Publicly committing to great service feels like a confidence move. In practice it inflates expectations faster than delivery can catch up, and satisfaction quietly drops. Here's the case for letting customers discover your service standards rather than advertising them.
Most internal reporting is a one-way street: data goes out, nothing comes back. That's how reports keep getting produced for years that no-one acts on. Closed loop reporting flips it — the audience reports back on what they did with the information. Here's why that small process change drives outsized improvements, with a diagram and a worked example.
Other marketing programs prove causality with control groups — set aside a chunk of customers, expose them to everything except the campaign, measure the gap. With loyalty programs, that's awkward to impossible: how do you exclude your high-value customers from the loyalty program? Here's the case for measuring loyalty program effectiveness despite the control-group problem, and the approaches that work.
Untargeted cross-sell trains customers to ignore you. The next-logical-product approach picks the offer the customer is most likely to want next and times it well — and the conversion rate difference is dramatic. Here are four ways to determine the next logical product, from current-holdings analysis to lifecycle, life-stage and activity-based triggers.
Your customer loyalty survey is only as good as the list of attributes it asks about — miss the things that matter to customers and the data is quietly wrong. Here are three ways to build that "big list" properly, drawing on staff knowledge, desk research and customers themselves, so the survey collects feedback on what actually moves loyalty.
Customer service has shifted from a nice-to-have to a core deliverable in the past decade. Most organisations have the intent — they just haven't lined up the enablers that turn intent into consistent delivery. Here are the seven, and the one most teams quietly skip.