Today's post is a modified version of a post I originally wrote for Confirmit in September 2014.
We often hear customer experience professionals talk about the fact that there's a great emphasis to - and a greater return if we - focus our efforts on the customer experience for B2C companies. There's this notion that it's not as important for B2B companies, that it can't be impacted, or that it doesn't matter because B2B is just a different beast.
Let’s say that you want to grasp an organisation’s strategy – say customer strategy or customer experience strategy. By strategy I mean the organisation’s manner of ‘showing up and travelling’. How would you go about determining that?
I'm reading The Hard Thing About Hard Things which is excellent. Part of what makes the book unusually good is that it draws a lot from Ben Horowitz's personal experience launching and running a series of companies before becoming a VC. And he's very honest, focusing often on the decisions made when things were not going so well, or in other words the times when he was a 'wartime' CEO.
As companies strive to improve their customer experience, the desire to do more than satisfy customers is becoming increasingly important.
But at the same time it is remarkable how few companies have a programme in place to capture the profits of turning someone into a brand advocate. This is an expensive oversight. It leaves companies with the investment for improving their customers’ experiences. But they miss out on the (financial) returns this generates.
In 1905, a young Albert Einstein shocked the world. In one miracle year, he overturned the prevailing assumptions of his day and changed how we see the universe, transforming forever how we think of time, space, mass, energy and light. He paved the way for our modern world.
The US mobile industry has been in a clear state of duopoly with Verizon and AT&T occupying about 70-75% of both consumer and enterprise market. T-Mobile is attempting to disrupt the current status but the impact will not be sustainable, although its Uncarrier attack effort is causing a lot of noise.
One Friday afternoon in 2002, long before his company became a household verb, Larry Page walked into the office kitchen and posted some printouts of results from Google’s AdWords engine. On top, in big bold letters, he wrote, “THESE ADS SUCK.”