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At the highest level, we’ve seen the rise of the ChiefCustomerOfficer (CCO), an executive with the authority and visibility to create a culture of customer-centricity. Even in companies that don’t take the CCO route, I expect to see a breakdown of silos between CMOs and CIOs.
The Net Promoter System® (or NPS) has been a popular customer experience metric since its creation in 2003. As a rule, I would always suggest collecting NPS as one of a number of metrics (including CSAT and Customer Effort) unless there is a compelling reason why you should not. There is no perfect metric.
During my ten years plus tenure as a corporate CX director, I introduced NPS to the leadership team to which they readily understood the concept and its simplicity and fully embraced NPS as the key performance metric in evaluating customer satisfaction and loyalty. It complements other CX metrics but is less likely to stand alone.
His coverage topics include the ROI of CX, CX strategy and governance, how CX leaders secure and retain sponsorship, the buy/own/advocate customer journey, voice of customer (VoC) and survey strategies, customer journey mapping, CX analytics and measurement, the role of social media and word of mouth (WOM) in CX, and persona development.
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