Categoria: Marketing, Loyalty

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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La Customer Experience non riguarda solo i clienti

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

When marketers talk about the customer experience, the focus is almost exclusively on the buyer. “What does the customer want/need/prefer?” “How can we improve customer engagement?”

But today, I’d like to offer this (gentle) reminder that the customer experience is part of a larger service-profit chain. Yes, satisfied, loyal customers are essential to profitability. However, you can’t forget where the entire service-profit chain begins – with engaged employees. In 2000, HBR OnPoint published an article titled Putting the Service-Profit Chain to Work that very clearly articulated the value of employee engagement and loyalty, and to illustrate my point, I’ll adapt it slightly here:

In addition, Forrester recently concluded that companies with higher employee engagement ratings have higher profit margins and deliver better customer outcomes, as measured by customer satisfaction, loyalty and likelihood-to-recommend scores. Continua a leggere “La Customer Experience non riguarda solo i clienti” →

Fissare gli obiettivi di Customer Loyalty

su da Gian Carlo Mocciin CRM, Customer Service, Marketing, LoyaltyLascia un commento

Nota Aicex: usare le customer survey non significa automaticamente migliorare i KPI di soddisfazione dei clienti. Non solo gli obiettivi devono essere specifici e misurabili, ma il tutto deve essere programmato in un’ottica di Customer Experience.

All companies who use customer loyalty surveys strive to see increases in their customer loyalty scores. Improving customer loyalty has been shown to have a positive impact on business results and long-term business success. Toward that end, executives implement various company-wide improvements in hopes that improvements in customer loyalty scores will follow.

One common method for improving performance is goal setting. There is a plethora of research on the effectiveness of goal setting in improving performance. In the area of customer satisfaction, what typically occurs is that management sees that their customer loyalty score is 7.0 (on a 0-10 scale) at the start of the year. They then set a customer loyalty goal of 8.0 for the end of the fiscal year. What happens at the end of the year? The score remains about 7.0. While their intentions are good, management does not see the increases in loyalty scores that they set out to attain. What went wrong? How can this company effectively use goal setting to improve their customer loyalty scores?

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Design e Customer Experience

su da Gian Carlo Mocciin Digital, Design, UX, Marketing, LoyaltyLascia un commento

AICEX: quali sono le relazioni tra design di un prodotto e Customer Experience? Ciò che conta è ideare prodotti che piacciano davvero ai futuri clienti e che servano a soddisfare i loro bisogni. Tutto nell’ottica di una perfetta CX.

There has been a great deal written about “design thinking” in the past few years.  Much focus has been placed on its value in helping define business strategy, with design firms around the world claiming that they have evolved beyond their role as developers of products into a new role as business visionaries.

It seems nearly every firm with a design practice has a “proprietary and unique” problem-solving process that will unlock the magic combination of Customer Experience, Brand Vision and Strategy – transforming any company into the next Apple. This is only half true. Design is a process that helps people develop systems that other people will use.  This process can be applied to software, buildings, space shuttles, tea kettles and organizational structures.  CX design is about applying design’s problem solving capacity to align a business to face its customers. It needs to work across channels, touchpoints and media – making it different from other fields.  Software designers make software.  Automotive designers make cars.  CX designers enable experiences. But no one owns this process.  Its origins are ancient.  Its effects are ubiquitous in the modern world and permeate every facet of our lives.  This is the first of a two-part story – about how this process came to be, how it works, and how it can be leveraged to build a better connection between a business and its customers.

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