Annette Franz (Gleneicki)

I originally wrote today’s post for Eptica. It appeared on their blog on June 13, 2019.

Problem Statement: Brands have been running Voice of the Customer programs for years, but customer experience has generally not improved. How can brands make sure that their VoC programs deliver ROI?

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I originally wrote today’s post for Customer Contact Week (CCW). It appeared on their site on November 8, 2019.

I originally wrote today’s blog post for Intouch Insight. It appeared on their blog on September 5, 2019.

In order to truly establish a foothold in – and to then propel – your customer experience transformation, one of most important things that businesses must have in place is a happy and engaged workforce that is well cared for by business leaders at all levels. In other words, employees and the employee experience must be the first priority of the business.

You keep reading and writing and saying “digital transformation.” Do you know what that means?

In September 2019, I did a keynote titled “Marketing in the Era of Customer Experience” for an American Marketing Association (AMA) event. In that keynote, I talked about the 10 realities of marketing in the era of customer experience. The tenth item I talked about was titled, “Digital Schmigital.” I got a few chuckles and a bunch of “bravos” out of that one.

I originally wrote today’s post for CallidusCloud. It appeared on their blog on October 15, 2018.

Critical to improving the customer experience is listening to customers and incorporating their data and their feedback into your transformation strategy. Data-driven decisions are key to customer experience transformation success.

There are many different customer listening posts and equally as many sources of customer data. Let’s start with some examples of listening posts, which provide not only performance data but also demographic, psychographic, diagnostic, and competitive benchmarks data:

If you want to improve the customer experience, you first need to understand your customers and their experiences; to do this, I typically recommend three approaches, all of which go hand in hand:

According to TechTarget, “Customer experience management is the collection of processes a company uses to track, oversee, and organize every interaction between a customer and the organization throughout the customer lifecycle.”

Gartner defines it as “the practice of designing and reacting to customer interactions to meet or exceed customer expectations and, thus, increase customer satisfaction, loyalty, and advocacy.”

Today’s post was originally published on Forbes on February 1, 2019. I’ve made some modifications to that original post.

It’s starting to happen. I hear it. I see it. Finally.

It’s not perfect, but we’re making progress. I’ll take progress at this point. It’s better than nothing.

What am I talking about?

Understanding the difference between customer experience and customer service will save you money in your contact center!

There’s a quote (which I may have evolved over the years) from Chris Zane, founder of Zane’s Cycles, that goes like this: “Customer service is what happens when the experience breaks down.”

It’s a great quote for a variety of reasons, not the least of which is the fact that it nicely differentiates “customer experience” and “customer service,” which people often confuse to be one and the same. Not so.