This McKinsey piece makes some of the best points I’ve heard about improving the customer experience. These thoughts resonate with me concerning the import-export logistics experience for customers.
Especially useful are:
- Exhibit 2, which makes the supply-chain point that you can locally optimize the individual steps, but flunk out on the whole process experience.
The journey stinks though the legs perform well. Put in the context of ocean logistics, If the ocean carrying segment has only 70% reliability, it really doesn’t matter how reliable the other steps are; you’re limited to 70% satisfaction overall.
- Exhibit 3, which reports on a study of some real examples (it happens, in banking) that shows how firms can miss the point and concentrate on improving the experience for the wrong things.
Some touchpoints have high importance but give low customer satisfaction.
Here’s the link to the article:
The benefits of improved customer experience can be fleeting unless changes to supporting back-end operations are made, as well.
Source: Putting customer experience at the heart of next-generation operating models | McKinsey & Company
Another article form the same source, cited above as reference 2:
New research reveals that focus, simplicity, “digital first,” and perceptions matter most.
Source: The four pillars of distinctive customer journeys | McKinsey & Company
Supply Chain and Logistics 