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The Metrics that Matter – Does Measuring Customer Satisfaction Pay?

Heart of the Customer's Customer Experience ModelWhat’s your top customer experience priority? If you’re like most of the 290 respondents to the Temkin Group’s survey of customer experience professionals, “customer experience measurement and metrics” are a big priority. 81% said they expect to put more effort into this area next year, with 79% putting more effort into “customer insights and analytics,” and 73% doing more around their “voice of the customer program.”

Effective metrics are central to a Customer Intelligence program, your first step in creating a great customer experience. This is the first of a series of articles to discuss popular relationship metrics and whether they might make sense for your business. We’ll start with that old standby, satisfaction.

In this series I’m focusing on relationship metrics – those once-a-year measurements that are not part of a transaction. Customer satisfaction is a great measurement to use when measuring a transaction or touch point – but when does it make sense to use it for measuring the strength of your customer relationship? Read more

Just say “No” to your customers

Uncommon-Service-Jacket

We often think about customer experience as saying yes to our customers.  Understand their needs and build solutions to meet them.  And that’s often the case

But sometimes, it’s more powerful to say no.

Saying no frees up the ability to say yes in other areas.  Saying no to service might allow you to give better prices.  Saying no to some options can result in an easier interface on your website. But saying yes to everything is a path to mediocrity.

“No” Can Be Good

Let me use a few examples to clarify.  Some of the top retailers in Temkin’s Customer Experience ratings are Sam’s Club, Amazon, and Nordstrom’s.  While all are retailers, their approaches couldn’t be more different.  Each says no to something different on their way to that great experience.

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Creating a great customer experience for agents AND consumers – an interview with Lisa Hoene, VP of Brand and Marketing Services, Allianz Life

Aiming for the Heart of their CustomersThis is the fourth in our Aiming for the Hearts of their Customers interview series, with seven Minnesota customer experience leaders sharing their strategy for the coming year. In this article, we catch up with Lisa Hoene, the VP of Brand and Marketing Services for Allianz Life. You can see all of the interviews here:

Lisa Hoene

Overview

Allianz Life Insurance Company of North America (Allianz Life) helps Americans achieve their retirement income and protection goals with a variety of annuities and life insurance products sold through independent financial professionals. As a leading provider of fixed index annuities, Allianz Life is part of Allianz SE, a global leader in the financial services industry. Read more

Setting the Customer Experience Stage – Interview with Dave Kirsch, CEO of Shipper’s Supply

Aiming for the Heart of their CustomersWe’re starting off 2014 with the interview series Aiming for the Hearts of their Customers. These interviews showcase the current state and 2014 plans for seven customer experience leaders in Minnesota. You can see all of the interviews here:

Overview

Shipper’s Supply is an 85-year-old distributor of everything a manufacturer needs to create a great impression, from the actual shipping supply to the automation equipment needed to package products.

This is the first in the series Aiming for the Hearts of their Customers. I chose Shipper’s Supply to begin the series because they are in the very beginning of their customer experience journey, and serve as a great case study of this phase. CEO Dave Kirsch shared the history behind their approach and how they are beginning their focus.

Building Customer Intelligence

DKirsch Read more

What Would Fidelity Do? – Leverage Your Customer-Facing Staff

Heart of the Customer's Customer Experience ModelGreat companies base their capabilities off of the knowledge of their customer-facing staff. While they use market research and strategic planning, companies with a consistently great customer experience get that way by creating deliberate processes to learn from their employees.

Leveraging Your Customer-Facing Staff to create Employee-Based Innovation is the last piece of the Customer-Based Capabilities section of the Heart of the Customer model. Citrix, Oracle and Safelite all referenced practices to gather insights from their employees, but Fidelity again provides the best guidance. Read more

Real-World Stories of Creating Customer Intelligence

Heart of the Customer's Customer Experience ModelHow do Temkin Customer Experience finalists Bombadier Aircrafts, Citrix, Fidelity, Oracle and Blue Cross Blue Shield of Michigan create the Customer Intelligence that feeds their customer experience programs?

The first stage of creating a world-class customer experience is Customer Intelligence – a 360 degree view that brings your customers to life for employees from front-line staff to executives.

I outlined some ways to build Customer Intelligence in this post. I recently ran across a gold mine of examples, courtesy of the Temkin Group. On Customer Experience Day they offered for free the submissions of their 11 finalists for their 2012 Customer Experience Excellence Award. Read more

Customer Intelligence: Bring Your Customers to Life for Your Employees

RetailEmployeeI once met with a VP of Sales for a Fortune 25 company who argued, “We don’t need to learn about our customers. We just need to execute the plan.” It’s no surprise that, while they were the market leader, they also had the highest percentages of customers who closed accounts each year.  As a result the company’s revenues were growing slower than the rest of the market.

It’s easy to get caught up in executing the plan. We’re busy and taking the time to learn about customers cuts into our “productivity.” But if you don’t take that time, how do you know you’re doing the right thing?

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Three Steps to Start Your Customer Experience Program

Thumbs UpI’ve worked with a number of companies with great customer experiences, including several I have featured in this blog, ranging from retailers to healthcare companies to manufacturers. During this time I have noticed themes about how companies effectively use their brand values, strategies and missions to create a great customer experience.

Their structures vary and their approaches differ.  But successful customer experience capabilities follow three steps to success. They excel at Customer Intelligence, use this to inform their Customer-Based Capabilities, and sustain all this through a Customer-Focused Culture. Read more

Customer Experience is a Sales Job. And We’re Doing it Badly.

Are you selling your customer experience?Rising profits

A friend of mine is in her first year leading her company’s customer experience. A few weeks ago she told me, “I never realized how much selling is involved with this job!” I met another CX leader yesterday, who said much the same thing: “I always need to have my elevator speech ready, to explain to people why they should care about customer experience.”

It’s unfortunate but true: most leaders don’t naturally think about customer experience, and we need to be evangelists for the cause. But recent research from Teletech suggests that we’re not really helping ourselves to sell the mission.

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Four Trends Changing the Customer Experience Movement

Our Customer Experience capability is growing!  In the last two months the Customer Experience Professionals Association (CXPA) has added about 300 members, with four new sites hosting local events.  Here in Minneapolis we hosted a great session to discuss Forrester’s Customer Experience Maturity Model, and how members are helping their companies move up the model.

As with any movement, this growth is leading to maturity and change.  Here are four trends I am seeing impact our practice today:

  • Customer Experience is moving beyond just NPS
  • Increasing recognition on the role of employee engagement
  • Customer Journey Mapping 2.0
  • Emerging Comprehension of Customers’ Non-Rational Thinking

Customer Measurement is Moving Beyond Just NPS

The Net Promoter Score (NPS) is still the cornerstone of many customer experience programs.  What is changing is that companies are moving beyond the notion of using just one number, surrounding it with other factors, including satisfaction (yes, it’s still popular for many), loyalty, and the Customer Effort Score.

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