I start off this post with the history of the Customer Success profession and then share an interview with Emilia D’Anzica, partner at Growth Molecules and host of the CS Makeover Show, about all things customer success.
A critical component of a great employee experience is feedback – both from peers and from management. The iterative, continuous improvement that happens as a result of that feedback is important to an employee’s development, productivity, and engagement. But does that improvement really happen? Or is providing/receiving feedback more of a demoralizing exercise?
The topics of customer trust and customer confidence have come up in conversations a few times recently, especially as it relates to pandemic and post-pandemic actions by several companies. What are they and what does it mean for your company?
“Hiring for culture fit” is always a hot topic. I love it. I think it’s so important that you get the right people on the bus to ensure you (a) have the culture you desire, (b) deliver the experience customers desire, and (c) see the business results you desire. What does the interview look like in order to ensure that fit?
In future state journey mapping, you ideate—with customers—the ideal future experience and map out that experience, which then becomes the blueprint for implementation. What does the ideation session look like? How does that work? Read on to find out!
In today’s post, I’m going to delve into customer success a bit more, thanks to a conversation I recently had with Rav Dhaliwal – and angel investor and former Customer Success executive for Slack, Zendesk, Yammer, and Salesforce – who I met through Dickey Singh, a long-time friend and co-founder of Cast.app, a platform purpose-built to humanize and scale digital customer success.
Back in 2019, I shared an excerpt from my book, Customer Understanding: Three Ways to Put the “Customer” in Customer Experience (and at the Heart of Your Business, that outlines the various types of maps that you may encounter or use in your work to understand and redesign the customer experience. But I didn’t include empathy maps in that post. Why not?
As a follow on to the post, Four Actions to Take on Customer Effort Feedback, you’re likely going to need to prove the ROI of reducing customer effort. In this post, I’ll talk about five steps to prove the ROI.
One of the biggest mistakes companies can – and do – make with customer feedback is to do nothing at all with it. Remember the old Gartner statistic: 95% of companies collect customer feedback. Yet only 10% use the feedback to improve, and only 5% tell customers what they are doing in response to what they heard. I’d like to help you to not become a statistic.
I’ve had a lot of conversations in recent weeks about how the employee experience drives the customer experience, but the part that stands out from these conversations is the common thread: that the customer experience only happens via, or is only shaped by, the frontline employees. That is just not true.