How do you create a customer-centric culture that values customer satisfaction?

Customer satisfaction should be the baseline from which to build elated customers who advocate for your brand. CS is no longer the holy grail. It is a starting point from which to jump start a customer journey that creates brand advocacy and loyalty.

Customer satisfaction is not something that is negotiable. It matters because customers in today's world have a continuous supply of people who can supply them better quality products and services. Given this the cost of customer dissatisfaction is that they might leave and choose a different supplier. It is further understood with data that sometimes even customer satisfaction is not a proper metric to ensure that customer might stay. There needs to be a shift from customer satisfaction to customer delight on a regular basis to ensure the customer is going to stay around than face the churn and thereby driving the customer acquisition cost higher.

A happy customer is one that will return to purchase again, so their satisfaction is critical to your long-term business success.

Geralmente eu come?o definindo qual o objetivo de uma métrica ou pesquisa: - avaliar a satisfa??o com o atendimento?] - avaliar a lealdade com a marca? - avaliar os pontos de maior esfor?o? Com isso, defino a melhor métrica e frequência das pesquisa. Sempre importante ter essa constancia na análise para manter a satisfa??o sempre em alta.

Tap into a suite of tools to effectively measure customer satisfaction. Those can include NPS tracking, obtaining regular video diaries, or simply talking to them in-person (at the store, restaurant, etc).

Pesquisa sem a??o, é tempo perdido. N?o adianta monitorar uma métrica, se n?o ouvimos de fato o cliente e propomos melhorias. Se for algo mais completo, podemos inclusive chamar os clientes mais antigos ou que mais usam o sistema para dar mais detalhes das dores e ajudar na cria??o da solu??o.

The best example of how to foster a customer-centric culture came during my time at RXBAR. Every single employee, regardless of title and function, spent their first two weeks at the company in the Customer Service department. The goal was to learn, understand and appreciate our customers by interacting with them directly through calls, emails, demos, etc. What resulted was a shared understanding across all of our employees that the customer is the most important part of the business.

"Customer-centricity" ultimately means doing what's right by the customer - the products you make, the experiences you create, the decisions you make - all with the best interest of the customer in mind. It starts at the top - CEO's need to believe this in their core and convey culturally and systematically across the org. Everyone needs to know that customer-centricity is the ultimate "win/win" - if we do what's right by the customer, we'll in turn do what's right for our businesses. Does it always happen that way in practice - no. But it's worth aspiring to.

Customer centric culture can be fostered by role playing and reversing how a person works from within an organisation. Becoming the customer is one of the easiest ways you can drive a customer centric culture because it highlights the customer journey map and pain points and that makes it easier to identify the pain. Though it is easy to simply state that becoming a customer can drive a customer centric culture within an organisation its simplicity is complicated by the need for data and the supporting analytics that drive customer centricity. The use of NPS is just as important to ensure that customer satisfaction is on the upper end of the scale even though one might have to apply a standard deviation to it.

In order to foster a customer-centric culture, you need to make it part of the DNA of the company. Share your findings regularly, and ensure they travel to multiple teams within your company, such as Marketing, R&D, Operations and the executive team. You can use things like town hall meetings, or even create your own weekly internal newsletter.

Monitoring customer satisfaction in today's world can easily be supported by a variety of tools that are available for anyone to use. These tools can drive a quantitative approach to understanding customer satisfaction and monitoring it. Maintaining customer satisfaction is a totally different story where you need to invest in personalization based on customer data that is constantly being analysed. Appoint to note would be that customer satisfaction could dip over time and to maintain that you need to identify newer triggers in the customer psyche and drive it to maintain a reasonable level of customers satisfaction or drive it upwards to a new level.

When you're jumping into any piece of research, always put your consumer hat on and think about how you'd react if you were taking that survey, or sitting in that focus group. Empathize with your customer and you'll have a much greater appreciation for how you interact with them, which will result in more actionable feedback.

It is very hard to change culture I’m even if you can show profitability I think you change behavior which will change attitudes over time. Get CEO to visit five customers with you as coach. Then get marketing to make 10 calls. You can train them both upfront and after visits. Supplement with third party research interviews. Reconvene yo talk about findings then initiatives. This drives customer insights deep into DNA of organization.