The Need for a Holistic Perspective and Optimization Mindset

What matters is a holistic and ubiquitous optimization mindset and processes that are deeply integrated across the organization.

Every technological development creates a new and unique experience; this requires understanding how people experience technology and their real needs. In this context, user–oriented methods enable people to reach how they want to use technology and what they need. In recent years, discussions have intensified that experience and interaction differ in each use. This highlights the importance of the incident being objective and personal.

Each user’s experience is different from other users because that person’s skills, motivations, and expectations are different. A particular technology may create a positive experience for one user but a negative one for another. In the user experience literature, there are various perspectives on how people experience a particular system, product, or technology. The assimilation of these perspectives can be used as a guide for designers to design by knowing the user.

User experience brings a holistic view to user–product interaction.

Bringing customer and customer experience optimization deep into the entire organization as a driver for mutual and connected value, business transformation, and ultimately a customer–centric and even people–centered approach is what makes customer experience management so important in a rapidly changing market.

While it may seem obvious that the customer is at the forefront, silos, discrete processes, and the lack of “customer–centric fit” are still a fundamental challenge for most organizations.

Customer experience management practice and approach have affected many businesses, marketing, and service areas. There is a growing interest in the so–called “digital customer experience,” just as customer experience is a critical and even driving force in many digital transformation projects. Change is an important term for the entire customer experience equation across the organization.

Customer experience management includes, among others, the importance of staff consistency, training, and activation (not only in traditional areas where training is difficult, such as customer service or contact centers but also across the enterprise).

Given the emotional nature of your customers’ perceptions and the richness of what composes them (don’t overlook the subconscious), and the fact that there are so many indirect interactions that shape (and often go unspoken) customer experience, look at what you can do and manage customer experience management based on what customers want and how they are based on those insights. Please don’t see it as an analysis of how to behave. While it’s essential to have a broader approach, prioritization comes into play, depending on the clearest customer experience gaps and leaks.

Since the main elements of the mentioned experience are the product and the user, all models are built on the dynamics of user–product interaction.

On the other hand, the resulting model emerged depending on the perspective of the researchers. The similarities and differences in these models can be summarized as follows:

• All models suggest that product attributes are the source of emotions.
• All models see product features as the primary source of user response.
• User–oriented and interaction–oriented models consider usage environment and time the most critical influencer of experience, while product–oriented models do not emphasize these two variables.
• While product–oriented models cover all products regardless of whether they are technological, interaction, and people–oriented models cover only specialized products.

Considering all these similarities and differences, a user experience model can be created from a new and broader perspective.

Although past models focused on the user, product/system, or interaction, it can be concluded that these three essential elements of experience are crucial when describing user experience. Therefore, the model described in this section can be a summary of old models rather than a new model.

Covid–19 has also changed customer behavior and made it necessary to “try and see”; encouraged customers to try different methods to access products and services. In particular, mobile services as a sales channel increased by 45%. For this very reason, it has become even more critical to create a flexible framework for monitoring and managing the customer experience through all channels.

Customers are curious and open to trying new ways to access products and services. Driven by changing customer behavior, Covid–19  has greatly helped accelerate innovation and new business models in commerce. A solid customer experience approach that combines action with practical evaluation is essential for many organizations.

Organizations that want to be successful in the post–pandemic world need to manage things much more holistically than before. Improved software solutions, revealing the critical points of the customer experience from different channels, determining a rule–based set of actions will raise the bar for a customer–oriented approach and have an important place in increasing revenue and profit.