客户科学：CIO的新技能

It may be far-fetched to imagine a future where IT professionals morph into customer scientists, but next-gen IT needs to be on a path toward more rigorous and systematic customer analysis to craft cause-and-effect theories of customer behavior.
想象 IT 专业人员转变为客户科学家的未来可能有些牵强，但下一代 IT 需要走上更严格、更系统的客户分析之路，以制定客户行为的因果理论。

Every organization claims to be customer-focused, some going so far as to insist they are customer-obsessed. In actuality, for most enterprises “customer focus” is a talking point and an aspiration, not a differentiating capability.
每个组织都声称自己以客户为中心，有些组织甚至坚称自己以客户为中心。事实上，对于大多数企业来说，“以客户为中心”只是一个话题和愿望，而不是一种差异化能力。

Think about it. In your daily life, how many product/service interactions exceed your expectations? How many even meet them? Customer satisfaction levels have flatlined since 2010. Since then, according to the American Customer Satisfaction Index, almost 80% of companies have been unable to improve their customer satisfaction ratings. So, while organizations may be paying attention to customer experience issues, they aren’t making much progress.
想一想。在您的日常生活中，有多少产品/服务交互超出了您的预期？有多少人见过他们？自 2010 年以来，客户满意度水平一直趋于平稳。自此之后，根据美国客户满意度指数，近 80% 的公司无法提高客户满意度评级。因此，尽管组织可能正在关注客户体验问题，但他们并没有取得太大进展。

The case for customer science
客户科学案例

The Center for Services Leadership (CSL) at Arizona State University’s W.P. Carey School of Business periodically conducts a National Customer Rage Survey tracking customer satisfaction, complaint handling, and the alarming incidence of customer uncivility (i.e., rage). An emerging key performance indicator in the customer experience/satisfaction world is “rage clicks” — for example, when a user click a button sometimes five or six times because a website loads slowly or freezes. Should reducing or eliminating customer rage become an IT metric?
亚利桑那州立大学 W.P. 服务领导中心 (CSL)凯里商学院定期进行全国客户愤怒调查，跟踪客户满意度、投诉处理以及客户不文明行为（即愤怒）的惊人发生率。客户体验/满意度领域中一个新兴的关键绩效指标是“愤怒点击”——例如，由于网站加载缓慢或冻结，用户有时会点击按钮五六次。减少或消除客户愤怒是否应该成为一项 IT 指标？

Science is defined by many as the rigorous and systematic identification and measurement of phenomena. In both the for-profit and nonprofit sectors the most important phenomenon is customer behavior and mindset.
许多人将科学定义为对现象的严格且系统的识别和测量。在营利性和非营利性部门中，最重要的现象是客户行为和心态。

Customer science puts customer behavior and mindset under a microscope. Is your organization good at customer science? Does your organization measure customer experience? Does your organization employ “scientists” to observe and explain customer behavior based on the data you have collected?
客户科学将客户的行为和心态置于显微镜下。您的组织擅长客户科学吗？您的组织是否衡量客户体验？您的组织是否聘请“科学家”根据您收集的数据观察和解释客户行为？

In a world where every customer has a broadcast platform, failure to meet or exceed customer expectations can have material impacts.
在每个客户都有广播平台的世界中，未能满足或超出客户期望可能会产生重大影响。

On February 21, 2018, Snapchat lost $1.3 billion in market value in a single day after a Kylie Jenner tweet about unhappiness with the app’s new layout. She simply said: “Sooo does anyone else not open Snapchat anymore? Or is it just me… ugh this is so sad.” In 2016, US companies lost $1.6 trillion from customer switching caused by poor service.
2018 年 2 月 21 日，凯莉·詹纳 (Kylie Jenner) 在推特上表达了对该应用程序新布局的不满后，Snapchat 的市值在一天内损失了 13 亿美元。她只是说：“还有人不再打开 Snapchat 了吗？或者只是我……唉，这太悲伤了。” 2016年，美国企业因服务质量差而导致客户流失，损失了1.6万亿美元。

The paradox in practice
实践中的悖论

The path to customer science is fraught with paradoxes. The organizational paradox is that if the “Customer is King” why is there no one in the enterprise with the authority to ensure that every interaction meets or exceeds expectations. Is this the role of the now very much in vogue chief customer officer? The chief experience officer?
通往客户科学的道路充满了悖论。组织悖论是，如果“客户为王”，为什么企业中没有人有权确保每一次交互都达到或超出预期。这就是现在非常流行的首席客户官的角色吗？首席体验官？

Glenn Laverty, now retired and former president and CEO at Ricoh Canada, finessed this responsibility/authority paradox tying every employees’ compensation to customer experience/satisfaction metrics.
格伦·拉弗蒂 (Glenn Laverty) 现已退休，曾任理光加拿大公司总裁兼首席执行官，他巧妙地解决了这种责任/权力悖论，将每位员工的薪酬与客户体验/满意度指标联系起来。

What gets measured and what gets rewarded drive behavior. At Boeing, the indication is that production throughput compensation metrics trumped safety considerations. Customer science can inform calibrated and nuanced linkage in everyone’s compensation to customer experience metrics.
衡量什么以及奖励什么会驱动行为。在波音公司，有迹象表明生产吞吐量补偿指标胜过安全考虑。客户科学可以为每个人的薪酬与客户体验指标之间的校准和细致的联系提供信息。

Claes Fornell, American Customer Satisfaction Index founder and Distinguished Donald C. Cook Professor (Emeritus) of Business at the University of Michigan, describes the customer science data paradox. Organizations are collecting more information about their customers than ever before and yet, “paradoxically, the more data companies collect about their customers, the less they seem to know about how to satisfy them.” This has to change.
美国客户满意度指数创始人、密歇根大学杰出商学院唐纳德·库克 (Donald C. Cook) 荣誉教授 Claes Fornell 描述了客户科学数据悖论。组织正在收集比以往更多的客户信息，但“矛盾的是，公司收集的客户数据越多，他们似乎就越不知道如何满足客户的需求。”这必须改变。

The very term “customer science” presents itself almost as an oxymoron. Several Nobel Prize winners — for example, Herb Simon (1978) and Daniel Kahneman (2002) — have put to rest the erroneous assumption upon which most of mainstream economics is based that customers are always rational.
“客户科学”这个术语几乎是一个矛盾的说法。几位诺贝尔奖获得者——例如赫伯·西蒙（Herb Simon，1978）和丹尼尔·卡尼曼（Daniel Kahneman，2002）——已经消除了大多数主流经济学所基于的错误假设，即顾客总是理性的。

Brand boffins, CX experts, and customer satisfaction researchers agree that true customer loyalty depends on the enterprise/brand making an emotional connection with buyers. While science and human emotion are certainly not synonyms, I believe that science can be brought to bear on emotions and that customers are understandable.
品牌研究人员、客户体验专家和客户满意度研究人员一致认为，真正的客户忠诚度取决于企业/品牌与买家建立情感联系。虽然科学和人类情感当然不是同义词，但我相信科学可以影响情感，而且客户是可以理解的。

Economic history as written by B-schools posits that around 1967 — see Philip Kotler, Marketing Management, now in its 16th edition — organizations discovered that customers, not products, should drive decision-making. Customers, customer experience, and customer satisfaction should be the focal point of managers’ efforts. Strategy became a process of identifying target customers and developing a value proposition guiding all tactical activities — including product design, pricing, promotion, and distribution.
商学院撰写的经济史认为，在 1967 年左右——参见菲利普·科特勒（Philip Kotler）的《营销管理》，现已出版第 16 版——组织发现应该由客户而不是产品来推动决策。客户、客户体验和客户满意度应该是管理者努力的焦点。战略成为识别目标客户和制定指导所有战术活动（包括产品设计、定价、促销和分销）的价值主张的过程。

The alpha management guru, Peter Drucker said, “the purpose of a business is to create a customer.” CIOs have to make sure systems are in place to ensure we understand the customer the business is creating.
阿尔法管理大师彼得·德鲁克说过：“企业的目的是创造客户。”首席信息官必须确保系统到位，以确保我们了解企业正在创造的客户。