CX에 있어서 고객을 "즐겁게" 해주는 것에 집착하기보다는 고객의 수고를 덜어주어 고객의 loyalty를 잃지 않는 것이 중요하다. 고객이 우리에게 "하고자 하는 것" 을 할 수 있도록 "장애물"을 제거 해주는 것에 집중해야 한다. 고객서비스를 통해 로열티를 얻는 경우는 흔치 않다. 오히려, 로열티를 잃는 경우가 훨씬 많으며 이는 고객을 감동시키기 보다 고객의 문제를 해결하는데 집중하는 것이 필요하다는 것을 의미한다. 고객 로열티를 구성하는 가장 큰 비중은 1) 제품의 퀄리티와 브랜드 이며 고객 서비스의 파이는 작다. 하지만 고객 불만족의 원인 중 가장 큰 비중은 고객 서비스의 불만족이다. The immediate mission is clear: Corporate leaders must focus their service organizations on mitigating disloyalty by reducing customer effort. Ask yourself this: How often does someone patronize a company specifically because of its over-the-top service? you probably can’t come up with many. Now ask yourself: How often do consumers cut companies loose because of terrible service? All the time. Obstacles All Too Common Most customers encounter loyalty-eroding problems when they engage with customer service. 56% report having to re-explain an issue 57% report having to switch from the web to the phone 59% report expending moderate-to-high effort to resolve an issue 59% report being transferred 62% report having to repeatedly contact the company to resolve an issue loyalty has a lot more to do with how well companies deliver on their basic, even plain-vanilla promises than on how dazzling the service experience might be. The Bad-Service Ripple Effect Service failures not only drive existing customers to defect—they also can repel prospective ones. Our research shows: 25% of customers are likely to say something positive about their customer service experience 65% are likely to speak negatively 23% of customers who had a positive service interaction told 10 or more people about it 48% of customers who had negative experiences told 10 or more others Two critical findings emerged that should affect every company’s customer service strategy. First, delighting customers doesn’t build loyalty; reducing their effort—the work they must do to get their problem solved—does. Second, acting deliberately on this insight can help improve customer service, reduce customer service costs, and decrease customer churn. The loyalty pie consists largely of slices such as product quality and brand; the slice for service is quite small. But service accounts for most of the disloyalty pie. We buy from a company because it delivers quality products, great value, or a compelling brand. We leave one, more often than not, because it fails to deliver on customer service. When it comes to service, companies create loyal customers primarily by helping them solve their problems quickly and easily. The immediate mission is clear: Corporate leaders must focus their service organizations on mitigating disloyalty by reducing customer effort.