Yes, it is. Exciting points. I jump back to the question where you said it needs a good basis to optimize a customer experience. I suppose you’re referring to both technological and human, that is, procedural as well as organizational, aren’t you?
AM: Well. First of all, we have to put ourselves in the shoes of the customer and tell ourselves that he doesn’t make a difference. He goes to a website and says: “Phew, I’ve got something here, but I can’t find my way around”. And now it can be personalized the way it wants to be. If I feel like I’m wrong here or it’s too expensive, I’m going away again. This does not only happen in personalization. This also happens with technical changes to shops, which are now to become more responsive. Then everything has more white space, looks more expensive and customers no longer buy.
It’s nice that everything is now working seamlessly on all devices, but if my shop now looks expensive, but I sell items that are not expensive at all, I have a problem. That’s what I mean by hygiene factors. Because if something bothers you, the customer jumps off. Only when I have solved the hygiene factors can I optimize other factors. These are things that I basically have to optimize in the Customer Experience. And only when they are regulated can I get to grips with the so-called enthusiasm factors. This is an ancient model of a Japanese named Kano, which unfortunately is often forgotten, and that includes everything. No matter whether logistics, customer experience, assortment or personalization.