Livework: Come misurare la Customer Experience con l’NPS

AICEX: Ci vengono in mente almeno 6 Framework per misurare la Customer Experience e sono tutti “proprietari”, con il limite di avere una diffusione limitata. Anche l’NPS è una metodologia “proprietaria” ma ha ampia diffusione e molte aziende lo utilizzano già. Ecco perché è importante capire come possiamo utilizzarlo al meglio conoscendone limiti e vantaggi.

  • NPS does not capture the overall customer experience.
  • Businesses must decide the objectives and application of NPS alongside other metrics.
  • When NPS is used alongside other metrics, quick fixes in customer experience are revealed.

Continue reading “Livework: Come misurare la Customer Experience con l’NPS”

The Washington Post: Usa il Design Thinking per deliziare i Clienti

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AICEX: UX, DX, CX, Design, … tutta una stessa famiglia ..
For better than a decade, managers have been taught that focusing on the customer provides a sure path to success. Initiatives such as “voice of the customer” and tools such as “net promoter score” have helped us to better manage these all-important relationships. But what do you do when you hit a plateau, chasing ever smaller niches with ever expanding offerings that yield less and less?

Increasingly, companies that excel at serving customers are turning to unique approaches to find value propositions that continue to move the needle. Intuit, a leader in the development of personal and small-business software, is one such company. It is at the forefront of using design thinking to inspire innovation that delights customers.

Since Intuit’s inception, founder Scott Cook emphasized creating products that were easy for customers to use. Despite this, the company began to observe a narrowing gap between competitors’ product performance and their own offerings. Sensing an opportunity, former chief executive Steve Bennett pulled together a small team of several senior operating managers, their chief strategy officer, and Kaaren Hanson, Intuit’s design innovation head, to address the question of what was next. What lay beyond ease?

The team’s answer was delight, and they identified design thinking as an important strategy for getting there. Design thinking’s ability to uncover customers’ unarticulated needs and its processes for testing potential success with small inexpensive experiments provided the framework they needed. The team ultimately focused on three core design principles: “customer empathy,” “go broad before narrow” and “rapid experimentation.”

http://www.washingtonpost.com/business/capitalbusiness/use-design-thinking-to-reach-customers/2014/05/02/6e7a99c0-d05c-11e3-937f-d3026234b51c_story.html?postshare=641439724804671