Our research shows that an increasing number of companies will focus on customer experience in 2012. So there will be a new cadre of senior executives beginning to learn about customer experience. As they gain interest, they’ll look for materials for getting up to speed. Here’s a short list of posts that I’d recommend sharing with these CX newcomers:
We just published a new Temkin Group report, 2012 Temkin Experience Ratings of Tech Vendors. The report analyzes feedback from 800 IT professionals to rate 60 tech suppliers. Congratulations to the top firms:
The report examines the connection between customer experience, loyalty, and revenues across 12 industries: airlines, banks, credit card issuers, health plans, hotel chains, Internet service providers, insurance companies, investment firms, personal computer makers, retailers, TV service providers, and wireless carriers.
Customer reference programs harvest referability, but they don't create it. Instead, a broad range of relationship factors converge to cause customers to feel good about speaking out on a vendor's behalf. A few of those factors:
The Cadence Customer Reference Program is a powerful way for your company to increase its visibility and for your engineering team to promote its unique accomplishments. By sharing the story of your success with using Cadence products and services, you can expand your recognition among your peers, your company’s management, and the greater electronics industry.
Frazer explained that, as Microsoft is a U.S.-headquartered company, it has to comply with local laws (the United States, as well as any other location where one of its subsidiary companies is based).
The week’s buzz was about whether2012 is the year of the customer, the mainstreaming of social business, or the year of the feedback economy. Reminds me of the “Survivor” TV show where contestants (companies) are isolated in the wilderness (social media) equipped with a few basic tools (technology) ...
2011 CSat research
People often credit their ideas to individual "Eureka!" moments. But Steven Johnson shows how history tells a different story. His fascinating tour takes us from the "liquid networks" of London's coffee houses to Charles Darwin's long, slow hunch to today's high-velocity web.
Everyone knows that autumn is the time for changes in fashion. Did you know the same is true in management and business trends? Get ready because apparently orange is the new pink and "values" is the new "engagement". "What is Wayne ranting about now?", you may ask yourself. Let me enlighten you.
Not many, according to our recently published report, Talent Management Factbook 2010. Just over one-third of U.S. companies said that they identify critical roles or talent segments based on business goals. And even fewer companies – less than 10% - have reached the stage where talent management is part of the annual business planning process and talent initiatives are truly owned by business leaders and line managers.
Next month we are publishing an update to the Talent Acquisition Systems industry study. Although many key trends have emerged, the current state of today’s talent acquisition systems market can be summed up in two words…social media. Even those providers that were slow to get their feet wet are now diving in full force. They have no choice. Organizations both large and small are demanding more innovation and expect more integration with LinkedIn, Facebook and Twitter. Here are some of the key findings in this area:
My colleague Daphne’s last post was about supervisors and managers who don’t keep up on their performance management, give good reviews for poor performance, and then wonder why they can’t fire the employee. An interesting question is why managers behave this way. It’s often not for lack of being told what they should do.
I have earlier blogged about how HR can use social media to become HR 2.0 or to build talent communities, but when my twitter buddies @prem_k and @sameerpatel were discussing "social" everything including "social HR" I realised that there are more implications of social HR than I have earlier articulated.
So how is it different?
For over three years, it’s been argued that corporate websites were irrelevant since they were separate from consumers who were making decisions with each other on social networks. Since then, we’ve discussed a vision of how corporate websites and social networks would integrate (roadmap: see these 8 stages of integration) and today, the tools and technologies are finally here to make that happen.
The simple lesson behind the success of both small-fry Corner Bank and big-boy USAA: You can't be special, distinctive, and compelling in the marketplace unless you create something special, distinctive, and compelling in the workplace. How does your brand shape your culture? How does your culture bring your brand to life?
In the beginning there was a person. He was an entrepreneur named Talent. He had an idea. Despite the odds he plodded on until others believed in him. He converted his idea into something tangible. He created value for others and they loved him. More and more were happy with his idea. The idea grew and expanded and Talent needed help, so he created a firm.
This week I had the pleasure of judging a section of the entries for the upcoming NORAS awards. I actually looked at a number of websites encouraging candidates to create different types of CV's/resumes/profiles etc. While they are (obviously) the way recruitment will evolve as the gen Y'ers and the gen Z'ers get more involved, they are still not quite 'right here, right now' - for me anyway!
Performance appraisals are one of the least liked and most dreaded responsibilities that any manager has to endure.
Cook began by echoing an earlier discussion from the conference: Human potential in the U.S. has waned. According to recent surveys, about 70% of American workers are not engaged: 20% are actively disengaged, and 50% are not particularly committed. Cook has spent years narrowing down the cause of this lack of engagement, and developing a solution.
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