Looking from the outside in to figure out what organizations are spending to improve CX seems like a straightforward task but it’s not. You would think that today’s spending patterns would be a mirror image of what executives’ priorities are, but they’re not.
Customer Success is about three things: people, leadership, and change. In that order. There is a lot of writing available on the principles and mechanics of Customer Success. There is also quite an inventory at a conceptional level on customer-centered businesses and customer focus. This is great, but what’s often missing is how to develop our people, how to reframe leadership, and how to systematically apply change management strategies, all in the service of Customer Success.
A strong advocacy program runs on the twin engines of disciplined customer engagement and the tangible rewards customers will receive from using your product. When both engines are firing, your customers will become your strongest advocates.
Most CCOs who struggle at the enterprise level do so because they’re too tactical and process-oriented. They haven’t developed the strategic, long-term company and departmental vision required of top executives. CCOs who are too tactical have a tough time both engaging with their executive peers, and working through what their role entails versus the Sales or Marketing org.
Part 3: Business Outcomes: Value Achievement—How to Target, Track, and Measure Realized Customer Value
Value achievement practices can’t be cookie-cutter solutions. Rather, they are composed of a unique set of roles, processes, and tools. Successful practices are highly context-driven and consider the organization’s culture and leadership style.
The adoption mandate is twofold: You want to onboard the new product as effectively and efficiently as possible, but you also want to be sure customers take full advantage of the continuous product updates made possible by the subscription model.
How to Help Your Customers Realize Value A Four-Part Series Jeb Dasteel | Amir Hartman This is the first article in a four-part series on value realization and the subscription economy, where nearly any product can be delivered as-a-service. In this setting, helping customers realize and measure the value they have attained is more important
Organizations of all sizes and across all industries are under pressure to further digitize and improve their customers’ experience. Unifying the customer experience across channels is a rallying cry against threats from competitors who are faster and more innovative. Developing new strategies is further complicated by confusing and conflicting concepts such as CustomerExperience, Customer Success,
We continue to see the role of the Chief Customer Officer (CCO) evolve. While in the past, we saw the CCO role primarily defined as improving customer experience and championing a customer centric approach, CCOs today play a critical role in shaping customer strategy, driving customer growth, engagement, retention, and advocacy across all levels of
According to the Watermark Consulting Customer Experience ROI Study (https://watermarkconsult.net/blog/2019/01/14/customer-experience-roi-study), companies that deliver a great customer experience far outperform those that don’t by a 3-to-1 margin.
“Wait, is that good?” That’s usually the first question that comes to mind when we get employee engagement survey results. Instinctively, our next step is to look for benchmarks. Unfortunately, comparing your engagement scores to other companies’ (even if they share your industry or headcount) isn’t as useful as you might think. As HR consultant
Loyalty 5 ways CX leaders can cope with company politics
Loyalty How to regain forgiveness for post-COVID CX
Engagement Why encouraging effortless experiences is wrong