Companies have yet to see convincing evidence that ties investments in customer experience to gains in company value. It simply isn’t good enough to say that improvements in customer experience drive higher customer satisfaction, Net Promoter Scores™ (NPS®), or other customer experience scores. The business impacts of these investments need to be tracked beyond these intermediary measures to hardcore financial measures that would interest a CFO. continue reading
Being “trustable” means being proactively trustworthy. Among other things, this may mean preventing a customer from making a mistake, even when that mistake would generate more profit for your business. When Amazon reminds you that you already bought a book you’re just about to buy from them, or when you are contacted by a seller to remind you that your warranty is almost up – these are examples of trustability. continue reading
This infographic was originally published in the Fall 2013 issue of Customer Strategist, The Art & Science of Creating a Psychic Brand.
Banks around the world face a number of serious challenges: financial volatility, debt crises, emerging customer markets, increased customer expectations, and regulatory changes, to name a few. To further compound matters, a recent survey revealed that banks are also confronted with a significant lack of customer trust. In fact, the survey showed that 43 percent of retail banks said customer trust in the industry decreased from 2011 to 2012, while only 27 percent said it increased. continue reading
Engaged employees are the backbone of an organization. But while business leaders recognize the importance of an engaged workforce, several organizations have been facing high levels of disengagement for a number of years.
In fact, numerous reports have pointed towards a serious problem in the United States. According to the latest Gallup report on the State of the American Workplace, only 30 percent of employees in the United States are engaged, while the other 70 percent are not reaching their full potential. continue reading
Let’s face it: customers hate using Interactive Voice Response (IVR) systems. They particularly dislike having to enter a seemingly endless series of prompts, wondering if they’ll ever be able to have an issue resolved. It’s hardly surprising that the majority of customers are dissatisfied with their IVR experiences. continue reading
The world is being bombarded with data. With every click of a mouse, every purchase at a store, and every other interaction, customers are sending crucial information that organizations can leverage.
Not only does data creation show no sign of stopping, it will continue to increase. An IDC report has found that the digital universe will multiply by a factor of 300 between 2005 and 2020, when it is expected to hit 40,000 exabytes. continue reading
Today’s better connected workforces have added mobile devices to their tool kits. Deploying mobile devices within organizations allows for faster communication across the organization, improves the customer experience, and creates efficiencies and cost savings.
Here are five reasons why retailers should equip their in-store employees with mobile devices: continue reading
Most people in the business community are familiar with the adage “You can’t manage what you don’t measure.” But, you also can’t make improvements to customer-facing processes and business operations if you don’t have a yardstick for comparing your business against industry standards. continue reading
Companies continuously collect consumer data from an array of channels to gather insight into the customer experience. From customer complaints to contact center interactions, this internal information allows businesses to gauge the aspects of their operations that require improvement.
Yet, while vast amounts of data flow throughout the enterprise daily, few companies possess formalized processes for funneling this insight back into the organization to drive change and innovation. continue reading