In my last post, we discussed why headcount increase should be your last resort, because extra headcount costs money, and instead you can almost always improve on efficiency, automation and cross-skilling / up-skilling. A lean operation is a well run operation, and in normal times, everything runs smoothly and your customers and people are happy. … Continue reading Delivering operational transformation without budget or headcount
In a recent conversation with a well-respected local CEO, I was asked for my honest input into his company staffing model. The question focused on whether he needed to increase headcount in the customer-facing teams in order to drive up the quality and calibre of his customer experience. My provisional response was no, and he… Continue reading Why headcount increase should always be your last resort
Given the value of data to any organisation, you’d think we’d no longer need to prove how important it is, especially in the world of SaaS businesses. But getting data, linking it together then using it effectively is still a really, really hard thing to do. When a head of engineering asks me what data… Continue reading A different way to start your data strategy
In the last post, We went over the four core pillars required to build your customer success operation. If you are struggling to see the value from your customer success function, it’s worth going back over each one to see what might be missing. Once you are confident that you have an effective customer success… Continue reading Part 2 of 2: Three key factors to scale your customer success operation
In my previous two posts, I introduced the concept of the customer communication quadrant, representing the four most significant reasons for your to interact with your customers, and integrating with the four most significant business levers. Having considered the four by four factors, hopefully now you understand the diagram – the arrow indicates the level… Continue reading Part 3/3: Core elements you need for your customer communication quadrant
In my previous post, I introduced the concept of the customer communication quadrant, representing the four core reasons for a customer to interact with a business, and the four business levers this impacts. I walked through the level of importance for the business levers on the first two factors, Connect and Resolve, so this post… Continue reading Part 2/3: Core elements you need for your customer communication quadrant
I can’t believe that for the past 250 weeks, I have without fail (except the week of Christmas), published a blog post. It seems incredible that I have that much content and creativity within me! For this momentous occasion, I decided to re-visit one of my earliest articles, to determine how much has changed in… Continue reading Blog # 250: Re-visiting the golden rules of customer journey mapping
I recently ran a workshop on customer experience at StartUpLisboa with a bunch of cool customer-centric start-ups. Amongst the topics we drilled down into, both during and after the session was customer engagement – what it means, how to increase or at least sustain it, and how to measure it. I know I’m not the… Continue reading Why is it so hard to measure customer engagement?
This post is neither a sales pitch for my services, nor a rant about the gaps in customer success – but it is a wake up call to many business who are currently facing a customer success gap. I’ve had many conversations with businesses big and small, across a number of countries in Europe and… Continue reading What are you doing about the customer success gap?
When recruiting for customer-facing roles, I long ago fell in love with role-playing as a means to measure certain skills. Maybe it’s the inner drama queen in me, but allowing a potential new recruit to demonstrate their customer centric soft skills before I offered them the job was a good thing. And it certainly served… Continue reading 4 role-plays mistakes to avoid when recruiting