If you found yourself scratching your head about the title of this post, you aren’t alone. We often hear so much about how to respond effectively to our mistakes and failures but rarely do we hear about what we should do when we succeed. Yet responding effectively to one success can greatly improve our odds of securing another.
If your business has weaknesses which are hard to change, don’t try to wish them away. Instead, use them to clarify and fuel your game plan for success.
Some of your weaknesses may have the potential to be used as strengths, and the rest can be used to sharpen your focus and lull your competitors into a false sense of superiority.
Is your company missing opportunities by assuming “everything’s fine” with customers who rated their purchase or service experience a 9- or 10-out-of-10?
While all may indeed be well with many of your 9 and 10 customers, a surprising number of them may fall into the “great experience, but” category.
Getting a call or email from an angry customer is a valuable opportunity for your business, though it may not feel that way at first.
The key to getting the most out of the gift of customer anger is learning how to unwrap it properly.
You receive a customer feedback survey and on the “likelihood to recommend,” question she responded with an “8”. In the NPS* scoring scheme, she is a passive customer. When the interviewer asked why she gave the rating, her response was “I do not score higher than that as there is always room for improvement” and the survey comments do not provide any clues about her rating.
“What’s wrong with an 8?! Some people just don’t give 9’s and 10’s.”
I’ve heard this question a lot from companies who measure customer loyalty using a 1-10 rating scale. It’s a common hot-button issue worth exploring.
And the survey says… meh
Almost every day we read about another merger or acquisition. For example, Bunzl, a London-based logistics and distribution company, made 22 acquisitions just last year, and AB InBev is moving closer to joining with SAB Miller. Yet, a recent Gallup organization study caused me to consider the limits of a growth strategy designed by acquisitions versus one based on organic expansion.