Robert Craven's book is 'Bright Marketing - why should people bother to buy from you?'. (And his latest is 'GROW YOUR SERVICE FIRM'.)
The logic is probably true but the accounatnts find it easir to make cost savings. Much easier to measure.J-P
Be interesting to see how these numbers are actualy calculated and whether you can make genralisations from this.
Enough of the accountants. They do not run our businesses; we do. They are only part of othe equation. They are not everything. (But yes, they are pretty important.)Jim
Sorry but this is blindingly obvious. Madge
But good to see some research to support the numbers.
Another filler, methinks.
Not quite sure about the comments above.Anyhow, the link is interesting but what is really interesting is how we put this into practice in our own organisations. Do we have someone in charge of and responsible for the customer experience? Not often. Why?
Good question Julie. Perhaps it is because CRM solutions can be bought shrink wrapped off the shelf and focus on customer satisfaction, whereas a customer experience strategy is defined by what your customers value and what you need to deliver for them to become advocates, and that is difficult to do well?
I think CRM has been kidnapped by the big software houses. In its broadest sense it applies to how we should be doing business- customer- relationship- managementIt is the anal computer process that is so wrong. Go back to the basics.
The trick, whether big or small is to put the customer first.
What is needed is for businesses to go that extra mile and that does mean putting the customer first. Good to see some numebrs but the principle is stating the obvious. As Madge says, blindingly so.
Take a look at Customer First
This only really applies to larger businesses. Surely.
and the action you nmeed to take as a result of this is:
The name is Kristina Evey.
Mary Portas: My 10 worst customer service crimes - Telegraph http://t.co/zWIHcrY via @Telegraph
Excellent reference. Thanks for this.
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