In this article, Annette Franz reviews five Customer Success trends and predictions posed by Deloitte and asks Cast.app CEO, Dickey Singh, to weigh in with his thoughts on what he’s seeing relative to each trend or prediction.
Journey mapping is one of the most powerful tools to help you understand the current customer experience and to design a new experience. Important to that is ensuring that the maps you and your customers create are actionable. Done correctly and with actions and outcomes in mind, the maps will guide you to improve the experience, both today and in the future. When you think about making the maps actionable, you must keep the following 11 concepts in mind.
According to the Deloitte 2017 Global Human Capital Trends report, 80 percent of executives rated employee experience as very important, but only 22 percent said their companies excelled at designing and delivering the experience.
That’s a big gap and a big problem. Why? There are a lot of reasons…
Let’s consider this: people don’t leave managers; they leave the culture of the organization. We know that culture is the foundation of the organization and that the culture is shaped by the worst behavior a leader is willing to tolerate or allow. So, actually, it’s both – employees leave cultures and they leave managers. You can’t think of one without the other; they are quite intertwined. If leaders set the tone for the culture, and the culture isn’t a good fit for the employee or is/becomes toxic, employees will leave.
Who makes decisions in your organization today? How are they made? What is the process? How are these decisions informed? How are values included in the process? What is it important to include them?
Culture is set by the CEO. But what’s the Board’s role? How do they influence it? Or do they? I set out to see if and how the Board affects culture. In this article, I share some of my findings.
Connected customers expect seamless, consistent, and personalized experiences across various channels and touchpoints. You must know their preferences and expectations and design an experience accordingly. To deliver on their expectations, you’ve got to have a complete view of the customer journey, informed by customer and data-driven insights. How do we do this?
Metrics are always a hot topic among customer experience professionals – and among others in their organizations who love to track them, namely executives. The most-frequently-asked questions are always, “What’s the best metric to use?” or “Which metric should we use?” The next questions is then, “How do I improve the score?” I’ll address both of these in this post.
I recently came across an article in the Wall Street Journal about David Novak, the former CEO of Yum Brands. In the article, he talks about his epic fail: Crystal Pepsi, the clear version of Pepsi that he developed in 1992 when he was Pepsi’s Executive Vice President of Marketing and Sales. The thinking behind creating Crystal Pepsi was that, at the time, colas were losing market share to clear drinks, so let’s develop a clear drink to compete. Hey, why not?
The Net Promoter System evolved once again in late 2021 with the addition of Earned Growth, an account-based metric. But what is it? Why was this update needed? How can B2B organizations measure it? And how does it link to business outcomes?