Any business in the world today wants customers as "engaged" as they think Apple customers are. In other words, we the enterprise » will deliver new products and services that our customers will buy at the prices that will afford us Applesque margins. Most businesses want better customer engagement; however, their CFO's focus is that those customers buy from them. If not, what is the point of engaging with a customer?
https://www.retailcustomerexperience.com/blogs/how-would-your-cfo-measure-customer-engagement-and-experience/
BMW has shifted from cumbersome, multi-question customer feedback forms to a single net promoter score (NPS) in a bid to change the way it interacts with its customers.
http://www.cio.in/feature/how-bmw-shifted-quantitative-qualitative-customer-feedback/
Over the last fifteen years, many corporations have embraced the goal of creating a superior Customer Experience. The principle is powerfully intuitive – customers that have an emotional attachment to your brand or products will buy more and build a reputation that attracts more customers.
The promise of growth and competitive advantage is so enticing that large investments have been made despite a weak business case for an attractive return. All CX gurus state that a connection to the company bottom-line is important, but few discuss the hard details on how to do that. The current business case for CX rests on weak correlation analyses.
http://customerthink.com/customer-experience-will-be-a-fad-without-a-better-business-case/
