Ask a customer how important price is and you'll get a 10 out of 10 every time. That doesn't tell you anything — customers can't, or won't, tell you what really matters. Here are the two approaches (stated and derived importance) and the four ranking methods, with the trade-offs of each laid out plainly.
Once you have a customer, there are only three levers to lift their value — sales (cross-sell and upsell), loyalty (retention), and cost-to-serve. That's it. Every other tactic is a sub-case. Here's the three-strategy framework, the tactics that sit under each, and the case for picking one to attack hard rather than dabbling in all three.
Every couple of years someone proposes a new metric that's about to make NPS obsolete. Net Revenue Score, pitched in the Wall Street Journal, was the latest. It misunderstands what NPS actually measures — and the response is worth reading even if you don't care about the metric.
Every year a new customer-feedback metric arrives promising to make all the others obsolete. NPS, CSAT, CES, NEV — the arms race never stops. Here's how to pick one and stick with it, and why chasing the latest fad costs you more than it saves.
Most leaders think of the contact centre as a cost line, not a retention engine. That's a mistake — every call is a chance to keep a customer or quietly lose one. Here are nine practical things contact centre teams can do today to stop churn at the source.
275,000 HSBC customers went unpaid on a Friday before a long weekend. It's an extreme example, but your business has its own version — service failures happen, and the recovery process is what decides whether customers stay or leave. This is the long-form implementation guide: definition, business case, sources of leads, and how to make it stick.