1.

Introduction

Customer experience strategy generally encompasses all plans, which a concerned company
makes for ensuring positive and high-quality customer experiences. For portraying the strategy
practised by a company in fulfilment of customer experience, consideration has been made upon
Dyson from Singapore and the product has been referred to as "Dyson V12 cordless vacuum
cleaner”.

2. Importance of customer experience

Customer experience indicates having an overall perception as well as interactions any customer
has made with the concerned brand during the entire journey with it.

Dyson has over time designed, manufactured and after all sold household appliances from hand
dryers, “vacuum cleaners”, “air purifiers”, hair tools, “bladeless fans” and heaters to lights as
well (Mahmoud, 2021).

Perceptual Map for 5 Vaccum cleaner manufacturers across the UK

Highest Coverage of Features

E= Electrolux
D= Dyson H
I= iRobot, Low
D= Dirt Devil DLo i
e B
B= Bissel west
g
s
D h
E
t e

t I s

Lowest Coverage of Features

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 Figure 4: Market positioning of Dyson

(Source: Self-created)

The market for the Vacuum cleaners is very highly competitive and customers are given wide
range of options from different companies from “Dirt Devil”, “Bissel”, “iRobot” to choose from.
Through prioritizing the experience of customers and work accordingly can make it differentiate
from competitors and show justification to it accruing 12 million users using it worldwide
(Statista.com, 2022). Hence from having positive experience with V12 cordless vacuum
cleaners, users may refer friends, families where positive word-of-mouth may act as endorsement
itself from company behalf and amplify its reach to greater customer base in the market
(Mahmoud, 2021).

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 Figure 1: Properties of the Vacuum Fibre of Dyson

(Source: Dyson.ph, 2022)

New edge customers are concerned of environmental footprint and pollution. Their experience is
important to the company as it wants to make them feel the difference over anti-carbon fibre in
"Dyson V12 cordless vacuum cleaner" (Kirmond, 2020). The difference is upon capturing more
dirt in comparison to other cyclone technology with the toughness and durability of ABS and the
Polycarbonate to expel far cleaner air compared to before (Dyson. ph, 2022).

.3. Creation of customer persona

Definition

Customer persona has been an archetypal representation over present subsets of customer base.
It has been created depending upon research, lying collected data and insights for understanding
characteristics, preferences and needs, behaviours as well as goals of any specific customer
groups (Lehnert et al, 2021).

Role

A customer persona is perceived to act as the main reference point in decision-making allowing
businesses in aligning their offerings to customer expectations and have enhanced customer
satisfaction as well as drives the strategies of customer-centric growth (Salminen et al, 2020).

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 Story of Sarah V. Motivation in using Dyson
products

● 22 years old and from

Generation Z ● Cordless design to easily
● Recently moved into his manoeuvre daily
first apartment. performance.
● She is excited about her ● Sarah is environmentally
newfound independence conscious.
Name: Sarah V. ● Made a choice over the ● Sleek as well as modern in
"Dyson V12 Cordless" design reflecting its own
Demographics model. sense of style.

● Gender: Female
● Age: 22 years
Goals in using vacuum
● Occupation: Student and
cleaner Pain points products
recent graduate
solves for Sarah V.
● Relationship/Marital
status: Unmarried ● To maintain clean home
● Location: Singapore with very little effort ● Issue of lack of
● To live hygienically convenience in cordless
Profile of Sarah V.
● To get help from vacuum saves time and
technology hassle of dealing with the
● Strong digital presence cords.
● Tech-savvy ● Long-term sustainability
● Environment conscious from it being eco-friendly
anti-carbon and energy
Values over convenience,
efficient.
efficiency

Table 1: Customer Persona

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4. “Customer journey mapping”

Customer journey mapping has been referred to as a visual story lining of each engagement of
the customers to services, products or the brand. Hence journey mapping generally lays out touch
points that a consumer may have with a stipulated brand from the way they first heard of the
brand in social media to brand advertising and direct interactions with the products, interactions
to lying websites a consumer takes in completing an objective with this purchase (Micheaux and
Bosio, 2019).

Figure 2: “Customer Journey Mapping”

(Source: Micheaux and Bosio, 2019)

Here in this figure, step-by-step journey of the customer Sarah is demonstrated and shown the
way she can become more loyal to this brand Dyson. Through accessing this map, companies
can be expected to increase its sales of Vacuum cleaners further (Micheaux and Bosio, 2019).

Importance of “Customer journey mapping” to CX strategy

Outlining all current processes can help to visualise aspects the customer has been experiencing
in time-being and try to unveil pain points that need to be essentially addressed. Through this
process of mapping, a brand can be able to connect with the buyers and have influenced the

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organisation in prioritizing the customer experience through shared understanding (Bradley et al,
2021).

“Components” “Customer Journey”

● Awareness: Generation Z consumer Sarah has become
Stages of the journey
aware of the cordless model of V12 from Dyson
through online research.
● Consideration: She has explored the features of
products suited to her necessity, compare with
different competitors, read the reviews of the product
and seek of recommendations in accessing its
suitability.
● Purchase: Sarah decides over purchasing V12 by
channels of online or in-store.
● Post-purchase: Sarah has unboxed, and set it up for
using it.
● Researching information online about the product.
Activities
● Visiting retail stores
● Receiving and setting V12 in cleaning tasks.
● Feelings: excitement, curiosity, assurance, trust,
Feelings and needs
satisfaction.
● Needs: convenience, effective cleaning performance,
transparency.
● Enhance the online presence
Potential opportunities for
● Better visibility by targeted advertising
improvement
● Greater engagement with the content of social media

Table 2: Mapping the customer journey

5. Analysis of Omni channel marketing

5.1 Omni channel marketing

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It refers to a customer-centric approach into which all types of channels have been integrated and
allow the customers to have a unified and overall consistent experience whether they appear in a
physical store by use of an app or on a website (Cui et al, 2021).

5.2 Explanation of the Role of Customization in omnichannel Marketing

Customisation generally plays a vital role in omnichannel marketing through the provision of
personalised as well as tailored experiences to customers throughout multiple channels. There
are key aspects highlighted roles of customisation are,

Enhanced customer experience

Through tailoring content, promotions, and product offerings in matching individual preferences,
businesses can be seen to provide a personalised as well as engaged customer experience. The
stores have been aesthetically sharp as well as alive with motion dedicated to undertake “Dyson
Demo” space shows which consider full portfolio over technology pinups from the vacuums to
the lights to the fans as well (Rahmawati and Arifin, 2022).

Improved customer engagement

Customised marketing-based campaigns and associated communications may engage customers

and have built a stronger relationship. Dyson attempts audiences and has delivered relevant
content as well as offers that may lead to a higher level of customer engagement and conversion
rates (Lorenzo-Romero et al, 2020). It has marketing mix based on combination of “Word-of-the
Mouth” communication and different techniques of digital marketing to improve customet
engagement.

Higher level of conversion rate

Customisation assists in the improvement of conversion rates by delivering targeted messages as

well as offers to the customers depending on their preferences, browsing behaviours and
purchase history (Confetto et al, 2020). This company has worked continuously upon developing
bond in between customers and brands maximising online-offline movements at same pace with
every touch points.

Different sales and marketing channels used

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Dyson has utilised various sales and marketing channels for model V12 Cordless to have a wide
reach as well as accessibility among customers. It is evidenced by the company to use channels
such as,

E-commerce platforms: V12 has been widely available for purchases in e-commerce platforms
such as Amazon and other authorised resellers (Sharma and Gandhi, 2023).

Hosting events: Dyson brand has given customers a good edge in opportunities for trying new
products for themselves before making the whole purchase. It helps out company truly giving
power to a unique selling point of several items in its portfolio rather rely upon marketing
campaigns. It has marketed products through digital catalogues, different testing centres to
standstill Dyson’s legacy (Hossain et al, 2020).

Advertising: It spends $100 million on advertising in the digital as well as national TV in 2022
and invests in premium ad units, advertised on 250 different levels of media properties (Eriksson
Renzi and Leirup, 2021).

6. Identification of CX performance metrics

“Customer Effort Score” has been considered as a measurement of the level of the effort
required by the customers in achieving the goals at the time of interacting with a company.

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 Figure 2: CES Score

(Source: Markoulidakis et al, 2021)

By tracking CES as well as what drives it, service leaders have made changes in improving
customer experience. CES has been measured by asking single questions as well as scoring
responses on a scale from 1 to 7 where 1 represents the highest level of disagreement with a
lying statement and higher values may represent tending to appraisal (Markoulidakis et al, 2021).
For the "V12 cordless model", CES has been measured by assessment of how easy it has been
for customers in researching, purchasing, and setting up as well as using a vacuum cleaner. It can
address minimisation of customer effort to be addressed in these areas that may lead to have a
higher customer satisfaction as well as loyalty (Markoulidakis et al, 2021). From the above
figures, ssuppose with a survey process made over customers with Dyson for this model V12, it
is found that CES score has been 3 refers efforts of the customers to be high to accomplish the
challenging as well as time-consuming to get reach to the company.

“Customer equity” is defined as total of discounted values of customers of the customers in

lifetime. More loyal customers become, higher can be the customer equity as seen. There have
been generally three drivers of customer equity as brand equity, value equity and the relationship
equity (Lim et al, 2022). Customer equity is referred by equation as sum of present and the future
customer lifetime values.

For the "V12 cordless model", customer equity can be shown as,

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 Figure: Customer Equity

Through leveraging the customer data as well as insights with the help of CE and CES metrics,
businesses of Dyson may deliver personalised experiences which may resonate with the
individuals and have built upon long-lasting relationships (Lim et al, 2022).

7. Description of CX processes in different industries

7.1 Description of CSF factors

"Critical Success Factors" naturally refer to key elements which have been crucial to achieve a
successful edge of customer experiences.

Structure

The CSF has focused on the structure of the organisation as well as processes which support CX
initiatives. Dyson has established a dedicated CX team responsible for overseeing the overall
customer journey ensuring seamless interactions and driven improvements (Green, 2019).

People

Dyson seek to have training employees who actually possess a strong interpersonal skills,
customer-centric mindset and empathy. It includes overall training of the customer-facing staffs
in providence of the personalized as well as knowledgeable support.

Measurement

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Dyson can be seen to establish a clear CX metrics, and KPIs (Kerzner, 2022). Regular tracking,
analysis of the metrics have been expected to provide a larger pace of insights to areas of
improvement and help out making a data-driven decision.

7.2 Process of implementing them into Dyson

For implementing CSF into Dyson for this concerned mode, different processes have been
followed as,

Assessment

Conduct a comprehensive assessment of the existing CX landscape at Dyson with the

identification of strengths and weaknesses and areas of improvement that are specific to V12
model.

Strategy development

Depending on the assessment, Dyson has developed CX strategy which aligns to business
objectives and targets for V12 models. It has defined desired customer experiences as well as
outlined specific goals as well as initiatives.

Structural changes

Establishing a dedicated CX team as well as enhancing the existing capabilities of team for
supporting the V12 model with defining roles, reporting structures, and responsibilities in
ensuring effective coordination throughout departments (Kaye and Golez, 2021).

7.3 Comparison in between Facebook and Dyson in the CX process

Regarding a good comparison made for CX processes between Dyson and Facebook, it has been
totally important to note that Facebook is a “social media based platform”, considering Dyson as
totally a “consumer electronics company”.

CSF Facebook Dyson

Structure Structure of Facebook is Dyson has a flat organisational

described in the terms of structure where company

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 organisational hierarchy, key believes in direct
departments responsible for communication to be made
operations. with employees.

People Facebook has set value Dyson makes its people

implanted into its people to believe to invent and work
move fast, focus upon long- solving the problems which
term impact and build vital others have generally ignored
things, live and sustain in the and solve them through using
future and be direct, respect all ingenuity and technology. It
colleagues. adheres to the principle of
“what it does and who they
Referring to its people it has
are” (Kaye and Golez, 2021).
stated, “Meta, Metamates,
Me”.

Measurement Facebook calculates average Dyson has measured customer

CES through aggregating experience through factors as
ratings as well as deriving the features, styling/appearance
score which refers areas where and performance. It has been
the users have got obstacles higher than average in
and need to take actions to performance factor which gets
enhance customer interface driven by a strong attributing
(Kaye and Golez, 2021). ratings in the consistency of
Facebook has included suction power, durability. By
different factors in the CSF CES score Dyson has got an
from privacy controls, ease of indication of ease of difficulty
platform navigation, user over customers may come to
engagement and quick issue interact to this brand or Dyson
resolution. naturally accomplish the
desired outcomes with
customer experience.

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 Table 3: CX Process of Facebook and Dyson

8. Conclusion

“Customer experience” encompasses each touch point from very initial awareness to support in
post-purchase. With development of customer personas, Dyson get excelled in a personalised
approach to improve communication and deliver more relevant experiences. The creation of a
concerned journey mapping tries to put this organisation directly into the mind of the consumer
so that they can observe, and understand the processes, perceptions and needs of any customer.
Omni-channel marketing has aimed to provide a unified as well as integrated approach and has
allowed customers in engaging to the brand seamlessly irrespective of any particular channel
they actually chose in interacting with. The overarching goal of Dyson through CSF score and
CE metrics has remained the same with Facebook as providence of exceptional customer
experiences, continuous improvement and building of loyalty based upon customer feedback.

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