Visit to a touchpoint organization

Written by Raquel Calleja for Buljan & Partners Consulting

The customer service

This year marks the 15th anniversary of Buljan & Partners Consulting and as part of the commemorative events we’ve arranged visits to some companies of reference in CX like Loewe and Inditex. But we also wanted to pay a visit to the company we’ve always dreamed of being: the one that abandons the traditional silo structure and evolves for the good of its customers into a company organized around Customer Journey. Continue reading

Apple, the best customer experience?

Written by Luis Hergueta for Buljan & Partners Consulting

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In my opinion, it is difficult to find a remarkable customer experience in product centric sectors. There are some automotive companies with a genuine interest in customers’ concerns, which want to take the basic standards and processes to the next level, and which really care about customers’ needs and concerns. Continue reading

The tower of babel in the Customer Experience

Written by Silvana Buljan for Buljan & Partners consulting

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A desperate customer in search of help and solutions often finds himself confronted with complex procedures, incomprehensible sales pitches and decisions made unilaterally in the corporate world. Further still, rather than be lessened, he finds his frustration increases because he fails to receive an acceptable solution. This is an ongoing trend in many companies, even while claiming that the customer experience is the focus of their strategic priority – in today’s world it doesn’t look good if you don’t have a Customer Experience department. Continue reading

Customer Effort taken to SME level

Written by Monique Jansen for Buljan & Partners Consulting

Customer Effort 1

Just before Easter, I engaged in an interesting LinkedIn conversation in the “CRM&CEM professionals” group, triggered by an excellent article written by Sampson Lee, in which he questions the purpose of reducing customer effort.

In the article, the focus of companies on reducing customer effort is challenged. Sampson claims that by making customers ‘sweat’ - allowing Good Pains - resources can be channeled to their Branded Pleasures. That is why IKEA, Starbucks, Louis Vuitton, Southwest Airlines, Sukiyabashi Jiro and other great brands are able to deliver a highly memorable and branded experience.

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A seamless Customer Experience between you and your partner

By Buljan & Partners Consulting

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The practice of paying for a service after using it (“pay-per-use model”) is becoming increasingly popular in current society. End customers and users are setting the pace of this trend as we can see in the private property sector (for example, housing and transport), which is decreasing in demand. Therefore, companies have to irremediably restructure their activity to meet these changing needs. Continue reading

Radio Interview Silvana Buljan: “The heart of the matter”

By Silvana Buljan for Buljan & Partners consulting

What is CCM (Customer Centric Management)? How does it differ from CRM (Customer Relationship Management)?

While CRM (Customer Relationship Management) is closely linked to data, systems, technology, software, etc., CCM (Customer Centric Management) revolves around the customer. Although technology is also important in CCM, it needs to go a step further, given that, besides using technology, CCM requires a customer-oriented definition of processes. CCM also requires trained staff who can provide a good customer experience, since good customer service is always the objective. It is precisely a customer-based model rather than a product-based model what differentiates CCM and CRM.

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The Customer Centric Organization: The Big Data Organization

Written by Björn Neumann for Buljan & Partners Consulting

We definitely have reached a turning point. In the past we needed Customer Relationship Management to focus on, to analyze and to improve customer relations. Then we needed Business Intelligence (or better Customer Intelligence) to implement it (it should have been vice versa, but where people are involved, things not always run in a logical way). Then we noticed: it does not really work as expected! (At least from the customer point of view).

Now the customer outwits us with unorganized, unstructured, misspelled, divers interpretable and out of context information (therefore, instead of Big Data, I rather like to call it Bug Data). It is left in the World Wide Web e.g. on Facebook, Youtube, Linkedin, Twitter, Wikis, Blogs, … or somewhere else. And currently every second terabytes of data are created. Customer Intelligence farewell! Additionally this data is much more up-to-date than the information we have in our databases.

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