There’s lots of chatter these days in the consumer products world (especially technology products) about the ‘end-to-end experience’ — or the start-to-finish engagement a consumer has with a particular product, from when they first hear of it, to when they perceive its marketing, to when they buy it, open its packaging, use it, and live with it for a while (and then, of course, when they consider buying another one).
A quick Google search even shows a job posting for an End-to-End Category Leader at Intuit. When a trend becomes a job title, it’s a good time to pay attention.
According to a fairly lame white paper on the subject (see the PDF), full of blustery business-speak:
Why Track End-to-End Customer Experience? The answer is quite simple. Customer satisfaction, intention to repurchase at the same or higher level and willingness to be a positive reference lead to higher profits and increased market share through repeat purchases and new business with referrals. In short, knowing what drives customer loyalty is important to your company’s financial health.
In essense, consumers judge a product not just by its features and function, but on their full experience from first contact until the last batteries are dead.
It seems an obvious lesson, but consider how many arts organizations follow its teachings. When you call the box office, when you try to speak to a real person to find directions or learn the right number to give your babysitter, when you want to know about exchange policies, when you enter the space for the first time and aren’t sure where to go, when an usher or attendant takes your ticket or exhibit pass, when you move through the event or exhibit, when you leave the building, when you return home, and when you go on-line to learn more about what you just saw…how many single cultural experiences feel consistent and engaging from end-to-end?
And a compelling end-to-end experience in the arts isn’t necessarily about opulence — concierge services, red carpet valet, chrome and marble foyer, etc. It’s about a total experience consistent with the particular creative moment at hand — sometimes donuts and apple cider can trump truffles and Champagne.
When a company gets it right, it’s often unstoppable. Witness all the Microsoft employees stealthily wearing Apple iPods in the Microsoft headquarters. When a company gets it wrong — by focusing only on the thing itself — they’re left wondering why their staff is using a competitor’s product.
Find a friend you trust. Ask them to be a first-time buyer of a cultural event at your establishment. Then see how they describe or critique the full breadth of experience they receive when they choose to attend an event. The research costs nothing, but the findings could be priceless.
