The Hewlett-Packard split resulted in HP Inc. (HP) owning the computer and printer business during a time when the printer market was becoming increasingly commoditized with pockets of decline. A cultural change was needed to move from product- and feature-focused innovation to putting customers¡¯ unmet needs at the center of everything the company did. Through this case study, customer experience (CX) leaders can learn how key efforts allowed HP to achieve gains in both CX culture and, ultimately, its bottom line. (Çؼ®) ÈÞ·¿ÆÐÄ¿µåÀÇ ºÐÇÒÀº ÇÁ¸°ÅÍ ½ÃÀåÀÌ Ç϶ôÀÇ Æ÷ÄÏÀ¸·Î Á¡Á¡ ´õ »óÇ°È µÇ°í ÀÖ´ø ½Ã±â¿¡ HP(HP)°¡ ÄÄÇ»ÅÍ¿Í ÇÁ¸°ÅÍ »ç¾÷À» ¼ÒÀ¯ÇÏ´Â °á°ú¸¦ ³º¾Ò´Ù. Á¦Ç° ¹× ±â´É Áß½ÉÀÇ Çõ½Å¿¡¼ °í°´ÀÇ ÃæÁ·µÇÁö ¾ÊÀº ´ÏÁ ȸ»ç°¡ ÇÏ´Â ¸ðµç ÀÏÀÇ Á߽ɿ¡ µÎ´Â ¹æÇâÀ¸·Î ³ª¾Æ°¡±â À§Çؼ´Â ¹®ÈÀû º¯È°¡ ÇÊ¿äÇß´Ù. ÀÌ »ç·Ê ¿¬±¸¸¦ ÅëÇØ °í°´ °æÇè(CX) ¸®´õ´Â ÇÙ½É ³ë·ÂÀÌ ¾î¶»°Ô HP°¡ CX ¹®È¿Í ±Ã±ØÀûÀ¸·Î ¼öÀÍ ¸ðµÎ¿¡¼ À̵æÀ» ¾òÀ» ¼ö ÀÖµµ·Ï Çß´ÂÁö ¹è¿ï ¼ö ÀÖ´Ù. |