Key Performance Indicators (KPIs) can be invaluable in helping companies manage progress towards their goals. A KPI answers the question “Are we on track?” with a single metric. Put enough KPIs on a dashboard, and you’ve struck management gold: a snapshot of your business, distilled to a single page.
Applied to customer experience improvement efforts, KPIs can help businesses put actionable, “hard” metrics around what can otherwise be a “soft” topic. Just the ticket for aligning your efforts to become more customer centric. So, what’s not to love?
For those of us in the US, the Thanksgiving Day holiday is just a couple days away. Millions are flying, driving, cleaning and cooking, all while trying to keep the wheels turning at work for another day or so.
The run-up to Thanksgiving is often busy, and for some it can feel overwhelming. The Google search term “holiday stress” is up 60% in the past seven days alone.
With that in mind, why in the world would we want to make Thanksgiving a habit?!
In this blog, I want to share how one company, Carocon Corporation, has created client loyalty in an industry not know for much loyalty.
Carocon Corporation is the fourth largest apartment contractor in the US. They build over 2,600 apartment units annually. I have had the privilege of working with the company since early 2000 and currently serve on its board of directors.
Customer surveys can help companies measure customer loyalty and identify opportunities for operational improvement and innovation. Done right, they leave customers feeling valued and your organization better equipped to serve them.
To give your business the best chance of running an effective survey, besides applying technical best practices it helps to know how the process may feel to members of your organization along the way.
Below are five common emotions we see our clients experience in the course of performing a customer survey, along with tips on how to manage them:
Our business helps clients improve the service experiences they provide to their customers. When we start working with a new client, it is always an interesting experience. Typically, the first concern is being flooded by disputes through our interviewers in the course of following up with customers. “Will our staff be able to handle them?” lamented one senior manager. In another case, after three months of surveying, an executive vice president of a company came into the office of our contact and questioned the validity of the numbers. In his words, “Our customers don’t like us this much!”
In 1942 Joseph Schumpeter, an economist, coined the phrase “creative destruction” to describe the process by which innovation continually upends products and markets. After reading excerpts of his writings this week, I thought about three simple examples outlined below. But the key message is that product manufacturers cannot assume the products they sell now will be in demand in the future.
Have you ever expressed interest in a product online but were never contacted by the company?
I recently visited a website seeking a specialty product for recreational vehicles. (Since I travel a good deal by RV and am always looking for products that will make traveling easier or better in some way.) The website was very user-friendly, and I easily requested more information. I received an email indicating that all their products were sold through dealers, and a dealer in my area (without the name provided) would contact me soon.