Introduction

This assignment is based on the customer experience (CX) processes of Apple about its MacBook product mainly in the UK. This assignment helps to understand the importance of the customer for the business growth of the company.

Importance of customer experience

The expression “customer experience” alludes to a client’s general impression of a business or its items as well as their collaborations with them all throughout their whole buying venture. It covers every touchpoint, from initial research and purchase to post-sale support and product use. Item quality, convenience, client assistance, brand notoriety, and close-to-home association are all important for it.

The customer experience plays a crucial role because of Apple and its MacBook product. The MacBook is not an exception to Apple’s reputation for providing excellent customer service across its entire product line in the UK (Alexander, and Cano, 2019). Apple constructs brand reliability by giving a positive client experience. Customers who are satisfied with their MacBooks are more likely to remain loyal to Apple, acquire additional Apple products, and recommend Apple to others. Experience with customers can be a significant point of differentiation in a highly competitive market. Apple’s commitment to conveying an excellent MacBook experience isolates it from other PC producers, attracting clients who center around an unrivaled client experience.

Consumer loyalty ascends with a positive client experience. Customers of the MacBook are more likely to become brand advocates and feel satisfied with their purchase when they have a consistent and pleasant experience with their device. Apple wants to give customers an experience that makes them want to buy again. Clients who are satisfied with their MacBooks are bound to buy extra items from Apple, like iPhones or iPads, or move up to fresher models. Keeping current customers is frequently less expensive than acquiring new ones. Apple strives to keep MacBook users satisfied and engaged, decreasing the likelihood that they will switch to a competitor’s product by prioritizing the customer experience. The customer experience has a significant impact on Apple’s MacBook product success. Apple maintains a market advantage, encourages repeat purchases, and builds customer loyalty by consistently providing a positive experience.

Creation of customer persona

A client persona, otherwise called a purchaser persona or client symbol, is a made-up portrayal of an ideal client in view of statistical surveying and information about genuine clients. A clear picture of who customers are, what drives them, and how they make decisions are the goals of creating customer personas, which aim to humanize the target audience (Budiono, et al. 2019). One can acquire experiences in clients’ outlooks, assumptions, and trouble spots by making personas. This understanding assists with administrations, and client encounters to meet their particular requirements and inclinations. Personas assume an essential part in client venture planning, which includes understanding and upgrading the start-to-finish client experience. One can identify customer pain points, areas for improvement, and opportunities to delight customers at every stage of their journey by mapping out each persona’s interactions and touchpoints with the brand. Client personas assist associations with adjusting their methodologies, items, and administrations with the necessities and assumptions for their objective clients. organizations can make more customized, applicable, and connecting with client encounters that drive consumer loyalty, and business development by utilizing these personas actually (Chylinski, et al. 2019). At the point when workers have an unmistakable comprehension of who they are serving, they are bound to feel for their requirements and give better client encounters across different touchpoints.

Customer journey mapping

The entirety of a customer’s interaction with a business or brand, from their initial awareness of a product or service to the stage following their purchase, is referred to as the customer journey. It envelops all touchpoints and communications a client has with the organization, both on the web and disconnected, across different channels and gadgets (Esmaeilian, et al. 2019). Companies can align their marketing, sales, and customer support efforts to provide a cohesive experience regardless of the channel or device used by understanding the customer’s path and interactions.

Table 1: Customer journey mapping

(Source: Self-created)

Figure 2: Stages of Customer Journey

(Source: Self-created in Ms. Word)

Omnichannel marketing

Omnichannel marketing is an approach to marketing that aims to provide a consistent and seamless customer experience across multiple channels and touchpoints. It involves combining mobile, social media, offline, online, and other marketing channels into a single strategy. The goal is to permit clients to collaborate with the brand through their favored channels and to make a durable brand insight (Fokina, and Barinov, 2019). Due to its solid presence across various channels and predictable customer experience, Apple’s MacBook product plays an important role in omnichannel marketing. Apple’s MacBook thing is undeniably remembered for Mac’s actual site, where clients can research various models, investigate subtleties, and make purchases. Clients can examine and assess their choices on account of the site’s exhaustive item data, visuals, and client surveys. Apple’s actual stores go about as key touchpoints in the omnichannel experience. Clients have the chance to actually associate with the MacBook, get individualized help from Apple subject matter experts, and partake in studios or occasions. Clients foster a more grounded association with the brand because of these in-store encounters. Apple’s ecosystem, particularly its integration with iPhones and iPads, adds value to the MacBook. Customers can seamlessly match their data and work across multiple devices, enabling a predictable experience and increasing productivity. Providing consistent product experiences, and seamlessly integrating with other Apple devices and services, the MacBook product contributes to Apple’s overall omnichannel marketing strategy by maintaining a strong presence across online and offline channels. Clients’ general image insight and dependability are upgraded because of this methodology’s capacity to collaborate with the brand in an adaptable and helpful way no matter what channel they pick.

Different marketing channels used by Apple

Web-based Promoting

Apple utilizes internet publicizing across stages like Google, virtual entertainment (Facebook, Instagram), and show organizations (Kelly, 2019). These promotions are decisively focused on arriving at potential MacBook clients in the UK in view of socioeconomics, interests, and online way of behaving. Apple guarantees its message contacts the right crowd, creating interest and driving expected clients toward their site or approved affiliates by showing up in important web-based spaces.

Apple’s Web Page

The MacBook information and sales are centralized on Apple’s official website. It features customer reviews, high-quality images, detailed product descriptions, and comparison tools (Zebal, et al. 2019). The site empowers clients in the UK to investigate MacBook models, arrange their favored particulars, and make direct buys. Customers can easily switch between their desktop and mobile devices thanks to the seamless browsing experience it offers across all devices.

Retail Partners

To expand its distribution network, Apple collaborates with authorized retailers and resellers. MacBooks are available for purchase and support is provided by these partners, who include online marketplaces and electronics stores. To learn more about the MacBook line, compare prices, and take advantage of additional services like financing or extended warranties, customers can visit these locations. This channel guarantees more extensive accessibility and helpful access for clients, enlarging the consistent client venture.

Apple provides MacBook users with a comprehensive and unified customer journey by utilizing these various marketing channels. Clients can find and investigate MacBook items through designated internet promoting and Apple’s site, experience them firsthand at actual stores or accomplice retailers, and access educational substances through different channels (Kerin, and Hartley, 2019). Customers’ satisfaction and brand loyalty rise as a result of these marketing channels’ seamless integration, which ensures a consistent and engaging experience throughout the buying process [Referred to Appendix 2].

CX performance metrics

Net Advertiser Score (NPS)

To calculate NPS, one must collect responses from a representative sample of customers and determine the percentage of Promoters and Detractors.

NPS = (% Promoters – % Detractors) * 100

To determine the NPS score, divide the percentage of Promoters by the percentage of Detractors, then multiply by 100 (Mahalakshmi, and Kavitha, 2019). NPS can go from – 100 to +100, where a higher score demonstrates a more significant level of client steadfastness and promotion.

The NPS, for instance, would be as follows if 70% of respondents were Promoters and 15% were Detractors:

NPS = (70 – 15) * 100 = 55

A NPS score over 0 is by and large thought to be positive, while scores over 50 are viewed as great.

Figure 3: Benefit of calculating NPS

(Source 2: Perceptive.co.nz)

Lifetime Value (LTV) of a Customer

LTV is a metric that gauges the complete income a business can hope to produce from a solitary client all throughout its relationship with the organization. It assists in determining the long-term worth of acquiring and keeping customers.

LTV is the multiplication of the Average Purchase Value, Purchase Frequency, and Customer Lifespan. The average amount a customer spends on each transaction is the subject of this. Divide the total revenue from all purchases by the total number of purchases to get this number [Referred to Appendix 1].

The LTV, for instance, would be as follows with an average purchase value of $50, a purchase frequency of three times per year, and a customer lifespan of five years:

LTV = $50 * 3 * 5 = $750

In this model, the assessed LTV for every client is $750.

NPS (Net Advertiser Score) and LTV (Client Lifetime Worth) are both significant execution measurements used to assess the achievement and benefit of a business. Apple can acquire important experiences in client dedication, fulfillment, and long-haul productivity by ascertaining NPS and LTV about their MacBook product (Mao, et al. 2019). These metrics assist in developing strategies to enhance customer experiences and maximize customer lifetime value as well as identifying areas for improvement. The NPS score indicates the level of customer satisfaction and their sentiment about the MacBook product of Apple. Apple can take proper business strategies with the help of the LTV score for further development of the business.

CX processes in different industries

Apple is known for its dedication to providing exceptional customer experiences, and customer experience (CX) is an essential component of any business (Podolny, and Hansen, 2019). Their customer experience strategy is influenced by a number of important success factors in relation to their MacBook product. Governance, culture, and the process of designing and implementing the CX strategy are among these factors.

Governance

A high-quality and consistent customer experience can only be achieved through effective governance. For their MacBook product, Apple establishes governance mechanisms to oversee and manage customer experience initiatives, especially in the UK. Apple’s top administration exhibits areas of strength for client experience by defining clear objectives and assumptions for the MacBook item’s CX. In order to align their efforts and guarantee a seamless customer experience, Apple’s engineering, design, marketing, and customer support departments work closely together (Tkacz, 2019). Apple regularly monitors and analyzes metrics related to customer satisfaction, product quality, and support effectiveness in addition to establishing key performance indicators (KPIs). The processes of decision-making are aided by this data, which helps to identify areas for improvement.

Culture

For consistently providing exceptional experiences, it is essential to cultivate a culture that is focused on the customer. Apple urges its representatives to focus on the necessities and inclinations of MacBook clients in the UK (Salvioni, and Almici, 2019). Apple gives its employees the authority to take responsibility for customer experiences. They are given the power and resources they need to make decisions that put the needs of the customer first. Apple encourages a culture of continuous improvement and learning. Workers are urged to assemble client criticism, share experiences, and partake in preparing projects to improve how they might interpret client requirements and assumptions.

Process for Developing and Implementing a Customer Experience Strategy

Mac plans and executes a client experience system for their MacBook item through a clear-cut process.

Analyses and Research

Apple analyzes customer insights and extensive market research to comprehend customer preferences, issues, and expectations. This examination assists shape the CX system with planning.

Objectives of Customer Experience

Apple has clear goals for the MacBook customer experience based on the findings of the research (Siby, and George, 2019). The desired outcomes are outlined in these goals, which serve as a blueprint for subsequent strategy development.

CX Procedure Improvement

For the MacBook, Apple develops a comprehensive customer experience (CX) strategy that incorporates product design, user interface, customer support, and post-purchase experiences. The company’s overall brand values and the preferences of the target market are in line with the strategy.

Comparison of CX processes between Apple and Instagram

Customer experience procedures can vary significantly between businesses, even within the same industry. Clients can without much of a stretch set up their gadgets in the wake of buying an Apple item because of the easy-to-use connection point and bit-by-bit guidelines (Sun, et al. 2019). At Apple’s physical stores, customers can also receive individualized instructions on how to set up and use their products. The selection communication on Instagram is clear and can be done quickly. Customers are encouraged to provide basic information, create a record, and immediately begin using the platform. Apple gadgets provide a consistent and predictable customer experience across a variety of products. These devices are renowned for their instinctive and outwardly engaging points of interaction. The design places an emphasis on being easy to use, straightforward, and visually appealing (Tien, 2019). Instagram’s UI is intended to be straightforward and outwardly engaging with an emphasis on sharing visual substance. It makes it simple for users to browse their feeds and locate content by placing an emphasis on images and videos.

Conclusion

Apple is known for its dedication to providing exceptional customer experiences, and customer experience (CX) is an essential component of any business. Their customer experience strategy is influenced by a number of important success factors in relation to their MacBook product. Apple has clear goals for the MacBook customer experience based on the findings of the research. The desired outcomes are outlined in these goals, which serve as a blueprint for subsequent strategy development. For consistently providing exceptional experiences, it is essential to cultivate a culture that is focused on the customer. Apple urges its representatives to focus on the necessities and inclinations of MacBook clients in the UK. Clients have the chance to actually associate with the MacBook, get individualized help from Apple subject matter experts, and partake in studios or occasions. Clients foster a more grounded association with the brand because of these in-store encounters.

Reference List

Journals

Alexander, B. and Cano, M.B., 2020. Store of the future: Towards a (re) invention and (re) imagination of physical store space in an omnichannel context. Journal of Retailing and Consumer Services, 55, p.101913.

Budiono, S., Purba, J.T., Adirinekso, G.P. and Rajagukguk, W., 2021. Market Growth Strategy through Consumers’ Satisfaction, Product Quality and Brand Image: Evidence from Jakarta Indonesia.

Chylinski, M., Heller, J., Hilken, T., Keeling, D.I., Mahr, D. and de Ruyter, K., 2020. Augmented reality marketing: A technology-enabled approach to situated customer experience. Australasian Marketing Journal, 28(4), pp.374-384.

Esmaeilian, B., Saminathan, P.O., Cade, W. and Behdad, S., 2021. Marketing strategies for refurbished products: Survey-based insights for probabilistic selling and technology level. Resources, Conservation and Recycling, 167, p.105401.

Fokina, O. and Barinov, S., 2019. Marketing concepts of customer experience in digital economy. In E3S Web of Conferences (Vol. 135, p. 04048). EDP Sciences.

Kelly, A., 2019. Apple and Google named in US lawsuit over Congolese child cobalt mining deaths. The Guardian, 16.

Kerin, R. and Hartley, S., 2019. Marketing, 14e.

Mahalakshmi, M.K. and Kavitha, K., 2021. A comparative study on customers satisfaction towards android operating system and iphone operating system in moblie phone. Annals of the Romanian Society for Cell Biology, pp.12337-12344.

Mao, Y., Lai, Y., Luo, Y., Liu, S., Du, Y., Zhou, J., Ma, J., Bonaiuto, F. and Bonaiuto, M., 2020. Apple or Huawei: Understanding flow, brand image, brand identity, brand personality and purchase intention of smartphone. Sustainability, 12(8), p.3391.

Podolny, J.M. and Hansen, M.T., 2020. How Apple is organized for innovation. Harvard Business Review, 98(6), pp.86-95.

Salvioni, D.M. and Almici, A., 2020. Circular economy and stakeholder engagement strategy. Symphonya. Emerging Issues in Management (symphonya. unicusano. it).

Siby, A. and George, J.P., 2022. Influence of customer relationship management for the success of E-business. In Information and Communication Technology for Competitive Strategies (ICTCS 2020) ICT: Applications and Social Interfaces (pp. 473-481). Springer Singapore.

Sun, Y., Kong, L., Khan, H.A. and Pecht, M.G., 2019. Li-ion battery reliability–a case study of the apple iphone®. IEEE Access, 7, pp.71131-71141.

Tien, N.H., 2019. International distribution policy comparative analysis between samsung and apple. International journal of research in marketing management and sales, 2020(1), p.2.

Tkacz, N., 2019. Money’s new abstractions: Apple Pay and the economy of experience. Distinktion: Journal of Social Theory, 20(3), pp.264-283.

Zebal, M., Ferdous, A. and Chambers, C., 2019. An integrated model of marketing knowledge–a tacit knowledge perspective. Journal of research in marketing and entrepreneurship.

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