本文源引自Liezel Jonkheid在《The Media Online》2024年3月19日的刊文，采用中英双语排版，由ImmersiveTranslate提供翻译支持。
Research suggests that there is a significant impact of CX on the bottom line, and companies that excel at customer experience boast higher rates of customer retention, command premium pricing, and experience enhanced cross-selling opportunities.
研究表明，CX 对利润有重大影响，在客户体验方面表现出色的公司拥有更高的客户保留率、掌握溢价并体验增强的交叉销售机会。
In today’s rapidly evolving market, customer experience (CX) is a battleground for companies vying to secure a competitive edge. Globally, evidence of the unequivocal correlation between CX and a company’s financial performance is widely understood.
在当今快速发展的市场中，客户体验 (CX) 是企业争夺竞争优势的战场。在全球范围内，CX 与公司财务业绩之间存在明确相关性的证据已得到广泛认可。
The key question at the forefront of this dynamic landscape: Is customer experience truly driving financial outcomes in terms of customer retention, business growth, and cost savings?
这一动态格局最前沿的关键问题是：客户体验是否真正能在客户保留、业务增长和成本节约方面推动财务成果？
Research suggests that there is a significant impact of CX on the bottom line, and companies that excel at customer experience boast higher rates of customer retention, command premium pricing, and experience enhanced cross-selling opportunities.
研究表明，CX 对利润有重大影响，在客户体验方面表现出色的公司拥有更高的客户保留率、掌握溢价并体验增强的交叉销售机会。
CONVERSELY, SUB-PAR CX LEADS TO INCREASED CHURN RATES, NEGATIVE WORD-OF-MOUTH, AND SUBSEQUENT EROSION OF THE CUSTOMER BASE.
相反，低于标准的客户体验会导致客户流失率增加、负面口碑以及随后的客户群侵蚀。
Yet, the mere presence of a CX strategy does not guarantee success. To harness CX to its fullest bottom-line boosting potential, companies must pivot from a transactional mindset to a relational approach.
然而，仅仅存在 CX 策略并不能保证成功。为了充分利用客户体验来提升利润，公司必须从交易思维转向关系方法。
This requires a deep dive into the human element of CX by considering the emotional, psychological, and personal aspects of customer interaction that turn satisfied customers into loyal advocates and brand ambassadors. It demands a closer look at the triangulation of interaction between three critical groups of people: employers, employees and customers.
这需要通过考虑客户互动的情感、心理和个人方面，深入研究客户体验的人为因素，从而将满意的客户转变为忠实的拥护者和品牌大使。它需要更仔细地审视三个关键人群（雇主、雇员和客户）之间互动的三角关系。
Leverage CX for business performance: The Human Element
利用 CX 提高业务绩效：人的因素
As you refocus on the fundamentals of great CX in 2024, the Consumer Psychology Lab defines six key areas to invest your efforts to unlock the full value of customer experience:
当您在 2024 年重新关注卓越 CX 的基础知识时，消费者心理学实验室定义了六个关键领域，供您努力释放客户体验的全部价值：
1. Embrace technology wisely to supercharge human capability: Use technology to enhance, not replace, the human element. Automation and self-help options should free employees to focus on higher-level and more complex customer interactions that require empathy, judgement, intuition and personal connection.
1. 明智地采用技术来增强人类能力：利用技术来增强而不是取代人类元素。自动化和自助选项应该让员工能够专注于更高层次和更复杂的客户互动，这些互动需要同理心、判断力、直觉和个人联系。
2. Invest in employee training: Frontline employees are the ambassadors of the brand’s CX philosophy. Investing in their ‘hard’ and ‘soft’ skills development is not an operational expense but a strategic investment that pays high dividends in customer satisfaction and loyalty. Train employees how to embody the brand’s promise and skilfully handle challenging situations – this has never been more important given the massive generational diversity between your employees and customers.
2. 投资员工培训：一线员工是品牌CX理念的大使。投资于他们的“硬”和“软”技能发展不是运营费用，而是一项战略投资，可以在客户满意度和忠诚度方面带来高额红利。培训员工如何体现品牌的承诺并巧妙地处理具有挑战性的情况——考虑到员工和客户之间巨大的代际差异，这一点从未如此重要。
3. Measure the right things: Align CX metrics with financial outcomes. Move beyond surface-level indicators like NPS and CSAT scores to more nuanced measures that link customer sentiment with lifetime value, share of wallet, or profitability; or the link between marketing, sales, customer experience, and churn. Furthermore, including employee-related metrics to business performance indicators could provide valuable insights, for example the link between employee engagement, churn and customer experience.
3. 衡量正确的事情：使客户体验指标与财务成果保持一致。超越 NPS 和 CSAT 分数等表面指标，转向更细致的衡量标准，将客户情绪与终生价值、钱包份额或盈利能力联系起来；或者营销、销售、客户体验和客户流失之间的联系。此外，将与员工相关的指标纳入业务绩效指标可以提供有价值的见解，例如员工敬业度、流失率和客户体验之间的联系。
Prioritise relationships over transactions
优先考虑关系而非交易
Organisations often over-emphasise CX KPIs, like NPS and CSAT, at the expense of real value. While NPS is a measure of loyalty, it often relies on transactional data and does not truly reflect relationship strength.
组织常常过分强调 CX KPI，例如 NPS 和 CSAT，而忽视了实际价值。虽然 NPS 是忠诚度的衡量标准，但它通常依赖于交易数据，并不能真正反映关系强度。
Customer-centricity is about fostering connections that convert customers into brand advocates, not just hitting targets.
以客户为中心是指培养将客户转变为品牌拥护者的联系，而不仅仅是达到目标。
A shift from transactional metrics to relational ones is imperative. Identifying metrics that truly gauge relationships and instilling the importance of customer connection within the organisation should take precedence.
从事务性指标向关系性指标的转变势在必行。应优先考虑确定真正衡量关系的指标并在组织内灌输客户联系的重要性。
4. Integrate feedback loops: Loyalty often crystallises during service recovery, and not merely through product features. The hallmark of customer-centricity lies in how service recovery is handled when things go wrong A swift and empathetic response to issues can turn a dissatisfied customer into a loyal advocate.
4. 整合反馈循环：忠诚度通常在服务恢复过程中体现出来，而不仅仅是通过产品功能。以客户为中心的标志在于出现问题时如何处理服务恢复。对问题的快速和同理心的响应可以将不满意的客户变成忠实的拥护者。
Empowerment involves equipping staff with the skills to engage in meaningful dialogue, demonstrate genuine care, and uphold the brand’s reputation while resolving customer issues. Develop robust mechanisms for gathering and acting on customer feedback. This not only improves service delivery but also demonstrates to customers that their voice (and business) is valued.
赋权包括为员工提供进行有意义的对话、表现出真诚的关怀以及在解决客户问题的同时维护品牌声誉的技能。建立健全的机制来收集客户反馈并根据客户反馈采取行动。这不仅改善了服务交付，还向客户表明他们的声音（和业务）受到重视。
Prioritise loyal customers’ experience and close the loop to ensure their continued support. While many companies invest in platforms to collect feedback, closing the loop on issue management and learning from feedback is critical. Customer feedback provides invaluable insights for refining customer journeys and enhancing customer experience.
优先考虑忠诚客户的体验并形成闭环，以确保他们的持续支持。虽然许多公司投资平台来收集反馈，但问题管理和从反馈中学习的闭环至关重要。客户反馈为完善客户旅程和增强客户体验提供了宝贵的见解。
5. Instil a culture of learning: Use service failures to improve service delivery and resolve recurring friction areas by identifying innovation gaps. Involve customers in the process through customer focus groups to gain insight about friction and potential solutions to meet their needs.
5. 灌输学习文化：利用服务失败来改善服务交付，并通过识别创新差距来解决反复出现的摩擦领域。通过客户焦点小组让客户参与这一过程，以深入了解摩擦和满足其需求的潜在解决方案。
When incentives are used in conjunction with customer experience, care should be taken so that it does not foster underhanded pressure on customers to provide inauthentic feedback, as it does not serve the business reputation or a true assessment of loyalty.
当激励措施与客户体验结合使用时，应小心谨慎，以免对客户施加不正当的压力，要求其提供不真实的反馈，因为这不利于商业声誉或对忠诚度的真实评估。
6. Foster an empathetic culture: Encourage a company-wide ethos of empathy. When employees at all levels understand and care about customer needs, they contribute to a cohesive, customer-centric experience. It is important to note that an empathetic culture can only be developed through the behaviour of the leadership.
6. 培养同理心文化：鼓励全公司范围内的同理心精神。当各级员工了解并关心客户需求时，他们就会为打造有凝聚力、以客户为中心的体验做出贡献。值得注意的是，同理心文化只能通过领导层的行为来发展。
The companies that will thrive are those that recognise CX as a holistic endeavour – one that is inextricably linked to the human experiences of both their customers and their employees. It’s time for companies to introspect and realign their CX strategies with a renewed focus on the human element, where every customer interaction is perceived as a valuable asset to the company’s growth story.
那些将客户体验视为一项整体努力的公司将会蓬勃发展——它与客户和员工的人类体验密不可分。现在是公司反思和重新调整客户体验战略的时候了，重新关注人的因素，每一次客户互动都被视为公司成长故事的宝贵资产。
Return on investment in customer experience hinges on training and empowering customer-facing employees to engage with customers to build robust relationships. Empowered customer-facing employees also reduce service costs by resolving issues efficiently. 2024 must be the year of turning employees into brand heroes.
客户体验的投资回报取决于培训和授权面向客户的员工与客户互动以建立牢固的关系。面向客户的员工获得授权还可以通过有效解决问题来降低服务成本。 2024年一定是让员工成为品牌英雄的一年。
Finally, make CX work for your business beyond just relying on simplistic CX metrics for a false sense of achievement. Address the perception gap between customers’ and CEOs’ experiences of service delivery, highlighted by Bain and Company where 80% of ompanies believe they provide a superior proposition compared to only 8% of the customers agreeing with it.
最后，让 CX 为您的企业服务，而不仅仅是依靠简单的 CX 指标来获得虚假的成就感。贝恩公司强调，解决客户和首席执行官在服务交付体验之间的认知差距，80% 的公司认为他们提供了更好的主张，而只有 8% 的客户同意这一点。
Start with the end in mind which is achieved by investing in and empowering employees to create raving fans of your business.
从最终目的开始，这是通过投资和授权员工为您的企业培养狂热粉丝来实现的。
