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"Organizations have been trying for years to cultivate employee engagement. Like JetBlue, they persist in their efforts for good reason. One of the most powerful factors that spur customers to become advocates for a company is employees’ positive behavior and attitude. Bain consumer surveys show that the overall experience of dealing with a company often matters much more to customers than price or brand or—in industries with a big service component, such as home insurance and retail banking— even product features alone."

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"Yesterday I was part of an excellent discussion on why customers are mad as hell. This Focus.com Round Table was moderated by Josiane Feigon featuring Koka Sexton, Matt Heinz and Rebecca Morgan.

Current customers are angry because the environment has changed. People expect timely help and especially when they are in a buying cycle or already customers.

Rebecca Morgan pointed out that people are already irritated with the economy, their jobs and any number of other external forces that add stress to their lives. Having a bad experience with a company or a sales person just gives them an outlet."

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"Companies with exemplary customer service understand that delivering a superior experience for consumers drives loyalty and improves top and bottom line results. There is no secret sauce, but there are some commonalities. Customer service standouts tend to have extensive employee training and talent management programs. They also tend to treat workers well by giving them incentives, robust career development paths and other benefits. "

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"es premiers résultats montrent que les modèles d’affaires peuvent aujourd’hui être l’objet d’un certain nombre de ruptures, mais aussi que le modèle de pilotage des processus de gouvernance, voire des formes de leadership dans l’entreprise, peuvent être largement impactées par l’irruption du numérique. Deux dimensions que l’on se propose de traiter, à la fois la stratégie et gouvernance"

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"A well-managed loop that links customer experience feedback with recommendations on social networks like Facebook, Twitter, and Yelp, can boost service quality and operational performance, increase traffic and create more happy customers — people who crow about a retailer online for free, turning their friends into new customers too."

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"These days, customer service seems to be a contradiction of words and intentions. Year after year, customers are appealing for attention, efficiency and a communicated sense of being appreciated. After all, what is the value of customer acquisition if retention itself isn’t valued? Now with social networks becoming the preferred channel of communication among connected consumers, businesses are losing ground and faith. The reality is that customers will share their experiences whether positive or negative and they will influence the decisions of others. The question is, how are you changing your service model to shape and steer experiences that deliver value to customers and also back to your business?"

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"The integration of social media and CRM technology will give businesses an unprecedented ability to build deep relationships with their customers within a few years, according to analyst Gartner."

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"My issue with the many views, explicit or implicit, on Customer Centricity, is that they always seem to tell you what you need to stop and start thinking of or doing, but they hardly discuss or let you know where the boundaries are. Or at least discuss the notion of boundaries and their importance.

As a result many organizations get stuck in Voice of the Customer programs because they do not know how to handle the abundance and variance of feedback they collect, exhausting their resources with too many things to focus on and too little meaningful results, for Customer and company."

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"As some have correctly pointed out commenting on the recent post on Social Business, despite the potential of the path that more and more organizations have undertaken, the complexity of this ongoing change should not be underestimated. While not claiming to already have all the answers, I will share some reflections on the possible direction I see ahead."

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"If you are like most business executives, you are struggling to justify the value of all this social business stuff in your heads let alone across the table from the rest of the management team. Don’t get me wrong, there are folks getting some good wins from the social media marketing on Facebook, LinkedIn, etc.; but we all know that mainstream business isn’t buying the “build it and they will come” in a recessionary economy. Most senior executives bought the farm on the “web” and realize that much of the hype needs to settle before setting sail on the good ship “social business”."

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"Fathoming a new product from IBM via a launch event is like trying to understand the ocean by watching a wave. Nonetheless that was my task, swimming through the presentations and ultimately landing an interview with Jeffrey Schick, IBM's VP of Social Software. Drenched in the vision Schick shared for the IBM Customer Experience Suite, it occurred to me that IBM could end up being more important to the business use and monetization of social media than Facebook."

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"San Antonio-based USAA Savings Bank, which provides financial services to military personnel and their families, recently ended two months of weekly sweepstakes to promote their new Member 2 Member forum. Within USAA’s website, members can use the Member 2 Member forum to ask and answer questions, ask for help, and to share their USAA banking experiences with one another."

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"The fact remains however, that there was a CRM bubble and it burst. For many years CRM was a dirty word. I worked with a number of customers 5-8 years ago who refused to use the term "CRM" and instead referred to it as "Loyalty", "Customer Management" etc. It has only been in the last couple of years that the term seems to have bounced back and removed it's negative connotations. CRM is now seen as a positive initiative, crucial to supporting customer retention and growth strategies and Social CRM is a natural extension to the topic, embracing the customer's new control of the conversation."

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Is Social CRM a true paradigm shift or just another channel like email, chat, KB, kiosks, and the like? If it’s just another channel, we can continue business as usual by simply adopting Social CRM without any major change in our strategy for engagement. However, if it’s a paradigm shift, we need to reevaluate our overall strategy. Understanding this distinction is critical in laying our plans to deal with the new social breed of customer.

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The vague terms “Enterprise 2.0″ and “Social CRM” express a collaboration-centric view of business and work relationships that de-emphasizes traditional command and control boundaries in favor of engaging community.

Inside the enterprise, this philosophy promises the opportunity for workers to pool and share knowledge in exciting new ways, using technologies such as blogs and wikis. Similarly, Web-based software such as YouTube and Twitter let consumers band together, sometimes quite unexpectedly, to form massive, ad hoc influence groups.

These changes hold profound implications for the expression of IT-related problems, which become something quite different from the project-related failure we’ve come to know and love (or hate).

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When I attended Forrester's first Customer Experience Forum last month, I was struck by two themes that recurred through both the presentations on stage and the hallway conversations afterward.

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