Customer experience (CX) is all about people getting what they need in their lives. People in your company are central to designing and delivering great customer experiences. As we discussed in part 1, human resources (HR) departments can make a big difference is helping companies achieve CX goals
People are at the center of providing and receiving customer experiences. It is commonly accepted that engaged employees are a prerequisite for high-value, engaged customers. So, it stands to reason that human resources (HR) departments have great potential to influence customer experience (CX).
People are on both sides of the customer experience equation: customers and employees. Though shifts in one side of the equation do not always equate to a shift in the other side, invariably the effect is tangible. With the employee as the biggest factor in the customer equation, how does the human
The two prongs of the pi-shaped marketers represent the “left brained and right brained" aspects of skill where the brand-experiential-emotional side of marketing meets the analytical-quantitative-technology side. This “modern marketer,” as Ashley Friedlein, CEO of Econsultancy, puts it, is a blend
In the 2013 Global C-suite Study, we spoke face-to-face with 4,183 top executives around the world covering more than 20 industries to find out how they’re earning the loyalty of digitally enfranchised customers and citizens. The pool of executives surveyed include CEOs, CIOs, CFOs, CMOs, CHROs and
One size fits all has been archaic for a while now, and many companies are quickly finding that right size, wrong foot does not get the job done either. Today, customers expect personalization, they expect quality experiences, they expect it now and they expect you to get it right.
This topic made
Top performing CFOs are integrating financial and operational data to get a deeper understanding of complex questions such as how much it really costs to serve individual customers. This higher level of collaboration leads to greater customer understanding, which is one of the key features needed
Much of the disconnect between employees and customers stems from the inability to access and quickly weave customer data into accurate customer insight. How can organizations keep pace with customers while equipping and empowering employees? And what can businesses do to reduce the time employees
Denihan Hospitality Group and the Cincinnati Zoo and Botanical Gardens use IBM Big Data & Analytics to help acquire, grow and retain customers. They are able to create a 360 degree view of the customer and understand what is most important to their most valuable customers: driving increased
When an organization sets out to become more customer-centric, lots of changes have to happen. Employees—from senior executives to the frontline—must change and adopt new behaviors and mindsets. Processes and technologies must change to reflect the company’s customer-centric desires. Large-scale
Marketing comes down to demand generation, and that requires at least a rough idea of what makes people tick. In other words, it demands at least a passing familiarity with human psychology (though most of the pop psychology that pervades marketing is laughably shallow and, more often than not,
http://www.ibmbigdatahub.com - The idea of becoming a customer centric organization seems to be at the forefront of executives and managers minds. But for many organizations, taking the steps to become more customer-centric are challenging.
Scott Groenendal, program director for big data
#CXO chat—February 17, 2014—12 p.m. EST & 5 p.m. GMT
“There's nothing that can invigorate a struggling company like a major change. Maybe it's the adoption of a new strategy to boost revenue, the introduction of a new product or service or the chance to acquire a competitor. But when top