Thinking

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.

As the methods of conducting market research become more and more virtual, our consumers—more than ever—are voicing a desire to be valued as more than a source of revenue; but as stakeholders.

For years, CX thought leaders have stressed the impact of the employee experience on customer experience. But what is rarely discussed is the missing link between the two; purpose.

At inception, every company starts with a set of values and principles that fulfill on a customer need. But as companies grow in scale, those original values often become diluted.

When a customer feels valued, they will in turn provide higher value and deeper insights to an organization; it's that simple.

Insights professionals have long been adept at measuring traditional drivers of loyalty and experience. But how many understand the organizational influences on those very drivers?

A company’s resilience and longevity are often contingent on leadership ability to handle adversity. But adversity comes in different shapes and sizes, so how do leaders respond to crises and how do they adapt when business landscapes evolve?

Along with the shift to stakeholder capitalism, corporate purpose beyond profit continues to rise in prominence. But how effectively do these investments deliver on business outcomes?

How can leaders ensure business resilience when their worlds aren’t right-side up? Read as we discuss four basic principles she leans on in times of elevated uncertainty to propel a company forward.

David Robbins and Miranda Kaltenborn join Drew Finos of Amway Corp. for a case study based on the 2020 CX of M Industry Best Practices Award for understanding the customer.

Many companies claim to be customer-centric, yet too many calculate their business prowess using internally-focused metrics. Enter Customer Performance Indicators (CPIs).

With the rise of cable-cutting and a growing generation of “cord nevers,” it’s clear the era of traditional mass messaging is over. Learn why brands need to fundamentally rethink strategies as we transition from mass messaging to targeted storytelling.

With technological advancements and the need to innovate and progress while providing safety, we’re heading toward living a touchless life. One thing is for sure – we must be in tune with customers to ensure their experiences are as emotionally in touch as they are functionally touchless.

Focusing on employees and focusing on customers are not mutually exclusive—they’re highly synergistic. As we shift from responding to crisis to embracing this unprecedented era of change, we must also embrace moves to engage and empower our employees.

As retailers and etailers struggle to keep products stocked, many of us can attest to forgoing our favorite brands for any available brand on the shelf.

Long before a mysterious virus entered our lives, we were in the midst of a more hidden, but still ominous epidemic of loneliness. Companies that put people before profits and form reciprocal relationships are the ones that will come out of this critical moment ahead.

With stay-at-home orders, people are looking for ways to connect to others—and brands have a unique opportunity to be that connector. Those that invest in deeply understanding the changes in consumer behavior as well as their mindsets and needs will be able to differentiate and create lasting lifetime value.

A well-thought-out approach to information hygiene today can play an important role in shaping perceptions and establishing loyalty that lasts beyond our current crisis.