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It’s no surprise: on the surface, the two departments and their goals seem distinct from one another: Marketing is all about customer acquisition (or, attracting new customers), while customer service is all about customerretention. So, how exactly does custom service feed into marketing?
In 2014, it is very difficult to find an organisation who does not believe that the customer experience or being customercentric is NOT of value. The report is a fascinating assessment of the customercentric nature of brand names that we interact with on a daily basis.
In contrast, the success rate of selling to existing customers is anywhere between 60% and 70%. So, focusing on customerretention is the better option. When you put the customer first like this, people talk. And nothing brings this point home more than what happened in 2008. The problem was, the PS didn’t come.
Everyone from customers to investors and stakeholders will be wary of associating with a company that can’t seem to get its customer experience right. According to Harvard Business Review, acquiring a customer costs anywhere from 5 to 25 times more than retaining an existing one. But the damage doesn’t stop there.
I am still regularly asked if this ‘Customer Experience thing’ is really a ‘thing’ at all. In 2008, Woolworths left a huge hole in high streets all over Britain – it had completely failed to remain relevant to the consumer and ceased to be a viable business.
I’m the VP, Customer Success here at Uberflip. The first being product adoption, the second being customerretention, and the third being customer expansion. It might help to start with a bit of a history, give that, relative to other teams here at Uberflip, Customer Success is still very new.
It is no surprise that discretionary spending practices lead customers to reconsider whether or not they need to renew or expand certain subscriptions. Since most SaaS companies started after the 2008 financial crisis, this is the first test of the sustainability of the model during the crisis. Adjust Your Offering.
It is no surprise that discretionary spending practices lead customers to reconsider whether or not they need to renew or expand certain subscriptions. Since most SaaS companies started after the 2008 financial crisis, this is the first test of the sustainability of the model during the crisis. Adjust Your Offering.
LinkedIn: Augie Ray – Vice President Analyst – Customer Experience for CX and Marketing Leaders – Gartner. Our favorite content from Augie : The COVID-19 Dilemma: Remaining Customer-Centric When Customers Expect Incompatible Pandemic Rules. 20 Ways to Empathize With Stressed Out Customers.
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