I get a six-step plan to a customer-driven growth engine from the head of the process for Volkswagen Australia.
Tom Allin worked in the Veterans Affairs department (appointed by Obama, in fact) after a long career in the food industry, including being a Managing Director at McDonald’s. How do all these experiences vary? How are they similar? An interesting discussion with an interesting man.
Guest Post By Kathy Yoo Kathy Yoo is a creative writer and currently writes content on behalf of KOVA Corporation. […]
CCO work can be challenging in any context. What happens in a privately-held company, where one family may have owned it for decades and employees are used to one specific way of approaching customer experience?
There are skill sets specific to driving culture change that need to be present when doing this customer experience work. The lack of these six skills comprises the execution chasm.
There are skill sets specific to driving customer change that need to be present when doing this customer experience work. They are not obvious or natural skills considered necessary to the running of an operating area.
When you’re making a decision about where the customer work should be led from (customer service or marketing), don’t just layer it on the existing mission. Make sure that you provide the people with the skill sets to get the job done effectively.