Here’s a couple of things that, in my experience, you probably best stick to a wall in the room where you are painting the picture of your Customer’s Journey. Somehow we seem to forget when busy. Let me know what you think, or add yours in the comment section below!
I’ve been involved in Customer Experience (Management) since the beginning of my career. And for as long as I can remember we (me included) have been measuring success of our efforts through metrics like Customer Satisfaction, Customer Retention, Intention to (re-)purchase, intention to recommend.
Certain businesses deal with products that perish or become useless if not used by a certain date/time. This is often seen as a problem – a problem of generating demand to drive sales, and a problem of inventory management. I have yet to see this viewed, by Tops, as an opportunity to delight customers, and cultivate gratitude / loyalty between the customer and the business.
What am I talking about? Allow me to illustrate using a recent experience.
As a follow-on to my post earlier this week about companies having no budget for customer experience improvements, I thought I'd compile a few ideas on how to move beyond the "no budget" excuse and make improvements that cost little to nothing.
Brands have evolved from mere symbols of product quality and identifiers to aid customers in purchase selections. They are bundles of values and attributes that define the way companies behave and the value they deliver to customers. In layman’s terms, a brand is what you do and how you do it. This means brands represent more than products or services — they convey value through their personalities, their communications, and their ideas. And as such, brands should take a stand.
Each technological age has been marked by a shift in how its industrial platform enables companies to rethink their business processes and create wealth (1). As we are standing on the brink of a new chapter of capitalism are we limiting our ability to rethink due to how we read, measure and perceive the world – how we cherry pick our data?
I have been mentoring leaders for decades, from the very young high potentials to far more seasoned individuals. Regardless of age or experience, there are always certain questions that are top of mind in my approach, like whether they are trainable or have the courage to be a leader and not only a manager. Being a manager is relatively easy; being a leader is hard. It means that you cannot please everybody. It means you have to balance between different interests. It means you have to stand up against the forces that could make your organization mediocre.