As we move past many of the traditional ways of interacting with companies, what we expect from the people across the chat-box, the sales counter, or the service desk has changed dramatically. Especially, the newest breed of customer is flexing their spending muscle by choosing to interact with companies that provide caring people, relevance, choice, and speed. The ability to empathize and be human is now cited as a reason why customers stay or go. It is a condition for earning that sale.
HR and the CCO role need to be talking more.
Guest post by Matt Dixon Consumers today prefer to do things on their own – and, most importantly, according to their own timeframe. […]
Four potential approaches to consider.
What to expect as more industries, verticals, and team embrace CX.
A great conversation with Mark Ramsey of Audi on how to drive organic customer growth, how to build a CX team, how to manage both B2B and B2C commitments, and much more.
The Smithsonian is a series of 19 museums, all with different focal points. How do customers (guests) move through that experience seamlessly? Samir Bitar has been working on aspects of that question for a decade. I talk to him about guiding the work properly.
I speak with Scott Dille of Northern Trust on his unusually broad Customer Executive Leadership role, and his path for leading and experience transformation. We also discuss his innovative Northern Lab human-centered design experience, and how to gain traction with human voice of the client work.
Believing, the act of honoring and trusting is a unique and special characteristic that sets beloved companies apart. It makes them human. A decision to believe employees says how fearless a company is in suspending cynicism. What you decide to believe defines the spirit of an organization.
One company that has been heralded as a beacon of what it means to trust is Wegmans Foods. Wegmans trusts their employees because they select them with diligence and with clear success factors in mind. And then they prepare them for success.
Creating a Customer Culture starts with hiring. You’ve got to know your higher purpose in customers’ lives. You’ve got to know what you stand for. And you’ve got to know what type of environment you are creating.
Leaders in beloved companies don’t worry about hiring a great employee and having him leave in three months. Instead they worry about hiring a bad employee and having him stay for three years.
If someone doesn’t align with the company’s core beliefs and values, it will be very difficult for that person not only to develop effective relationships, but to deliver your “special blend of magic,” the personality stamp of your culture.