How do you know if your CXM has made improvements to the bottom-line?
  • Figure 11: Net promoter system and culture change
  • Figure 12: MAGERS 2015 AT&T presentation
  • Figure 13: Three elements of measuring Customer Experience
  • Figure 14: Measuring impact of CXM on business
  • Figure 15: Leading-edge companies measure success differently
  • Figure 16: Four main stages of the Customer Experience Management process
  • Figure 17: Bain & Company's Net Promoter System
  • Figure 18: Stages and steps of the Customer Experience Management process
  • Figure 19: Four elements of the journey to Customer Experience Management excellence
  • Figure 20: Framework for the journey to Customer Experience Management excellence
  • Figure 21: Job/role of eyeforpharma benchmarking survey respondents
  • Figure 22: Seniority of eyeforpharma benchmarking survey respondents
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