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The document proposes the Convenience Center concept to provide a one-stop-shop experience for time-starved and self-directed Nordstrom customers. It describes conducting customer discovery through interviews and shop-alongs, synthesizing insights, designing prototypes, and testing prototypes with customers and employees to refine the concept based on feedback in an effort to better serve customers on their own terms.
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VGS Inc. is a signage and visual communications company with over 30 years of experience. They have 105,000 square feet of manufacturing space and over 150 employees. VGS offers single source design, manufacturing, installation, and maintenance services. They have expertise in proprietary technologies and a breadth of manufacturing capabilities. VGS employs 13 full-time designers and offers branding, environmental design, signage systems, and other design services.
Customer Service Sales Resume. Tailored to Perfect
BestResumeHelp.com provides professional resume writing and career coaching services to help job seekers unlock their career potential. Their team of experienced resume writers create personalized resumes tailored to each client and optimized for applicant tracking systems. In addition to resume writing, BestResumeHelp.com offers cover letter creation, LinkedIn profile optimization, and career coaching to help clients at every stage of their career journey.
Why is Store Based Retail Training So Important Now? - Insights that Ignite No.8
Store based training has become more practical & cost effective as store portfolios have grown more dispersed and store demographics and assortment grading more diverse
In modern retail, high speed consumer & product dynamics have made formal, classroom based training cumbersome and quickly outdated, whilst ongoing informal training has become more efficient and relevant.
In this diverse, dynamic market – “education & informal training” has become more effective and successful than “rigid instruction & compliance!”
STRATEGY FOR YEAR 2016 MARKET CIRCLE STORE
The document outlines a strategy for improving sales, service delivery, training, store design/branding, and quality assessment at the Market Circle store in 2016. Key goals include executing an in-store promotion, developing alternative sales methods like occasional outdoor sales and customer clinics, partnering with other departments, tracking sales daily/weekly/monthly, standardizing service across stores, instituting peer reviews, developing effective feedback mechanisms, providing device and sales training to employees, improving signage and displays, and establishing standards for complaint resolution.
C Caswell Customer Insight 2011
This document discusses strategies for improving customer relationships and loyalty through effective communication, delivering a quality customer experience, and going beyond expectations. It recommends conducting customer surveys to understand buyer behaviors and satisfaction levels. The surveys would provide insights to improve customer service and identify areas for growth. Additionally, the document suggests training sales teams and focusing on building long-term relationships with customers after the sale through consistent communication. The overall goal is to differentiate the brand and leverage positive customer experiences.
A Step-by-Step Demonstration of the CX Approaches of the Future [LEVEL UP CX ...
The webinar discussed optimizing customer value delivery through customer journey management. It began with an overview of customer journey management and its key aspects like identifying important journeys, measuring success signals, and orchestrating corrective actions. The rest of the webinar provided a practical example of applying customer journey management to a short-term insurance onboarding process. It outlined the key steps of discovering customer journeys from data, measuring value delivery, analyzing goal achievement, designing intervention strategies, and continuously reviewing and optimizing the process.
Customer centric workshop
The document describes a customer centric workshop hosted by MacInnis Marketing. The workshop aims to help companies create a customer-centric culture by defining their values and mapping out the customer journey. Participants review the business model, set goals, and gain insights from customer and employee surveys. Employees learn how their roles impact customers. The full-day workshop, which includes games and team building, maps the customer experience and identifies areas of focus. Participants leave with worksheets, templates, and a written marketing plan to improve customer experience and build an aligned employee culture.
Halverson Group Reality Tests Presentation
Halverson Group helps brands optimize their shopping experience through real-world validation studies. They conduct research in real stores with real customers making real purchase decisions, followed by real conversations. This approach aims to get as close to the real world as possible to best predict consumer behavior. Halverson Group uses a variety of quantitative and qualitative methods, including shop-alongs, focus groups, and mobile eye tracking. They measure various store and product elements and answer client questions about topics like new products, package design, and promotions.
CVP_Assignment.pptx
Formulating a Customer Value Proposition
The customer value proposition is at the core of formulating the product strategy blueprint
A key output of business strategy is the customer value proposition (CVP) with its tangible manifestation being the organization products/services.
The CVP is the strategic guidepost for product design and product marketing (campaigns and messaging to the customers). All product management activities (market intelligence, customer research, product market position analysis) are in effect an input in defining the CVP (for new products) and enhancing the CVP appeal (for existing products). As such, formulating a CVP is a core element of product strategy process and output.
Defining Customer Value Proposition elements
At its highest level, a CVP is a statement defining your promise to your (target) customers, stating the benefits (value) they will receive by buying your product/service – it sets the value/price equation to the intended target market. The CVP should be a succinct customer centric statement that articulates how the product/service will benefit customers.
The CVP design is informed by and should be aligned back to the organization overall corporate/business strategy. It should start by defining the customer target segment with clear articulation of what customer problems/pain points are being solved.
See below the visualization of the CVP design elements and where it fits between high level corporate strategy and marketing- the high level strategy shapes the CVP and marketing communicates and sells the CVP.
Formulating a Customer Value Proposition
The customer value proposition is at the core of formulating the product strategy blueprint
A key output of business strategy is the customer value proposition (CVP) with its tangible manifestation being the organization products/services.
The CVP is the strategic guidepost for product design and product marketing (campaigns and messaging to the customers). All product management activities (market intelligence, customer research, product market position analysis) are in effect an input in defining the CVP (for new products) and enhancing the CVP appeal (for existing products). As such, formulating a CVP is a core element of product strategy process and output.
Defining Customer Value Proposition elements
At its highest level, a CVP is a statement defining your promise to your (target) customers, stating the benefits (value) they will receive by buying your product/service – it sets the value/price equation to the intended target market. The CVP should be a succinct customer centric statement that articulates how the product/service will benefit customers.
The CVP design is informed by and should be aligned back to the organization overall corporate/business strategy. It should start by defining the customer target segment with clear articulation of what customer problems/pain points are being solved.
See below the visualization of the CVP design elements and wh
Growth process
This document discusses customer lifecycle and lifetime value (LTV). It explains that LTV is calculated by multiplying a customer's order value, order frequency, and lifetime as a customer. It also discusses the five stages of the customer lifecycle according to Dave McClure's AARRR framework: Acquisition, Activation, Retention, Referral, and Revenue. The document advises quantifying and prioritizing growth ideas according to factors like cost, impact, and time in order to optimize the cost per acquisition to LTV ratio. It provides a process for growth including defining metrics and channels, brainstorming and prioritizing ideas, implementing tests, analyzing outcomes, and optimizing.
Customer satisfication
This document discusses customer satisfaction from multiple perspectives. It defines quality and customer expectations, outlines nine dimensions of quality that produce customer satisfaction, and presents models of customer satisfaction including Norman's model and Teboul's model. It emphasizes that quality must be built into every stage of product development and that customers dictate market trends. Several aspects of customer service quality are outlined, and it is stressed that customer feedback should be continuously sought to identify areas for improvement.
240 Measuring Customer Satisfaction and Complaint Handling
The document outlines an agenda for a two-day workshop on measuring customer satisfaction and complaint handling. The workshop will cover designing and implementing customer satisfaction surveys, analyzing results, and using insights to increase loyalty and reduce customer defection. Participants will learn how to set objectives for surveys, design effective questionnaires, launch surveys, analyze key performance indicators over time, and present findings to management to improve the customer experience. The workshop will also cover best practices for effective complaint handling and using customer feedback to fulfill their needs.
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CC Portfolio-small
- 1. As our customers lifestyle are becoming more busy, customers expect Nordstrom to support any of their retail needs at any point of their purchase journey. How might Nordstrom provide a One-stop-shop for the Time Starved and Self Directed Shoppers? THE CONVENIENCE CENTER SPEED & CONVENIENCE CUSTOMERS IN CONTROL SERVE CUSTOMERS ON THEIR OWN TERM
- 2. INITIATION CUSTOMER DISCOVERYEXPLORATION REFRAME & REFINE CUSTOMER VALIDATION RECOMMENDATION Frame opportunity based on insights Competitive analysis across retail stores and analogous experiences In-home interviews, and shop-alongs with customers across our segmentation Employee interviews with SEMs, ASEMs, Concierge, Designer stylists across Store 1, Bellevue, Northgate, and Vancouver Synthesis and insight session to push design concept creation, design brainstorm, and co-creation session Build functional prototypes in the CEC Define CEC test plan Bring customers and store employ- ees through CEC for testing and feedback. Iterate and refine prototypes for in- store testing 6-week redlining process to deter- mine in-store test locations. (Holiday season delay + Executive team sign-off) 6-week in-store test process to gain customers and store employees feedback Findings summarized and recommendations proposed Advanced development continues based on insights Develop roll-out plan, and steward- ship plan
- 3. CUSTOMER DISCOVERY We interviewed customers, employees,conducted shop-alongs, and looked for inspiration in competitor stores and across retail sectors.
- 4. SYNTHESIS We put all our interviews and researchon the wall, found common themes, and extracted insights
- 5. DESIGN We used our insights to brainstorm ideas and to generate directions for future concepts
- 6. PROTOTYPE & TEST We brought customers and employees to our lab to test the store experience journey, learned and iterated on their feedback