VOC

January 10, 2019

#86 – New NPS training course, how I landed in CX, the customer experience factory, customer advisory boards

Maurice FitzGerald / Behavioral economics, Newsletter, NPS, Strategy / banks, Customer Experience, Net Promoter System, PwC, research, VOC /

A new NPS ‘All hands’ training course is available. How I landed in CX. Welcome to the 86th edition of my customer strategy newsletter. The five topics this week are:

Richard Owen and team launch new ‘all-employee’ NPS course
How I ‘landed’ in Customer Experience
Latest blog posts
Notable items from other sites – Customer Advisory Boards and a CX Factory
Looking forward

Richard Owen and team launch new ‘all employee’ NPS course

I am a big fan of training, and an even bigger fan of what is often called ‘all-hands’ training that targets an entire company. When we implemented NPS across HP we designed our own training course. We did not make it mandatory, but it was by far the most-taken voluntary course. On top of the knowledge I believe the establishment of a common vocabulary is important. When people use a particular word, they should have a common idea of what it means. Company-wide training courses provide this.

Richard Owen was CEO of Satmetrix up to their merger with NICE. He and his company, OwenCX, have now launched a new NPS course. I have taken it, and you will see that you can too, without charge for individual use. Here is what they say about it:

Owen CX’s NPS Training for all employees was designed from the ground up to engage, educate and align every member of the organization, no matter what their functional role is. Based on the same foundations as the certification program, it takes the core concepts and explains them in a fast paced and clear fashion, without talking down to the participant or baffling them with jargon. For larger companies, the training can also be customized with video messages from their leadership and localized with multiple language subtitles.

The outcome you can expect from All Employee Training is every member of the organization with a common understanding of the program and how they can positively affect it.

The link to access the free trial is: here

It’s all online, and I liked it. Why not give it a try? Note that I have no commercial arrangement of any kind with Richard Owen or OwenCX.

How I ‘landed’ in Customer Experience

Many customer experience leaders have entertaining stories about how they wound up in their jobs. I had the job in two different companies and got it by chance both times.

At Blue Bell Apparel, the parent company of Wrangler Jeans, I was the ‘Quality and Engineering’ manager for France, the Benelux and Italy from 1981 to 1983. As we were innovating by bringing stonewashing to the market, I decided to do something nobody had done before. I went to the most important customers in Paris and asked them what they thought and what they would like us to improve. The results were totally different to what my boss and I expected, and surprised relevant people across the company. That is how I learned that the only way you can know what customers want is by asking them.

The second time was of course at HP. It was in about 2007, I think. My job title was Director of Strategic Initiatives and I was the Chief of Staff for the Enterprise Business in EMEA, and for the overall HP EMEA leadership team. A leadership team member to who was in charge of the customer experience team reported left the company. I approached the head of the company in EMEA and said, “Here is how quality and customer experience work is managed today. Here is how I think it should be managed. These are just suggestions for when you appoint the new leader.” His reply: “OK, you are in charge.” Oops. That was in addition to the work I already had at the time.

What an experience! I never looked back.

Our latest blog posts

Older posts are still available on the blog page.

The plural of ‘anecdote’ is ’emotion’ – You can use this for good or for evil

In their book ‘Nudge’, Richard Thaler and Cass Sunstein explain that people are poor at choosing among options and can quite easily be ‘nudged’ or pushed gently to make a particular choice. They encourage ‘benevolent paternalism’, meaning nudging customers to make choices that are in their own best interest…

The plural of ‘anecdote’ is ’emotion’ – You can use this for good or for evil

Some time ago I wrote a short article suggesting that the plural of the word ‘anecdote’ is not ‘science’. My point was that just because a lot of people have said something does not make it true. Let’s take this further and talk about anecdotes and emotions.

Strategy: Ask new questions to get new answers – Part6 of 6: Internal realities, and conclusion

The final article in the series covers what is often the most difficult area: Can you actually get the sponsorship and resources for your new strategy? The questions I propose should at least help you find out. And once you have analyzed the six situation analysis areas, you need to assemble your top insights about how to achieve a breakthrough strategy, whether for customer experience or anything else.

Notable customer experience items from other sites

CX Journey (Anette Franz) – Questions to consider before forming a Customer Advisory Board

Nice article by Annette Franz on CABs. I am a fan of customer advisory boards and interviewed members of one of HP’s boards to find out what they wanted us to improve. The top suggestion was that they wanted to be able to spend more time with each other. Several said that the main benefit they got was the opportunity to learn from their peers in other companies. The second point they made was that our balance for the speaking and listening was wrong and that we should let them do more of the speaking. As Annette puts it “Keep in mind that a customer advisory board is all about customer listening.” Read her article here.

Bain – Firing up the Customer Experience Factory

I find the concept of customer ‘episodes’ to be a good one. If you think of them in terms of episodes in a TV series, you will be on the right track. Each episode contains a lot of scenes. The sum of our experiences with all of the episodes creates our brand image for the series as a whole. (My all-time favorites are Game of Thrones and Sherlock. My favorite for 2018 was La Casa de Papel. I suppose that is not really relevant.) If we take the example of a home insurance company, an episode might be an insurance claim after something bad has happened. The episode starts when the customer starts to work out how to contact the insurance company and ends when the claim is paid. There are lots of short transactions that happen in between, like phone calls or emails. In principle an episode is the shortest thing for which the Net Promoter System should be used. This Bain article shows how companies structure their improvement work by episode and use that to form what the Bain people call Improvement Factories. Read all about it here.

Looking forward

While not directly about customer experience, I would like to thank the four readers who sent me suggestions about how to engage with the Swiss TV people about a misleading program they finally put out this week on GMO cotton in India. The various points and tone you suggested have produced a useful engagement so far. The extent of the usefulness remains to be seen as they really need to retract a substantial part of what they said on Tuesday. The rest of the program was good, and I learned new things that add to the knowledge I gained about cotton during my seven years in the clothing industry.

December book sales were substantially better than the already-good sales in December 2017, so thank you for that holiday gift. Here are links to all of our books on Amazon.com. Kindle versions are available in all stores. Print versions are available from the major stores only. If you have already read any of our books, please write reviews on Amazon.

Customer Experience Strategy – Design & Implementation

Net Promoter – Implement the System

Customer-centric Cost Reduction

“So Happy Here”: The Absurdist but Essential Guide to Better Business (Color edition)

“So Happy Here”: The Absurdist but Essential Guide to Better Business (Black & White edition)

Please share this newsletter with your friends and colleagues and encourage them to sign up for it here. I have put links to past newsletters on the subscription page. Finally, please feel free to change or cancel your subscription using the link below.

You can also email me, Maurice FitzGerald, at mfg@customerstrategy.net.

To change your subscription, click here.

January 2, 2019

#85 – The art of persuasion, BA NPS manipulation, CX tips for 2019, 1-800-GOT-JUNK NPS podcast

Maurice FitzGerald / Behavioral economics, Cost reduction, Newsletter, NPS, Strategy / banks, Customer Experience, Net Promoter System, PwC, research, VOC /

Happy New Year! Some thoughts about the art of persuasion in 2019, how British Airways manipulates NPS numbers. Welcome to the 85th edition of my customer strategy newsletter. The five topics this week are:

How to motivate people to act in 2019
British Airways color-coding NPS scale (Don’t do this)
Latest blog posts
Notable items from other sites – 19 CX tips for 2019, 1-800-GOT-JUNK NPS podcast
Looking forward – Our books are great gifts for your teams, colleagues and friends

How to motivate people to act in 2019

People, including people in our own teams, often act in ways that we can’t understand. Put aside insanity as an explanation for a moment. (Though if you enjoyed The Psychopath Test as part of your holiday reading, you will understand that mental problems can sometimes be the explanation.) Let’s assume that a predictable mechanism exists and is being followed by those you can’t understand. What could that mechanism be?

Regular readers won’t be surprised by my suggestion that the explanation lies in what Nobel-winner Daniel Kahneman calls System 1 and System 2, meaning the two different ways our minds function. You may remember that System 1 is emotional, intuitive, and quick to react. System 2 is slower and more rational. Most importantly, if System 1 has reached a conclusion, System 2 may not engage at all.

Here is the thought I would like to offer you for 2019: To persuade people to do things, rely on System 1 and try to forget about System 2. The best way of engaging people’s emotions is through stories. In the case of customer experience, these stories should ideally be told by customers. Naturally, if you are a customer experience leader, you will want to select and manipulate the stories that are told so they match your strategy, your funded initiatives; the things you need to achieve. These should of course be based on a System 2 methodology that is scientific in its nature.

My thoughts are evolving about the subject and I can use your help. You will probably recognize all of this as an evolution of the blog I sent you recently. I am trying to come up with a single image that communicates what I am getting at here. What follows is a first attempt. The upper row represents System 1 thinking and the lower row System 2. I have deliberately made the font size smaller in the second row to indicate that it is less important as a motivator. If you have other ideas on how to communicate this, please let me know.

British Airways color-coding NPS scale (Don’t do this)

In the last newsletter I covered a Hilton hotel employee’s attempt to manipulate NPS results by writing a note soliciting a 9 or 10 and leaving it in a guest’s room. It is just human nature to try to influence any score you are measured on. While your managers may hope that you will do this purely by improving your performance, other methods are possible too.

British Airways has now started to color-code their NPS scale when soliciting feedback. You should absolutely not do this, according to Reichheld and Markey. I have to say that providing explanations about the numbers on the NPS scale is one of the most common questions I have been asked over the last few years. The explanation is usually something like, “I don’t think customers understand what the numbers on the scale mean, so I feel I should add some additional explanation.” A couple of times it was positioned as a way of addressing the cultural differences in the way people answer feedback requests. “If those grumpy Australians could understand that a Passive / indifferent score is actually a 7 or an 8 they would score us higher.”

Doing this sort of thing biases your results, and I believe you would fail an NPS audit (should such a thing ever exist). Note in passing that you should never compare customer satisfaction results between countries. Your competition is local, and you should only do single-country competitive comparisons.

And yes, this is yet another instance of Goodhart’s law, as covered a couple of weeks back here.

Here is what the relevant part of the latest BA email feedback request looks like. Thanks to reader Loch Miwa for sending.

Our latest blog posts

Only one new entry in the last couple of weeks. Older posts are still available on the blog page.

The plural of ‘anecdote’ is ’emotion’ – You can use this for good or for evil

Strategy: Ask new questions to get new answers – Part6 of 6: Internal realities, and conclusion

Strategy: Ask new questions to get new answers – Parts 4 and 5: CX industry and external trends

This time the situation analysis process moves on to relevant trends in your industry and in the external environment. Accurate observations about these areas can give you a competitive advantage. As always, you need to ask new questions to get new answers.

Notable customer experience items from other sites

CustomerGauge – 19 tips for great B2B CX in 2019

Katerina Sinitskaia wrote this great set of tips on the CustomerGauge site. I would have liked her to indicate her personal top three. Seems like a good checklist for everyone in any case. You can find them here.

Bain NPS podcast – Interview with Brian Scudamore of 1-800-GOT-JUNK

With my B2B focus I was not sure I could learn anything when I started to listen to this Net Promoter System podcast. Rob Markey interviewed Brian Scudamore, who seems to be somewhat of a serial entrepreneur. His focus area is helping people with relatively ordinary tasks like moving house, painting a house, and some other household-related tasks. He seems to use students for at least some of the work. I found it all fascinating and relevant to all types of business from about the 20th minute onwards. I believe we can all learn something from Brian’s approach. Listen to it here.

Looking forward

It’s January and your teams, colleagues and friends need our books to get 2019 off to a great start!

Here are links to all of our books on Amazon.com. Kindle versions are available in all stores. Print versions are available from the major stores only. If you have already read any of our books, please write reviews on Amazon.

Customer Experience Strategy – Design & Implementation

Net Promoter – Implement the System

Customer-centric Cost Reduction

“So Happy Here”: The Absurdist but Essential Guide to Better Business (Color edition)

“So Happy Here”: The Absurdist but Essential Guide to Better Business (Black & White edition)

You can also email me, Maurice FitzGerald, at mfg@customerstrategy.net.

To change your subscription, click here.

December 13, 2018

#83 – Most-read articles update, manipulating NPS scores, funny videos, AI bias

Maurice FitzGerald / Cost reduction, Newsletter, NPS, Strategy / banks, Customer Experience, Net Promoter System, PwC, research, VOC /

Last week’s ‘most-read articles’ list is already way out of date, and an example of bad research from a major company. Welcome to the 83rd edition of my customer strategy newsletter. The five topics this week are:

Most-read articles update – Includes one I could not mention last week
Don’t measure individuals on NPS – They will find a way to manipulate it
Latest blog posts
Notable items from other sites – Funny service videos, AI bias
Looking forward – Our books are great gifts for your teams, colleagues and friends

Most-read articles update – Includes one I could not mention last week

Over the last week I have learned quite a lot more about what people (including you) apparently like to read. On Friday I wrote an article about the badly-written PwC customer experience research report that I mentioned here last week. It has already become by far my most popular article on LinkedIn this year, doubling the prior number one’s reads. The new article is here. Note that I wrote to the lead author of the report last week Wednesday suggesting he retract it until it can be improved. He did not reply, so I put my full critique on LinkedIn on Friday. It is more extensive than what I wrote here last week.

And an article I wrote two weeks ago that is not about customer experience just became my second-most-read post on LinkedIn. I criticized a different piece of research, this time on the ‘morning routines’ of ‘300 high achievers’. Their suggestion was of course that if we all copy such routines that we will be high achievers too. The defect in the research is that there was no control group. Perhaps the medium and low achievers among us have the same routines, or maybe something even more intense that we should therefore avoid. Who knows? My article is here.

However, the most-read thing I wrote last year did not appear on LinkedIn and was not on my own site either. It has had over 16,000 reads. It is on Quora, a site where people ask questions and get answers. (I suspect the majority of ‘answers’ are written by the people who ask the questions, or at least the first answer on the list.) Quora had a huge data breach two weeks ago, which is why I did not include my post in last week’s list. In this case, the question was “Why do business people fly the expensive business class if the goal of businesses is to minimize cost?”

Here is what I wrote:

“When the CEO and/or other senior executives feel they are justified in flying in Gulfstreams at $46 million each, it is hard for them to take a position that everyone else should fly in coach/economy. One Gulfstream costs the same as 300,000 advance purchase Chicago-Atlanta return fares. I just looked for midweek flights a month from now, on Delta, from Midway to Atlanta, so am not making this up. I realize that some companies still do have Gulfstreams and a coach-only policy. The same companies also impose travel freezes for Chicago-Atlanta (for example) while continuing to own and operate Gulfstreams.”

300,000 is not a typo. Let me know what you think. This reinforces my general view that (sadly) people prefer negative messages over positive ones.

Don’t measure individuals on NPS – They will find a way to manipulate it

A family member checked in to a Hilton Garden Inn this week. This message was in her room:

This is a typical example of what happens when you measure individuals on NPS. Compared to your reference period before you started the individual measurements, your NPS will improve, whether or not the service has actually improved. I am not picking on Hilton here as they are not worse than many others. Indeed, I have received a note from a car sales person asking me to phone first if I could not give him a 9 or a 10. His year-end bonus depended on the number of Promoter scores he received.

If you find yourself stuck with a system like this because (for example) your CEO thinks it is a great idea, do what the General Motors CX leader does and ignore the scores. Just read the answers to the ‘Why?’ and ‘What could we do better?’ questions.

Our latest blog posts

The articles listed here are part of a new series on a specific aspect of strategy creation: the process of asking new questions so you can get new answers. Older posts are still available on the blog page.

Strategy: Ask new questions to get new answers – Part6 of 6: Internal realities, and conclusion

Strategy: Ask new questions to get new answers – Parts 4 and 5: CX industry and external trends

Strategy: Ask new questions to get new answers – Part 3: Competitors

There are two main categories of competitors: traditional and emerging. The emerging category includes companies you do not know about yet, but who may be about to take over your business. Here are some questions that will help you understand how you are doing compared to your competitors.

Notable customer experience items from other sites

Curated by Userlike – 16 great and really funny customer service videos

I love these and could not stop laughing. Enjoy them here.

You Are Not So Smart podcast – Machine Bias

The actual title of this podcast is ‘How we transferred our biases into our machines and what we can do about it’. It is the best explanation of the topic that I have heard, and I consider it to be essential listening. The ‘You are not so smart’ podcasts can occasionally be tedious, but this one is definitely not. Learn more here.

Looking forward

It’s December and your teams, colleagues and friends need our books! Great end-of-year gifts, in my unbiased opinion.

Customer Experience Strategy – Design & Implementation

Net Promoter – Implement the System

Customer-centric Cost Reduction

“So Happy Here”: The Absurdist but Essential Guide to Better Business (Color edition)

“So Happy Here”: The Absurdist but Essential Guide to Better Business (Black & White edition)

You can also email me, Maurice FitzGerald, at mfg@customerstrategy.net.

To change your subscription, click here.

December 4, 2018

#82 – Most-read articles, how not to do research, mandatory NPS for UK banks, cartoons

Maurice FitzGerald / Cost reduction, Newsletter, NPS, Strategy / banks, Customer Experience, Net Promoter System, PwC, research, VOC /

The things I like to write and you like to read, and an example of bad research from a major company. Welcome to the 82nd edition of my customer strategy newsletter. The five topics this week are:

Our most-read articles on our site and on LinkedIn
What is your favorite color? (How not to do customer research)
Latest blog posts
Notable items from other sites – Mandatory NPS for UK banks, cartoons
Looking forward

Our most-read articles on this site and on LinkedIn

I have been reflecting on the types of things I should write about. As you might expect, I would prefer to write things that you want to read. I think the best information I have about what you like to read (other than this newsletter with its ever-expanding distribution list) is the list of most-read pages on our website and the most-read articles I have posted on the main LinkedIn feed. Interestingly, to me at least, the lists are not the same.

Here are the top three from our site:

And here are the top three from LinkedIn:

If you have not read some of these please have a look. And please let me know the main types of things you would like me to write about.

What is your favorite color? (How not to do customer research)

Please bear with me for a moment. I am going somewhere with this. What follows is the general format used to gather data for a customer experience research paper published by a major global consulting firm. OK, I am going to exaggerate a little, just to make my point.

Please pick your favorite color from this list:

Red
Orange
Yellow
Light blue
Sky blue
Pale blue
Navy blue
Aquamarine
Purple
Sparkly glitter color

Here are the (fictional) research report headlines based on analyzing the answers:

In a shocking development that should change the way you think about color, global consumers prefer red, orange or yellow to any color of blue by a margin of over five to one. And for the first time ever, green has totally disappeared from global color preferences! Global fashion houses are in turmoil and those who have overstocked green items are expected to lose half their value on Wall Street.

This is why you should never base customer research on a closed list of choices that you have made up. The answers would be completely different if you simply asked people the open question, ‘What is your favorite color?’ and let them write it in a blank field.

I wish I were exaggerating, but I am not. Even reputable companies do closed-list research. Here is a new publication from PriceWaterhouseCoopers that claims to tell us what ‘really matters to American consumers’. The core questions, based on a closed list of 20 choices were ‘Q: When it comes to great overall customer experience, how important do you think each of the following will be in the future? Which of the following things are worth paying more for?’ Choices ranged from ‘Charitability’ to ‘Efficiency’, as you will see on page six of the report. Personally, my top answer would have been ‘That a company remembers me’ but that was not among the choices. Try to think of your top choice before looking at the graph with the list on page 6.

The report gets worse in that the headlines and takeaways do not seem to match the research. On page two they have an overview that says “What truly makes for a good experience? Speed. Convenience. Consistency. Friendliness.” Speed and consistency were not even among the possible choices on the list. The person writing the report seems to have made it up based on personal bias, or just on nothing at all. Disgraceful.

If you work at PwC or believe I have this wrong, please let me know.

Our latest blog posts

Strategy: Ask new questions to get new answers – Parts 4 and 5: CX industry and external trends

Strategy: Ask new questions to get new answers – Part 3: Competitors

Strategy: Ask new questions to get new answers – Part 2: Partners

The majority of companies have partners for at least some of their business. The three main categories of partners available to most businesses are resellers, implementation partners, and subcontractors. This article concentrates on the questions that should be asked and answered to get new insights about partner strategy.

Notable customer experience items from other sites

Ian Golding: The future of VOC measurement – don’t let organisations do it themselves!

Ian is one of the top CX people on the planet and has great success with his ‘Masterclass’. The full article is worth reading and the core news is that UK banks are now required to be measured on customers’ willingness to recommend them and they have to post the results in their bank branches. This healthy development was driven by reports from the UK Competition and Markets Authority (CMA) and Financial Conduct Authority (FCA) saying that UK banks do not compete enough with each other. Apparently only 3% of UK consumers change banks each year. The new regulation requires independent measurement of customer satisfaction and they are of course using the NPS recommendation question as the main score. GfK did the first study. Read Ian’s article here. Fascinating.

Marketoonist – Cartoon Powered Marketing

I just came across this entertaining site. I suggest you start with the customer experience article not far from the top. Tom Fishburn is the artist and he licenses his work. You can find it here.

Looking forward

It’s December and your teams, colleagues and friends need our books! Great end-of-year gifts, in my unbiased opinion.

Customer Experience Strategy – Design & Implementation

Net Promoter – Implement the System

Customer-centric Cost Reduction

“So Happy Here”: The Absurdist but Essential Guide to Better Business (Color edition)

“So Happy Here”: The Absurdist but Essential Guide to Better Business (Black & White edition)

You can also email me, Maurice FitzGerald, at mfg@customerstrategy.net.

To change your subscription, click here.

November 23, 2018

#81 – Goodhart’s Law, eCommerce again, loyalty equals cost reduction, VOC program design

Maurice FitzGerald / Cost reduction, Newsletter, NPS, Strategy / bad service, Customer Experience, eCommerce, Fred Reichheld, Net Promoter System, VOC /

Goodhart’s Law and being careful about metrics, eCommerce that competes with own retail stores. Welcome to the 81st edition of my customer strategy newsletter. The five topics this week are:

Goodhart’s Law is 43 years old – We still need to be careful with metrics
Web stores that compete with physical locations – My latest experience
Latest blog posts
Notable items from other sites – Fred Reichheld, Agi Marx
Looking forward

Goodhart’s law is 43 years old – We still need to be careful with metrics

Charles Goodhart is a British economist. He remains disappointed that he is best known for something he wrote way back in 1975. His original words were not terribly inspiring:

Any observed statistical regularity will tend to collapse once pressure is placed upon it for control purposes.

He was writing about UK monetary policy and the point he was making was that if a particular metric, such as the M2 Money Supply, became the sole focus of monetary supply it would be made to look better, no matter what the underlying reality.

Let me try to rephrase the ‘law’. Once a single metric becomes a major focus the people being measured will make sure it improves. A good example is what happened when a new emphasis was put on crime statistics in Chicago:

In the UK someone in the National Health Service decided to measure hospitals on emergency room arrivals being served in under four hours. A bizarre result was that patients were kept inside ambulances until staff were certain that they would be treated within four hours of being taken from the ambulance to inside the hospital, when the clock started to tick. Guess what? The metric improved.

The same thing will happen if you measure individuals on NPS or CSAT scores. The numbers will improve, even though the reality may be unaffected. I recently came in contact with a situation where call center agents who had to phone customers who gave low scores were measured on those same scores. A surprisingly high (though not surprising to me) number of customers supposedly claimed they had not understood the survey and asked to have their scores changed from the worst to the best number. Success???

The message here is that you should not measure individuals on NPS, CSAT or indeed any score that they can personally manipulate. Customer satisfaction metrics are best used as collectives scores for a team or an entire organization.

Web stores that compete with physical locations – My latest experience

It is Black Friday as I write this. I have just had the opposite experience to the one I wrote about last week. The latest experience is not a good one. I have a loyalty card with the Fnac chain. For those unfamiliar with the brand, they sell books, CDs, DVD/Blu-Ray, photo equipment and electronics. For US readers, I would describe them as a combination of Barnes & Noble and Best Buy. Their weekly email update included a Black Friday deal with 18% off the 2018 9.7″ iPad. Since I have been looking for just that, I decided to pop into the Geneva retail store this morning. Surprise, they were marked ‘10% off’.

So I went to a sales person. His answer, “Oh we never know what those web people are going to do. It’s 10% off here.” Then I pointed out that the web site says I can order at 18% off and pick it up an hour later in this very store. Answer, “If they say so, I suppose you can do it, but I can’t give you 18% off directly.”

This is the exact counter-example to the one I gave last week. Your eCommerce operation cannot compete with your retail outlets. It makes customers like me think you are stupid and trying to trick us in some way. It is a well-known direct marketing phenomenon that you should not give people choices. Having different prices in-store and on the web is idiotic. It means neither price can be trusted to be the lower without checking.

Our latest blog posts

The top two on this are part of a new series on a specific aspect of strategy creation: the process of asking new questions so you can get new answers. Older posts are still available on the blog page.

Strategy: Ask new questions to get new answers – Part 2: Partners

The majority of companies have partners for at least some of their business. The three main categories of partners available to most businesses are resellers, implementation partners, and subcontractors. This blog proposes how to understand your current status with partners and what you can do to improve.

Strategy: Ask new questions to get new answers – Part 1: Customers

First in a series about the first and most important step in determining a new customer experience or business strategy: getting an accurate picture of where you are today and what could possibly be done to improve your business. The key point is that you need to ask new questions to get new answers and insights.

Invisible gorillas prove you need automated text analytics. Seriously! (7-minute read and videos about inattentional blindness)

We are awful at observation. Our brains just don’t work all that well. Various psychological experiments lead to the inevitable conclusion that our brains work hard to fit whatever we perceive to the list of things we already know about…

Notable customer experience items from other sites

Fred Reichheld: The best way to cut costs is to make customers happier

You may know Fred Reichheld as the co-inventor of the Net Promoter System and the Net Promoter Score. While he is not hugely active these days, he has just written a new article that introduces an interesting twist to his favorite theme of customer loyalty. Rather than talking about revenue growth he talks about loyal customers as a cost reduction opportunity. I particularly like his point on the potential for changing sales incentives to favor rewards for customers to stay with companies for at least 18 months. Lots of good ideas in this three-minute read here.

Agi Marx: Voice of the customer: Why you need it and how to start your VOC program

Agi wrote this detailed blog for Thematic, where she is director of marketing. I find her insights about AI, text analytics and the importance of actionable insights quite compelling. A combination of art and science is needed to avoid simply identifying problems but not what you can do to resolve them. I think this blog provides good reading for any company that is setting up a Voice of the Customer program or trying to improve what they already have. It is about a ten-minute read and you can find it here.