Thinking

At the most human level, all consumers are motivated by 15 intrinsic goals that help them thrive. Until now, no one has found the direct link between these goals and organizational business goals (KPIs).

With such high investment in loyalty management and even higher customer expectations nowadays, there’s no better time for brands to understand what customers value most.

What if, instead of measuring success based solely on business KPIs like NPS or CSAT, companies set Customer Performance Indicators focused on reaching the goals that brands can help customers achieve?

With an increased appetite for workplace flexibility, many believe there may never be a time when 100% of an employee base is back in the office. But what does this mean for employee experience and trust?

With healthcare’s growing influence and the corner drug store being a critical touchpoint, consumers find themselves with a few select choices. Standing at the forefront of those are CVS and Walgreens.

Remote work isn’t a passing fad, it’s here to stay. And whether it’s in-office, remote, or a blend of the two, employees can better meet the needs of customers when they work in a way that suits their working style.

Claiming to be customer centric is easy. Operationalizing customer centricity into day-to-day strategy, however, is where many fall short.

As we reflect on the past year, the notion that change is the only constant takes on new meaning. And if some predictions are true, the pandemic is just a dress rehearsal for what is to come.

There are countless reasons why organizations are finding roadblocks when it comes to delivering great customer experience. And while there is no magic solutions, there are lessons to be learned.

Arguably, one of the most daunting challenges businesses face today is one of scale. And where most fall short is today is placing quantifiable value to the relationship between business and customers

While KPIs are a valuable tool in measuring the success of strategic goals, looking through this lens can mean losing sight of their most precious asset—their customers. Enter Customer Performance Indicators.

While most companies, claim to be customer centric, our recent research shows that there is an inextricable link between the outcomes that customers value and the growth, that is customer retention and acquisition, that can be achieved by companies when they deliver on these outcomes.

We are in a turbulent, new normal and thriving in this environment requires a vastly different approach than the business playbooks we once knew. So, what are companies who are winning in the disruptive economy doing right?

In the experience economy and with more ways than ever to monitor and measure how customers are interacting with brands, what does this mean for our traditional ways of CX?

Companies have long since used Key Performance Indicators (KPIs) as a way determine success, but the age-old corporate pressure to perform better, faster, cheaper comes at a price of emotional resonance.

Between the shift from shareholder to stakeholder capitalism, the rise of the experience economy, and the global pandemic, the role of customers has never been more prominent.

We know that treating customers as stakeholders is more important than ever, but as we enter into a new year of uncertainty, the path toward getting there might feel foggy.

In today's fast and ever-changing climate, connecting with consumers can feel like pinning a moving target. On top of that, consumers are demanding new levels of authenticity to brands they once held loyal.