The very first step when embarking on a Customer Experience improvement & Digital Transformation programme is to clarify the promise made to customers.
This relates deeply with the company’s value proposition. A budget airline company and a top-end airline company don’t have the same value proposition, then the promise made to customers (and employees) is clearly different.
For instance, in a traditional branch-based retail bank, the value proposition may be based on “advisors who know their customers very well and are therefore able to propose them customized solutions”. This differs widely from online pure-player banks whose value proposition may be “standard and easy-to-use solutions with fees reduced to the minimum”.
I put below an example of the Strategic Value Vision comparison between a traditional bank and an online bank – just to make things clear.
“Different Strategic Value Visions lead to different Customer Experiences”
The customer promise can then been defined. The customer promises have to be highly concrete and expressed from the customer’s point of view.
I give below some examples of customer promise with regard to some elements of the value proposition described below for traditional branch-based banks.
“The Customer Promise has to be expressed from a Customer perspective.”
TThe Singaporean bank DBS has developed a great Customer Promise about the way they interact with customers — the Asian Way.
“DBS Customer Promise focused on the Asian Way is clearly differentiated from HSBC’s - the Global Bank.”
