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"Cette étude qui explore les "Nouveaux comportements et nouvelles attentes des consommateurs en matière de Relation Client" permet d'établir une typologie des consommateurs en matière de préférences relationnelles, mais surtout de comprendre les motivations et facteurs qui expliquent ces préférences. Elle bat tout d'abord en brèche l'idée selon laquelle les technophobes disparaîtront lorsque les consommateurs appartiendront tous à la génération "Y". Elle remet également en cause l'idée selon laquelle le fait d'offrir au consommateur le choix parmi tous les canaux (point de vente - centre de contact - Web) est le gage de sa satisfaction. Elle fait également émerger la notion de "jachère relationnelle"."
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Bien sûr le fait que l’étude soit effectuée via Internet constitue une limite : 20 à 30% des consommateurs ne s’y reconnaitrons pas ! Rappelons que 30% des français n’utilisent jamais ou très rarement Internet, dont 20% n’ont jamais utilisé un ordinateur.
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Du point de vue des consommateurs : le choix du canal est bien perçu, mais leurs demandes fondamentales portent d’abord sur l’efficacité et l’accès à la compétence. C’est donc l’efficacité globale du dispositif qui est plébiscitée au-delà du choix du point d’entrée.
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"I’m often concerned by companies who try and re-invent themselves by focusing on or piloting an new initiative with Gen Y / Millennials. These are the digital natives, the logic goes… the ones who have created a connected, always-on world. What better place to pilot our shiny new social engagement strategy?"
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they are also the most over-targeted segment of our time. It seems that suddenly everyone wants to create Millennial super-fans who blog, tweet, answer support questions in a forum and create viral YouTube videos on the company’s behalf.
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Their loyalty is extremely difficult to attain and on average their disposable incomes are relatively low, compared to other segments of the market.
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When I attended Forrester's first Customer Experience Forum last month, I was struck by two themes that recurred through both the presentations on stage and the hallway conversations afterward.
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"Web plus one" may be a perfect first step in defining a multi-channel experience for your customers, but it's only that -- a first step. In my work, I've seen the insights about customer behavior and psychology that were spearheaded (and funded) by web groups trickle out into the rest of the organization, informing customer experience efforts far from the web. By feeding the work of these other groups back into the web group's work, the organization can take the next step toward developing a truly integrated customer experience strategy.
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This is no small challenge, and it's a rare organization that's ready for it. Channel-specific organizational silos rarely have incentives to coordinate their activities, and in many cases have stronger incentives to go their own way. When those silos regularly compete for the same ever-shrinking slice of the budgetary pie, the cultural antipathy between them can be systemic. It takes politically savvy leadership with a strong mandate to erode those barriers.
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