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
As a CCO, when I worked on a problem or new opportunity it was in the context of a holistic customer strategy. That strategy is to create value for customers & capitalize on customer success by developing customers into great brand advocates.
So many of us have talked extensively about the impact of B2C expectations on the world of B2B. Indeed, consumer experience has had a huge effect on business buyers and how we sell and deliver to them. I’ve adapted a set of B2C best practices from an article in Forbes, and then I relate them
Can you have a truly great Customer Experience without a great Employee Experience? Nope. Read an article about employee experience or employee JourneyMapping and exchange the word “customer” for “employee” and it generally makes perfect sense. It’s about engagement, retention, segments, personas, crucial moments, empathy, and results. For customers and employees alike, focus on optimizing
Everybody is talking about #DigitalTransformation & the need to accelerate those pre-COVID plans. Will that get your business #OnTrack for the ‘new normal?’ Is digital transformation the same as technology-driven transformation? Is it the same as IT modernization? What about business transformation? Or customer-driven transformation? The what-to-do-now imperatives can be baffling. There’s clearly a pressing