Here's something to ponder: Companies often think they are doing a great job with the customer experience. But customers disagree.

"[Bain & Company, 2005] surveyed 362 firms and found that 80% believed they delivered a 'superior experience' to their customers. When [they] asked customers about their perceptions, only 8% reported receiving a superior experience."

At Interaction Metrics, we explain the breach between customers and companies this way: While companies focus on average scores and rating their customer service as a whole, customers respond to the details that make up their personal customer experience.

To uncover aspects of the lived customer experience and reveal details overlooked by generalized approaches to customer satisfaction, we developed the QCI Model™. Our model assesses interactions by the four key dimensions that define all customer interactions and then segments the dimensions by tens, or even hundreds of elements, so that no detail is left uncounted or unobserved. The way we see it. . . there is no detail too small to assess if it impacts customer feelings and behaviors.

We think in generalities, but we live in detail.
- Alfred North Whitehead (1861-1947)

Customer service can be great from the customer's point of view but a loser from the perspective of corporate profits. Customer service might be strong when measured against a company's basic brand requirements but weak when compared with the marketplace at large. A company may have the best customer service in their market but still fall short of meeting their customers' expectations. Basically, there's not one way to take in the quality of customer service, rather there are many ways. That's why companies that monitor the customer experience from multiple perspectives usually show the strongest, best performance. In turn, one of the values we offer you is customer service and customer experience measurement from multiple points of view.

I've always felt that a person's intelligence is directly reflected by the number of conflicting points of view he can entertain simultaneously on the same topic.
- Abigail Adams (1744-1818)

While companies have been quick to offer new interactive technologies, they've been slow to shine a light on the fundamental structure of interactivity, the interaction. Yet, consider the power of interactions this way: More than any other part of the buying experience, interactions (whether face-to-face, phone, email or chat) take the most time and effort on the part of the customer. Precisely because the customer is involved, interactions are nearly always the most memorable aspect of the customer experience.

But, memorable cuts both ways. If an interaction is difficult and unpleasant, that bad interaction sticks out like a sore thumb. On the other hand, if an interaction is fun and efficient it may mark a high point in the customer's day, leaving a positive, lasting impression.

When you work with Interaction Metrics, you will tap into methods that have been specifically designed to uncover interaction details. Working from the details, we help you create, positive, unforgettable moments for your customers.

Every time you enter a store and an associate barks "how you doin' today?" (and noticeably could care less) or you write an email and get a non-sequitur reply, you're dealing with a company that has failed to recognize the importance of interaction.
- Martha Brooke, Interaction Metrics Founder

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