Voice of Customer Program Design - Capturing Customer Feedback across All Interactions is a Keynote presentation delivered by Mohamad El-Hinnawi at the International Customer Experience Management Summit held in Istanbul on September 2014.
The document discusses voice of the customer (VoC) strategies and their importance for customer-centric organizations. It provides guidance on implementing an effective VoC program with the following key steps: 1) understanding all customer touchpoints, 2) optimizing customer journeys, 3) surveying customers at relevant touchpoints, 4) building relevant surveys, 5) designing survey triggers, 6) implementing surveys, 7) analyzing feedback, and 8) optimizing processes based on feedback. It also stresses the importance of including employee and stakeholder feedback in VoC programs for a holistic view of processes.
Deploying a Voice of the Customer (VoC) ProgramAvtex
Do you gather, analyze and respond to your customer’s feedback with a disciplined approach? Learn about Voice of Customer best practices, see practical examples of how technology can support a VoC program, and hear success stories from the field with guest speaker Peter Leppik, President and CEO of Vocalabs.
What, How, and Why of Voice of Customer (VoC)Drive Research
In this presentation you'll learn more about the what of VoC, the how of VoC, and the why of VoC. Brought to you by Drive Research, a market research company in Syracuse, NY.
The document discusses the importance of the voice of the customer (VOC) practice for businesses. It defines VOC as focusing on collecting customer data through questions and feedback to understand expectations and improve products and services. Developing a strong VOC program requires time, employee commitment, and focusing on customer experience, satisfaction, and loyalty. The document provides tips for developing a VOC program, including designating leaders, setting goals, engaging customers, and measuring business metrics.
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
Looking to scale something up? Depending on how you're going after your market/ acquiring users, you may need to build a sales organization that's optimized for a top-down or bottom-up sales process (or perhaps both).
Watch the video overview at http://a16z.com/2015/03/06/go-to-market-bootcamp/ and then check out this slide deck, which shares some concrete tips and tools for accelerating time to market -- from the go-to-market experts at a16z, led by 'sales savant' Mark Cranney.
Because selling to enterprises is a lot like getting a bill passed through Congress: it can get stuck. And getting stuck -- or going down the wrong path -- can mean death to startups in a competitive market. Here's how to avoid that.
Building an Effective Voice of the Customer ProgramUserZoom
The document is a summary of a webinar on building an effective voice of the customer (VOC) program. The webinar discussed:
- The current landscape of VOC programs and tools, with analytics being a major focus of IT investment in 2014.
- Getting started with a VOC program by designing a simple, relevant, and scalable program, and acquiring information on customers and context.
- Improving the effectiveness of VOC programs by strategizing, prioritizing, acquiring information and context, collaborating across teams, and regularly evaluating the program.
- Key recommendations included assessing organizational priorities and stakeholders, defining clear ownership and accountability, cultivating collaboration over confrontation, and adapting the program as needs change over
The document discusses customer-inspired design and applying the voice of the customer to improve new product success rates. It outlines the objectives of understanding best practices in customer needs acquisition and requirements definition. It also reviews voice of the customer techniques and their use in gathering needs and converting them into requirements for a project. The document contains an agenda for a workshop on these topics, and provides background on PRTM, a worldwide organization dedicated to helping clients achieve superior performance in their core processes.
The document discusses voice of the customer (VoC) strategies and their importance for customer-centric organizations. It provides guidance on implementing an effective VoC program with the following key steps: 1) understanding all customer touchpoints, 2) optimizing customer journeys, 3) surveying customers at relevant touchpoints, 4) building relevant surveys, 5) designing survey triggers, 6) implementing surveys, 7) analyzing feedback, and 8) optimizing processes based on feedback. It also stresses the importance of including employee and stakeholder feedback in VoC programs for a holistic view of processes.
Deploying a Voice of the Customer (VoC) ProgramAvtex
Do you gather, analyze and respond to your customer’s feedback with a disciplined approach? Learn about Voice of Customer best practices, see practical examples of how technology can support a VoC program, and hear success stories from the field with guest speaker Peter Leppik, President and CEO of Vocalabs.
What, How, and Why of Voice of Customer (VoC)Drive Research
In this presentation you'll learn more about the what of VoC, the how of VoC, and the why of VoC. Brought to you by Drive Research, a market research company in Syracuse, NY.
The document discusses the importance of the voice of the customer (VOC) practice for businesses. It defines VOC as focusing on collecting customer data through questions and feedback to understand expectations and improve products and services. Developing a strong VOC program requires time, employee commitment, and focusing on customer experience, satisfaction, and loyalty. The document provides tips for developing a VOC program, including designating leaders, setting goals, engaging customers, and measuring business metrics.
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
Looking to scale something up? Depending on how you're going after your market/ acquiring users, you may need to build a sales organization that's optimized for a top-down or bottom-up sales process (or perhaps both).
Watch the video overview at http://a16z.com/2015/03/06/go-to-market-bootcamp/ and then check out this slide deck, which shares some concrete tips and tools for accelerating time to market -- from the go-to-market experts at a16z, led by 'sales savant' Mark Cranney.
Because selling to enterprises is a lot like getting a bill passed through Congress: it can get stuck. And getting stuck -- or going down the wrong path -- can mean death to startups in a competitive market. Here's how to avoid that.
Building an Effective Voice of the Customer ProgramUserZoom
The document is a summary of a webinar on building an effective voice of the customer (VOC) program. The webinar discussed:
- The current landscape of VOC programs and tools, with analytics being a major focus of IT investment in 2014.
- Getting started with a VOC program by designing a simple, relevant, and scalable program, and acquiring information on customers and context.
- Improving the effectiveness of VOC programs by strategizing, prioritizing, acquiring information and context, collaborating across teams, and regularly evaluating the program.
- Key recommendations included assessing organizational priorities and stakeholders, defining clear ownership and accountability, cultivating collaboration over confrontation, and adapting the program as needs change over
The document discusses customer-inspired design and applying the voice of the customer to improve new product success rates. It outlines the objectives of understanding best practices in customer needs acquisition and requirements definition. It also reviews voice of the customer techniques and their use in gathering needs and converting them into requirements for a project. The document contains an agenda for a workshop on these topics, and provides background on PRTM, a worldwide organization dedicated to helping clients achieve superior performance in their core processes.
The customer journey map documents the various stages a customer goes through when engaging with a company from awareness to advocacy. It outlines the key stages as awareness, consideration, decision, delivery & use, and advocacy. At each stage it describes the customer activities, goals, and touchpoints. The business goals are to increase awareness, website visitors, conversion rate, and deliver orders to ultimately have customers advocate for the business.
Product is becoming the customer acquisition, retention and expansion channel. As the product becomes the experience channel, companies with a customer-centric approach are starting to adopt product-led-growth strategy.
Six Essentials for Innovating in Channel Sales & MarketingAllbound, Inc.
Analysts say 2015 is the year of sales automation and machine intelligence. But with innovation now commonplace, why has so little been applied to channel sales and marketing?
If you sell through channel partners and resellers and are frustrated by the same systemic issues day in and out, THERE IS HOPE.
Scott Salkin, Founder and CEO of Allbound, and Michelle Andreas, Director of Business Development & Marketing Solutions at Avnet Technology Solutions, highlight six advancements that can help open your channel and streamline effectiveness...upstream and down.
Introduction to Net Promoter Score (NPS)SatisMeter
Building true customer loyalty is an important thing you can do for your business. Here we will present you introduction to Net Promoter Score as an innovative loyalty measurement tool, which accelerates business growth and win customers for life. So how does it work? How to use it? Watch the presentation and find out...
This document discusses the importance of customer experience and provides an overview of key concepts. It defines customer experience as how customers perceive their interactions with a company. Success requires following a four-phased path from repairing issues to differentiating through experiences. Six disciplines are identified to consistently deliver the right customer experience: customer understanding, strategy, culture, governance, design, and measurement. The business case is that better customer experience can drive higher revenues and lower expenses.
Lean startup, customer development, and the business model canvasgistinitiative
The document discusses key concepts in lean startup methodology, including building business models focused on customer development rather than business plans, developing minimum viable products to test hypotheses, and using an iterative build-measure-learn process. It provides examples of how startups should focus on building products that solve customer pains and create gains rather than features, and emphasizes conducting customer interviews to gather evidence and test hypotheses about the business model.
This document outlines a go-to-market strategy framework for a new product. It includes elements such as developing a clear product statement, conducting user research, creating marketing and sales plans, producing collateral like datasheets and videos, and establishing a lead qualification matrix to help sales qualify and move leads through the funnel. Regular meetings between sales and marketing are also recommended to coordinate activities and gather customer feedback. The goal is to bring the new product smoothly to market.
This document outlines Dennis Antolin's go-to-market plan for a tech product. It includes identifying the target client and lead channels, mapping out the buyer's journey through awareness, consideration, and decision stages, and developing a sales strategy using a S-P-I-N framework. It also provides a sales battlecard template to position the solution against competitors by highlighting their weaknesses, asking questions, and handling objections.
The document discusses inbound marketing methodology and how it can help companies better acquire customers. It notes that half of companies see a 25% greater return on investment from inbound versus outbound marketing due to improved tracking, higher yields, and lower costs. Additionally, the document provides tips on social media marketing, email marketing effectiveness, search engine optimization, and developing a strong value proposition to drive business growth.
Lean startup & customer development with Javelin Experiment BoardTaavi Lindmaa
This document discusses lean startup methodology and customer development. It emphasizes defining problems through customer interviews and validation rather than predetermining solutions. The author advocates getting out of the building to talk to potential customers, looking for patterns in their responses, and iterating based on feedback until finding the right customer with the right problem to address. The goal is to collect leads and test assumptions rather than immediately acquiring customers. Techniques mentioned include A/B testing, heatmaps, crowdfunding, screen recording and eye tracking.
Go-to-market strategy, positioning and viral growthLisa Enckell
Presentation during entrepreneurship week at Luleå University, Sweden on go to market strategies, positioning and viral growth. Examples and learnings from Wrapp, Clue and other startups.
The document discusses strategies for developing an effective channel program. It outlines frameworks to guide channel strategy, partner selection, and program design. Key aspects include aligning the channel strategy with corporate goals, understanding target customers, choosing appropriate partners, and defining roles and responsibilities to achieve goals through a well-managed program. Metrics and governance models are also recommended to monitor performance.
This "Spin Your Sales Call" deck is a brief and simple explanation of how the SPIN selling method is created. Please review this deck to gain a basic understanding of how sales professionals format their spin questions before their appointments.
1. The document discusses tips and tools for conducting effective Voice of the Customer (VOC) research to better listen to and understand customers.
2. It outlines trends in VOC, common research methodologies like Net Promoter Score, and tools for text analytics, crowdsourcing, mobile surveys, and real-time action alerts.
3. The presentation provides best practices for using VOC research to drive innovation, growth, and customer retention.
Developing Your Go to Market Strategy - For Startup Founders & EntrepreneursAdam Moalla
How to think about your new business go to market strategy?
In my accelerators mentoring sessions, I try to bring all the knowledge I have built in the last 10 years into a 30min presentation, aiming to inspire entrepreneurs and startups founders and give them hints and tips on how to think and develop their go to market strategy as an essential part of successfully launching and growing their business idea.
These slides are by no mean a go-to-market strategy template but rather an elaboration on the different aspects of what constructs the process of building the sales and marketing activities of a new business.
The slides touch the following topics:
Things that you can control for your idea to be successful
Re-thinking your new business KPIs
Analysing the market objectively
Identifying target customers
Defining the "Minimum Viable Sales Process"
Widening the marketing activities
Tracking and optimisation
Measuring Customer Satisfaction: CSAT, CES and NPS comparedCheckMarket
In market research we love acronyms almost as much as the IT world does. Here we will present you three of them: Customer Satisfaction Score (CSAT), Customer Effort Score (CES) and Net Promoter Score (NPS). All three of them are used to measure customer satisfaction. So what do they do? And how do they differ? Can they be used in conjunction? Watch and find out…
The document discusses go-to-market strategies for startups. It begins by stating that many tech startups struggle with finding a scalable way to generate revenue. It then contrasts marketing strategies, which focus on defining customers and offerings, versus go-to-market strategies, which are concerned with how to execute plans to acquire customers. The document outlines 19 potential customer acquisition channels identified in the book "Traction," including viral marketing, public relations, search engine optimization, social media ads, and more. It emphasizes the importance of dedicating significant resources to bringing in new customers, not just building products.
Here are 3 potential reasons salespeople may be spending too much time servicing existing customers rather than prospecting for new accounts:
1. Customers are required to place all orders through their assigned salesperson, taking up a high percentage of the salesperson's time.
2. Many sales calls are simply taking orders rather than developing new business opportunities.
3. The competition offers customers alternative ways to place orders like online, freeing up the salesperson's time.
Does exploring these potential reasons and impacts help uncover the underlying issues and capabilities that could address them? Let me know if you need any clarification or have additional questions.
New Products - Template and Roadmap Best Practicessarjanacoid
The document outlines the new product development process which includes concept development, market assessment, product building, marketing, sales and aftersales. It involves defining the product concept, conducting a feasibility study and market assessment, ranking potential products, defining a timeline, writing an internal strategy brief, resource planning, and getting buy-in from teams. The process aims to bring new products from the concept stage through approval, piloting, and launch.
1) The document discusses how marketers can transcend data silos and take a holistic 360-degree view of customers by integrating various customer data sources.
2) It emphasizes understanding customer behaviors and relationships across different channels in order to improve key metrics like acquisition, activation, retention, referral rates and revenue.
3) The document provides examples of how companies have used integrated customer data and relationship analytics to optimize their marketing strategies and improve these various metrics.
The document outlines a plan to build a customer journey-based voice of the customer (VoC) program. It discusses establishing design principles, mapping the customer journey, designing survey templates and a survey suite, building deployment mechanisms, integrating surveys with CRM workflows, designing reporting, and providing feedback into actions. The goal is to make VoC a natural and reinforcing part of the company's culture.
The customer journey map documents the various stages a customer goes through when engaging with a company from awareness to advocacy. It outlines the key stages as awareness, consideration, decision, delivery & use, and advocacy. At each stage it describes the customer activities, goals, and touchpoints. The business goals are to increase awareness, website visitors, conversion rate, and deliver orders to ultimately have customers advocate for the business.
Product is becoming the customer acquisition, retention and expansion channel. As the product becomes the experience channel, companies with a customer-centric approach are starting to adopt product-led-growth strategy.
Six Essentials for Innovating in Channel Sales & MarketingAllbound, Inc.
Analysts say 2015 is the year of sales automation and machine intelligence. But with innovation now commonplace, why has so little been applied to channel sales and marketing?
If you sell through channel partners and resellers and are frustrated by the same systemic issues day in and out, THERE IS HOPE.
Scott Salkin, Founder and CEO of Allbound, and Michelle Andreas, Director of Business Development & Marketing Solutions at Avnet Technology Solutions, highlight six advancements that can help open your channel and streamline effectiveness...upstream and down.
Introduction to Net Promoter Score (NPS)SatisMeter
Building true customer loyalty is an important thing you can do for your business. Here we will present you introduction to Net Promoter Score as an innovative loyalty measurement tool, which accelerates business growth and win customers for life. So how does it work? How to use it? Watch the presentation and find out...
This document discusses the importance of customer experience and provides an overview of key concepts. It defines customer experience as how customers perceive their interactions with a company. Success requires following a four-phased path from repairing issues to differentiating through experiences. Six disciplines are identified to consistently deliver the right customer experience: customer understanding, strategy, culture, governance, design, and measurement. The business case is that better customer experience can drive higher revenues and lower expenses.
Lean startup, customer development, and the business model canvasgistinitiative
The document discusses key concepts in lean startup methodology, including building business models focused on customer development rather than business plans, developing minimum viable products to test hypotheses, and using an iterative build-measure-learn process. It provides examples of how startups should focus on building products that solve customer pains and create gains rather than features, and emphasizes conducting customer interviews to gather evidence and test hypotheses about the business model.
This document outlines a go-to-market strategy framework for a new product. It includes elements such as developing a clear product statement, conducting user research, creating marketing and sales plans, producing collateral like datasheets and videos, and establishing a lead qualification matrix to help sales qualify and move leads through the funnel. Regular meetings between sales and marketing are also recommended to coordinate activities and gather customer feedback. The goal is to bring the new product smoothly to market.
This document outlines Dennis Antolin's go-to-market plan for a tech product. It includes identifying the target client and lead channels, mapping out the buyer's journey through awareness, consideration, and decision stages, and developing a sales strategy using a S-P-I-N framework. It also provides a sales battlecard template to position the solution against competitors by highlighting their weaknesses, asking questions, and handling objections.
The document discusses inbound marketing methodology and how it can help companies better acquire customers. It notes that half of companies see a 25% greater return on investment from inbound versus outbound marketing due to improved tracking, higher yields, and lower costs. Additionally, the document provides tips on social media marketing, email marketing effectiveness, search engine optimization, and developing a strong value proposition to drive business growth.
Lean startup & customer development with Javelin Experiment BoardTaavi Lindmaa
This document discusses lean startup methodology and customer development. It emphasizes defining problems through customer interviews and validation rather than predetermining solutions. The author advocates getting out of the building to talk to potential customers, looking for patterns in their responses, and iterating based on feedback until finding the right customer with the right problem to address. The goal is to collect leads and test assumptions rather than immediately acquiring customers. Techniques mentioned include A/B testing, heatmaps, crowdfunding, screen recording and eye tracking.
Go-to-market strategy, positioning and viral growthLisa Enckell
Presentation during entrepreneurship week at Luleå University, Sweden on go to market strategies, positioning and viral growth. Examples and learnings from Wrapp, Clue and other startups.
The document discusses strategies for developing an effective channel program. It outlines frameworks to guide channel strategy, partner selection, and program design. Key aspects include aligning the channel strategy with corporate goals, understanding target customers, choosing appropriate partners, and defining roles and responsibilities to achieve goals through a well-managed program. Metrics and governance models are also recommended to monitor performance.
This "Spin Your Sales Call" deck is a brief and simple explanation of how the SPIN selling method is created. Please review this deck to gain a basic understanding of how sales professionals format their spin questions before their appointments.
1. The document discusses tips and tools for conducting effective Voice of the Customer (VOC) research to better listen to and understand customers.
2. It outlines trends in VOC, common research methodologies like Net Promoter Score, and tools for text analytics, crowdsourcing, mobile surveys, and real-time action alerts.
3. The presentation provides best practices for using VOC research to drive innovation, growth, and customer retention.
Developing Your Go to Market Strategy - For Startup Founders & EntrepreneursAdam Moalla
How to think about your new business go to market strategy?
In my accelerators mentoring sessions, I try to bring all the knowledge I have built in the last 10 years into a 30min presentation, aiming to inspire entrepreneurs and startups founders and give them hints and tips on how to think and develop their go to market strategy as an essential part of successfully launching and growing their business idea.
These slides are by no mean a go-to-market strategy template but rather an elaboration on the different aspects of what constructs the process of building the sales and marketing activities of a new business.
The slides touch the following topics:
Things that you can control for your idea to be successful
Re-thinking your new business KPIs
Analysing the market objectively
Identifying target customers
Defining the "Minimum Viable Sales Process"
Widening the marketing activities
Tracking and optimisation
Measuring Customer Satisfaction: CSAT, CES and NPS comparedCheckMarket
In market research we love acronyms almost as much as the IT world does. Here we will present you three of them: Customer Satisfaction Score (CSAT), Customer Effort Score (CES) and Net Promoter Score (NPS). All three of them are used to measure customer satisfaction. So what do they do? And how do they differ? Can they be used in conjunction? Watch and find out…
The document discusses go-to-market strategies for startups. It begins by stating that many tech startups struggle with finding a scalable way to generate revenue. It then contrasts marketing strategies, which focus on defining customers and offerings, versus go-to-market strategies, which are concerned with how to execute plans to acquire customers. The document outlines 19 potential customer acquisition channels identified in the book "Traction," including viral marketing, public relations, search engine optimization, social media ads, and more. It emphasizes the importance of dedicating significant resources to bringing in new customers, not just building products.
Here are 3 potential reasons salespeople may be spending too much time servicing existing customers rather than prospecting for new accounts:
1. Customers are required to place all orders through their assigned salesperson, taking up a high percentage of the salesperson's time.
2. Many sales calls are simply taking orders rather than developing new business opportunities.
3. The competition offers customers alternative ways to place orders like online, freeing up the salesperson's time.
Does exploring these potential reasons and impacts help uncover the underlying issues and capabilities that could address them? Let me know if you need any clarification or have additional questions.
New Products - Template and Roadmap Best Practicessarjanacoid
The document outlines the new product development process which includes concept development, market assessment, product building, marketing, sales and aftersales. It involves defining the product concept, conducting a feasibility study and market assessment, ranking potential products, defining a timeline, writing an internal strategy brief, resource planning, and getting buy-in from teams. The process aims to bring new products from the concept stage through approval, piloting, and launch.
1) The document discusses how marketers can transcend data silos and take a holistic 360-degree view of customers by integrating various customer data sources.
2) It emphasizes understanding customer behaviors and relationships across different channels in order to improve key metrics like acquisition, activation, retention, referral rates and revenue.
3) The document provides examples of how companies have used integrated customer data and relationship analytics to optimize their marketing strategies and improve these various metrics.
The document outlines a plan to build a customer journey-based voice of the customer (VoC) program. It discusses establishing design principles, mapping the customer journey, designing survey templates and a survey suite, building deployment mechanisms, integrating surveys with CRM workflows, designing reporting, and providing feedback into actions. The goal is to make VoC a natural and reinforcing part of the company's culture.
Ensure Customer Success with Voice of the CustomerGainsight
Did you know? 59% of companies believe that their VoC strategy will reduce customer churn yet only 10% of companies have fully deployed programs.
The challenges are numerous – from non-representative responses to no followup levers. Fortunately, Customer Success strategies have emerged to provide the natural complement to close the loop on VoC programs.
In these slides, we cover:
+ How VoC can be a leading indicator of customer success and growth
+ What VoC strategies are necessary for your business structure, response goals, and customer segments
+ How to make VoC data representative and actionable within a Customer Success solution
Kyle Groff outlines a 9 step process for developing a world-class Voice of the Customer (VoC) program:
1. Map the customer journey and touchpoints.
2. Develop measurement channels for each touchpoint.
3. Test formats and refine questions.
4. Identify reporting levels from macro to micro.
5. Tie goals and incentives to customer experience metrics.
6. Develop an action process to make insights actionable.
Innes Vanderniepen discusses Brussels Airlines' multi-layered NPS program objectives of prioritization, focus areas, and closing the feedback loop. She emphasizes collaboration, communication, and gaining management support.
Learn about Voice-of-the-Customer business practices:
* This report defines, explores the potential benefits, and illustrates a planning methodology for VOC
* Presents findings from a Best Practices in VOC study
* Explores some emerging VOC technologies
Planning and launching a Voice of Customer program might seem like a daunting task, but fear not, we have put together a best practice guide to help you launch an effective Voice of Customer program in 2016. Download the full guide at pages.kampyle.com/2016-voc-toolkit
The document discusses key findings from a voice of the customer study:
1. 91% of customers feel it's important for brands to offer feedback channels, though only 50% feel brands are more receptive to feedback today than 3 years ago.
2. While 69% of customers provided feedback to a brand in the past year, they want acknowledgment, evidence the brand took action, or rewards in return for their feedback.
3. One-third of customers have switched brands due to a frustrating feedback experience, so customers care about the feedback experience and want it to be easy and engaging.
The document provides an overview of how to conduct a Voice of the Customer (VOC) analysis to identify customer needs. It discusses defining customer segments, collecting qualitative and quantitative customer data through methods like focus groups and surveys. The Kano model and 5I's framework are then used to analyze the data to understand customer wants and needs and design product specifications and marketing strategies accordingly.
360 Degree Customer Experience: A Practical Approach to Holistic CXsuitecx
The document discusses different approaches to understanding the customer experience, including voice of the customer surveys, clickstream data, net promoter score, social media, and big data. However, each approach only provides a partial picture. 360-degree experience mapping pulls all these inputs together to provide a holistic view of the customer experience across all touchpoints. Experience mapping examples are provided to illustrate how it can integrate data from various sources to better understand the complete customer journey.
Net Promoter is an increasingly popular method of measuring loyalty. This article describes the approach and why a single measure is not enough to improve business performance.
Accenture Sales Transformation - Agile Selling by Yasuf TayobInsideSales.com
This document discusses the need for companies to transition to agile selling from traditional sales approaches. It notes that the standard sales approach is obsolete due to factors like the non-linear customer journey. Survey results show companies need to improve areas like social CRM, cross-selling, and the relationship between sales and customer service. The document proposes that companies embrace agile selling by getting to know their customers better, reorienting their operating model, providing multi-channel experiences, and supplying analytics and technologies to aid sales reps. It outlines these components of agile selling in more detail.
Download the full report here: http://bit.ly/2tmiJgS
For a copy sent directly to you, email us at info@ccwdigital.com
You’re investing in the customer experience. But is the experience you’re creating the one your customers actually want? Our CCW Digital Executive Report on the Customer Experience will answer that question.
CCW Digital surveyed everyday consumers about what they demand when it comes to the customer experience.
Some questions answered in this report:
- How many bad experiences will make a customer switch to a competitor?
- Will customers really pay more for a good experience?
- What are customers’ Top 5 demands when interacting with a business?
- What factors prevent businesses from meeting those demands?
- What are the most common customer complaints?
- How well do businesses respond to customer feedback?
- How do customers really feel about calling for customer service?
Get the report: http://bit.ly/2tmiJgS
Webinar Deck: How Multi-Channel Data Drives Multi-Channel PersonalizationEnsighten
“How Multi-Channel Data Drives Multi-Channel Personalization”
Today, digitally empowered customers have many ways of engaging with brands and are looking for tailored experiences that meet their needs. To compete, companies must now personalize across multiple channels and across all parts of the customer life cycle. Yet many firms do not have the necessary capabilities in place to do so.
A commissioned study conducted by Forrester Consulting on behalf of Ensighten found that while 77% of firms apply some form of personalization within digital channels, multi-channel personalization is in its early stages of adoption with only 13% of firms applying extensive personalization across multiple channels using multiple techniques.
In this webinar we’ll discuss:
• How multi-channel data helps marketers understand and engage their customers
• Why digital marketers are prioritizing social media, websites and email channels for personalization and seeking to take a significant step into mobile personalization in 2014
• How to boost extensive personalization across multiple channels
• Why it’s important to use personalized engagements across the entirety of the customer life cycle and across all channels
SPEAKERS: Boaz Ronkin, Vice President of Product Marketing, Ensighten & James McCormick, Senior Analyst serving Customer Insights Professionals, Forrester Research
Measuring cx roi with social media deck 787-fGideon Ale
1. The document discusses measuring the return on investment (ROI) of customer experience (CX) using social media data and sentiment analysis.
2. It outlines Bottom-Line Analytics' Social Engagement Index (SEI) which provides a more accurate analysis of social media conversations than typical sentiment analysis tools by measuring stance shifts.
3. The SEI has been validated across various brands and is highly correlated with sales, showing it can predict commercial performance and help companies optimize marketing strategies.
Measuring Customer-Experience ROI with social mediaMichael Wolfe
Bottom-Line Analytics is a consulting firm focused on marketing effectiveness and brand performance analytics. They have developed the Social Engagement Index (SEI) which uses stance-shift analysis of social media conversations to more accurately measure consumer sentiment. The SEI has shown strong correlations to sales and brand metrics. Bottom-Line Analytics works with clients to use the SEI and other analytics to define brand positioning, measure sponsorship ROI, and optimize marketing mix and content strategies. Case studies demonstrate how the SEI has helped clients improve sales, launch new products successfully, and accelerate growth.
This document discusses the importance of customer satisfaction surveys and provides guidance on conducting them. It recommends measuring both customer satisfaction levels and expectations/importance across a range of specific attributes. Surveys should interview the key decision makers and include customers, lost customers, and potential customers. Both high-level and detailed attribute-level questions are needed. Surveys can be conducted by mail, phone or in-person, with tradeoffs for each. The results should be used to develop an action plan to address weaknesses and build on strengths.
Webinar voice of the customer best practices 100814 finalQualtrics
In the era of immediacy, customers are more demanding than ever and driving the need for fast and frequent voice of the customer insights. If organizations don't listen and improve, customers will go elsewhere.
Join featured speaker Maxie Schmidt-Subramanian of Forrester Research Inc. and Qualtrics experts, as they share the latest research and best practices around voice of the customer (VoC) programs. Specifically, they'll dive into tips and techniques you can apply to ensure your customer's voice is heard and your products and services are continuously improved.
Delivering Omnichannel: From The Back-End To The Front-End and BeyondG3 Communications
Speakers: Larry Freed of ForeSee & Casey Shea of UXC Eclipse
The term "omnichannel" conjures up thoughts of a consistent and excellent brand experience enjoyed by shoppers across all channels. But the brand experience is just the marionette of the performance. The puppeteer pulling the strings is proper supply chain execution.
The brand experience is only as good as the inner workings that make it happen. Those components include business intelligence tools such as Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM). This webinar will guide retailers through the proper performance of today's best-in-class ERP and CRM solutions that help deliver the command performance shoppers are demanding.
Idea: Instead of optimising sales, you should optimize buying and then harness the insight in optimizing sales strategy, service & offering innovations.
Customer Insight creation and planning tool for business development, marketing-, sales- and customer relationship strategy insights. Rapid access to competitive situation map: what can and should you do in order to create rapid sales conversion increase and how you can create next level of competitive advantage.
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2. 2
• Introduction: Importance of VoC
• How was it done in the Lebanese Market?
– CX Framework
– Customer related metrics
– Correlation of metrics
• How does the VoC flow within the organization?
• Observation
Content
4. 4
Silent Customers
A silent customer is a dangerous
customer. You don’t know what
they’re thinking. Be Proactive and
ask.
-Shep Hyken
5. 5
Customers in the Blind Spot
http://www.fortheinjured.com/blind-spot-accident.html#top
6. 6
Customers in the Blind Spot
Statistics from the National
Highway Traffic Safety
Administration show that nearly
840,000 blind spot accidents
occur each year in the United
States resulting in 300 fatalities
http://www.fortheinjured.com/blind-spot-accident.html#top
7. 7
Customers in the Blind Spot
According to Financial Training
Services, 96% of unhappy
customers don’t complain,
however 91% of those will simply
leave and never come back
8. 8
Front Porch Theory
Reference: The Front Porch Theory – Cam Cornelius (https://www.linkedin.com/pulse/article/20140414215839-33120216-
the-front-porch-theory)
14. 14
VoC Collection Modes
Mode
Relational
Transactional
Qualitative
Quantitative
Monthly survey to customers asking about their satisfaction with
the company in general, touchpoints, prices, quality of service,
and willingness to recommend.
Surveying customers within 48 hours of completing a certain
transaction and asking about the satisfaction with this specific
transaction.
Focus groups, customer observation, crowd sourcing, sentiment
analysis, etc…
Detailed satisfaction surveys both on relational and transactional
basis.
15. 15
CX Blueprint: Dimensions - VoC
Dimensions Description
Strategy Design
Culture
Governance
Voice of
Customers
Understanding
Executive Board
Monthly
CSAT
Transacti
onal
USSD Website
Email &
SMS
OVS NPS WoMI CES NTS
Stage
1
Tx 1
Stage
2
Stage
x
Tx 2
Tx 1
Tx 2
Tx 1
Tx 2
F2F
Call
Center
Social
Media
Mobile
App
Web &
Email
16. 16
CX Blueprint: Dimensions - Understanding
Dimensions Description
Strategy Design
Culture
Governance
Voice of
Customers
Understanding
Demographics Attitude/Personality
Usage
Behavior
Interests &
Hobbies
Gender, age
group, social
class
Competent,
Steady,
Director,
Influencer
Sports, Music,
Movies,
Shopping,
etc..
Trendy,
Conservative,
High Value,
Below 0
Understanding Customers needs and expectations, by
surveying and observation and then building Customer
Advocacy
PERSONAS
18. 18
Word of Mouth Index (WoMI)
1 2 3 4 5 6 7 8 9 10
Detractors Passives Promoters
“How likely are you to recommend
company to others?”
Net Promoter Score
1 2 3 4 5 6 7 8 9 10
Not at all Likely Neutral Ext. Likely
“How likely are you to discourage
others from doing business with this
company?”
Likeliness to discourage
Word of Mouth Index (WoMI)
True Promoters True Detractors
Recommend % of 9’s
and 10’s
Discourage % of 9’s
and 10’s
-
19. 19
Focus of Different Metrics
Product
1
Company
Brand 1 Brand 2 Brand X
Product
2
Customer care
Network
Other services / touch points
Product
3
Product
4
Product
5
Product
X
Customer care
Network
… … …
NPS
NPS
Most
appropriate
survey tool
Focus Areas
OVS
WoMI
OVS
Loyalty
Most
appropriate
survey tool
CES
20. 20
Build-up of Holistic CX Metric – Overall Satisfaction
Weight Performance
Based on importance from
Focus Groups and Customer
Surveys, a weight was
developed for each
customer related attribute.
Performance rating based
on customer responses to
each of the surveyed
attributes.
21. 21
Contact
Center
Products &
Services
Build-up of Holistic CX Metric – Overall Satisfaction
Overall
Satisfaction
Service
Quality
Attributes
Factors/Di
mensions
Overall
Satisfaction Web
Social
Branches
CallCenter
EaseofUse
Validity
Value
Qualityof
calls
Data
throughput
Stabilityof
connection
ILLUSTRATIVE