Categoria: Customer Neuroscience

Mantenere una promessa vale ben di più che eccedere le aspettative

su da Gian Carlo Mocciin Customer Experience, Customer NeuroscienceLascia un commento

NOTA AICEX: secondo recenti studi, eccedere nel mantenere una promessa non ha un valore superiore per il cliente. Mantenerla è già sufficiente per ottenere la sua fedeltà.

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You better think twice before breaking that promise — or exceeding it.

New research from the University of Chicago Booth School of Business finds that exceeding a promise isn’t viewed any more highly than keeping a promise.

“I think there are two implications to keep in mind, both in our professional and personal lives. First, maintaining good relations with other people does not require a superhuman effort. Do what you promise you’ll do, and people are grateful,” says Nicholas Epley, John Templeton Keller Professor of Behavioral Science at Chicago Booth. “You don’t need to be Superman and go above and beyond your promises in order to be appreciated by other people.

“Second, if you do put in the superhuman effort to do more than you promised, don’t get angry when other people don’t seem to appreciate the extra work you put in. They’re not inherently ungrateful or unappreciative — they’re only human.”

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Migliorare la customer experience attraverso la responsabilizzazione dei dipendenti

su da Gian Carlo Mocciin Customer Neuroscience, Marketing, LoyaltyLascia un commento

NOTA AICEX: il miglioramento della customer experience in ogni azienda passa necessariamente attraverso miglioramento della responsabilizzazione dei dipendenti. Prima di tutto è però necessario comprendere l’attuale livello di empowerment cercando di comprendere se e come i dipendenti si sentano responsabilizzati in termini di CX.

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I read an article last week on employee empowerment by Annette Franz. She reflected on the merits of employee empowerment and also provided excellent examples of how employers can improve the customer experience by empowering their employees; she sites examples from the likes of Ritz-Carlton, Hyatt and Diamond Resorts, to name a few. Before employers institute ways to improve employee empowerment, however, they need to understand the level of empowerment their employees currently experience. How do employers know if their employees feel empowered? An effective way is to simply ask them.

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Come misurate l’Employee Engagement?

su da Gian Carlo Mocciin Customer NeuroscienceLascia un commento

NOTA AICEX: gestire e misurare il coinvolgimento dei dipendenti diventa sempre più cruciale. Nickie Hawton ci mostra come disegnare ed utilizzare una survey di Employee Engagement.

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One of my closest friends is a teacher, who is absolutely dedicated to the job and loves seeing young people thrive and learn. The school has an excellent academic reputation and a very strong sense of community. However, poor communication and insensitive people management over the past couple of years have meant that trust in the senior team and morale in the staffroom have plummeted and good, experienced teachers have left in their droves and taken jobs in other schools. Apart from a few stalwarts, most of the people who have made the school what it is will soon have left. Rebuilding the depth and strength of the previous team, if it can be achieved, will be costly – and take many years.

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Il legame tra VoC e VoE

su da Gian Carlo Mocciin Customer Neuroscience, Marketing, LoyaltyLascia un commento

Nota Aicex: i dipendenti diventano sempre più importanti quando si parla di KPI e di programmi di Voice of the Customer. Esploriamo i legami tra Voice of the Customer e Voice of the Employee.

 prestiti-dipendenti

You’ll have seen from my previous articles that I’m keen to highlight the close relationship that exists between the Voice of the Employee (VoE) and the Voice of the Customer (VoC). In this article, I really want to demonstrate just how inextricably linked the two ‘voices’ are – in fact, in my view, they’re inseparable.

Many organisations continue to run separate VoE and VoC programmes. Often, they are conducted at different times and by different teams. What’s more, they’ll usually have entirely different objectives, and different KPIs against which outcomes are measured.

This is not necessarily a problem if such programmes are being run as a ‘point in time’ activity, where simple actions might be taken based on specific results. And it’s entirely understandable that many businesses take this approach, based on the historical reasoning that employees belong to HR and customers span other parts of the business such as sales, marketing and customer service.

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