Why bet on differentiation through service experience?

In an industry that is transforming, which is increasingly competitive and tending to commoditization, it is vitally important to have a differentiator that positions us before our customers, makes us a reference and gives us an advantage over competitors.

Nowadays, it is no longer sufficient to have an enriched portfolio, meet quality standards and have an expert team, the customer wants more.

This transformation is not only taking place in the business model and technological evolution, but it has also introduced us to the concept of service experience, a new concept, which forces companies to generate positive experiences in the interaction with their customers, focus on the highest value customers and be much more efficient.

Just as the industry is constantly evolving and transforming, the market also changes, its expectations and requirements evolve, a higher level of specialization is demanded and every time they look for more than a provider, an ally in telecommunications. These new demands directly impact the value offerings that are being developed and their internal cost scheme, so that it is feasible for organizations to offer a more “charming” service, retain their customers and grow their accounts. We are beginning to study proposals for comprehensive care with increasingly solid and customized service schemes.

To face this great challenge, it is necessary to go beyond, understand and meet the needs of customers and their high expectations of service. A common practice to understand these expectations to a greater extent is customer segmentation, a process that allows us to understand and respond promptly to both customers with basic service requests, which base their purchase decision on economic prices and for those the service experience must be focused on self-management and efficiency, as for high-value customers, who are increasingly more demanding and request customized service schemes, because in reality what they expect to find is a technological partner.

Returning to the evolution of the concept of service experience we can talk about several crucial moments: it is no longer just about how to serve the customer who contacts the organization once their product has been delivered, but it is borne from the organization’s structures, its platforms to offer the best service, with technologies that adapt to customer needs; from that point of view, the experience is built from the first moment of contact, starting with the integral development of the product reflected in a broad, versatile and sufficient portfolio, the advice on the design of the best solution for the client’s business, a transparent implementation, and a network of service care provided from various channels, access facilities, and suitable people to support the client in its service incidences and accompany customer in the evolution of their product and business.

Having a customer management system that guarantees the best customer experience is the result of the company’s vision and strategic aim. In this sense, companies that are willing to bet on this model must have resources and time to deliver the customer a solid, transversal and sustainable experience over time.

One of the critical fronts to advance as a benchmark for customer experience is in the information and self-management tools; variables such as online information, available 24 hours a day, easily accessible and managed, will undoubtedly allow the customer a satisfactory interaction with their service provider, in addition to having real-time control and transparency of the status of their services. These platforms must in turn grow and host all the answers for the client, from support, management, administration of their services and means to manage their account (payments, requests, etc.)

This is how talking about service experience is not limited to the areas of telephone service care or support, but now involves the entire value chain that interacts with the customer at some point, from how leads are captured, the collection processes and delivery of initial information, commercial service, installation, post-sale follow up, loyalty retention strategies up to the identification of new business opportunities. All work done with a view to stand out with a client who always chooses us, for their trust and for credibility in the market. A strategy focused on the customer experience as a central axis will have positive results in positioning and differentiation and therefore will result in loyal and satisfied customers that will generate new and greater sales by recommendation.