We provide the customer with the best Shopping Experience” is a phrase that today seems to be an obligation to recite in all companies. However, very few can be displayed as differentials in this aspect and believe that dealing with the “Shopping Experience” is to continue treating those aspects that remain immutable since time immemorial and that continue to be declared in boring and not very innovative days of “Quality of Attention to the client”.

Many companies that today talk about the importance of the customer, rely on one of these three paradigms that do not really involve developing a true Shopping Experience.

The first one is “customer orientation”the many companies recognized the critical importance of being “customer oriented”, rather than product, technology or sales oriented.

This is the concept of Philip Kotler, who affirmed the idea of ​​determining the needs and desires of the clients. When the managers of the companies analyze in detail what are the components of the conception of traditional marketing, they realize that it does not allow providing the customer with a “Shopping Experience”. Most traditional marketing tools focus on the functional aspects of the product.

The customer is seen as a rational decision maker who makes his purchases based on functions and benefits that his mind has on the product / service offered, when in reality, emotions also intervene, intuitions or that often acts driven by visceral impulses that lead us to sacrifice a little of our future for an immediate pleasure of buying. Marketing orientation does not serve as a tool to build a strategy or plan a differential Shopping Experience

Second, many mistakenly associate the concept of “Shopping Experience” as an equivalent of “customer satisfaction.” The objective of this approach is to ensure that customers are satisfied after they have purchased their product or after having interacted with the company. If the product or service is below the expectations of the one who acquired it, dissatisfaction is generated; if it is above your expectations, customers will be satisfied.

When we measure customer satisfaction, what we are actually measuring is the difference between what he expects and what he perceives he gets. But customer satisfaction measurements focus on knowing and managing customer expectations about what the company is already doing, rather than finding out what they really want. It is necessary to go beyond merely measuring perceptions, the products / services offered must be massively personalized.

You must understand the nature of what the client sacrifices, that is, the gap between what he wants exactly and what he is satisfied with. When we understand what the client’s sacrifice consists of, we discern the difference between what he accepts and what he really needs, even if he himself does not know it or does not know how to express it.

What is absent in this approach is the fact of considering all the Experiential dimensions that surround the consumption of a product or service and that really interest customers. These dimensions include how the product makes the person feel, what emotional associations it evokes in their mind and how the product / service can help them interact with other people or groups. As with the marketing approach, consumer satisfaction is also more based on the functionality of the product than on the Experience it can generate.

The third and last approach so commonly used to associate the Customer Experience is that of CRM, which despite the name, focuses on transactions and not on building relationships with the customer. The information that is collected in the bases is usually linked to the purchases and operations made by the client: what he bought, where, when, etc.

The main problem with the CRM is that it focuses on information that is important to the company and that occasionally helps you define consumer behavior; Nor does the achievement of a company-client feedback take place, it tracks the actions of the clients after the events.

It does not allow managing the relationships and emotional links with the clients, in fact, it only focuses on the analysis of commercial transactions. It was designed from the perspective of receiving information is very impractical to give because the idea of ​​the relationship is very empty, customers are asked to provide information but they do not appreciate what they get in return.

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