What does it take to make an impact as the Chief Experience Officer?

Allow me to introduce you to Lonnie Mayne , Chief Experience Officer at Mindshare Technologies. As his bio says “Lonnie Mayne influences each and every interaction involving Mindshare’s valued clients—from front-desk greetings to printed marketing materials to everyday sales calls to impromptu gifts of friendship.”  Mindshare is in the business of providing companies (and their executives) valuable customer insight gleamed from tapping into the Voice of the Customer.

Just before I went on my holidays I had an interesting conversation with Lonnie and in this post I want to share some of  points/learnings I took from that conversation.

Why focus on the customer and the customer’s experience? 

Lonnie’s answer to this question is simple: at some point the customer will be faced with a choice and if you have not created value for the customer, made his/her life better, then the customer will switch to another supplier.

Yes, it is possible to be doing well financially if you have created enough value for the customer through your product/service without asking/involving/focussing on your customers and what matters to them.  However, sooner or later this situation will change and when that happens your business will pay the price.  Put differently, the price of not listening to your customers and not keeping in tune with them is often paid further down the line.  As I write these lines I cannot help but think of Tesco in the UK.

What is the central challenge facing the Chief Experience Officer?

As a result of 20+ years of business experience, Lonnie is clear that CEO’s tend to be focussed on profitable growth. And in pursuing profit it is easy for the CEO to ‘lose sight of the customer along the way’.  How exactly?  The CEO doesn’t consider the impact of decisions deeply enough when it comes to the impact on the customers.  Put differently, too much focus on profit leads to poor decision making: decision making which favours short term efficiency and cost reduction over long term effectiveness in meeting/addressing customer needs.

Therefore, the central challenge for the Chief Experience Officer, according to Lonnie, is to ensure that the customer is present at the leadership table.  How?  By asking the following question: what is the impact of this decision on the customer?  Clearly it is not enough to ask the question.  The Chief Experience Officer (or Chief Customer Officer) also has to provide an answer.  In practice this means ‘applying science to the Voice of the Customer’ to deliver a sound business case that speaks to the CEO.

What does it take to make a meaningful impact as the Chief Experience Officer?

Moving from talking about customer focus and customer experience to actually orienting a company around customers and generating the right customer experience is not easy.  Some say it requires a transformation in mindset, culture and organisational design.  What does Lonnie say and how has he gone about it?

1. Ensure you have the wholehearted support of the CEO and build a good working relationship.  Lonnie is clear that to be successful in his role he needs the wholehearted support of his CEO.  That means reporting into/working with a CEO that gets the importance of the customer and the customer experience.  It helps if the KPI’s of the Chief Experience Officer align with the CEO.  Lonnie tells me that his success metrics are identical with those of his CEO.  So what is the difference between Lonnie and his CEO?  Lonnie’s focus is first on the customer and then on profitable growth whereas the CEO’s focus is first on profitable growth and second on the customer.  You can say that they complement each other.

2. Have real clout within the organisation.  As Chief Experience Officer, Lonnie is not simply heading up a staff function with no line authority or responsibility.  He used to lead the sales and account management function.  Now, as the Chief Experience Officer, Lonnie has direct responsibility for marketing, sales and client retention.

3. Broaden the definition of customer to include internal customers.  Time and again Lonnie referred to internal customers as well as external customers when he talked about customers.  It occurs to me that Lonnie gets that to serve/make an impact on external customers he has to serve/make an impact on the internal customers: the employees of Mindshare.

4. Involve the people in the organisation in grappling with the key questions.  There is considerable value in having the right people grapple with the right questions.   When it comes to designing/generating the right customer experience, the right people are the employees.  Which questions? Lonnie mentioned two questions that he posed: “How would you ever know, if you were outside the organisation, what we stand for as an organisation?”; and “What do we want the ultimate Customer Experience to be?”  The value/beauty of taking such an approach is that you do not have to get ‘buy-in’ later, the ‘buy-in’ is built in right from the start.

5. Access and use of the Voice of the Customer. Lonnie has been able to influence decision making by tapping into and making good use of the Voice of the Customer.  He calls that ‘practicing what we preach’ given that this is the core business of Mindshare.

6. Speak the language of the business.  It is not enough to access the Voice of the Customer.  Why?  If the Voice of the Customer does not speak the language of business then it falls on deaf ears.  What is the language of business?  Finance.  Specifically and in practice this means making a sound economic case for acting on the Voice of the Customer.

7. Get the CEO in front of customers regularly.  Given that CEOs are disconnected from and tend to lose sight of customers and what matters to customers it is essential to the get the CEO in front of real flesh and blood customers. Put differently, facts and figures can never replace face to face encounters: there is nothing like being there, seeing/hearing/experiencing the customer first hand.

8.  Respectfully challenge the CEO as and when necessary.  Clearly, this is only possible if and only if you have confidence.  It is easier to be confident if you have built a good working relationship with the CEO, you have access to the Voice of the Customer and you know how to use it effectively – to make a sound business case.

I dedicate this post to Cathy Sorensen.  Cathy I thank you for your words of kindness:  it is great to know and to feel that my writing makes a contribution to you and that you missed me during August.

VoC: what’s wrong with VoC and how do you get it right? (Part III)

In the first post I shared the first part of my discussion around VoC with Erich Dietz, VP of Business Solutions at Mindshare Technologies (specialists in customer surveys and enterprise feedback).  The key point of that post was captured in Erich’s words: “No-one is really doing VoC surveys with the customer in mind!” 

The second post (of this series) surfaced the gap between what companies say and what they do which is best captured by this statement: ““Too many companies say that they are committed to improving the customer experience and yet don’t deliver on this commitment, this promise!”

In this third and last post I wish to share with you what Erich and I discussed on how to do VoC right.   Let’s start with the context that gives rise to surveying and soliciting feedback from customers.

What is the appropriate context for generating value out of VoC? “Action. This Day!”

Erich and Mindshare are clear that if companies (and customers) are to get any benefit from VoC then Tops have to be passionate, be committed and act with a sense of urgency.  Here is how Richard D. Hanks (Chairman, Mindshare Technologies) puts it in his book Delivering and Measuring Customer Service:

“I have to admit, the most frustrating part of working with hundreds of companies on customer experience measurement is when I occasionally have a client who is doing everything “right” but is still not getting positive results….  After a brief analysis of the circumstances, nine times out of ten, I discover the following situation:

The company has been conscientious in its effort to measure satisfaction.  They have been completely committed to obtaining and communicating results.  But, they have had no commitment to improving the level of service: no follow up on needed training, no inclusion of customer satisfaction results in bonus plans, and no one has been held accountable for following up with and recovering customers who complained about a service lapse.  It’s incredible.  They will collect the customer feedback.  They will listen with both ears.  They will hear positives, negatives and suggestions.  And then they will just sit there and do …..nothing…… Particularly disappointing are those companies or managers who say something like, “Well, we’re doing pretty well so far, why do we need to change?

Success requires action and commitment!  You must take action.  You can’t sit still.  Let me quote a client’s customer who says it more forcefully: “Why should I spend my time giving you feedback, when you didn’t pay attention to my comments the last time?”

Upon reading this I was reminded of this post – The Six Enemies of Greatness – which I thoroughly recommend reading, it is an easy read, humorous and informative.

How to get started with VoC?

Lets assume that you, your organisation, has the requisite passion, commitment and sense of urgency.  How should you go about it?  According to Erich, the following approach is a pragmatic one that works:

Map the entire customer experience and identify the key moments of truth.  The point to get is that the “the customer is in the details”: it is the many details that make or break the customer experience.  Richard D. Hanks in his book Delivering and Measuring Customer Service writes “All industries have moments of truth and almost all moments of truth involve people!”

Listen to your customers / set-up VoC. In order to act on what matters to customers and fix that which is broken you have to set up mechanisms that allow you, your organisation, to know what you do not know.  Who is best placed to tell you?  The customer.  Erich cautioned, that you give up the temptation to do this on your own.  Why?  Because it is a specialist task and the value you get out of using professionals, like Mindshare, will more than offset the costs.

Don’t just listen, engage your customers!  Listening as in surveying is not enough.  Engaging customers is what matters – it is the difference that makes the real difference.  What does Erich mean by ‘engaging’?  If I understood him correctly, he means entering into a genuine dialogue, a two way conversation.  At a minimum, this means that you close the loop by going back to the customer (and/or customers as a whole) to let him/her know what you done with his feedback – what changes you have made.

Pilot.  Erich recommends that you, your organisation, starts with a pilot.  Why?  Done right, pilot are a great way to try things out, learn and see what shows up.  Pilots are also low cost, low risk and allow you to demonstrate the business case for VoC.

The Mindshare VoC formula: how to do VoC right

Mindshare’s VoC formula – how to do it right – is set out in Richard D. Hanks’s (Chairman, Mindshare Technologies) book Delivering and Measuring Customer Service:

Collect and listen to the customers input

Establish the process for reviewing the feedback – focussing on under and over-performing units, teams, and people

Share and standardise best practices – communicate insights, set improvement goals, hold people accountable, team up high performers with low performers

Train and support your employees – teach and train your employees and equip them with the right tools

Reward and control – reward in public and counsel in private, reward both correct and improving behaviour

Make the needed changes – empower the local managers to take action / fix the problems, focus on what is working well and expand this

Show the customer the changes – close the loop with the customer / demonstrate that you are acting on the customer feedback


My take on VoC and Mindshare Technologies

If you are genuinely up for competing on the basis of the ‘customer experience’ then ‘workability’ requires that you actively invite/encourage/solicit feedback from your customers, turn this into actionable insight and that you act on this insight with resoluteness and a sense of urgency.

If you are going to get value out of VoC then I say that you will get value out of expanding beyond customer surveying and include all sources of insight – social media, call centre, voice of your employees…. And it is not enough.  Knowing about driving can never create the experience of driving, for that experience to occur you have to sit in the car and drive.  Knowing about the customer experience is not the same as experiencing the customer experience; text, figure, charts are a poor substitute for video, audio, and being there, experiencing it in the first person – as lived.

It is necessary and useful to actually experience what it is like to be a customer – walk in the customer’s shoes.  And it is also useful and necessary to work, incognito, on the front lines to experience the lives and working conditions of your front line staff – aka Undercover Boss.  How else will you get to experience the absurdity of policies cooked up, by you and your colleagues, in HQ that are totally divorced from the reality on the front lines?  How else are you going to get a lived experience of ‘bad’ managers – managers who fail to get the best out of the customer facing staff, instead cultivating ‘learned helplessness’ in these staff.  Word, Excel, PowerPoint do not move-touch-inspire people to act in way that one’s own lived experience does.

It occurs to me that the folks at Mindshare Technologies have their hearts in the right place and they have lots of experience to bring to the table if you are considering undertaking, improving, getting value out of VoC.

An offer for you: get a free copy of Delivering and Measuring Customer Service

If you are embarking upon VoC and want to get a copy of Richard D. Hanks book Delivering and Measuring Customer Service ( I found it easy and useful to read) then email me at maz@thecustomerblog.co.uk – the first person to email me will get the book, free of charge. 

VoC: what’s wrong with VoC and how do you get it right? (Part II)

In the previous post I shared the first part of my discussion around VoC with Erich Dietz, VP of Business Solutions at Mindshare Technologies (specialists in customer surveys and enterprise feedback).  The key point of that post was captured in Erich’s words: “No-one is really doing VoC surveys with the customer in mind!”   In this post I wish to share/discuss with you the other big issue that came up in my conversation with Eric.  Before that lets just briefly summarise best practice in soliciting customer feedback.

Lets assume your organisation is following best practice in soliciting customer feedback

Lets assume that you:

1. Have come up with the right incentives to encourage feedback – incentives that encourage your customers to give up their time and make an effort to give you feedback on what matters to them and how you are doing in meeting those needs;

2.  Have made giving feedback a natural extension of the already occurring conversation – e.g. using the call coming into the contact centre to engage the customer in a dialogue and invite her to share her experience, to give feedback immediately after the call;

3.  Have purposefully and cleverly designed the survey process so that it is short and easy by only asking a small number of questions that really matter that can help improve the customer experience – questions that you do not have answers to already or those that you cannot get answers to by trawling through your internal systems and/or speaking with your employees who touch the customer;

4.  Are making effective use of VoC technologies to allow customers to provide feedback through their preferred channels/devices e.g. email, phone, IVR…..

5.  Major in soliciting unstructured feedback and minor in structured feedback – that is to say that you primarily set out to get unstructured feedback and reinforce this with some structured questions which enhance the value of the unstructured feedback e.g. “How many contacts did it take for you to get your issue resolved?”

6.  Have in place a team/process/platform for converting this feedback into actionable insight into what matters to your customers –  what is working well and what is not working or your customers: policies, processes, products, services, customer facing employees, technology….. 

The question is this, “Is this enough?”   Erich and I agreed that this is not enough.  For all this work  to generate value it is necessary, critical, that your organisation (Tops, Middles, Bottoms) act – act decisively to make changes that improve the customer experience, engender customer happiness and thus cultivate both customer advocacy and customer loyalty.  Is this happening?

The second major issue: too many companies talk about the Customer Experience and don’t act, don’t deliver!

Acting decisively on VoC generated customer insight to improve the customer experience by making the proper changes – policies, processes, people, technology, retail store environment etc – is the second big failing in the VoC arena.  What do I mean?  If I understood Erich correctly then he said something remarkably similar to this: “Too many companies say that they are committed to improving the customer experience and yet don’t deliver on this commitment, this promise!”

When I probed into this to ask Erich why this is happening, why companies are failing to act on their VoC insight which they are collecting and paying for, Erich said that he had heard just about every excuse there is.  Probing further, Erich stated that the top two reason/excuses offered by clients tend to be:

  1. Other priorities; and
  2. Lack of resources.

I could hear the frustration in Erich’s voice.  Clearly this is a man who cares about the Customer Experience, he exclaimed his frustration “These are companies where revenues are flat, profits are flat, the customer experience is poor and yet ‘other priorities’ are important than improving the customer experience!”

Making VoC insight pay: what’s missing the presence of which makes all the difference?

Here is what I say: can you imagine Steve Jobs saying that anything was more important than designing great products – products that would wow customer through a great end-to-end user experience? 

I was listening to Steve Jobs biography and there is passage that speaks to the situation that Erich is describing here.  The passage, the quote from Jobs, goes something like this: “At too many companies design is simply veneer, at Apple design is the essence of what we do.”  So I would say that my observation is as follows:

Look at Customer Experience masters (e.g. Apple, Starbucks, Amazon) and you will find that the Customer Experience is the essence of what the organisation is designed to do and compete on.  Look at everyone else who is speaking and touting their love of the customer and the customer experience and you will find that for the Tops in these organisation Customer Experience is simply a veneer: lipstick on a pig!

Part III coming next

In the next and last post, I will set out Erich’s recommendations on how to do VoC right so that your organisation generates value – for you and your customers.  Thanks for listening to my speaking!

VoC: what’s wrong with VoC and how do you get it right? (Part I)

I like the folks at Mindshare Technologies – specialists in customer surveys and enterprise feedback.  We share a philosophy, YOLOMAD: you only live once, make a difference.   From what I can tell they are passionate about helping companies to get access to the Voice of the Customer and use that to improve the customer experience and cultivate customer loyalty that delivers revenues and profits.

With that context in mind  reached out to Erich Dietz, VP of Business Solutions to get his view on VoC stands – the reality and not hype or commentary.  Before I do that let me tell you a little about Erich.   Mindshare started up in Nov 2002 and Erich joined in January 2003; Mindshare has over 250 clients and around 105 employees –  Erich was employee no 7.  And he runs on of the key verticals:  the contact centre vertical.  He has a degree in industrial engineering and so has a penchant for finding a better way to do stuff.  When he worked as a barman he had intimate contact with people so you could say that he understands people – perhaps better than some of us.

What’s the big issue with how companies are going about Voice of the Customer?

You may have noticed that has been a backlash about customer survey.  It appears that customers and people who write about customer related topics like customer service and customer experience have had enough – it has got to the state where requests for customer surveys are having a negative impact on the Customer Experience!

What does Erich say about that?  Erich gets the issue.  He is also clear that VoC, done right, can and does create value for customers and the enterprise – Mindshare has the data to prove it.  Which begs the question: what is the key issue with VoC?  Why are so many companies not doing it right?  Here’s what Erich says:

“No-one is really doing VoC surveys with the customer in mind!”  

By this he is pointing out the following:

1. Customers are not given an incentive to take part in the surveying process.  Put differently, the question “What would entice our customers to give up their time and provide us with valuable feedback?” is not being addressed.  Erich’s view is that a monetary incentive should be provided to kick start ‘engagement’ with the customer.

2. The customer surveys are too long, asking unnecessary questions and so asking too much of customers in terms of the effort and customer time.  I pointed out this issues in this post, ‘The Coppid Beech Hotel: are you asking the right questions?’

3. Companies are not showing customers what they are doing / have done with the feedback.  Customers want to know that they are not wasting their time providing their feedback.  Customers also want to see the changes that have been made – that their feedback can/does make an impact in the way that the company does business.  Enterprises are not providing this feedback – not at the individual customer level nor at the aggregate level – and as such not meeting a vital customer need.

Why is this happening?  What is the root cause?

OK, I get the issue now tell me what is giving rise to this behaviour? That is the question I posed and this is Erich’s answer: companies do not get VoC is about engaging customers in a meaningful dialogue (around the customer experience) and not simply surveying customers! 

This led me to ask this question, why are companies approaching VoC as customer surveying rather than a meaningful dialogue around the customer experience? Here is Erich’s answer:

1.  There is an existing strong tradition of surveying customers. This traditions comes for the marketing world – that of surveying customers and/or holding focus groups.  In both cases the research is expensive to set-up and do and so companies are intent to get the most out of this research. As such companies (and researchers) see customers as a valuable captive audience and want to get as much out of them as possible – hence the battery of questions that strive to ask about anything and everything that might be useful.

2.  There is no tradition and accepted practice around engaging in a genuine dialogue with customers.  Exploring this further, Erich and I agreed that there isn’t even any genuine dialogue within the enterprise – between the manager and the people that report into him, between colleagues, between one department and another….. In short companies run on a ‘command and control’ mode and in that mode there is no room, no space, no opening for dialogue, discussion, batting things back and forth.  In ‘command and control’ the Tops decide, the Middles relay the orders, the Bottoms execute.  And this is exactly what is happening with VoC.

Part II coming next

In Part II (coming next and soon) I will share with you Erich’s views on the second critical issue with VoC – getting value out of it!  I will close this series with Part III, where I will set out Erich’s recommendations on how to do VoC right and get value out of it.  I thank you for listening to my speaking.

What does it take to get value out of customer feedback / VoC efforts?

Before you embark on VoC program you might want to ponder this question

If you are embarking upon or in the midst of a VoC program then you might be wondering what it takes to get value out of this investment, this effort.  If your are not wondering this then I advise you to wonder – deeply and seriously.  Why?  Because soliciting and collecting customer feedback is the easy bit.  Turning that into a coherent course of action that creates value for the customer and for the enterprise is a signficant challenge especially for large organisations.  Don’t believe me?  Here is what Bruce Temkin is quoted as saying:

“Customer feedback is cheap, actionable insight may be valuable, but taking action on insight is precious. VoC programs are useless unless you act on what you find.”

Read that last sentence again.  Do you notice a particular word?  The word is USELESS.  Unless there is the will and the associated mechanisms in place to turn feedback into a coherent action plan, embraced by the people within your organisation who are going to have to change what they do and how they do it, you will find your VoC program a fool’s errand.

What does it take to get value out of VoC programs?

Here is what I have noticed based on my experience of all kinds of organisational change programs.  It is not a recipe.  Yes, I know that you are looking for / addicted to recipes and solutions.  I don’t provide recipes and solutions.  Why?  Because the real world does not work that way.  What I can do is provide pointers, pillars, foundations that you can use to make your VoC ‘pay’ – create value. These pointers are:

1. VoC feedback has to matter

Something matters if and only if its presence contributes to / enhances the ‘workability’ and ‘performance’ of a system or if its absence degrades the ‘workability’ and ‘performance’ of the system at hand. Think about the wheels on a car.  If one of the tyres gets a puncture then what happens to the ‘workability’ and ‘performance’ of the system?  And when you replace that tyre?  You get the idea.

For VoC to matter it has to provide information that contributes to design and execution of the organisations purpose, mission and strategy.  Sounds right, sound like what you would read in a textbook?  Well its wrong!  For VoC to matter it has to provide actionable insights that meet the needs of the Tops (CEO, VPs, Directors) and Middles (middle managers).  Specifically, these VoC  insights must enable the Tops and Middles to better / more easily achieve their desired outcomes.  If the Tops and Middles can attain their desired outcomes without VoC then that it exactly what they will do.  If the effort involved in making sense of and using VoC is too much then the Tops and Middles will not use it: organisational life is hard enough no need to adding extra weight and stress!

Put succinctly, VoC feedback will be used if and only if “It is the difference that makes the difference (to the Tops) and it is easy to use this difference!”

2. Reward the people who use / act on VoC insights

As human beings we excel at actions that result in immediate rewards.  If we take an action or a series of actions (like say eating better/healthier) and the expected results don’t show up pretty quickly we quit taking the action.  Put differently, results have to be visible and noticeable for us to persist in the actions that generated these results.  Therefore, the design of every VoC program has to grapple with how to feedback meaningful results to the people who are expected to take action based on the VoC insights.   And that includes altering the relationship people in your organisation have with time – particularly timescales.  One of the easiest ways to provide this kind of rewarding feedback (my actions are making an impact) is look for, feedback and celebrate small wins as well as big wins.

3. Create a safe space – a learning and execution laboratory

How likely are you to walk the tightrope if it is 100 feet high and there is no net underneath to support / cushion your fall and assure your safety? How likely are you to attempt that feat if the net is there and you know that if you struggle and/or fail you will be laughed at, criticised, condemned, sent to live with the lepers or simply lose your job?  Not that likely right?

Please get the VoC is the stimulus/trigger for personal and organisational change.  Change that is imposed is NEVER welcomed – it is scary, it is frightening, it threatens our safety even our existence.  So if you want people and groups to behave differently then you have to create a safe environment.  An environment where people and groups are acknowledged and rewarded for taking the right course of action irrespective of the actual results.  If someone / some group takes the right action, plays in the spirit of the game, then they must not be blamed, criticised, condemned.

One other factor that you should bear in mind.  We overestimate what we can do in the short term say 0 -6  months and underestimate what we can do in the longer term say 12 – 36 months. Therefore one aspect of creating this safe space is to ask a lot of people in the organisation over the long term (stretch goals) and be much less demanding so as to build in success and allow for learning over the shorter term.  Yes, I am asking you to do the opposite of what is the default setting in most organisations.

The closest management concepts to what I am talking about here are “drive out fear” as espoused by Deming or “The Learning Organisation” espoused by Senge.

4. Turn data and information into engaging/actionable stories and tell these vividly and dramatically

I once took over the responsibility of a failing planning & budgeting team.  The first action I took was to ask the team to stop sending their standard reports out to the many managers in the organisation.  Guess what happened? Only 10% of the managers rang up to ask where their reports were!  Please get present to this: we, human beings, suck at relating to and making sense of data.  Our naturally way of being is such that data and reports require effort – conscious effort – to understand, to interpret, to make sense of.  Most of us are simply not willing to make the effort.  Yes, pretty graphs help but not that much.

If you want you VoC customer feedback to be acted upon then tell actionable stories.  Stories work because they work they way we work.  There are heroes, there are villains, there is plot, there is cause and effect and they provide lessons / pointers towards how to live, what do do, how to do it differently….  That means that having a team of business savvy people who can turn data into actionable stories is a must.  When I ran a Customer Analytics practice I played this role – to complement the work done by the staticians and data miners; they were great at data mining (I sucked) and I was great at using their data to tell stories (they sucked at telling stories).

5. The CEO must own the play, be committed to the play and be in the play with both feet

Did your read my last post?  Kristin Zhivago has been involved in this game for 20+ years and this is what she says:

“If the CEO isn’t speaking up for your customers, there’s nothing that anyone else can do – regardless of their position – that will turn the company into a customer-centric organisation.”

As you know I totally agree with her.  If your CEO does not see the VoC as critical ingredient in the game then I guarantee that your VoC program will not deliver any fruit no matter how much, time, money and effort you put into VoC.  The people who need to commit resources will not commit resources.  The people who need to act will not act.  Even if people agree to do stuff you will find that they drag their heels.  If they take action then many people will act half-heartedly.

Want to learn more?  Then consider attending one of these seminars hosted by Mindshare, in the UK, on the 17th and 18th April

If you have any interest in VoC – particularly how to get value out of it – and you live near London or Manchester then you might want to attend.  Here are the details:

“Mindshare Technologies to Host Seminars in UK to Help Companies Realise and Implement Customer Experience Best Practices

  •  Two Free Seminars to Take Place in London and Manchester
  • Seminars Will Provide Attendees with Customer Experience Thought Leadership Using the Latest Techniques to Drive Action from Insights

The seminar series begins in London on April 17, followed by a second offering in Manchester on April 18. Registration for these two free events is now open, and information can be found at http://www.mshare.net/uktour/.”

 The customer service best practices seminars will be held at Liberty House, 222 Regent Street, in London and Pall Mall court, 61–67 King Street, in Manchester and will be headed up by three members of Mindshare’s leadership team, each lending their expertise in VoC and enterprise feedback management (EFM) solutions: Lonnie Mayne, chief experience officer; Shane Evans, vice president of business solutions-retail; and Rachel Lane, director of Europe, Middle East and Africa development.

Topics to be covered at the seminars include:

  • Planning the Perfect Customer Experience Strategy
  • The Right Modes for Invitation and Feedback
  • Obtaining Non-Purchaser Feedback
  • Tactical Use of Feedback
  • Correlation to Financial Improvement
  • Making Feedback Actionable at All Layers of Management”

Disclosure and request

Disclosure:  whilst i have been tracking Mindshare and have spoken to several people there (who I like) I have NO financial relationship with Mindshare.  Put differently, I am not getting paid to advertise this nor do I get a fee or any other reward if you attend.  Incidentally, the seminars are FREE.

Request:  if you are reader of this blog and you are going to go along then please let me know as I’d love to meet you, learn more about you and buy you a coffee.

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