Friend-get-friend programs use social networks to win customers. Marketing Science Institute research shows the same effect runs in reverse: when a customer defects, their network neighbours are measurably more likely to follow. Here's how to use that finding to spot at-risk customers earlier — and act on it.
Forrester's three secrets of great CX organisations turn out to be good leadership, collaborative teams and enough resources. Those aren't CX secrets — they're the secrets to running any support function well. Here's the case that Customer Experience Management is mostly a new theatre for old skills, not a new craft.
Academic critiques of NPS keep arriving, and a couple of them are worth taking seriously. Most aren't. Here's a walk through one widely-cited paper that gets the logic — and the methodology — backwards, and what it tells us about the wider debate.
Most CX makeovers are announced loudly, then quietly under-deliver against the expectations the announcement set up. Kmart's turnaround did the opposite: they fixed the experience first and let customers notice. Here's what that approach looks like in practice, and why it tends to beat the big-bang announcement.
Australian general insurance is a brutal price war with new overseas online entrants undercutting on premium. The Buzz Insurance — IAG-backed — went the other way: co-created their loyalty program with thousands of customers via focus groups, market research and the My Insurance Ideas community. Here's what they built, and why customers responded to a loyalty program that wasn't dressed up as a discount.
Most call centres run their processes the way most drivers run their cars — until something breaks. There's a better model, and it doesn't have to mean a big lean-six-sigma program. Here's what continuous process improvement actually looks like in a contact centre, and why the businesses that adopt it pull steadily ahead of the businesses that don't.