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Bettering the Customer Experience . . .
Is Your CEO Serious About Driving the Customer Agenda?
Jeanne Bliss has never seen a CEO who wouldnít sign up for customer loyalty, customer focus and just plain improving things for their customers.† Itís getting them to drive the company to do something about it thatís the challenge. Specific leadership actions occur in companies that have taken the commitment past lip service. Understanding customer issues and what drives customer loyalty become the stuff of everyday conversations. . . . read more >>
Predictably irrational customers
That consumers' purchasing decisions are irrational is old hat: an abundance of examples across industries attest to it. Fortunately, for marketers much of that irrationality is predictable; which could lead to rational planning on the marketing front.† An oft-found instance of it is the irrational fear of the number 13 driven by a combination of myths and religious lore known as triskaidekaphobia, a name derived from Greek.† It comes up again for scrutiny in The Wall Street Journal in a feature on high-end residential buildings in New York City. A slew of upmarket condos have steered clear of the 13th floor, not that it doesn't exist; just that it often gets (mis)numbered as the 14th.† . . . read more >>
Increasing Customer Engagement: Do You Matter to Your Customers?
As an avid explorer of food and wine, Louis Foong seeks out new places to visit and different cuisines to try. His experiences range from satiated to unimpressed and delighted to disappointed. He has his list of favorites, the tried and tested wines and restaurants that he will go back to any time with pleasure. Not all of these are fancy labels and/or expensive ones. But they work every time, especially when he doesn't have the time to plan ahead or just donít want to plan my meal. This, my friends is a standard, very typical human choice. And we donít give much thought to this behaviour in general. . . . read more >>
At-Risk' Customers: Can You Identify and Stabilize Them?
About a decade ago, Jill Griffin and Michael Lowenstein identified seven distinct customer life stages for the book, "Customer WinBack." These life stages, or components of the life cycle, could be applied to customers of any type, and any size of enterprise. The most serious, and potentially impactful, of these are customers "at risk." These customers have a proven high probability for defection. A decade later, that perspective hasn't changed. Because the average company loses between 20 percent and 40 percent of its customers a year, isolating drivers of risk and stabilization (i.e. repairing and rebuilding the relationship) are priorities for any enterprise. . . . read more >>