Using a variety of discovery methods, Whyze Group identified sixteen opportunities to improve the customer experience.
A customer experience management audit revealed that managers knew what skus were moving and at what margins, but little about what drives positive customer experiences.
Whyze Group performed in-store cue scans at our client’s and competitors’ stores. We also conducted interviews with customers, store employees and corporate staff.
Many of the most valuable insights we garnered were through metaphor analysis. Metaphor analysis enabled customers to use images and photos describing their deepest emotions about buying and giving gifts. One key finding was that men and women differ in their gift shopping and giving habits. Through metaphor analysis, our clients discovered several meaningful opportunities to enhance the gift giving experience at relatively low costs.
In addition, our client identified numerous opportunities to improve customer experiences through revamped store layouts, staff training, compensation and return policies.
We helped managers prioritize those opportunities that would most quickly and cost-effectively enhance customer experiences and repeat business.
October 7th, 2011
This billion-dollar distributor of maintenance and repair supplies wanted to find ways to deepen its relationships with small businesses.A customer experience management audit revealed that the company relied heavily on research with large business customers to guide improvements in the customer experience. Small business customers, however, were becoming far less loyal.
Whyze Group led in-store cue scans and focus groups with small business customers. These showed that small businesses have buyer personas and needs that are different from large customers.
Small business customers’ usage of phone, internet and store locations correlated with these personas. This helped the company to anticipate the expectations of small business customers depending on which channel the customer used.
Whyze Group identified opportunities in sales, customer communications, products and pricing to deliver improved customer experiences to each small business persona. This became the foundation for redrafting customer communications and customer relationship management processes in ways that resonated with small business customers.
We prioritized these opportunities to improve small business customer experiences in light of changes in the size and composition of the small business market. Our analysis showed that the size and makeup of the small business market was likely quite different than the management team had believed. We worked with managers to prioritize opportunities in accordance with assuring mutual benefits to customers and company.
October 7th, 2008