Posted by: Marco Oriano | September 10, 2012

Customer Experience Matters®

I decided to tap into the energy surrounding the U.S. presidential election by doing a Net Promoter Score (NPS) analysis. In Temkin Group’s latest U.S. benchmark survey that we fielded in August, we asked a number of questions about the candidates and blended that data with our rich demographic and attitudinal data.

In this first post of the series, I am examining overall NPS for the candidates and the difference across age groups. I also looked at the percentage of promoters by gender, ethnicity, and level of education. As you can see in the infographic below:

  • NPS scores are very low for both candidates (-57% for Romney and -33% for Obama), as the percentage of Detractors more than doubles Promoters.
  • Obama has more support from all age groups 64 and younger while Romney has more support from consumers that are 65 and older.
  • Obama has a more sizable lead with females than with males.
  • Both candidates…

View original post 75 more words

Posted by: Marco Oriano | August 11, 2012

Great Customer Experience Is Free

By: About Bruce Temkin

Here’s my new quest: To dramatically increase the focus on customer experience within companies by getting everyone to understand that great customer experience is really good business.

Great customer experience is not only free, it is an honest-to-everything profit maker. In these days of “who knows what is going to happen to our business tomorrow” there aren’t many ways left to make a profit improvement. If you concentrate on improving customer experience, you can very likely increase your profits.

Good customer experience is an achievable, measureable, profitable entity that can be installed once you have commitment and understanding, and are prepared for hard work. But I’ve had a great many talks with sincere people who were clear that there was no way to attain great customer experience: “The engineers won’t cooperate.” “The salesman are untrainable as well as too shifty.” “Top management cannot be reached with such concepts.”

So how do I plan on igniting the great customer experience is free movement?

First, it is necessary to get top management, and therefore lower management, to consider customer experience a leading part of the operation, a part equal in importance to every other part. Second, I have to find a way to explain what customer experience is all about so that anyone can understand it and enthusiastically support it. And third, I have to get myself in a position where I have a platform to take on the world in behalf of customer experience.

That’s really what I believe, but I must confess that those aren’t all my words. Just about everything written after the first paragraph came directly from the book Quality Is Free: The Art of Making Quality Certain by Philip B. Crosby. I’ve made minor edits and changed references from ”quality” to “customer experience,” but those are Crosby’s words from his book that was initially published in 1979.

Why did I ”borrow” Crosby’s words? Because I see a lot of similarities between today’s need for customer experience improvements and the 1980′s quest for quality in the US. I was actually involved in the quality movement in the late 80′s and early 90′s — running quality circles, developing process maps, running workout sessions at GE, using fishbone diagrams, etc.

Here are 7 critical areas in which the great customer experience is free movement can learn from the quality is free movement:

  1. Nobody owns it (or the corollary, everybody owns it). In the early stages of the quality movement, companies put in place quality officers. Many of these execs failed because they were held accountable for quality metrics and, therefore, tried to push quality improvements across the company. The successful execs saw their role more as change facilitators – engaging the entire company in the quality movement. Today’s chief customer officers need to see transformation as their primary objective — and not take personal ownership for improvement in metrics like satisfaction and NetPromoter.  
  2. It requires cultural change. Many US companies in the 1980′s put quality circles in place to replicate what they saw happening in Japan. But the culture in many firms was dramatically different than within Japanese firms. So companies did not get much from these efforts, because they didn’t have the ingrained mechanisms for taking action based on recommendations from the quality circles. Discrete efforts need to be part of a larger, longer-term process for engraining the principles of good customer experience in the DNA of the company.
  3. It requires process change. Quality efforts of the 1980′s grew into the process reengineering fad of the 1990′s. As business guru and author Michael Hammer showcased in his 1994 bookReengineering the Corporation: A Manifesto for Business Revolution, large-scale improvements within a company requires a change to its processes. That perspective remains as valid today as it was back then. Customer experience efforts, therefore, need to incorporate process reengineering techniques. That’s why these efforts must be directly connected to any Six Sigma or process change initiatives within the company.
  4. It requires discipline. Ad-hoc approaches can solve isolated problems, but systemic change requires a much more disciplined approach. That’s why the quality movement created tools and techniques — many of which are still used in corporate Six Sigma efforts. These new approaches were necessary to establish effective, repeatable, and scalable methods. A key portion of the effort was around training employees on how to use these new techniques. Customer experience efforts will also require training around new techniques. Here are a couple of my posts that describe this type of discipline: Four Customer Experience Core Competencies and The Six Ds of a closed-loop VoC Program.
  5. Upstream issues cause downstream problems. This is a key understanding. The place where a problem is identified (a defective product, or a bad experience) is often not the place where systemic solutions need to occur. For instance, a problem with a computer may be caused by a faulty battery supplier and not the PC manufacturer. A bad experience at an airline ticket counter may be caused by ticketing business rules and not by the agent. So improvements need to encompass more than just front-line employees and customer-facing processes.
  6. Employees are a key asset in the battle. The quality movement recognized that people involved with a process had a unique perspective for spotting problems and identifying potential solutions. So the many of the tools and techniques created during the quality movement tap into this important asset: Employees. Customer experience efforts need to systematically incorporate what front-line employees know about customer behavior, preferences, and problems as well as what other people in the organization know about processes that they are involved with.
  7. Executive involvement is essential. For all of the items listed above, improvements (in quality then and in customer experience now) require a concerted effort by the senior executive team. It can not be a secondary item on the list of priorities. Change is not easy. To ensure the corporate resolve and commitment to make the required changes, customer experience efforts need to be one of the company’s top efforts. Senior executives can’t just be “supportive,” they need to be truly committed to and involved with the effort.

Corporations removed major quality defects in the 80′s, re-engineered business processes in the 90′s, and now it’s time to take on the next big challenge for corporate America:  Customer experience.

It’s critically important, it’s broken, and fixing it can be very profitable. So don’t settle for the status quo! It’s up to you.

We just published a Temkin Group report, The Future of Customer Experience. It examines the evolution of the overall CX movement as well as the CX maturity levels of individual organizations. Here’s the executive summary:

Companies are increasing their focus on customer experience (CX) as they discover its link to loyalty and overall business results. This growing discipline around CX management is creating different stages of evolution. We’ve passed through the initial phases of CX Intrigue and CX Exuberance and have entered into the era of CX Professionalism. As firms build more CX capabilities, they evolve through six stages of CX maturity: Ignore, Explore, Mobilize, Operationalize, Align, and Embed. Over the next few years, companies will need to adopt a new set of CX skills that include journey-centric alignment, mobile-infused experiences, and predictive personalization.

North America has entered into what we describe as the era of CX Professionalism. With a critical mass of people working on CX initiatives, we see the sharing of best practices which creates standard approaches like voice of the customer programs and customer journey maps. As this era evolves, CX approaches will become more codified and we’ll see more people with CX titles—pushing CX management to become a recognized CX professional discipline.

What’s driving this evolution? The CX capabilities that organizations are building. The report describes six stages of CX maturity:

  1. Ignore: Company does not see customer experience as a key differentiator.
  2. Explore: An ad-hoc group is established to understand how the company can improve customer experience.
  3. Mobilize: A full-time executive leads the effort to improve customer experience and the company establishes a cross-functional governance system.
  4. Operationalize: Company redesigns many of its operational processes using clear insights about customers.
  5. Align: Customer experience behaviors are widespread across employees and they are supported by the company’s standard measurement and incentive systems.
  6. Embed: Company delivers great customer experience without focusing on it explicitly. It comes as a result of the entire organization being committed to the company’s clear sense of purpose.

The research report identifies eight emerging customer experience skills:

  • Journey-centric alignment
  • Mobile-infused experiences
  • Predictive personalization
  • Distributed contextual insights
  • Federated CX capabilities
  • Business rhythm integration
  • Rejuvenated purposefulness
  • Promoter activation
Posted by: Marco Oriano | July 31, 2012

5 Customer Metrics Every Company Should Track

Here are five customer metrics that have been shown to strongly correlate with financial performance.

By Evan Klein | Published 07/24/2012 in Expert Opinion 1to1
A 2012 survey of Chief Marketing Officers by Forrester Research and Heidrick & Struggles revealed that increasing customer retention, customer lifetime value, and customer satisfaction were well below acquiring new customers as a top objective among CMOs. A prominent conclusion in the report was that CMOs are “blinded by acquisition while shortchanging customer retention and loyalty.”I couldn’t agree more.

Unfortunately, the focus on customer acquisition at the expense of retention and loyalty pervades the offices of many C-level executives. It is not surprising then to see so few customer-related key performance indicators monitored at the senior level. Sure, revenue growth and profits are essential, but what about the underlying drivers of revenue and profit? There are numerous customer metrics that have been shown to be strongly correlated with financial performance. Here are five that we believe every customer-centric organization should track:

1. Net Promoter Score®

Many of the world’s leading customer-focused organizations gauge loyalty using the Net Promoter Score® (NPS) discipline. With good reason—this customer loyalty metric enables business leaders to monitor how enthusiastic customers are about the products or services provided. We love that it also helps to identify pain points and where to focus improvement initiatives most likely to enhance the customer experience.

2. Customer Retention

Research shows that the longer a company retains a customer, the cost to service him decreases, and the more likely he is to purchase additional products and services. We all know some customer churn is inevitable, but understanding the real reasons customers are lost is extremely valuable. Take time to understand how retention is trending in your business and the factors that contribute to defections. Then, use this insight to help you uncover opportunities to strengthen customer relationships.

3. Growing Stable of Reference Accounts

Identifying the number of customers willing to serve as enthusiastic references is a good indicator of your company’s success at improving customer loyalty. To build your “army of advocates” we recommend validating references regularly using an unbiased third party to ensure those speaking on your behalf are truly “Promoters.”

4. Sales Close Rates

The challenges associated with winning new business have increased. Sales cycles are longer and the desperation of some competitors has led to more aggressive sales tactics. Knowing the reasons behind a stagnant pipeline or why your company wasn’t selected is more important than ever. Use that knowledge to refine the sales pitch or modify the way you approach a new business opportunity. Also, demonstrating a real commitment to service excellence can serve as a key differentiator. Share high-level details about your customer feedback programs to improve your chances of closing more deals.

5. Share-of-Wallet

Tracking the percentage of your customers’ spend is a great way to ascertain how they feel about the service and value you provide. Many B2B firms track the number of products or services purchased by each customer and closely watch how it changes over time. If your customers are happy with your organization and feel you are easy to do business with, they will look to consolidate more of their budget with your company.

Including customer metrics in your ongoing business monitoring will drive important behaviors across the company, including promoting the importance of customer service excellence, cultivating a culture of customer-centricity, and tracking trends so action can be taken when necessary. Most of all, it will lead to a greater understanding of the key drivers of revenue and profit growth, empowering business leaders to make decisions that are right for both the customer and the company.

Posted by: Marco Oriano | July 31, 2012

Interactive Loyalty Programs Cultivate Advocacy

BalticMiles and Course Hero demonstrate how their loyalty programs incorporate customer feedback to promote engagement and improve the customer experience.

By Anna Papachristos | Published 07/30/2012 in 1to1 Magazine
 Plastic cards can be swiped or scanned, but loyal relationships remain firmly cemented in programs designed to add consistent value to the customers’ lives. While loyalty programs typically allow customers to accrue points they can then redeem for special rewards to encourage repeat patronage, they often neglect to facilitate the two-way conversation that helps companies learn more about their customers and vice versa.According to a study conducted by SAS and Loyalty 360, 47 percent of companies claim the primary objective of their loyalty programs is to increase spend within their current customer base. However, only 16 percent aim to create brand evangelists. The focus on generating revenue now puts customers on a shelf for later. To truly cultivate customer loyalty, companies need to build integrated loyalty initiatives that leverage both the digital medium and traditional programs, while offering their high-value customers unique rewards and incentives based on relevant customer data. Such a foundation gives rise to customer satisfaction, which inevitably trickles down to advocacy, referral, and increased revenue.For BalticMiles and Course Hero, leveraging loyalty programs means providing quality service, listening to customer feedback, and offering valuable rewards that promote brand advocacy and customer engagement. These programs also work to incorporate outside partners, threading engagement throughout all interactions.BalticMiles Establishes Partnerships for an Expanded Loyalty Initiative

Launched in October 2009, BalticMiles aims to build closer relationships with its important customers by creating a hybrid loyalty program that combines the traditional retailer coalition program with the traditional frequent flyer program. Currently at 500,000 members, BalticMiles hopes to grow to three million members by 2015. The program, which acts as a separate entity from its sister airline, airBaltic, allows customers to earn points at more than 160 different partners, including airBaltic, restaurants, petrol, hotels, spas, online retailers, and bookstores.

To further improve its program, BalticMiles has also implemented a crowdsourcing platform that allows members to directly impact future partners and promotions based on personal preference. With members as its main focus, BalticMiles created a platform that gives members the opportunity to help build a membership level based on their ideas.

“Combined with smart technology, a high level of personalization for members, and with a sense of innovation and trendiness, we are trying to carve out our own niche in the European loyalty marketing landscape,” says Gabi Kool, CEO of BalticMiles.

Those who submit ideas may find the act of participating to be just as fruitful as the loyalty program itself. For the first 20 ideas to reach 100 “likes,” members will receive 5,000 reward points. The top three contributed ideas, as selected by BalticMiles, will be awarded 100,000 points each, equaling 23 free flights. Winners will be able to redeem these points for travel and rewards catalog items within a three-year time period.

With focus markets in the Baltics, Finland, Russia, and Ukraine, BalticMiles puts great emphasis on cultivating strategic partnerships with the top 20 categories in which households spend most of their money. By doing so, BalticMiles offers a compelling value proposition that keeps members engaged by offering rewards for average, everyday purchases. As points accumulate, members can then redeem their rewards for free flights and upgrades on airBaltic and popular merchandise, as well as music, experiences, donations, and auctions. Members can even use the points plus cash system, making it easy for them to redeem points exactly as they wish. Of those points earned, only one-third stems from direct interactions with airBaltic, while two-thirds are earned through retail and bank transactions.

BalticMiles also engages with customers by allowing them to provide feedback on not only how to reward those who use their loyalty card, but also those who advocate via social media. These interactions solidify loyalty by making members feel that the program aims to improve constantly, refining its current practices and evolving with the help of customer input.

“In the end, it is OK to create new features and fail occasionally as you never know 100 percent which idea will catch on,” Kool says, “so you have to go out and test, take some calculated risks, monitor and measure, and adjust quickly if needed.”

Course Hero Paves the Path to Customer Loyalty and Personal Success

In order to maximize learning for its more than two million members, Course Hero works to engage students of all ages by emphasizing content rather than grading. Course Hero provides an online learning platform that provides users with access to numerous study tools and courses to enhance their experience. While Course Hero allows users to create digital flash card sets, connect with expert tutors, and explore its library of study documents, lecture notes, and practice problems, the company’s courses garner the most attention.

Course Hero offers 22 free, customer-designed lessons broken down into three learning paths: entrepreneurship, business, and Web programming. For each path, students must complete five courses in order to graduate. However, each path comes with real-world challenges and incentives to engage students with the course material, as well as help them establish their personal goals.

“The underlying product has to start with something great,” says Andrew Grauer, CEO of Course Hero. “In our case, if it’s tutoring, you need great tutors. If it’s a course, you need great content. For us, with regard to learning, learning can be really boring. If it’s boring, the data shows you won’t learn as much.”

For those following the entrepreneurship path, graduates are then eligible to enter a quarterly business plan competition where they compete for a pitch meeting with Silicon Valley investment firm, SV Angel, and a $5,000 grand prize. Business and web programming students are encouraged to submit their resumes to apply for a job opening at Course Hero.

While the end rewards provide great incentive to pursue course completion, Course Hero also awards points and badges throughout the students’ learning as they complete chapters and courses. For instance, when students contribute 10 documents to Course Hero’s ever-growing learning tool library, they will receive a surfer-themed “Hang 10” badge that they can then share with friends via Facebook and Twitter. However, this milestone integrates engagement with the offline world, once again, because Course Hero will donate one book to Books for Africa in honor of the student’s achievement. Students help others by helping themselves, earning the “BFA” badge to mark their success and their contribution.

Note: All content within this website is the property of 1to1 Media. Any use of materials, except for social media sharing (Tweets, Facebook posts, etc.), without the prior written consent of 1to1 Media is strictly prohibited.

Posted by: Marco Oriano | April 29, 2012

Tips for Answering Customer Questions With Style

Answer­ing cus­tomers’ ques­tions daily is a large part of many people’s jobs. Some peo­ple may feel like they can answer a customer’s ques­tion as long as they are knowl­edge­able of their company’s prod­ucts or ser­vices. While this may be true, the real ques­tion is, are you answer­ing your cus­tomers’ ques­tions with style?

In real­ity, there is so much more to con­sider when answer­ing ques­tions than just hav­ing prod­uct knowl­edge. For exam­ple, con­sider how your cus­tomers feel after you have answered their ques­tions. You may think you met their needs, when they still have con­cerns. The way you respond and the style you use when tak­ing care of a cus­tomer affects how they per­ceive you and your com­pany over­all. For instance, if a cus­tomer asks you for the bal­ance due on his account, you can:

  1. Quickly give it to him and be done with the call.
  2. Pro­vide the bal­ance along with addi­tional infor­ma­tion that the cus­tomer could ben­e­fit from—maybe a spe­cial that’s com­ing up next month or a way to track bal­ances online.

The sec­ond choice would be in your best interest—and would add some style! Even if your cus­tomer chooses not to act on the infor­ma­tion you pro­vide, at least you are adding value to the rela­tion­ship by offer­ing it.

Answer­ing With Style

As sim­ple as it may sound, there is an art to answer­ing cus­tomers’ ques­tions with style. Below are a few tips for you to keep in mind when you are faced with cus­tomers’ questions:

  • Use a pos­i­tive tone of voice – We all know that you can say the exact same thing with two dif­fer­ent tones of voice, and the mes­sages will be per­ceived dif­fer­ently. Whether in per­son, on the phone, or in writ­ing, the tone of voice you exude can affect how you are per­ceived in your cus­tomers’ eyes. No mat­ter what, when answer­ing your cus­tomers’ ques­tions, always project a con­fi­dent and pleas­ant tone of voice, even if the cus­tomers are not very pleas­ant with you.
  • Be pro­fes­sional – Chose your words care­fully, use cor­rect gram­mar, and avoid using jar­gon that your cus­tomers may not be famil­iar with. In addi­tion to avoid­ing jar­gon, you also want to stay away from using slang terms, such as “yup” or “nope”. Enun­ci­ate and speak clearly so your cus­tomer can under­stand your answer.
  • Be aware of your rate of speech – You don’t want to talk so fast that cus­tomers don’t under­stand you or feel as if you are rush­ing them off the phone. Speak at a nat­ural pace that is not too slow and not too fast. Match your customer’s rate if possible.
  • Empathize with the cus­tomer (if appro­pri­ate) – If cus­tomers are upset, many times they want you to know what they are expe­ri­enc­ing. What they are look­ing for is some sort of empa­thy and a solu­tion. In this day and age, empa­thy seems to be over­looked, and many agents just focus on a solu­tion. Noth­ing can upset your cus­tomers more than not lis­ten­ing to them and not acknowl­edg­ing their feel­ings before giv­ing them an answer. I expe­ri­enced this the other day when I called my inter­net provider because my bill was incor­rect. After I explained my frus­tra­tion to the agent, she sim­ply tried to sign me up for a dif­fer­ent plan. The agent went straight to a solu­tion that would end the con­ver­sa­tion quickly instead of acknowl­edg­ing my frus­tra­tions and get­ting to the root of my prob­lem. Instead of feel­ing like the agent was pro­vid­ing ser­vice, I felt angry about the way she han­dled the prob­lem. Fol­low­ing the call, I used social media to vent my frus­tra­tions and attempt to receive some kind of ser­vice. Read my post to find out the result.
  • Con­firm your under­stand­ing – In order to help your cus­tomer, you have to fully under­stand what he or she wants, and make sure that you are both on the same page. In order to con­firm your under­stand­ing of what the cus­tomer needs, you might say some­thing like this; “Just to con­firm, you have not been able to print from your printer since you installed the new soft­ware. Right?” Con­firm­ing your under­stand­ing not only ensures that you and your cus­tomer are headed in the same direc­tion, but it also shows that you were listening.
  • If applic­a­ble, offer your cus­tomer options – Give your cus­tomers all the options avail­able to them, and point out the value that each option offers to each cus­tomer. Not only does this make the cus­tomer feel empow­ered with the choice they make, but it also allows them to see the sig­nif­i­cance of their decision.

In addi­tion to the tips above, the fol­low­ing Impact Learn­ing HEART Model™ is a great tool to keep in mind when answer­ing cus­tomers’ questions:

  • Hear and Understand
  • Expect the Best
  • Act with Integrity
  • Respect Diver­sity
  • Tran­scend Yourself

All of these tips are easy to incor­po­rate into your inter­ac­tions with your cus­tomers. You just have to be aware of your cus­tomers’ needs and make the extra effort to uti­lize the tips above. Above all, keep in mind that any­one can answer a customer’s ques­tion, but answer­ing with style and pro­fes­sion­al­ism is a dif­fer­ent story.

By Monique Castillo

Posted by: Marco Oriano | April 17, 2012

Wowing Customers After a Purchase


Nine West.jpgThe relationship with a company doesn’t finish when money changes hands. Even if it’s a  retail transaction, often that’s only the beginning.

Especially with increased competition, companies are under extra pressure to ensure that they not only satisfy their customers’ expectations for after-sales service, but exceed them. Nine West recently did just that, and what might have been a one-time purchase may turn into a long-term relationship.

Last January I made my first purchase from Nine West: a pair of knee-high boots. Just a few weeks later the decorative button studs started falling out, and before I had time to secure them with glue I had lost a couple of them. Although I was able to find almost identical button studs online, I decided to email Nine West’s customer service department and ask whether they had any replacements they could send me, mostly out of curiosity of how they would deal with such a request.

Within 48 hours Nine West replied in a way that positively surprised me. The company said that although it didn’t have any replacement button studs, it would reimburse me up to $20 to have the boots repaired by a cobbler. Considering that I had bought the boots on sale for under $100, and the studs were less than $2 each, this sounded more than generous.

Additionally, Nine West never asked me to provide a receipt for the boots, showing that the company trusts its customers to tell the truth. I was only asked to send a copy of the receipt for the replacement studs and within a few days the customer service department sent me a gift card.

For $20 Nine West turned a first-time shopper into a loyal customer and advocate. Not only has the company wowed me by taking my request seriously, but it didn’t try to find an excuse to not help me. Further, it gave me a reason to go back to one of its stores since I have a gift card to redeem, ensuring a win-win outcome.

More companies should emulate Nine West’s customer service and find ways to turn a potentially negative experience into a positive one. By exceeding their customers’ expectations, organizations can ensure return clients who will sing the company’s praises.

Author 1to1 Media

El primer objetivo es tomar la temperatura a todos los clientes preparando una primera oleada
de Encuesta de Satisfacción a nivel global en los varios países.
Aconsejo una metodología de una empresa Inglesa “Ledership Factor” que he aprendido en
seminarios en Londres y trabajando con ellos como nuestro proveedor durante un año
Los pasos son los siguientes:
• Hacer una investigación exploratoria telefónica con una pequeña muestra
para identificar los atributos de producto y servicio más importantes para los
clientes y que fuera la base para crear una encuesta a medida para nosotros.
• Crear una encuesta propuesta y concensuada con todo el equipo directivo
• A través de una herramienta de encuestas (QuestionPro) hicimos un primer
envío piloto
• 1º Envío piloto a un grupo limitado y un siguiente envío a todos los clientes
• Exportación datos y desarrollo datos estadísticos
• Presentar el Executive Summary al equipo directivo
• Brainstorming y plan de acción de cada uno de los directivo de cada área
• Comunicar y trasmitir los resultados internamente
• Envío de agradecimiento a clientes
Con los resultados de una encuesta hay que actuar muy rápido en gestionar todas las
insatisfacciones de forma reactiva, hay que tener preparado un equipo disponible y
formado con objetivos claros en llamar por teléfono a cada uno de los clientes.
Hay varios indicadores importantes para medir una situación actual y su futura
1. Net Promoter Score
2. Satisfacción global del producto y servicio
3. Satisfacción en todos los atributos de producto y servicio
4. Customer Satisfaction Index (CSI)5. Gap Analysis, mide la diferencia entre la importancia y
satisfacción o sea el
margen de incumplimientos de las expectativas de los clientes
6. Customer Complaint Management
a. % de clientes que han tenido en algún momento una incidencia
b. Canales de contacto
c. Tipos de problemas
7. Renewal Forecasting Indicador, se basa en una valor que tiene en cuenta dos
preguntas sobre posible renovación de suscripción con la empresa
8. Datos de la competencia
3. Un proceso de mejora continua, basado en los resultados y objetivos propuestos.
Para desarrollar un buen plan de acción basado en los análisis de una encuesta suelo
aplicar dos principios académicos conocidos como el diagrama de causa-efecto de
Hishikawa y Pareto.
El primero ayuda a identificar las causas-raíz que generan insatisfacciones o bajas de
clientes y la segunda a priorizarlas según el impacto que tengan en el cliente y negocio.
Este procesos ayuda a descubrir el camino más rápido para satisfacer las expectativas
de los clientes y su fidelización.
Indicadores a tomar en cuentas: NPS y los varios indicadores de satisfacción en un 10%.
Todo esto se convierte en reducir el customer
churn rate (tasa de abandono de clientes).

Escrito por Marco Oriano

Posted by: Marco Oriano | April 14, 2012

Productividad y Atención al Cliente, objetivos prioritarios

S3-10C Encuesta Ppptos IT – Productividad

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