Survival requires differentiation and, for asset managers, the old ways have become unreliable. To address the root cause, firms should shift from being ‘product-led’ to ‘client-led’ and redress any internal imbalance. CX is here to stay and it’s a good thing: you will get what YOU want, by helping clients get what THEY want.
As individuals, our transactions with B2C firms have taught us to expect outstanding client experience (CX). However, CX in a B2B relationship has additional features to it over and above B2C and they make B2B CX more complicated and protracted, but still entirely achievable if you use an appropriate model.
CX operates on the emotional level where, when it comes to decisions about buying, staying and to consuming more, a good experience is forgettable and only the extraordinary counts. This is a huge opportunity for those asset managers who are ready to seize it.
Client experience is a client’s overall impression of you as a supplier. It is personal, subjective, open to influence, sometimes irrational, and subject to change as a result of any and every interaction they have with your firm. We advocate deliberate ‘expectation-setting’ and ‘sweating the small stuff’ as well as glory projects.
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