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Satisfaction de la clientèle chez les fournisseurs de services télé et internet

Pick and Pay “Skinny” TV Program Packages Provide Cost and Channel Choices, Driving Higher Customer Satisfaction, Says J.D. Power Canadian Study

SaskTel and Videotron Rank Highest in Both Television and Internet Customer Satisfaction In the West and East Regions, Respectively, for a Fourth Consecutive Year

TORONTO: 2 June 2016 — As cable and satellite television providers in Canada continue to face competition from video streaming services, the Canadian Radio-television and Telecommunications Commission’s[1] mandate for providers to offer a “skinny” TV channel package with a $25 cap by December 2016 may help them stay relevant in the market and coexist with these alternative services.

According to the J.D. Power 2016 Canadian Television Provider Customer Satisfaction StudySMand J.D. Power 2016 Canadian Internet Service Provider Customer Satisfaction StudySM released today, customer satisfaction is highest when there is flexibility to “pick and pay” for television channels to add to their skinny program bundle at an affordable price.

The adoption of alternative video services (e.g., streaming services) is on the rise, as 49% of television customers indicate they have used one in the previous 12 months, compared with 42% in 2015. Facing a competitive risk as well as a regulatory deadline, television providers have offered price-conscious customers who wish to only pay for what they watch the option of basic or skinny program packages with the flexibility to add preferred channels. 

Satisfaction is highest among customers with a skinny service that allows them to expand and choose additional channels individually (761 on a 1,000-point scale), surpassing satisfaction among those with premium service (738), as well as those with a preset expanded basic package (708) or basic cable (700). More than one-fourth (28%) of customers have a skinny package that costs $25 or less, and 13% of customers pick and pay for additional channels above their skinny package. Satisfaction with cost is also high among customers in this group, which is encouraging for television providers as they generally receive much lower ratings than alternative video services on cost of service (6.0 on a 10-point scale vs. 7.8, respectively).

“Customers have long desired flexibility to pick and choose their own TV packages and not be forced to subscribe to channels they have no interest in watching,” said Adrian Chung, director in the telecom, media and technology practice at J.D. Power. “Having the option to choose a skinny TV package with channel upgrade options helps to meet that demand and for some, creating more room in their budget for streaming video content.  Instead of a growing number of so-called cord cutters, there is high perceived value in paying for access to content that isn’t available through standard programming, leading more customers to use a combination of services to meet their viewing needs.”

Following are some key findings of the 2016 TV and ISP studies:

  • Satisfaction among television customers in Canada improves to 715 in 2016 from 692 in 2015, while satisfaction among internet customers is 699, up from 679 in 2015.
  • On average, the cost of television service is $70 per month, down from $73 in 2015, and the cost of internet service is $58 per month.
  • Among customers who used an alternative video service in the previous 12 months, 67% used Netflix instant streaming, which vastly exceeds the rates for other alternative video services, such as Shomi (16%) and CraveTV (9%).
  • The percentage of customers who say internet connection speed is “better than expected” has increased to 12% from 10% in 2015.
  • Customers in rural areas are more likely to say their internet connection speed is “worse than expected,” compared with those in urban areas (18% vs. 14%, respectively). Rural customers experience a relatively high incidence of network problems.
  • The number of connected devices per household has risen to 9.9 from 4.5 in 2015.

Study Rankings

East Region

Videotron ranks highest in both television and Internet customer satisfaction in the East region for a fourth consecutive year. Videotron’s overall score for television service customer satisfaction is 782, followed by Shaw with a score of 754 and Cogeco with 733. Regarding Internet service customer satisfaction, Videotron ranks highest with a score of 777, followed by Cogeco with 732.

West Region

SaskTel ranks highest in both television and Internet service customer satisfaction in the West region for a fourth consecutive year. SaskTel’s overall score for television service customer satisfaction is 730, followed by TELUS with 715 and MTS with 704. In Internet service satisfaction, SaskTel ranks highest with a score of 709, followed by TELUS with 692.

The Canadian Television Provider Customer Satisfaction Study measures overall satisfaction with television service providers based on six factors (in order of importance): performance and reliability; cost of service; programming; communication; billing; and customer service. The Canadian Internet Service Provider Customer Satisfaction Study is based on five factors (in order of importance): performance and reliability; cost of service; communication; billing; and customer service. 

The 2016 Canadian Television Provider Customer Satisfaction Study and the 2016 Canadian Internet Service Provider Customer Satisfaction Study are based on responses from more than 3,300 TV customers in the West region and more than 5,700 TV customers in the East region; and more than 3,600 Internet customers in the West region and more than 5,400 in the East region. Both studies were fielded in September 2015 and April 2016.

Media Relations Contacts

Gal Wilder, Cohn & Wolfe, Toronto, Canada; 647-259-3261, sends e-mail)

Jennifer McCarthy, Cohn & Wolfe, Toronto, Canada; 647-259-3305, sends e-mail)
John Tews, J.D. Power, Troy, Michigan; 248-680-6218, sends e-mail)

For information about the 2016 Canadian Television Provider Customer Satisfaction Study and the 
2016 Canadian Internet Service Provider Customer Satisfaction Study, visit

See the online press release at

About J.D. Power and Advertising/Promotional Rules


[1]Source: Canadian Radio-television and Telecommunications Commission

Utiliser l’information pour un meilleur service à la clientèle


 | Oct 31

Customer service (CS) doesn’t just rely on you being able to react when consumers have an issue. It now involves being able to predict issues before the customers discover them – basically being one step ahead at all times. If you’re showing your customers that you care from the moment they access your website, you are more likely to create a happier customer relationship and have them coming back for more.

But how do businesses go about offering CS that doesn’t depend on the customers contacting them in the first place? We compiled our favourite methods to help you provide CS information before you’re even asked:

Real Time Monitoring

Setting up monitoring of your customers’ activity while browsing your website can help you learn a lot. It can make you recognise any parts of the website with occurring issues, like a shopping basket that doesn’t update, or even just a dodgy hyperlink. If you can see a customer was in the midst of the purchase process and then abandoned their basket, by monitoring it in real time you can swiftly send them an email (or target a post to them) asking if they need any help with that particular purchase.

You could, for example, do this by setting up Google Analytics tracking for your website and monitoring your website’s behavior flows as customers move between pages. This will help you understand if there’s a particular page that’s causing a blockage or if your shopping basket isn’t allowing people to complete their orders.

Many clothes retailers contact customers who are logged into their accounts when browsing to remind them of their baskets so that they, one, inspire them to complete the purchase and, two, can direct them to customer services if they need any help. And if it works for them, then it can probably work for you too.

You can even go so far as to implement a webchat facility on your website. This means you can jump in whenever you see an issue, rather than sending an email that people might miss. It can even lead to customers returning to your website, with 63% more likely to return to a website that offers live chat.

Keep Customers Informed in Crisis Situations

If you do come across an issue on your website, rather than waiting for your customers to fall into its trap, you can act proactively by alerting them before they find it out. For instance, if you know there’s a certain feature that’s currently broken, you could have some simple text nearby to tell them that you’re aware of the issue. Or if your website is going down for maintenance, inform your customers in advance by email or posting up a message on the website in the hours beforehand.

You can even send notices out on your social channels or send individual SMS’s with an apology attached, possibly including a discount or refund to make up for the time lost – ASOS are a particular fan of this one after their website crashed during one of its famous discount codes!

Gathering Customer Feedback

Gaining feedback from your customers is a great way to identify common customer pain pointsand then fix them. You can gather this by setting up surveys, emails, asking during a sales call or just have a simple form to fill out after a customer has completed a purchase in their online shopping basket. You can also collect feedback by creating a post-chat survey at the end of any webchat conversations on your website. This gives them the chance to rate your service and let them know of any further issues they may have not thought appropriate to bring up at that time.

Once you know what’s causing an issue, you can do something about it. It could be anything from fixing a bug on the website to updating a product user guide. Those little updates could make the difference between a sale and an abandonment.

Make Answers Accessible

Some questions don’t need you to answer them – well, of course they do, but you don’t necessarily need to do it using people/man-hours. The key to this point is to be prepared for at least the most common questions in advance. Providing answers to frequently asked questions (often known as FAQ’s) easily has a number of benefits. By putting answers in an easy-to-find, quick-to-understand place, your customers may not need to contact your CS channels, saving them (and you) time and effort.

Having these sections available means that questions can be answered any time of the day or night, even if it’s a national bank holiday and no one is working! To do this you also need to optimise your website content constantly. This is so you can be sure your FAQ’s are well-organised and appear on the results page whenever someone searches for a relevant topic or phrase and irrelevant of the device they’re browsing on.

An inbuilt search function on a website can also be a great insight into the mind of a customer. Getting a lot of hits for questions you haven’t added to your FAQ’s? It might be wise to put them in and avoid unnecessary time on CS channels.

By watching your customers go through the motions on your website, keeping them in the know before anything goes wrong, and gathering constant feedback from them, you can start to introduce CS that doesn’t rely on a customer having to contact you first. Being aware of situations before they arise, and offering support so customers don’t need to come to you in the first place, can help build up strong customer relationships and maintain trust. Knowledge is golden and providing your customers with as much of it as possible can only be good.

Pour que le client revienne faire affaire avec vous

Source :

Donner au client l’envie de refaire affaire avec vous


Fidéliser le client n’est pas la chose la plus difficile à faire, mais peut tout de même s’avérer une tâche délicate. Lorsqu’une personne revient faire commerce avec vous, ce n’est pas par le plus grand des hasards. C’est qu’en règle générale, vous avez à lui offrir un niveau de qualité répondant à ses attentes. Pour instaurer un climat de confiance, vous devez lui proposer des produits ou des services à la hauteur. Le client doit avoir une réelle préférence pour votre marque et vos produits ou services.

Ce sont des conditions indispensables pour conserver un client à long terme, tout en lui donnant envie de consommer régulièrement. Plusieurs degrés sont observés en matière de fidélité. Il y a par exemple le client qui vous donne l’exclusivité, qui n’irait à aucun prix s’adresser à un autre que vous pour ses besoins en la matière. Il y a également le consommateur occasionnel, qui fait appel tantôt à une entreprise, tantôt à une autre, auprès duquel vous devrez vous montrer tout particulièrement attentif si vous souhaitez le voir rejoindre les clients faisant appel à vous en exclusivité.

« Un client satisfait est un client qui revient », voilà un dogme du cybermarketing bien connu. On dit cependant qu’un client satisfait va en parler à seulement 3 personnes, tandis que le client mécontent, lui, le dira à 11 personnes! Une équation aisée à comprendre, mais difficile à admettre, d’autant plus qu’il existe une différence entre un client satisfait et un client fidèle. Avec le marché sur Internet, la concurrence fait rage, et les entreprises évoluent donc dans un contexte où ces deux aspects sont à prendre en considération.

Sachez définir la distinction qui s’opère entre la satisfaction et la fidélisation. La satisfaction relève d’un état psychologique favorable envers un autre individu, qu’il soit exprimé ou non de façon explicite. Si le client revient à plusieurs reprises effectuer des achats, vous pouvez le juger comblé par le service qui lui aura été proposé. D’où l’importance d’établir une relation client de qualité, car fidéliser un client de nos jours arriverait de 5 à 7 fois moins souvent que convaincre un nouveau client.

Quant à la fidélité du client, il s’agirait plutôt d’un attachement durable dans le temps, qu’il soit exclusif ou préférentiel. On la distingue au travers de 3 comportements : émotionnel, cognitif et conatif. En résumé, si un consommateur fidèle est bien plus susceptible de revenir pour acheter de nouveau chez vous à long terme, un acheteur qui se montrera uniquement satisfait achètera de façon occasionnelle.

Vous voici donc avec toutes les cartes en mains, mais ne s’improvise pas homme ou femme d’affaires qui veut. Une fois de plus tout se trouve dans la nuance. Vous ne pourrez jamais forcer un client à effectuer un achat, mais vous pouvez l’inciter à le faire. De plus, si vous ne connaissez pas votre propre marché, vous ne serez pas en mesure de proposer dès le premier achat le service ou le produit adapté au client. Savoir se montrer accueillant, rassurant et à l’écoute sont les bases pour cerner les attentes de vos prospects… pour séduire, soyez à même d’ouvrir un dialogue personnalisé!

Même en ligne, le service à la clientèle est déterminant

Source :

Delta can accept credit card payments using a smartphone attachment during flights.


Delta can accept credit card payments using a smartphone attachment during flights.

Digital customer experience: You have seconds to impress

Steve Proctor – October 27, 2016

In the digital economy, a few seconds can make the difference between winning or losing a customer.

In a recent survey by Limelight Networks, 80 per cent of users said they would abandon a site that takes longer than three seconds to load.  Customer expectations have changed profoundly as a result of the explosion of digital choice and the acceleration of innovation. Now, the experience has to be flawless.

The cost of poor customer service can be devastating.  Research company Access Development reports that 79 per cent of customers would take their business to a competitor within a week of experiencing poor customer service, while the estimated cost of customers switching their choice of businesses is $1.6 trillion.

“If you don’t make it fast and easy, you lose customers, “ says digital marketing and customer experience pioneer, Gerry McGovern.  “We need to develop a return on investment model for ease of use.  There are huge returns, but we’re not measuring them”.

Coffee on the go

The Starbucks mobile app is cited as one of the best examples of making the customer experience easier.  It manages a customer’s loyalty points and lets them place orders in advance, so they don’t have to wait in line.  The app has been so popular among customers that it’s now used for one in four purchases.

Recent Gartner research shows that 89 per cent of companies expect to compete on customer experience, rather than on product or price.  Similarly, a Forrester Research survey confirms that the best investment an organization can make is in improving the digital customer experience.

Companies with strong customer engagement across a number of channels will be well positioned to meet consumer expectations.  At the same time, many organizations need better visibility into their customers’ behaviour and the performance of their services across all of the channels.  New application experience tools can be the key to enabling an organization to deliver a premium service that is always consistent.

Le magasinage et l’expérience client

Source :

Comment le magasinage est devenu une expérience

Publié le 15/09/2016 à 09:32


De nos jours, l’expérience fait partie du magasinage. On ne va plus dans un commerce uniquement pour acheter, on y va aussi pour passer un moment agréable. De l’offre de stationnement à la signalisation en passant par la présentation des produits, la décoration, l’attitude des vendeurs et le service après-vente, l’expérience de magasinage est devenue « complète ».

Du centre commercial au «centre de divertissement»

Le nombre de centres commerciaux a explosé au moment même où de nouvelles manières d’acheter ont vu le jour. Puisqu’on peut désormais se procurer tout ce qu’on veut en ligne, que les marques du monde entier ne sont qu’à quelques clics de distance et qu’on peut comparer les produits sans sortir de chez soi, les centres commerciaux ont dû trouver de nouvelles manières d’attirer la clientèle.

L’expérience physique est dès lors devenue une raison incontournable pour que les consommateurs se déplacent.

Au départ, les centres commerciaux étaient consacrés au magasinage. Ils étaient constitués d’un ensemble de boutiques installées sous un même toit afin de simplifier la vie des consommateurs et de favoriser les achats.

Or, depuis quelques années, les centres commerciaux se sont transformés en véritables centres de divertissement multifonctionnels. Aux côtés des boutiques, on trouve désormais des salles de cinéma, des installations sportives, des salles de spectacles, des jeux et même parfois des glissades d’eau.

Au Canada, le West Edmonton Mall, transformé en complexe de divertissement, est même devenu une attraction touristique où les gens vont passer plusieurs jours  ! Il offre une programmation de spectacles et comprend un parc aquatique, un labyrinthe, un centre d’amusement et un hôtel.

Réinventer le parcours client

Si les centres commerciaux se transforment pour conserver leur attrait, le simple détaillant doit aussi s’adapter aux nouvelles façons de consommer à l’ère du Web et des médias sociaux.

Autrefois, quand le client avait besoin d’un pantalon, il allait en acheter un au centre commercial et rentrait chez lui. C’était aussi simple que ça.

Aujourd’hui, le parcours d’un acheteur de pantalon est autrement plus complexe. Il peut commencer sur les réseaux sociaux, où le consommateur s’inspire. Il regarde ce que ses amis portent, il échange avec eux à propos de la mode et des pantalons. Il lit peut-être des blogues, regarde des photos sur Internet, etc. Il se déplace ensuite au magasin avec une idée en tête. Il va essayer un pantalon. Le vendeur agit comme un autre canal de communication. Une fois le pantalon acheté, le client peut recevoir un courriel qui lui présente des collections à venir ou lui propose un rabais sur son prochain achat. Il pourra s’abonner à une infolettre ou recevoir des offres spéciales. Le commerçant est donc présent de différentes manières sur tous les canaux.

C’est ce qu’on appelle le « marketing omnicanal » : tout au long de son parcours d’achat, le client se trouve en contact avec l’entreprise. Que ce soit sur mobile, par courriel, sur le site Web, par l’affichage en magasin ou les médias sociaux, le marketing omnicanal permet à cette dernière de suivre le client à la trace et d’adapter son expérience à chaque étape de son parcours.

Le client du futur est déjà né

En plus de suivre le client dans son parcours, les nouvelles technologies permettent d’améliorer son expérience.

La numérisation des points de vente a commencé par l’implantation de bornes interactives pour orienter les clients. Celles-ci se sont connectées sur le profil du client pour élargir l’offre. Par exemple, on donne dans les boutiques des tablettes connectées aux vendeurs ou encore des « miroirs interactifs » permettant au consommateur qui essaie un pantalon d’en changer la couleur au simple toucher du doigt…

Grâce à la géolocalisation et à la personnalisation, le numérique offre des possibilités infinies qui font du magasinage une expérience bien différente de ce qu’on a connu jusqu’ici. 

Une étude sur les liens entre les émotions des clients et le service à la clientèle

Source :

Mattersight Corporation

September 29, 2016 09:15 ET

More Than a Feeling: New Research Confirms the Impact of Emotion on Specific Customer Service Outcomes


Analysis by Temkin Group and Mattersight Personality Labs Leveraging Advanced Data Science Connects Joy, Anger, Sadness and Fear to Key Performance Metrics Including Net Promoter Score, Call Time and Transfers

CHICAGO, IL–(Marketwired – Sep 29, 2016) – Organizations looking for a way to better understand the relationship between their customers' emotions and their business results will find a concrete starting point for their efforts — as well as a few surprises — in a new research report published today by Mattersight Corporation's (NASDAQ: MATR) Personality Labs.

In "How Emotion Influences Conversation Outcomes," customer experience research and consulting firm Temkin Group partnered with Personality Labs to analyze a data set of 118,116 de-identified contact center conversations culled from 11 enterprises, in order to ascertain the impact of joy, anger, fear and sadness on specific loyalty metrics.

The results of this analysis identified a direct connection between the way a customer feels during a contact center conversation and several of the outcomes by which that conversation's success is measured, including call time, call transfers and Net Promoter Score® (NPS.) 

Key findings include:

  • Anger and Sadness are NPS killers. These two emotions — unfortunately all too prevalent on service calls — result in the lowest NPS: 19% and 18% lower than the company average, respectively.
  • Fear is expensive. Calls on which people express fear last longer and drive costs up.
  • Anger doesn't have to be fatal. In addition to driving the lowest NPS, angry calls are also 40% longer and 2x as likely to be transferred. However, customers who start out angry on a call often express joy near the end of the conversation, suggesting that training agents to recognize and respond to anger early can "rescue" calls from a poor outcome.

These and other findings uncovered in the research present an opportunity for organizations to gain unprecedented insight into customer behavior and contact center performance metrics, and can help guide and shape more effective, emotion-based customer experience design.

"We named 2016 the 'Year of Emotion,'" said Bruce Temkin, Managing Partner of Temkin Group, "because despite being one of the largest drivers of both customer loyalty and brand promotion, emotions are almost entirely ignored by companies. To remedy this oversight, we've dedicated a significant portion of our research to help organizations understand and tap into the power of emotions. It's great to see Mattersight Personality Labs open up its rich data to help us shine a light on this critical area."

The report is the first to be published by Personality Labs, a non-commercial platform within Mattersight established to advance the study, understanding and application of personality analytics, an emerging field of data science grounded at the intersection of advanced analytics, behavioral analytics and personality modeling. Real-world applications of personality analytics include predicting outcomes, modeling simulations, optimizing systems and improving relationships.

"In a decade-long analysis of over 1 billion consumer conversations, our data science team has amassed an incredible quantity and depth of unique insight into human behavior and interpersonal relationships, and pioneered a groundbreaking analytical process not replicated anywhere else," said Mattersight VP Marcel Korst, director of Personality Labs. "Personality Labs is a forum that allows us to share the output of this insight and capability with the wider world of researchers and scholars. We're thrilled to launch this new endeavor with research as solid and relevant as what Temkin Group has produced, and we look forward to seeing how a deeper, more scientific understanding of personality impacts ever-greater numbers of individuals and organizations."

The full report, "How Emotion Influences Conversation Outcomes," is now available to read or download at

Personality Labs is the leading source of expertise, research and innovation in personality analytics: the intersection of advanced analytics, behavioral analytics and personality modeling. It serves academia, industry and anyone interested in how these data techniques can predict, improve and transform the way people interact. To learn more or to discover our latest research, visit

Personality Labs welcomes boundary-pushing inquiry and visionary proposals from individuals and organizations whose work, research, interests and intellectual pursuits intersect with and support the advancement of personality analytics. All inquiries will be evaluated by our data science and behavioral model teams for originality, feasibility, resonance with the goals of Personality Labs and distinction from other active projects. To start the conversation, contact Marcel Korst at

Net Promoter, NPS, and Net Promoter Score are trademarks of Satmetrix Systems, Inc., Bain & Company, Inc., and Fred Reichheld, used under license



Marcel Korst

Le service à la clientèle demeure un facteur d’attrait significatif

Les Québécois achètent de plus en plus sur internet. La proportion des consommateurs qui ont réalisé au moins un achat en ligne est passée de 65 % en janvier à 82 % six mois plus tard, en août.

C’est ce qui ressort d’un sondage commandé par le Conseil québécois du commerce de détail (CQCD), qui a mandaté la firme L’Observateur pour prendre le pouls des consommateurs. Un millier d’entre eux ont participé à l’étude, tous des internautes.

«C’est une progression très importante, et on l’observe dans toutes les catégories socioéconomiques», dit Jacques Pelletier, chef de la direction à L’Observateur.

Elle est cependant plus marquée chez les 35 à 44 ans (88 %) et les ménages avec enfants (88 %), soit ceux généralement qui ont le moins de temps pour le magasinage.

En moyenne, les clients ont déclaré 11 achats sur internet au cours de l’année, un résultat relativement stable.

Leur site favori pour leurs achats? Si on se fie au sondage, Amazon remporte la palme, avec la moitié des répondants qui affirment y avoir fait au moins un achat en 2016.

Pas de voitures en ligne…
Certains secteurs profitent davantage de la progression de l’achat en ligne. Plus des deux tiers des répondants affirment avoir eu recours à internet pour l’achat d’un voyage (69 %) ou pour l’achat d’articles de divertissement (67 %), comme des billets de spectacles ou des livres.

Une majorité (62 %) de consommateurs s’est procuré des vêtements ou des accessoires de mode et 55 %, des articles électroniques, suivis des produits informatiques (45 %).

À l’inverse, les consommateurs veulent voir, toucher et peut-être même sentir, leur voiture ou leur bateau avant l’achat. Seulement 6 % les achètent en ligne. Pourtant, comme le souligne Jacques Pelletier, les concessionnaires ont déployé argent et énergie sur la toile. «On se serait attendu à voir une augmentation», dit-il. Sans doute, les consommateurs les magasinent en ligne. «Mais ultimement, la transaction se fait en succursales.»

Les prix, encore les prix
Plus des trois quarts des gens sont prioritairement à la recherche d’un prix avantageux (83 %) ou de rabais substantiels (73 %) lorsqu’ils achètent en ligne. Aussi, 84 % des répondants ont l’habitude d’effectuer des recherches en ligne avant la visite en magasin, alors que 71 % comparent les prix sur internet une fois en magasin.

L’incontournable centre commercial

L’achat en ligne a beau être populaire, les magasins restent bien présents dans la vie des Québécois. Le fait de pouvoir essayer le produit convoité (72 %) et d’en disposer sur-le-champ (66 %) constituent les deux facteurs incitant le plus les consommateurs à s’y  déplacer.

Les prix (51 %), le service à la clientèle (50 %) et le contact avec le personnel (36 %) demeurent des facteurs d’attrait significatifs pour les consommateurs. «Le service à la clientèle reste l’une des forces des détaillants, dit Jacques Pelletier. C’est donc important de maintenir une bonne qualité de service.»

Les consommateurs continuent de fréquenter intensivement les centres commerciaux traditionnels (61 %) et favoriser les détaillants québécois lors de leurs achats (64 %). «Le centre commercial n’a pas disparu, loin s’en faut, dit Jacques Pelletier. C’est encore l’endroit le plus fréquenté pour les achats. Aller y magasiner est encore vu, pour bien des Québécois, comme un moment de détente, agréable et magique.»

Service à la clientèle : s’inspirer d’Amazon ?


  Nov 1, 2016


Since its founding 22 years ago, Amazon has reached near mythic status for its superior service and customer experience.

Says company founder and CEO Jeff Bezos: “I would define Amazon by our big ideas, which are customer centricity, putting the customer at the center of everything we do, [and] invention. We like to pioneer, we like to explore, we like to go down dark alleys and see what’s on the other side.”

Now it’s time for you to leverage what Amazon has learned works – and doesn’t – to take advantage of their top customer service and customer experience strategies for your organization. And remember – no matter what industry or business you’re in, you’re competing with Amazon’s customer experience in the eyes of your customers anyhow – so you should consider adapting some these practices for your brand.

  1. Start everything with a core commitment to the customer.
    Customer service is in the DNA of Amazon. In fact, you could argue that it is the DNA. Read the company’s vision/mission statement and you will see the words: “to be earth’s most customer-centric company.” Bezos has said his leadership decisions have many times fallen to these simple words. With a laser-focus on customer experience and service as guiding strategic forces, it’s no surprise that Amazon has risen to the top.
  1. Build a corporate culture that knows how to listen.
    Because CEO decisions aren’t enough, Amazon makes sure that people in the company internalize the vision. Whether entry level or executive, many Amazon employees have opportunities to attend two days of call-center training. The goal: get them to learn how to listen – not just talk – to customers. When you listen, you understand. And through understanding, you can take the appropriate steps to meet the needs of your customers.
  1. Give your users the power of DIY service.
    Amazon has an incredibly detailed yet easy-to-navigate help center, which lets you drill deep into a number of specific concerns. Under the hood, there are thousands of articles, but the surface experience is streamlined, visually appealing, and in sync with the website’s shopping experience where users search by category or by specific need. With streamlined help and customer service paths, shoppers save time and feel empowered as they find their own solutions.
  1. Nurture a community of fellow customer support.
    Sometimes, it takes a village to solve a problem. Through hosting numerous forums, Amazon has made it easy for shoppers to tap into the wisdom of the crowd to get their customer support. The benefits are numerous. When customers help one another, Amazon’s service representatives can handle customer requests at a faster pace. And those users who do help one another get the satisfaction that comes with knowing they are part of a community.
  1. Make personal interactions an easy option.
    If Amazon’s self-service FAQs or community forums can’t solve the problem, customers have the option of reaching out to a real person. Callers get 24/7 support and are almost never put on hold. Amazon has also amazed with a free customer support service called “Mayday.” Owners of Amazon Fire phones can tap a “Mayday” button and get instantly connected via video to a tech advisor. The user sees the advisor live while the advisor only sees what’s on the phone screen. It’s yet another example of how important human interaction can be to ensure quality customer service.
  1. Help your buyer stay connected – wherever they are, whenever they want.
    The tipping point has passed for mobile commerce as more than half of customers now use their devices to make e-commerce purchases. Amazon’s mobile-first approach has become an industry standard, an impressive feat given the company’s vast array of products and categories. Streamlined and easy to navigate, Amazon’s site provides smart categorization and search functionality. With auto-fill, 1-click ordering, and other features, the shopping experience is one of convenience — something critical for modern-day shoppers on the go. Follow Amazon’s lead and meet your customer anywhere they are, as you build loyalty and appreciation by always keeping mobile in mind.
  1. Foster relationships between customers and brands.
    Amazon also wins points for advocating for the consumer when there is a problem with a vendor’s product or delivery process. In addition to this, the company builds relationships between its shoppers and hosted brands. Last year the company launched Amazon Exclusives, an initiative for entrepreneurs who want to promote their story. In the spirit of a crowdfunding website, the videos help shoppers feel more personally connected to the company and its products.
  1. Make your customer needs the driver of innovation.
    It’s important to remember that in 1994 when Amazon first started, the idea of making a purchase through “the information superhighway” was still new. Customers had to learn to trust the method of buying something online — a challenge Bezos met largely because he placed such strong emphasis on customer service. But books were never the end game for Amazon. Since then, the company has obviously expanded into other products and services to meet its shoppers’ content needs such as streaming and digital downloads. The company has also created its own hardware such as the Kindle e-reader. The lesson here is to never get comfortable with your success. Customer preferences are always evolving and always will, so let your their needs drive your innovation.


La relation avec la clientèle : base de la fidélisation


Publié le 15/09/2016 à 09:38



Géolocalisation, personnalisation, offres en temps réel, omnicanal… La fidélisation s’est transformée en une expérience numérique personnalisée en temps réel.

Pourquoi repenser les programmes de fidélisation ?

Il est parfois plus difficile de conserver un client que de le gagner. En effet, un client satisfait n’est pas forcément un client qui revient. Ses goûts changent, ses critères évoluent et ses choix peuvent l’amener ailleurs. Aujourd’hui, avec des outils comme la géolocalisation ou la personnalisation, les entreprises ont en main toutes sortes de moyens pour réinventer les programmes de fidélisation et pour retrouver les clients volages.

Il y a quelques années, la compagnie aérienne Jet Blue a demandé aux passagers avant le décollage d’un de ses vols ce qu’ils souhaitaient recevoir pour Noël. À l’arrivée, sur le carrousel des bagages, il y avait des cadeaux pour tous les passagers. Cette opération abondamment partagée sur les médias sociaux est à l’image des programmes de fidélisation actuels : personnalisée à l’extrême, vécue en temps réel, géolocalisée et ultra concurrentielle.

La fidélisation à la base de toute relation commerciale

Le principe de fidélisation est aussi vieux que celui du commerce.

Les premières entreprises à avoir créé des programmes de fidélisation sont les détaillants et les vendeurs par correspondance, à la fin du 19e et au début du 20e siècle. À chaque achat, les clients obtenaient des timbres à coller dans un livret qu’ils pouvaient ensuite échanger contre des cadeaux ou des rabais, comme dans la célèbre pièce Les Belles-sœurs de Michel Tremblay.

Les compagnies aériennes ont raffiné le concept dans les années 1980 avec leurs programmes de voyageurs fréquents qui s’appuyaient sur les données marketing de leurs clients. Rapidement, les chaînes hôtelières et le commerce de détail ont emboîté le pas.

Que l’on pense aux dollars Canadian Tire, aux Air Miles, aux milles Aeroplan, ou à la carte Optimum… les programmes de fidélisation sont désormais partout.

Les bases de la fidélisation

Pour bien fidéliser la clientèle, il faut d’abord bien la connaître. La segmentation permet de déterminer qui veut quoi, et quand. En ciblant leurs clients avec les bons outils et sur les bons canaux, les entreprises peuvent proposer des offres, des produits ou des services à plus forte valeur ajoutée.

L’écoute des commentaires, des plaintes et des besoins des consommateurs est un des éléments clés pour améliorer la qualité du service et renforcer la fidélité de la clientèle.

Aujourd’hui, de nombreux outils permettent de mesurer, de sonder, d’analyser et de comprendre le client tout au long de son parcours.

Des programmes de fidélisation de plus en plus poussés

À l’ère du numérique, les programmes de fidélisation vont bien au-delà des cartes et autres récompenses : ils accompagnent littéralement le client tout au long de son cheminement.

La géolocalisation permet par exemple de suivre les membres d’un programme de fidélisation à la trace. En activant la géolocalisation, ceux-ci peuvent recevoir des alertes lorsqu’ils se rapprochent d’un point de vente et obtenir des offres ciblées en temps réel.

Au début, les consommateurs voyaient la géolocalisation comme un jeu, une façon amusante de dire à leurs amis où ils se trouvaient. Désormais, les commerçants peuvent s’appuyer sur celle-ci pour récompenser leurs clients les plus fidèles.

La personnalisation pour créer un lien de confiance

Les données sur le client — son parcours, son historique d’achat, ses besoins, ses habitudes — sont précieuses pour les entreprises. Elles leur permettent non seulement de faire des offres sur mesure qui renforcent la fidélisation, mais aussi de leur parler de manière personnalisée, pertinente et intéressante. Le consommateur n’est plus seulement une cible, il est aussi une personne.

Parce qu’au-delà de la transaction, la fidélisation, c’est aussi une question de relation. 

Ten Steps to Plan a Next-Generation Customer Engagement Hub

Source :

Large organizations must re-evaluate their CRM applications and plan a customer engagement hub.

The customer engagement hub (CEH) is held back in terms of adoption because it is not a packaged item of software that can simply be acquired, but rather a system of systems from multiple vendors that IT leaders have to integrate.

For an end-to-end customer experience across channels and departments, IT leaders must build a CEH.

“Nevertheless, to offer an end-to-end customer experience across channels and departments, IT leadersmust build a CEH,” said Olive Huang, research director at Gartner. “Only a CEH can connect employees across departments, employees with customers, and customers with their peers, while also managing and optimizing personalized customer interaction.”

Gartner has developed a 10-step approach to help IT leaders plan their next-generation CEH.


  1. Discover Improvement in Customer Journeys
    It is of paramount importance that IT leaders focus on the customer journeys that result in the most customer engagement interactions. To do this, they need to map customer journey steps and touchpoints to the communication channels.
  2. Define Business and IT Imperatives
    Translate the identified issues and opportunities into business and technology imperatives. It is likely that the opportunities will enable departments within organizations to “act as one,” so that, for example, personalized content is delivered to the right channels, according to customers’ preferences and contexts.
  3. Secure a Project Owner and Budget
    Two of the key challenges organizations face are that no one “owns” the CEH, and that those who will benefit from it may not have the budget or power to make decisions. As a result, IT leaders need to establish operational ownership and budgets for the CEH project.
  4. Build Departmental Collaboration
    IAs CEH projects emphasize cross-departmental discipline, IT leaders must investigate processes and tools to enable direct connections between people across the organization, and to enable them to complete tasks more quickly.
  5. Take Stock of “As Is” CEH Components
    It is important to have an overview of the types of technologies the organization already uses to interact with customers, the people using them, and the people supporting each function or customer touchpoint. A CEH will tie together operational CRM systems, communication infrastructure, business rules, relevant information and analytics.
  6. Identify Technological Convergence
    A CEH needs to be “fit for purpose”. Its design principle should reflect the key improvements and business results that the organization wishes to make to determine the business and IT imperatives.
  7. Develop Integration Strategy
    Organizations must reshape their integration strategy for a bimodal and self-service delivery model. Gartner refers to the desired strategy as a “pervasive integration” strategy, which will help an organization meet the growing number of integration requirements: application-to-application, B2B, cloud service, mobile app and, increasingly, Internet of Things.
  8. Establish a Two-Tiered Approach
    Planning a CEH requires the development of a two-tier approach: one for the duration of the implementation stage and one for ongoing operations. For the implementation stage, IT leaders will need to identify and prioritize issues and opportunities in the CEH landscape that require bigger investments among others. For the operational approach, IT leaders will need, for example, to build in-house competence in customer journey mapping, and establish reporting, escalation and organizational collaboration mechanisms for a central view of improvements.
  9. Plan for the Change
    Gartner uses the term “big change” in view of the big efforts that could alter business operations as a result of significant levels of novelty, volatility, disruption and scope. IT leaders should identify the risks and opportunities that may arise from these four factors of big change and determine the effects they may have on change management efforts.
  10. Design the Measurement of Business Impact
    Ensure that key performance indicators and metrics are part of the CEH design. The key metrics to reflect the business impact need to be monitored, reviewed and sometimes adjusted as part of the operational quality parameters.

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Gartner clients can obtain further information in “Ten Steps for Planning Your Customer Engagement Hub.”

Gartner analysts will discuss how to measure the success of CRM projects at the Gartner Customer Strategies & Technologies Summit 2016, May 25-26 in London. Follow news and updates from this event on Twitter at #GartnerCRM.

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