AICEX è il riferimento per la CX in Italia. Contribuisce al successo dei progetti CX, svolge attività di formazione, identifica le tecnologie migliori, diffonde la cultura della Customer Experience.
NOTA AICEX: Quanto è coinvolto il cliente nel DNA della vostra azienda?
I recently came across an article/speech by the late David Foster Wallace; it starts with the following story.
There are these two young fish swimming along, and they happen to meet an older fish swimming the other way, who nods at them and says, “Morning, boys. How’s the water?” And the two young fish swim on for a bit, and then eventually one of them looks over at the other and goes, “What the hell is water?”
AICEX: L’NPS è un gran bel KPI, ma solo se si è consapevoli delle sue caratteristiche e dei suoi limiti.
Don’t get me wrong, I love Net Promoter Score (NPS). I love its simplicity and accessibility. I love the way that CEOs and front line teams can understand how it works without the need for a degree in statistical mathematics or data analytics. However, there is a big problem with NPS and it normally comes after any successful programme implementation. The ‘curse of the number’ is a good way of summing up the problem.
Too many companies are spending too much time focusing on the numbers (results) and not enough time on actually making improvements. We all know what it’s like when NPS results are about to be released. The business become tense whilst segment heads and product leads start to manage communications around the possible ‘number’. Having worries about a number drop or optimism about a number rise are understandable but too many companies are trapped in a cycle of quarterly or bi-annual panic.
So how do you get away from a culture of number watching? Below are some tips:
NOTA AICEX: Sono i Clienti che generano il Business, come in un approccio “pull”, e questo si lega anche a logiche di Time to Market, per cui anche il migliore prodotto avrà poco successo se non ci sono clienti disposti ad acquistarlo.
In Peter Drucker’s The Daily Drucker, which contains 366 daily insights (excerpts from his books; see original text I’ll refer to from The Practice of Management in the image to the left), each one ending with an action item to put that day’s concept to use, he writes:
If we want to know what a business is, we have to start with its purpose. And the purpose must lie outside the business itself. In fact, it must lie in society, since a business enterprise is an organ of society. There is only one valid definition of business purpose: to create a customer.
The customer is a foundation of a business and keeps it in existence. The customer alone gives employment. And it is to supply the customer that society entrusts wealth-producing resources to the business enterprise. Continua a leggere “Peter Drucker: Quale è lo scopo del tuo Business ?”
AICEX: oramai i tempi sono maturi per dire che l’attuale concetto di ROI è talvolta poco adeguato a rappresentare la bontà o meno di azioni CX. ROC e ROR sono due KPI alternativi che cominciano a farsi strada. Pubblichiamo un interessante Post di Mike Wittenstein, peraltro un “supporter” di AICEX.
Some management teams believe that you have to measure where you are before you take a step forward. “We can’t afford to waste energy, time, resources, money, or make a mistake,” they tell us. “One step at a time (incremental gains) is how progress should be made.”
Other leadership teams spend their time first creating a detailed and feasible picture of the future. “Let me show you what customers want and how we can be the best at delivering that,” they energetically declare. Once they show the future design to their teams, the conversation and everyone’s attention turn to building it—and making it real.
Associazione Italiana Customer Experience - AICEX 
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