Uniphore
JANUARY 31, 2017
Developed and first introduced in 2003 by Fred Reicheld, Bain and Company and Satmetrix, Net Promoter Score® (NPS 1 ) has become somewhat of the definitive metric for gauging customer satisfaction and loyalty.
Beyond Philosophy
NOVEMBER 24, 2014
Four actions must accompany the design of an experience that exceeds Customer Expectations: Managing, Researching, Reviewing, and Supporting. Reviewing: One thing all Customer-centric companies know is that Customer expectations change. What might have been enough last year, is not enough this year.
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Beyond Philosophy
OCTOBER 6, 2014
The main reason that an organization fails to improve their CX is because of their lack of Customer Centricity. Most organizations attack the symptom not the cause. The symptom is a poor experience; the cause is their lack of Customer centricity. Some organizations might not know.
Uniphore
JANUARY 31, 2017
Developed and first introduced in 2003 by Fred Reicheld, Bain and Company and Satmetrix, Net Promoter Score® (NPS 1 ) has become somewhat of the definitive metric for gauging customer satisfaction and loyalty.
Beyond Philosophy
OCTOBER 8, 2014
Coming out from under eBay’s shadow will let them blossom, into what I hope will become a Customer-centric organization. They have Customer-centric leadership. It’s great that their new CEO, Dan Shulman is coming from American Express, a highly Customer-centric company.
Retently
JULY 29, 2018
Although it was written with Net Promoter Score© in mind, it is applicable to any customer satisfaction – CSAT, CES, regular multiple choice surveys, etc. At Retently, we do regularly receive requests from our customers asking to add more survey questions but have to refuse them.
Beyond Philosophy
OCTOBER 6, 2014
The main reason that an organization fails to improve their CX is because of their lack of Customer Centricity. Most organizations attack the symptom not the cause. The symptom is a poor experience; the cause is their lack of Customer centricity. Some organizations might not know.
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