Differentiating at the right journey touchpoints is the key to value creation
Pre - purchase
During purchase
Post - purchase
The segment exhibits decent performance in the pre-purchase stage although there is a need to improve the usage of technology
Q1 – How was my experience before I decided to make a purchase?
Voice of customer insights
The segment demonstrates good performance in the pre-purchase touchpoints with an overall average rating of 4.2
The segment has received high customer ratings on ‘Good reputation and reliability of supplier’ and ‘Fair pricing’, indicating emphasis on credibility by most brands
The segment has received low customer ratings on ‘Frequent adoption of technological advancements’, indicating need for improvement
The CX segment leader has a score of 4 or more on all pre-purchase touchpoints
Strong performance has been exhibited by the segment during the purchase stage of the overall buying process
Q2 – What was my experience like while making the purchase?
Voice of customer insights
The segment demonstrates good performance in the during purchase touchpoints with an overall average rating of 4.2
The segment has received high customer ratings on ‘Frequent quality assurance and testing’ and ‘Good ongoing supplier relationship’, indicating emphasis on credibility by most brands
The segment has received low customer ratings and requires most improvement on ‘Timely delivery and logistics’ and ‘Efficient risk management’, indicating possible improvement areas in the supply chain and risk management by most brands
High variation in customer ratings were observed allowing for differentiation opportunity in:
- Timely delivery and logistics
Although segment shows strong performance in the post-purchase stage, brands still need to provide superior experience during feedback incorporation
Q3 – What was my experience like after I had made the purchase?
Voice of customer insights
The segment demonstrates good performance in the post-purchase touchpoints with an overall average rating of 4.0
The segment has received high customer ratings on ‘Honest sustainability reporting’ and ‘Stable long-term partnerships’ and ‘Fair billing and payments’, indicating emphasis on credibility by most brands
The segment has received low customer ratings and requires most improvement on ‘Good product performance and reliability’, ‘Regular feedback and improvement’ and ‘Availability of customer support and service’, indicating delivery of poor customer service by most brands
High variation in customer ratings were observed allowing for differentiation opportunity in:
- Regular feedback and improvement
Striking the right balance between delighting customer and the cost of servicing them is key to maximizing value
Performance of the segment on the prioritised experience attributes
Flats have been delivering well on consumer experience around Trust and Social responsibility
Brands should work on improving the performance around
- Service experience
- Value for money
- Range of offerings
Brands must rationalize investments around attributes the customer either have low expectations on, or is currently failing to avail the right benefits
- Customer support
- Transparent communication
- Loyalty programs
- Return/refund experience
Low performance of the segment across prioritized experience attributes can be mapped to low customer retention
Customer segmentation based on satisfaction and loyalty
(percentage share of respondents)
Customer retention is dependent on their satisfaction with the brand and their tendency to explore alternatives. ‘Ambassador’s are highly satisfied customers who will keep contributing to the brand’s success. ‘Switchers’ on the other hand, are always seeking better options. ‘Critics’ as the third segment, actively convey negative feedback about the brand, if not satisfied. Finally, ‘Dependents’ are customers who remain loyal despite low satisfaction due to lack of alternatives in the market.
58 per cent of the customer base are ambassadors as their brand of choice meets their expectations on
- Customer support
- Range of offerings
- Transparent communication
42 per cent of the consumers are likely to substitute their preferred brand if it fails to meet their expectations on
- Trust
- Loyalty programs
- Purchase experience
Return/refund experience and trials are not well understood by customers and are therefore unlikely to drive loyalty
Despite highest weightage of ‘Expectation’ pillar in defining customer experience, fulfilment on the requirement is lowest
Performance across the KPMG in India's six pillars of Customer Experience
(Weightage of the pillars to the overall experience requirements)
Integrity (15 per cent) and Expectation (13 per cent) are the key pillars of experience while making a purchase decision
Within integrity, the top attribute driving decisions is
- The brand is well known and preferred amongst your social circle - family, peers, and influencers
Within expectation, the top two attributes driving decisions are
- Consistent availability of products/services across locations
- Consistent delivery of high-quality products/services with a range of innovative, engaging offerings
The CX segment leader is leading on the pillars of Integrity Expectation
Customers prioritize ‘Expectation’ pillar however, their willingness to pay a premium is higher for ‘Empathy’ pillar
The top 5 experience attributes influencing the customer’s willing to pay a premium
-
The brand is well known and preferred amongst your social circle - family, peers, and influencers
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Consistent delivery of high-quality products/services with a range of innovative, engaging offerings
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Simplicity of the buying process, including a smooth, fast, and secure checkout across both online as well as offline channels
-
Consistent availability of products/services across locations
-
Complete delivery on the promises made on the experience provided by the product/service for the money paid
An individual’s willingness to pay a premium is driven by immediate needs. As the today’s customer evolves, the focal aspects of premiumisation has shifted from functionality to experience. These aspect may as well translate as personalized convenience, omnichannel browsing or even exclusivity in customer support.
Attributes under the ‘Integrity’ pillar
- 33 per cent of the customers would pay more for trust factor
Attributes under the ‘Expectation’ pillar
- 32 per cent of the customers would pay more for product/service
Attributes under the ‘Time and Effort’ pillar
- 27 per cent would pay more for better point of sale experience
Our customer experience (CX) insights across sectors
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