It’s never been more important to create and sustain mutually valuable customer relationships. How can your company improve execution of customer-centric business management and drive total customer value? Learn about four best practices for better customer experience management, including building genuine relationships through collaboration. Explore the next frontier in achieving genuine customer relationships.
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Companies are starting to realize they don’t have the option of ignoring the quality of their customers’ experiences. Overstock.com knew customers want excellent service, regardless of which channel is used. But it had to overcome some obstacles on the road to excellence. Learn about the customer relationship management (CRM) solution the company chose, and how it improved the quality of customer interactions.
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There are six fundamental truths about the dynamics of customer experience in large organizations, and anyone looking to improve customer experience must understand and comply with these underlying realities. The first law states that every interaction creates a personal reaction. Find out the implications of this law, what the others are, and how you can use them to manage customer interactions in your company.
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It’s easy to blame a poor service experience on the person who delivered it. But usually customer service failure can trace its root cause back to the technology and processes agents use—systems that are hard to navigate, don’t give access to vital data, and don’t provide multichannel integration with a clear view of customers. Learn how a multichannel system can enable a more effective customer experience strategy.
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A customer-centric strategy is an important part of winning the battle for customers’ hearts, minds, and wallets. But while many business leaders understand the basic concept, they lack details on exactly how customer-centric practices deliver business value. This overview of launching and sustaining a successful customer-centric journey explains how it pays to give your customers what they want.
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Great service is the number one reason customers cite for being loyal and recommending companies to friends and colleagues. On the flip side, 80 percent of customers say they stopped doing business with a company because of a bad services experience—and that they’ll never do business with that company again. Learn about a proven and practical approach to delivering great service and reaping critical customer benefits.
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Are you focused on reducing costs rather than delivering differentiated experiences to your customers? Do you rely on self-serving business models, instead of the generous nurturing needed for real and lasting relationships? Do you know the costs and consequences? Find out why you should be concerned about the “cost of doing nothing,” and how to asses if your customer strategy—or lack thereof—puts your business at risk.
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Companies that build customer loyalty through exceptional service are finding themselves insulated against an uncertain economy. They know you can’t afford to lose customers, especially since they cost considerably more to replace than to retain. Download this white paper to learn more.
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Great service is the number one reason customers are loyal and recommend companies to friends and colleagues. But on the flip side, 80 percent of customers say they stop doing business with a company because of a bad service experience—and that they’ll never do business with the company again. Find out how you can gain the essential service capabilities, both online and at the service center, to keep your customers loyal.
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Recent surveys have shown that 76 percent of respondents rated customer loyalty as extremely or very important to top management. Many companies feel they exercise due diligence in this area, but as global competition increases and markets mature, they’ll have to go that extra mile. To better measure customer’s attitudes and behaviors, companies must make loyalty management an integral part of their business strategy.
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As with all things, there’s a good side and a bad side—the Internet is no different. Although it improves communication between businesses and customers, it can also overwhelm customers that are bombarded with marketing e-mails on a daily basis. Customers want more convenient contact channels. Smart companies understand this and are responding by adopting a multichannel approach to customer relationship management (CRM).
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Everybody’s talking about how improving customer experiences increases loyalty, advocacy, and profitability. And you know you need to do something to deliver great customer experiences across your organization (rather than just at the retail store or call center). So now what? Download this white paper to find out how to kick-start your customer experience improvement initiative.
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The Internet and big-box retailers have changed the way products from MP3 players to garden tillers reach the market. Customers now have a direct pipeline, via the Internet, to the name on the label of the products they buy. And those customers are going back in droves to the manufacturers instead of the retailers for product support. How can you distinguish your brand, given this new market dynamic? Find out now.
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What happens between the time customers begin to research a product and the final purchase? They’re likely to check out your—and your competitors’—websites, retail stores, contact centers, and blogs. And each point of contact puts your company in a competitive situation. That’s why the most important issue is how your company tracks customer activity in today’s multichannel world.
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“Get this to me ASAP. I can’t afford any delays.” Your customer service representatives hear these statements every day. Your clients are demanding speed and quality at every touch point: the days when they’d accept tradeoffs between product quality and timeliness of service are over. Organizations need to adapt to this reality—before their customers defect to the competition.
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For years, contact centers have used first contact resolution (FCR) rates to measure their performance. While FCR rates remain a useful metric for assessing how well contact centers handle incoming requests from customers, they do not provide an accurate view of how well your company is treating your customers. In fact, they may even be misleading.
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Industry observations indicate that few enterprises have been successful in implementing seamless networks to provide consistently updated customer information across multiple channels of access, including data stored and used within and outside contact center applications. There are several reasons for this lack of success—in particular the method by which these multichannel contact centers were developed in the first place.
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Companies that provide superlative service keep their customers satisfied and loyal. It’s particularly important to deliver great customer service on the web—which is why great web self-service should be a company’s top priority. Unfortunately, many executives who would have a heart attack if their call centers were unresponsive don't show the same concern about having an unresponsive web site.
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Situating e-mail in a multichannel marketing plan is more complicated than it used to be. Where exactly does e-mail fit in the world of blogs, vlogs, and podcasts—where MSN, Google, and Yahoo! call the shots? Marketers need to understand which strategies and tactics are most effective to ensure that their e-mails will be delivered, opened, and acted upon.
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Successful customer experiences change the competitive landscape by separating your company from the competition. Industry wisdom thus has companies focusing on increasing transaction efficiency. However, by executing a customer-centric strategy—with a clear process enforced along every channel of customer interaction—you will tap into the emotions and aspirations of your customers, creating a personal and long-standing connection with them.
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Exceptional customer experiences revolve around one central principle: knowledge at the point of action (KAPA). Learn how your marketing, customer service, and sales systems can work together to drive customer loyalty and advocacy.
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To work through all the issues necessary to improve sales performance, executives have a number of options for leveraging people and knowledge. However, an area that shows significant potential for helping sales teams meet or exceed their goals is the effective alignment of sales process and technology. Executives looking to optimize performance should consider this approach to achieve their goals.
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Do you spend all your time chasing new customers instead of taking care of the ones you already have? Most customer relationship management (CRM) projects focus on customer relationships but fail to address customer experience as a loyalty driver. In part two of a two-part series, learn about best practices recommended by customer experience management (CEM) experts, and how they can help you improve long-term loyalty.
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Countless customers are engaging in self-service, in the process helping companies save millions by deflecting service interactions to cheaper channels. At many organizations, just the cost savings make the investment in self-service worthwhile. But the self-service business case isn’t built on cost savings alone. There’s a bigger, more customer-focused picture to consider, where the customer experience plays the key role.
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Customer churn rates are higher than ever: although businesses say they are devoted to loyalty, their management systems and budgets do not support that claim. But in a landscape of similar products, cutting down on defection—or churn—is vital. There are in fact four steps to improving loyalty and retention which, if focused on the appropriate customers, will improve profitability.
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Customers perceive value based on the experiences they receive—and many big-name companies have tuned into this because they’ve made a connection with customers that transcends the basic functional value they offer. In this first part of a two-part series, learn how traditional customer relationship management (CRM) has often failed in this respect, and how managing customer experiences can drive your revenues.
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Many of the familiar avenues for gaining a competitive edge, such as product innovation or speed-to-market, are not as effective as they once were. Customer experience is currently the prime battleground for advantage, and a company’s competitive edge now depends on delivering a consistent, satisfying customer experience. How do the leaders get it done?
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Customer service has long been an "island unto itself," where efficiency and volume—and not building customer relationships—have reigned supreme. But priorities are changing. The mission now is to serve better, faster, cheaper—and to make more money in the process. Best-in-class customer service organizations see cost efficiency and revenue as allies, not enemies. What are their secrets?
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Customers are your company’s most precious resource. Consistent service is a must, no matter what your volume of inquiries. That’s why it’s so important to provide great customer service. Companies that provide a superlative service experience keep their customers satisfied and loyal. And that’s a significant competitive advantage. But what are the secrets to accomplishing this and generating bottom-line benefits?
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Deploying voice self-service (VSS) is undeniably attractive to enterprises because it improves the speed, consistency, and convenience of information sent to customers, and decreases costs. Knowledge bases play a key role in helping enterprises achieve greater return on investment because they link web- and speech-based self-services together. In particular the emergence of VoiceXML has truly shifted speech and IVR platform hosting options.
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Companies implement a customer relationship management (CRM) system to balance increasing revenue, decreasing costs, while enhancing the customer experience. However, many implementations fail to do this. Companies, however, can meet these goals by implementing a customer-centric CRM. In this system, all business processes throughout the extended enterprise are optimized around customer life cycle care, which builds stronger relationships.
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