Wednesday, April 16, 2014

Customer-Centric Culture: Why it Matters and How to Measure it

Photo by paul bica


"A great customer experience can only be delivered by someone who wants to give it." - Ian Luxford, Learning Services Director, Grass Roots

During last week's Total Customer Experience Leaders Summit, Bill Barnes, Senior Vice President, Client Services and Jaci Jarrett Masztal, Ph.D, Vice President, Practice Leader from Burke Inc.,presented "Customer-Centric Culture: Why it Matters and How to Measure it." Bill and Jaci contend that the employee engagement process and the customer experience process, which are usually separate management processes in many organizations, be brought together to improve organizational performance.

This approach is based on the premise that a high level of employee engagement is critical to creating and enhancing positive customer experiences leading to customer engagement. To improve employee engagement, organizations should focus on ways to:
  • Improve job performance
  • Provide more job growth opportunities
  • Enhance Talent Management
  • Better serve various internal stakeholder needs
  • Improve commitment and retention
  • Enhance customer service
A customer-centric culture that actively focuses on what is best for the customer is a critical factor in improving organizational performance. Customer centricity is a part of all organizational aspects including leadership, strategy, decision making, operations and in ongoing job functions. It's also important to remember that culture is:
  • Broader - it's more than an initiative
  • Cross-functional, enterprise-wide
  • Long-term strategy
  • Motivation, focus, behavior
  • Multi-dimensional
A challenge for most organizations is determining how measure a customer-centric culture. Measurement allows a true gap analysis and a baseline to track change and assess impact. At Burke, Bill and Jaci help their clients to measure their culture with The Customer Centricity Index, which measures across these six important dimensions:
  • Leadership & Strategy
  • Messaging & Modeling
  • Employee Understanding & Commitment
  • Product & Service
  • Excellence Support & Tools
  • Recognition & Appreciation
Leadership drives the strategy and culture which sets the foundation for Who, What, and How, all of which drive and support customer engagement and business success. Employees believe the products and services are worthy and are equipped to deliver. Employees are recognized and rewarded for the customer-centric behaviors to be reinforced and repeated. Full customer centricity is achieved when the organization has a collective mindset of doing what needs to be done to the benefit of the customer.


Peggy L. Bieniek, ABC is an Accredited Business Communicator specializing in corporate communication best practices. Connect with Peggy on LinkedIn, Twitter, Google+, and on her website at www.starrybluebrilliance.com.

Monday, April 14, 2014

Customer Engagement: The Glaring Blind Spot You Have Been Ignoring


Photo by paul bica

“You get hit the hardest when trying to run or hide from a problem. Like the defense on a football field, putting all focus on evading only one defender is asking to be blindsided." - Criss Jami, author, poet, essayist

During last week's Total Customer Experience Leaders Summit, Kunal Gupta, Ph.D., Senior Vice President, Burke Institute, presented "Customer Engagement: The Glaring Blind Spot You Have Been Ignoring in Your Customer Measurement Program." Kunal contends that the ability to achieve business success comes from the desirable behaviors of engaged customers. To achieve higher levels of business performance, you need to understand and measure customer engagement.

Your customer measurement program should measure the underlying mechanisms that can foster stronger customer commitment by helping you answer these important questions:
  1. Is the behavior of your customers "black and white" or "shades of grey?" Customers can exhibit various shades of engagement toward a provider, either from being willing to pay a price premium or readily switch for lower price. At the same time, a customer can be loyal towards multiple providers, but be more sparing in their emotional attachment with a provider.
  2. What drives customer behavior - cognition, emotions or both? Customer measurement programs should make you think more actively about the role of emotions and how they affect the customer decision making processes. In reality, organizations believe that their customers are rational individuals. Increasingly, however, there is greater recognition that their customers also allow inclusion of emotions and the non-rational in their decision making process.
  3. Are needs of tenured customers different than newer customers? Tenured customers have more favorable as well as more consistent perceptions, including emotions toward the provider. In early stages of customer tenure, emotions might not even influence the choice process.
By applying a research framework that applies both art and science as the foundation of your customer measurement program, you can overcome the glaring blind spot and foster greater customer engagement.


Peggy L. Bieniek, ABC is an Accredited Business Communicator specializing in corporate communication best practices. Connect with Peggy on LinkedIn, Twitter, Google+, and on her website at www.starrybluebrilliance.com.

Friday, April 11, 2014

Employee Recognition Programs Energize and Strengthen Customer-Centric Organizations


Photo by paul bica


"The deepest principle in human nature is the craving to be appreciated." - William James, psychologist and philosopher

Customer-centric companies know how important it is to reward and recognize their employees. If employees feel appreciated, then they are able to effectively and consistently show appreciation for customers.

During the Total Customer Experience Leaders Summit (TCEL), Janet LeBlanc, President, Janet LeBlanc & Associates Inc., showed how employee recognition programs are fundamental to the success of a great customer experience program in these three areas of impact:
  1. Employee: Recognize employees as part of the process of developing customer solutions
  2. Customer: Reinforce the ideal customer experience - intentionally
  3. Enterprise: Reward organizational improvements and create a customer-centric culture
Recognition practices are provided to acknowledge or give special attention to employee actions, efforts, behaviors and/or performance and contribute to organizational success. Recognition should be:
  • In the moment
  • Appropriate and in context
  • Tied to employee's perceived value
  • Individual and team based

Stay tuned for more customer experience insights shared at this week's TCEL. Stay connected at:

  • twitter.com/TotalCustomer #TCEL14
  • linkedin.com/Total Customer Experience Leaders
  • facebook.com/TotalCustomer




Peggy L. Bieniek, ABC is an Accredited Business Communicator specializing in corporate communication best practices. Connect with Peggy on LinkedIn, Twitter, Google+, and on her website at www.starrybluebrilliance.com.

How Current Trends are Shaping the 10 Growth Areas of Tomorrow


Photo by paul bica


"The future ain't what it used to be." - Yogi Berra
"If I had asked people what they wanted, they would have said faster horses." - Henry Ford

Yogi Berra and Henry Ford were futurists. Their unique way of thinking influenced and shaped the future customer experience. They were successful because they could look at things from a different point of view.

According to Jared Weiner, Futurist and Vice President, Weiner Edrich, Brown, most of us suffer from "The Recognition of Educated Incapacity." We know so much about what we know, that we are the last to see the future of our areas of expertise differently.

To change our way of thinking, we need to look at everything with "alien eyes." This new perspective will help us shape the "10 Growth Areas of the Future" that will affect the customer experience:
  1. Time Space (the most important area): Becoming more simultaneous and less sequential as seen in Vine, Pinterest and Snapchat
  2. Inner Space: Brain imaging and research on human sensory systems
  3. Design Space: Will underpin everything in the future
  4. Play Space: Gamification and adult play - making the serious stuff fun
  5. Storage Space: Physical goods, waste, e-waste, inner space and data
  6. Cyber Space: Virtual reality and worlds, bitcoin
  7. Inter Space: Internet of Everything, wearable technology
  8. Micro Space: New materials technology like 3D and 4D printing
  9. Outer Space: Space exploration, tourism, searching for alien life, satellite technology, asteroid mining
  10. Green to Blue Space: Giving back more than you took
Stay tuned for more customer experience insights shared at this week's TCEL.  Stay connected at:

  • twitter.com/TotalCustomer #TCEL14
  • linkedin.com/Total Customer Experience Leaders
  • facebook.com/TotalCustomer






Peggy L. Bieniek, ABC is an Accredited Business Communicator specializing in corporate communication best practices. Connect with Peggy on LinkedIn, Twitter, Google+, and on her website at www.starrybluebrilliance.com.



Wednesday, April 9, 2014

Changing Behavior Towards the Customer Experience

"A satisfied customer is the best business strategy of all." - Michael LeBoeuf, American business author


During "Changing Behavior Towards the Customer Experience," Total Customer Experience Leaders Summit attendees learned that "checklists and compliance will not change customer behavior." We learn by doing.

Keith Ferrazzi, CEO, Ferrazzi Greenlight and author of Who's Got Your Back and Never Eat Alone, delivered a compelling presentation about the critical factors to changing human behavior, which include:
  • Building key relationships: Initiate and strengthen personal relationships with managers and other business partners
  • Leverage the community: Lean on your peers, managers and the broader community for personal success
  • Strengthen customer centricity: Build a customer-centric mindset within retail
A successful behavior change framework is developed by:
  • Knowing that change management is about relationships, emotion and connection
  • Focusing only on the highest return behaviors
  • Having an aligned purpose
  • Using reflective inquiry to gain engagement
A successful change framework is driven by:
  • Providing an empathetic challenge to ignite a movement
  • Helping your employees join a movement
  • Peer-to-peer coaching for support and success

Stay tuned for more customer experience insights shared at this week's TCEL. Stay connected at:
  • twitter.com/TotalCustomer #TCEL14
  • linkedin.com/Total Customer Experience Leaders
  • facebook.com/TotalCustomer

Peggy L. Bieniek, ABC is an Accredited Business Communicator specializing in corporate communication best practices. Connect with Peggy on LinkedIn, Twitter, Google+, and on her website at www.starrybluebrilliance.com.

The Crazy Ones: How to be a Leader that Inspires Creativity and Innovation


Photo by paul bica
 
My job is not to be easy on people. My job is to take these great people we have and to push them and make them even better.” - Steve Jobs, Apple, Inc.
 
Many companies are striving to achieve Apple's level of creativity and innovation, but they don't have the type of culture and leadership to support this goal.
 
Stephen Gates, VP and Creative Director, Global Brand Design, Starwood Hotels & Resorts Worldwide, presented "The Crazy Ones: How to be a Leader that Inspires Creativity and Innovation" at the Total Customer Experience Leaders (TCEL) Summit in Miami, Florida. Here are the seven characteristics of leaders vs. managers he shared:
 
  • Execution vs. leadership: Managers think that anyone can lead a team. Leadership isn't telling people what to do. Leaders empower them to find their own solutions and embrace their own process.
 
  • Status quo vs. beliefs: Managers believe in the status quo of doing things the way they've always been done. Leaders know that having beliefs gives your team something to rally around and it creates an identity.
 
  • Best practices vs. real insights: Managers think they will find innovation in studies, conferences, and consumer research, but they keep you at the same level as your competition. Leaders know you have to look beyond shared knowledge and have your team spend time finding unique perspectives.
 
  • Execution vs. ideas: Managers have deadlines. Leaders have ideas. Deadline-driven groups are a commodity. Idea-driven groups are a critical asset.
 
 
  • Words vs. actions: Managers are all talk with little to no follow through. Leaders value actions over words.
 
  • Emotional deafness vs. self-awareness: A lot of leadership has nothing to do with your team and everything to do with you. Leaders take time to understand how their teams work. People need to feel inspired, invested and protected to do their best work.

  • Good vs. great: Managers do good work. Good work is a compromise. Leaders understand that good work is the single greatest threat to great work. Great work is born out of passion, investment and attention to detail and creates a culture of dedication beyond reason.

Stay tuned for more customer experience insights shared at this week's TCEL. Stay connected at:
  • twitter.com/TotalCustomer #TCEL14
  • linkedin.com/Total Customer Experience Leaders
  • facebook.com/TotalCustomer
Peggy L. Bieniek, ABC is an Accredited Business Communicator specializing in corporate communication best practices. Connect with Peggy on LinkedIn, Twitter, Google+, and on her website at www.starrybluebrilliance.com.


How does viral content spread via social networks?


Every group of social media marketers I speak to point to the most difficult part of their job:  to consistently produce good content.  

They get their content from:
  • Agencies, 
  • From subject matters from throughout their organizations 
  • They rely on listening tools to discover and amplify mentions of their brands.


Another common theme is the quest for the holy grail of posted content:  A viral posting.  Well scientists are trying to find out what’s in the secret sauce; whether a viral posting can be predicted.
 
Comparing How Many Initial Same Posts
Two Types of Viral Content
A posted photo doesn't have to be posted by a very popular page in order to trigger a large cascade.  It can be an Average Joe with a compelling story or message.  

The research points to two different types of postings that proved viral worthy: 
1.  A posting by someone famous (think Ellen DeGeneres at the Oscars) or 
2.  a posting from a less famous source that found appeal for other reasons. 

How Viral Content Spreads
These viral cascades typically start fast; early reproduction speed, the initial velocity across the network, seems to be a key marker. Further, as the photo spreads, it begins to matter less who spread it originally, and the actual kind of content matters less.  One thing about pictures though, captions do seem to be important.

The Odds Are Against You
You can try to post something that goes viral, but the odds are against you.  In studies, one of out every 3,000 links produced a “large event,” or a sharing phenomenon that reached at least a 100 additional persons. But truly viral events with multiple generations of sharing occur only about once in a million instances.

Postings that start from a very popular source (again think about Ellen DeGeneres or The President with David Ortiz) start with an initial big spurt and then fall off.  On the other hand a viral posting with more modest beginnings (one of those “Please repost this to prove to my girlfriend how much I love her” or “If we get a million shares this young girl will get her medicine”) demonstrates smaller & consistent growth over time.
 
Viral Path Patterns
Who Is Doing All This Sharing?  
Well you can guess some obvious things.  A picture of Mrs. Obama doing a good deed will get more shares from women and liberals.  A picture of a couple with a guy asking sharers to support his commitment to his girlfriend will get more shares from males. 

Well Connected Followers
Still the viral likelihood of the share depends on the importance of well-connected followers.  Or in some cases if there are outside factors like having the news media acknowledge the phenomenon.  Some of the hottest shares were successfully driven primarily by word-of-mouth adoption.  They had to rely on Word of Mouth, in part because those that created them did not initially have large advertising budgets, and in part because, by design, they contained features to explicitly encourage sharing.

So do we know how to produce viral content? Not yet, but we do know how some viral content became viral.

The structural virality of online diffusion,  Goel,  Anderson, et al,  Stanford University
The Anatomy of Large Facebook Cascades, Alex Dow , Facebook Data Science

Ron Shulkin blogs researches and writes about enterprise technology focused on innovation and social media. You can follow him Twitter. You can follow his blogs at this Facebook group.  You can connect with Ron on LinkedIn.  

Ron Shulkin is the Chicago area Director for Spredfast. Spredfast provides a social relationship platform that allows organizations to manage, monitor, and measure their social media programs at scale. Spredfast enables more people, in more places, to engage in more conversations from a single platform on supported social networks like Facebook, Twitter, LinkedIn, Google+ YouTube and popular blogging platforms. You can learn more about Spredfast here.







Monday, April 7, 2014

Create Authentic Brand Identities Through Storytelling

Photo by paul bica

I believe in the power of storytelling and you should too. Why?

There are many examples of how great storytelling evokes emotion, which causes your customers to take action. Here are just a few that I've written about recently:
Ready to learn more? Here are some key resources to help you get started:
If creating authentic brand identities through storytelling sounds intriguing to you, be sure to join Daryl Travis, CEO for Brandtrust, at the Total Customer Experience Leaders Summit this week in Miami, Florida as he presents "Using Emotional Energy to Make Your Customer Experience Programs Easier, Faster and Smarter."

There's still time to register! Go to www.iirusa.com/totalcustomer for details.Stay connected with TCEL:
  • twitter.com/TotalCustomer #TCEL14
  • linkedin.com/Total Customer Experience Leaders
  • facebook.com/TotalCustomer



Peggy L. Bieniek, ABC is an Accredited Business Communicator specializing in corporate communication best practices. Connect with Peggy on LinkedIn, Twitter, Google+, and on her website at www.starrybluebrilliance.com.

Friday, April 4, 2014

Generational Marketing: To Know Them is to Engage Them


 Photo by paul bica

“It’s hard to give truly superior service if you don’t know who you’re talking to and what really matters to them.” – Kelly Mooney, author of The Ten Demandments

Who are your customers? What do they like? What don’t they like? If you don’t know the answers to these important questions, then you don’t know your customers. To know them is to engage them, and to engage them is having customers for life.

Knowing your audience is especially important when trying to target content to various generations in the marketplace and in the workplace. During next week’s Total Customer Experience Leaders Summit, Kassandra Barnes, Research & Content Manager, CareerBuilder.com, presents “Mastering the Mindset of the Millennial Candidate.” You’ll learn how to harness the knowledge and skill set of Millennials, the first generation to grow up digital.

In the meantime, check out these helpful articles on how to effectively market to the millennial generation to build meaningful and long-lasting customer relationships:

 

To learn more about TCEL and register, go to http://www.iirusa.com/totalcustomer. Stay connected with TCEL:
  • twitter.com/TotalCustomer #TCEL14
  • linkedin.com/Total Customer Experience Leaders
  • facebook.com/TotalCustomer


Peggy L. Bieniek, ABC is an Accredited Business Communicator specializing in corporate communication best practices. Connect with Peggy on LinkedIn, Twitter, Google+, and on her website at www.starrybluebrilliance.com.


 

Wednesday, April 2, 2014

How to Recognize Your Employees through Storytelling

Photo by paul bica

"People may take a job for more money, but they often leave it for more recognition." - Dr. Bob Nelson, best-selling author and motivational speaker

According to Total Customer Experience Leaders Summit (TCEL) session speaker Janet LeBlanc, "Customer-centric companies know how important it is to reward and recognize their employees." Creating a relevant story with the employee at the center of the recognition goes a long way to unlock higher performance and engagement.

A story that lacks a unique perspective will create the opposite effect as described in "How to Ruin an Employee's Big Moment" by Jeff Haden.

Great recognition uses great storytelling as its foundation. Learn how to effectively recognize your employees in "Transforming Company Culture through Storytelling" by Darcy Jacobsen.

Join me in Miami next week (April 9-11) for TCEL and hear more about employee recognition from Janet LeBlanc during her session, "Employee Recognition Programs Energize and Strengthen Customer-Centric Organizations."

To learn more about the event and register, go to http://www.iirusa.com/totalcustomer.

Stay connected with TCEL:
  • twitter.com/TotalCustomer #TCEL14
  • linkedin.com/Total Customer Experience Leaders
  • facebook.com/TotalCustomer



Peggy L. Bieniek, ABC is an Accredited Business Communicator specializing in corporate communication best practices. Connect with Peggy on LinkedIn, Twitter, Google+, and on her website at www.starrybluebrilliance.com.

Tuesday, April 1, 2014

The Power of Personality at Work

With the 2014 Total Customer Experience Leaders Summit just weeks away, I was lucky enough to catch up with John Mayer, renowned Professor of Psychology, the University of New Hampshire and Author of Personal Intelligence.

We express our personalities in almost everything that we do – in both our personal and professional lives. So, every single day we exhibit some patterns of behavior that are consistent and sometimes respond to particular context. According to Mayer, personal intelligence is the intelligence we use to understand these personalities – whether they in other people or in ourselves.

Virtually any organization today is made up of people, so you can think of the organization as an organizational chart, including Presidents, CEOs, managers, etc.  “Personal intelligence deals with information at a different level than that,” explained Mayer. “Instead, on top of that organizational chart are real people.”
These people do their jobs, but they also do their jobs in different ways. And, we use personal intelligence to navigate within the organization, among the people who we work with.

“Although they may occupy a position in the organizational chart, they are sending us signals about themselves, which are utterly different than what that organizational chart says,” he added.

Outside the organization are our customers – the ones we are trying to reach. According to Mayer, if we lose track of the information about who they are, then we can end up having a screwed up customer relationship.

Listen to the full podcast interview here: http://bit.ly/1idTVt5
John will be speaking in just a few weeks at the 2014 Total Customer Experience Leaders Summit, taking place April 9-11th, in a session entitled, “Personal Intelligence: The Power of Personality at Work.”

This year’s conference will explore the new realities of building brands and relationships in today's socially driven and data abundant world. The event shines an important lens on the power of insights and the critical need for marketers to focus on factoring emotion into the bigger equation to get a return on customer relationships. Download the brochure for the full agenda: http://bit.ly/1i70M71 

Want to hear more from Mayer on customer experience in person? Join him at Total Customer Experience Leaders Summit 2014 in Miami in April. Mention code TCEL14LI & Save 15% off the standard rate. Register today: http://bit.ly/1cyq9iH


About the Author: Amanda Ciccatelli, Social Media Strategist of the Marketing Division at IIR USA, has a background in digital and print journalism, covering a variety of topics in business strategy, marketing, and technology. Amanda is the Editor at Large for several of IIR’s blogs including Next Big DesignCustomers 1st, and ProjectWorld and World Congress for Business Analysts, and a regular contributor to Front End of Innovation and The Market Research Event,. She previously worked at Technology Marketing Corporation as a Web Editor where she covered breaking news and feature stories in the technology industry. She can be reached at aciccatelli@iirusa.
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