InMoment XI

FEBRUARY 22, 2011

Could your loyalty, satisfaction and engagement surveys also behave as sort of “leading indicators” that affect performance in other areas of your company? If customers are more engaged, will they buy more product? Will they recommend you? Will this have any bearing on inventory, staffing or R&D? Think about designing your VOC program with the intent that the data can trickle down to show relevance in your day-to-day operations and business outcomes.

Loyalty 200

Loyalty Survey Engagement Data 200

Service Untitled

FEBRUARY 25, 2011

Most of us are busy setting appropriate expectations for our customers. We have found that consistently great service, honesty, and integrity are very important priorities, and it’s always better to be consistently good rather than great just once in a while. Loyal customers are those who have stayed with organizations because of the high quality of their products or services over a continuous period of time.

Customer Expectations 50

Customer Expectations Insurance Course Customers 50

Very Best Service

FEBRUARY 21, 2011

'There is simply no alternative. In terms of customer service, companies should always aim for the top. But, very importantly, always chose the easiest route and make sure that you do not take risks that could endanger the whole enterprise. Ultimately, a puff of smoke might even signal total customer satisfaction.

Customer Service 40

Customer Service Customer Satisfaction Customers Company 40

Customer Interactions

FEBRUARY 22, 2011

'What does it take to be “one of the most technologically advanced airports in the nation?” Check out this Youtube video on the dedication of the new LAX Airport Response Coordination Center. The new 9000-square foot center houses police, fire and airport personnel under one roof and boasts new software programs, like NICE Situator, to boost airport security and safety.

Technology 28

Technology Video Software Management 28

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Customers

InMoment XI

FEBRUARY 22, 2011

Could your loyalty, satisfaction and engagement surveys also behave as sort of “leading indicators” that affect performance in other areas of your company? If customers are more engaged, will they buy more product? Will they recommend you? Will this have any bearing on inventory, staffing or R&D? Think about designing your VOC program with the intent that the data can trickle down to show relevance in your day-to-day operations and business outcomes.

Loyalty 200

Loyalty Survey Engagement Data 200

InMoment XI

FEBRUARY 22, 2011

Could your loyalty, satisfaction and engagement surveys also behave as sort of “leading indicators” that affect performance in other areas of your company? If customers are more engaged, will they buy more product? Will they recommend you? Will this have any bearing on inventory, staffing or R&D? Think about designing your VOC program with the intent that the data can trickle down to show relevance in your day-to-day operations and business outcomes.

Loyalty 200

Loyalty Survey Engagement Data 200

Service Untitled

FEBRUARY 22, 2011

Jaguar of North America has just been recognized as a JD Power 2011 Customer Service Champion which means they have excelled in their own industry by delivering superior service to their US customers. Part of the criteria used to measure customer satisfaction were the “touch points&# of people, presentation, process, product, and price. According to JD Power, Jaguar is noted for standing out by satisfying customers with new-vehicle sales experiences.

Customer Service 45

Customer Service Transportation Poor Customer Service Customer Satisfaction 45