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Bertrand Duperrin's Library tagged customersatisfaction   View Popular, Search in Google

May
14
2012

"In his provocative book The Paradox of Choice, Barry Schwartz's warns that giving consumers more product choices actually lowers their purchase satisfaction. Schwartz reasons that having too many options makes us fear missing out, which causes anxiety, analysis paralysis and regret."

customer customersatisfaction brands decision cognitiveoverload informationoverload

  • consumers are actually overwhelmed, unable to effectively process the flood of product information and choices.
  • These are the behaviors of overwhelmed shoppers who struggle to process information and unnecessarily agonize over otherwise trivial purchases. The problem is cognitive overload — the result of excess demands on our cognitive powers that lead to poor decision-making.
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Apr
30
2012

"En général, quand je parle dans mon entourage professionnel de méthodes agiles et de dépasser la notion de satisfaction du client pour l'enchanter ("delight"), cela ne déclenche pas immédiatement un enthousiasme délirant. Pourtant, si l'on est actif dans un métier où le marché est très concurrentiel et l'innovation permanente essentielle pour la survie, alors il est intéressant de se pencher sur ces nouvelles manières de voir le métier du management, et en particulier le Management radical de Stephen Denning, que j'aimerais présenter en quelques lignes ici, en complément d'un billet de François Beauregard."

customersatisfaction customerenchantment enchantment agilemethods agility radicalmanagement management selforganization

    • Le nouveau but de l'organisation est de générer une expérience (enthousiasmer le client) - plutôt que de produire des biens ou faire de l'argent pour les actionnaires
    • Le nouveau but du management est de faciliter et soutenir l'auto-organisation des équipes - plutôt que de contrôler
    • La coordination se fait de manière dynamique, par des itérations gérées par le client - plutôt que de la bureaucratie hiérarchique
    • La communication est interactive: des conversations entre adultes - plutôt que commander et contrôler.
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  • Projets complexes: Enchanter ses clients: une utopie?
Mar
15
2012

"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. "

customerservice customersatisfaction management humanresources customerexperience socialmedia analytics

  • Since the crash, customers are more price sensitive and have put pressure on companies to compete more [in this area]. That often comes at the expense of service."
  • "What underlies those companies is that they have a different labor model. Staff and customer service are not a cost; staff is an asset you invest in," he says.
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Feb
22
2012

"Radical levels of customer service, which account for an average of 75 percent all customer interactions, threaten to undermine the customer's affinity for brands in 2012, according to Gartner, Inc. It is critical for customer service organizations to figure out how to harmonize customer service processes that sometimes happen with a human support agent, sometimes through self-service and sometimes by peer-to-peer community networks"

customersupport customer customersatisfaction P2P communities virtualassistant

  • By 2014, organizations integrating communities into customer support will realize cost reductions ranging from 10 percent to 50 percent.
  • By 2015, 50 percent of online customer self-service search activities will be via a virtual assistant for at least 1,500 large enterprises.
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Dec
1
2011

" Vous ne pouvez pas construire une stratégie différenciatrice basée sur des données historiques. La satisfaction et la fidélisation client sont certes essentielles au succès d’une entreprise, mais aujourd’hui ce n’est pas suffisant. "

customer customersatisfaction experience


  •  
     
     
     
     
     
     
     
      Offrez-leur des expériences extraordinaires.
  • Les entreprises doivent faire de leurs clients des « super fans » et non pas exclusivement des clients satisfaits. Pour avoir des « super fans », n’hésitez pas à être transparent. Les clients échanges entre-eux via les réseaux sociaux et les communautés, il est donc inutile de faire taire les détracteurs.
Nov
4
2011

"The decision to purchase an enterprise software application is one that generally demands a variety of different views about benefits. Because with most enterprise systems – Enterprise 2.0 included – there are a variety of benefits:"

enterprise2.0 socialbusiness ROI benefits customersatisfaction agility innovation employeesatisfaction revenue costs costreduction collaboration

Sep
19
2011

"Imaginez qu’une partie de votre salaire dépende de la satisfaction de vos clients. Si vos clients utilisent massivement votre site Web pour acheter vos produits et services, votre préoccupation sera alors de détecter les dysfonctionnements qu’ils rencontrent, et de les corriger le plus vite possible. Au-delà de cette amélioration continue de l’expérience client, vous souhaiterez aussi dialoguer avec vos clients et innover avec eux pour mieux répondre à leurs attentes. C’est la mission confiée à la LoveTeam de Voyages-SNCF.com que j’ai eu l’occasion de rencontrer."

socialcrm customer customerrelationship casestudies SNCF Loveteam NPS customersatisfaction

  • La mise en place de ce type de dispositif suppose de faire de la satisfaction des clients un enjeux partagé par tous les collaborateurs de l’entreprise. En effet, les clients rencontrent toutes sortes de difficultés en ligne
  • La LoveTeam est ainsi née de la reconnaissance de l’importance de la satisfaction client, en complément du suivi des ventes. Et pour cela, il était nécessaire de combiner les efforts de trois métiers : la relation client, la technique et le marketing.
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Jul
24
2011

"n the world of work, we encounter three primary tasks:

First, there are many processes that are, in fact, repeatable in the enterprise. Some examples: how we process orders, how we assemble products, how we deliver products to end customers.
Second, project work where the overall steps are repeatable but the ingredients are not. Examples: product development, managing marketing campaigns, executing a sale and the like.
Then there are those that aren’t exactly predictable: A question a prospect or customer may have before making a purchase decisions, a complex product that has customizable/subjective uses or accessories that work better with certain models. These come in both transactive/process as well as project flavors and almost always show up unannounced. "

predictabiliy processes exception problemsolving customersatisfaction PR customer

  • But as to the third, the sheer impracticality of channeling exceptions in any scalable way to get the right answers has plagued organizations for ever
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  • image
Jul
15
2011

"Le client râleur devrait être envisagé comme une mine d'or par les entreprises : il exprime un besoin mal satisfait ou pas du tout satisfait. Il pointe un dysfonctionnement dans le service délivré... C'est l'occasion rêvée de revoir son offre commerciale, d'améliorer son service au client, de corriger les dysfonctionnements au sein de l'entreprise et au final de fidéliser le client, d'améliorer l'image de la société donc de gagner plus d'argent. Le client râleur fait un beau cadeau à l'entreprise en exprimant son mécontentement : il fournit les moyens de faire mieux la prochaine fois."

customer customercare customercentricity customerservice customersatisfaction complaints communitymanager satisfaction

  • La preuve près 70 % des entreprises ont défini une politique claire de traitement des réclamations, même si le degré de maturité diffère d'une société à l'autre.
  • Elles écoutent mais n'entendent pas. C'est la mauvaise nouvelle : elles ne prêtent guère attention au contenu de la réclamation. Symptomatique l'absence généralisée d'indicateurs de mesure de la fidélité des clients qui ont réclamé.
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Feb
12
2011

"“The technology behind Watson represents the future of data management and analytics. In the real world, this technology will help us uncover insights in everything from traffic to healthcare.”

- John Cohn, IBM Fellow, IBM Systems and Technology Group

How can the same technology used to play Jeopardy! give you better business insight?"

IBM watson insights questionanswering machine contentanalytics analytics languageware naturallanguageprocessing healthcare customersatisfaction customerservice

  • By combining advanced Natural Language Processing (NLP) and DeepQA automatic question answering technology, Watson represents the future of content and data management, analytics, and systems design.  IBM Watson leverages core content analysis, along with a number of other advanced technologies, to arrive at a single, precise answer within a very short period of time.
  • Amazingly, Watson works like the human brain to analyze the content of a Jeopardy! question.  First, it tries to understand the question to determine what is being asked.  In doing so, it first needs to analyze the natural language text.  Next, it tries to find reasoned answers, by analyzing a wide variety of disparate content mostly in the form of natural language documents.  Finally, Watson assesses and determines the relative likelihood that the answers found, are correct based on a confidence rating.
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Feb
5
2011

"For years, book after book and article after article have praised Google as a citadel of innovation. They have lauded the incredible corporate culture where employees are treated like entrepreneurs. They have waxed lyrical about the staff’s freedom to spend 20 percent of their time on whatever they feel like going. It’s portrayed as a brilliantly innovative place with the brightest of the bright. New ideas are bubbling up all over. Writers have glowed with delight as they watched this wonder child become the star of the stock market."

google innovation management focus goal customers customersneeds needs customersatisfaction

  • The reality is somewhat different. The truth is that Google gets 95 percent of its revenues from a single core business—ads from searches.
  • Gmail is popular but makes little money. Apart from Android, Google has produced a series of flops like Google Wave, Google Buzz, and Orkut.
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Oct
20
2010

"But social media and collaboration tools for the enterprise are not emerging across all corporate functions at the same rate. One of the most rapidly emerging areas is social customer relationship management, or social CRM."

socialcrm customer customerservice socialmedia socialnetworks CRM facebook twitter blogs customersatisfaction

  • Social CRM is the capability for an enterprise to manage the social media and collaboration driven aspects of the customer relationship.
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  • ShelpleyFigure1.jpg
Aug
3
2010

"Wang touched on a lot of great points about Social CRM throughout his presentation, with a few key presentation aids that are worth everyone's time, including The 18 Use Cases of Social CRM and The Five M's of Social Customer Insights, but below are a few key takeaways:"

customer customersatisfaction customerservice customersupport socialcrm

  • Customers no longer care about what department you're in, they simply want their problem fixed.
  • Support is the new PR: According to the American Express Global Customer Service Barometer released July 7, 61% of 1,000 American consumers surveyed think good customer service is more important
Apr
12
2010

"For now, I want to raise another discussion topic which is the current gap between what companies are doing and what customers expect from companies. The image below depicts this gap."

output socialcrm customers customersatisfaction airlines quantas hawaiianairlines

    • So here we have two airlines with two very different responses; one of those airlines got my business, the other did not.  Qantas solved my customer expectations of:

       
      • Prompt resolution (had someone on the phone within a few minutes)
      • Two-way communication (on Twitter, email, and phone)
      • Collaborative relationships (helped me select destinations)
      • Personalization (I received a custom PowerPoint presentation with steps outlining how to get the special offers)
      • Feeling of importance
Mar
21
2010

"Maslow’s Hierarchy of Enterprise 2.0 ROI

The decision to purchase an enterprise software application is one that generally demands a variety of different views about benefits. Because with most enterprise systems - Enterprise 2.0 included - there are a variety of benefits:"

enterprise2.0 hierarchyofneeds maslow ROI costs costreduction crm customersatisfaction employeesatisfaction collaboration innovation agility

  • maslow's hierarchy of enterprise 2.0 roi
  • Saving money is one of the easier ways for an enterprise decision-maker to justify an investment. The savings can more than offset the costs of a enterprise system. This correlates to Maslow's original hierarchy of physiological needs. The dollars saved cover the cost to purchase.
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Nov
2
2009

"Does your workplace culture inspire employees to do their best work? Even though we are still in tough economic times do you still provide resources for your employees to develop relationships with customers so they are inspired to return? Do your customers and employees champion your products and services?



Nancy London, the Vice President and global brand leader for Starwood Hotels, which include Westin, Sheraton, and St. Regis, answered yes to all three questions.



She shared some of her organization’s recipes for satisfied employees and happy guests."

starwood customersatisfaction problemsolving ideas decisionmaking

  • “On associate name tags, rather than including their place of birth, they state one of their passions, such as: running or cooking. This gives them a reason to speak with other people about their interests
  • Relationships are an important part of an outstanding guest experience
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Aug
14
2009

My CEO often says you can't collaborate with your customers until learn to collaborate within your company. This is where I think the humanizing begins. Without the right people, process/practice and technology within the edge of your organization, your edge will be jagged when building trust with customers.

crm socialcrm employees customersatisfaction customers

Mar
1
2009

En lisant le dernier billet de Paul Graham, startups in 13 sentences, j’ai particulièrement aimé sa phrase « it’s better to make a few people really happy than to make a lot of people semi-happy ». En effet, c’est une erreur que j’ai fait longtemps et que j’ai corrigé depuis un bon moment. Heureusement.

clients customers customerloyalty customersatisfaction

  • Dans le doute, mieux vaut s’abstenir
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