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Product Description
Review
"...demonstrates the power of collecting truly relevant customer information..." (Managing Information, January/February 2004)
Review
"...demonstrates the power of collecting truly relevant customer information..." (Managing Information, January/February 2004)
Inside This Book
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First Sentence
Companies of all kinds acknowledge that their customers are important; that customers are the company's most valuable asset; that the company survives only when it has customer and grows only when it can retain them and recruit new ones; and that the company, therefore, should be structured and managed around the customer. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
Companies of all kinds acknowledge that their customers are important; that customers are the company's most valuable asset; that the company survives only when it has customer and grows only when it can retain them and recruit new ones; and that the company, therefore, should be structured and managed around the customer. Read the first page
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Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
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Customer Reviews
Most Helpful Customer Reviews
3 of 6 people found the following review helpful
Format:Hardcover
The revolutionary approach that Bernd H. Schmitt is advocating here wouldn't sound so radical to anyone who has ever been in therapy: be aware, see things from other people's point of view, address their concerns. If you've been in $150 an hour territory, this isn't radical, but in the suites of marketing, the author contends, it is brand new. The book is an interesting follow up to the author's earlier seminal work on the broader theory of customer experience. Entitled Experiential Marketing, that work made the case for a customer-experience focus. This book is more of a practical how-to, professorially organized into a neat near-outline format. Here, Schmitt makes the case for dissecting, designing and then improving, the customer's experience with your product. We recommend this book of marketing therapy to anyone selling a product or service - and it is lots less expensive than putting your consumers on the couch.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
11 reviews
17 of 19 people found the following review helpful
What a disappointing jumble of jargon!
16 Dec 2005
Format:Hardcover
For those individuals who have not been previously exposed to the concept of Customer Experience Management as an alternative to Customer Relations Management, this book might be an amazing eye opener. But that would be strictly because of the exposure to a new idea, as it's certainly not the convulted style of writing which can result in even the most intelligent people scratching their heads.
I purchased this book in order to get very down to earth methods to begin applying the concept to the company I work for. What I found, instead, was a list a mile long of jargon that all began to run together and sound the same. "Experiential platform", "brand experience", "experiental value promise", experiential positioning"... soon enough my mind was preoccupied with trying to remember which was which, rather than being able to absorb the essence of what the author was trying to say. And the crazy thing is that each of those phrases I just mentioned are supposedly the very concrete, measureable phases behind his take on the CEM approach! Getting tangled in the minutia of catch phrases did nothing to help me move forward into CEM.
I've come away from the book disappointed I didn't learn anything of real value, but even more disappointed that I spent the money on the book. Don't bother!
I purchased this book in order to get very down to earth methods to begin applying the concept to the company I work for. What I found, instead, was a list a mile long of jargon that all began to run together and sound the same. "Experiential platform", "brand experience", "experiental value promise", experiential positioning"... soon enough my mind was preoccupied with trying to remember which was which, rather than being able to absorb the essence of what the author was trying to say. And the crazy thing is that each of those phrases I just mentioned are supposedly the very concrete, measureable phases behind his take on the CEM approach! Getting tangled in the minutia of catch phrases did nothing to help me move forward into CEM.
I've come away from the book disappointed I didn't learn anything of real value, but even more disappointed that I spent the money on the book. Don't bother!
15 of 17 people found the following review helpful
Packed With Knowledge!
6 Jun 2004
Format:Hardcover
The revolutionary approach that Bernd H. Schmitt is advocating here wouldn't sound so radical to anyone who has ever been in therapy: be aware, see things from other people's point of view, address their concerns. If you've been in $150 an hour territory, this isn't radical, but in the suites of marketing, the author contends, it is brand new. The book is an interesting follow up to the author's earlier seminal work on the broader theory of customer experience. Entitled Experiential Marketing, that work made the case for a customer-experience focus. This book is more of a practical how-to, professorially organized into a neat near-outline format. Here, Schmitt makes the case for dissecting, designing and then improving, the customer's experience with your product. We recommend this book of marketing therapy to anyone selling a product or service - and it is lots less expensive than putting your consumers on the couch.
15 of 19 people found the following review helpful
Obvious concepts with no added depth
4 Aug 2005
Format:Hardcover
I had a hard time putting the book down. I kept reading hoping the book would reveal some item beyond the obvious. Schmitt spends 200 pages explaining that customer experience should be at the forefront when launching a new product or designing a marketing campaign. I dare say Schmitt would be hard pressed to find a CEO that doesn't taut the value of good customer experience or the importance of retaining customers.
Where Schmitt falls drastically short is tying customer experience activities to financial decisions companies make every day. This is perhaps the largest challenge those of us in customer retention or customer marketing face every day. It is great to ascertain that companies should improve customer support to provide a better customer experience to retain more customers. However, how does a manager position a $200,000 call center upgrade vs. a $200,000 product enhancement? According to Schmitt both are valuable in the Customer Experience framework. With limited lip service to "regression modeling" and "customer surveys" there is no valuable guidance to help a customer experience focused manager position their projects against other expenditures within a company.
Schmitt could take a few pages out of Jim Collins' work to better tie customer experience initiatives to corporate financial success.
Where Schmitt falls drastically short is tying customer experience activities to financial decisions companies make every day. This is perhaps the largest challenge those of us in customer retention or customer marketing face every day. It is great to ascertain that companies should improve customer support to provide a better customer experience to retain more customers. However, how does a manager position a $200,000 call center upgrade vs. a $200,000 product enhancement? According to Schmitt both are valuable in the Customer Experience framework. With limited lip service to "regression modeling" and "customer surveys" there is no valuable guidance to help a customer experience focused manager position their projects against other expenditures within a company.
Schmitt could take a few pages out of Jim Collins' work to better tie customer experience initiatives to corporate financial success.
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