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Managing Customer Relationship in Turkey in an era of “Non-Stop Experience”


Developments in technology, increase in the number of communication channels, intensifying information flow and tougher competition… The dynamics of today’s world make customer experience more important than ever, but also harder to manage. The mysterious relationship between experience, satisfaction and loyalty remain unresolved. It is vital for organizations to be well-equipped to manage this complex relationship.

To better understand the expectations of Turkish customers and how sector professionals approach the most important Customer Experience dynamics at banking, insurance, telecom and airline industries in Turkey, Accenture has conducted comprehensive Customer Experience Management Research, putting forward factors that affect customer experience as well as the areas companies should focus on to craft a better customer experience.


Customer experience is the perception in the customer’s mind, formed as a result of the overall interaction with an organization at all moments of contact across all channels. It encompasses rational as well as emotional factors and in today’s world, such factors are numerous and more diverse than ever. Therefore, organizations are required to make a significant effort to manage customer experience to keep customer satisfaction and loyalty high.

Research results show that customers who are satisfied with the service they receive from organizations feel more loyal to them. However, the results also indicate customers are getting increasingly complex. Better pricing, diversity of campaign offers, broad range of products and services are not sufficient to acquire new customers and retain existing ones. Today, sector executives need to discover how to build new organizational and technical capabilities in order to provide superior experience to their customers.

Key Findings

As part of this study, 1,284 individual consumers and 815 small-and-medium enterprises throughout Turkey were interviewed face-to-face and asked about their interaction and experiences with banks, insurers, telecom operators and airlines. Fifteen sector professionals were interviewed to share their views on and approach to customer experience. In a separate survey, 300 internet users were asked about their consumer behavior in general. We found:

  • A negative experience with a company does not remain personal. People share their negative experience with others. Some 88% of internet users surveyed in Turkey have shared their negative experience with friends and family independently of the channel while 49% have posted negative comments online.

  • Around 80% of customers agree that increased use of technology has improved their overall experience in the past five years, both in the marketing & sales and customer service areas.

  • Across all industries in scope, "trustability" and "continuous-complete-fast service" stand out as the experience factors both consumers and sector professionals highlight.

  • Turkish customers are generally satisfied with their providers across industries. As all industries score high, airlines stands out as the leader with the best performance, while the telecom industry lags behind other industries.

  • Despite high satisfaction rates overall, sector professionals still encounter some issues regarding customer experience management:

  • Lack of competence of front line employees in articulating the company’s customer experience policy

  • A “silo mentality,” resulting in a lack of harmony and creating conflict between the agendas, targets and actions of different departments

  • Looking at the reasons why customers stop working with a provider, factors other than better pricing attract notice. "Lack of personal products/services/solutions" stand out as the major factor when customers quit working with a company across all industries.

  • Across industries, 8 percent of all individuals and 12 percent of small- and medium-enterprises state they are willing to pay more for improved services and greater satisfaction.

  • Similarly, a clear majority of customers state that increased satisfaction with a company would result in higher loyalty and new purchases from the same company.


Unique insights from this study and Accenture’s knowhow in customer experience management reveal that companies need to put effort into four major areas, which will enable them to provide superior experience to their customers and unlock more value from interactions with their customers.

  • Organizational alignment: One of the key success factors in creating a profitable customer experience is to ensure alignment across all stakeholders in the organization. Another typical feature of high performers in customer experience is that they secure leadership’s sponsorship for the customer experience transformation arrangements identified.

  • The right “employee experience”: Companies should be able to design the right “employee experience,” which empowers the employees and equips them with the right tools that will help ,them articulate the company’s strategy. Employees should learn about and be empowered to utilize new tools, products and services.

  • All encompassing, end-to-end processes across all channels: Customer experience should span the entire customer lifecycle. It is the sum of experiences across the value chain across all touch points, rather than selective focus on product, service or channel. Moreover, companies need to focus on offering a consistent experience across channels by integrating technology, infrastructure and processes across all channels.

  • Use of analytics and technology: High performers at customer experience need to “sense fast” and “respond faster.” To articulate a profitable customer experience model, companies need to leverage technology and analytics to:

  • Detect, anticipate and exploit blind spots that result from non-linear journeys (e.g., tracing or even predicting “drop out” behaviors during prospecting stages and addressing main reasons)

  • Adapt to the consumer journey pace and influence it at the point when and where the brand message has greatest impact (e.g., develop real-time behavior monitoring)

  • Pay close attention to customer sentiment in a host of online forums using analytics, and act very quickly on what is said there

  • Put effort to understand its customers’ offline / personal networks

  • Move beyond the traditional customer satisfaction index and define and track qualitative and quantitative customer experience metrics across the customer lifecycle