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An Electrical Retailer reduced complaints by 20%, increased levels of trust by 10% and achieved a 3% increase in ‘like for like’ sales. An Insurance company reduced certain repeat calls from 76% to 6 % achieving millions of cost-cuts and also moved Customer satisfaction from 73% to over 90%. February 2006. www.mckinsey.com.
Just as satisfaction has little proven connection to customer behavior, employee engagement was not designed to drive customer behavior. To build on this statement, let’s begin by looking at the results of satisfaction on downstream customer action. correlation.
More than just a buzzword, ‘being human’, especially in brand-building and leveraging customer relationships, has become a buzz-phrase or buzz-concept. To understand customers, the effective enterprise needs to think in human, emotional terms. But, there is little that is really new or trailblazing in this idea.
Since first entering active HR use, employee engagement has had many meanings and interpretations, but relatively little of it has to do, by conceptual definition, specifically with impact on customer behavior. higher customer satisfaction, which leads to…. increased sales (repeat business and referrals), which leads to….
Jonathon is a sought-after public speaker and regularly speaks about customer success, customer-centric user experiences and cloud technologies throughout North America. The second mistake call centers make when buying call monitoring software is falling victim to heavy pressure tactics from sales staff. Stacy Caprio.
The campaign ran from 2006 to 2009 and was a hilarious success, positively impacting the Mac’s image. Consistency is vital to growing a strong equity. (>> Tweet this <<) The results of doing this will be both higher sales and profits, due to being valued more than its competitors. SOURCE: Apple.
It’s been proven that it costs 5X to 25X more to acquire customers compared to the cost of retaining customers. Do we believe “the purpose of Marketing is to maximize revenue leads for Sales” as 70% of CEOs now expect? Sales-centric management) is a continuous hamster-wheel that perpetuates complexity of managing expectations.
Southwest gets lots of negative feedback on their boarding approach and yet decided that fixing this problem would raise costs and eventually cause customers to defect. Reviewing a journey map revealed that promises made by sales reps early in the process (based on incomplete info) set up the services project for failure.
If you look at the direct-to-consumer revolution, Nike started theirs in 1990 with Nike Town in Oregon – a small shop where they had built direct relationships with customers – and by 2006 they had started Nike+. That’s not where your customers live – that’s where you live. Looking for more Outside In thinking?
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