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Maddy Wood

The Truth About Customer Experience - Harvard Business Review - 0 views

hbr.org/...ruth-about-customer-experience

customer_experience hbr cdj

shared by Maddy Wood on 30 Aug 13 - No Cached
  • The Truth About Customer Experience
  • Maddy Wood on 30 Aug 13
     
    The Truth About Customer Experience Companies have long emphasized touchpoints-the many critical moments when customers interact with the organization and its offerings on their way to purchase and after. But the narrow focus on maximizing satisfaction at those moments can create a distorted picture, suggesting that customers are happier with the company than they actually are. It also diverts attention from the bigger-and more important-picture: the customer's end-to-end journey.
bethgranter

Wearable Technology Market - Business Insider - 0 views

www.businessinsider.com/rable-technology-market-2013-5

wearabletech tech clothing wearable wearables smart

shared by bethgranter on 16 Jun 14 - No Cached
  • bethgranter on 16 Jun 14
     
    "There are more than 250 million installed mobile operating systems that can support wearable technology.  An iWatch could generate $10 billion a year in revenue with an EPS of $3.30. There are currently only nine smartwatches available today. Watches are a $56 billion market. Regarding retail impact, Nike, Adidas, and Under Armour have best leveraged wearables to enhance the fitness experience and efficacy of their products. The health and fitness market is about $2- to $3 billion. By 2020, batteries are expected to be 2.2x more powerful."
Ruth Oliver

Forrester Research : Research : How To Make The Case For Customer Experience - 0 views

www.forrester.com/...E-RES116863

customer business marketing strategy forrester

shared by Ruth Oliver on 10 Jul 14 - No Cached
  • These companies excel because they don't spend time and energy building formal business cases in order to justify every dollar spent on customer-centric initiatives
  • American Express overhauled its customer care employee training program and now spends 70% of the time focused on skills such as actively listening, assessing customers' moods, and helping customers understand the value of their relationship with the company. All that time and effort has paid off as customer spending increased, attrition decreased, and customers who learn about their card benefits and features from customer care employees show an average increase of more than 10% in advocacy.
  • Ruth Oliver on 10 Jul 14
     
    " These companies excel because they don't"
bethgranter

Top Three Trends in Loyalty Marketing - 0 views

www.ifeelgoods.com/...ee-trends-in-loyalty-marketing

trends loyalty multi-channel social trendsbriefing business strategy

shared by bethgranter on 28 Nov 12 - No Cached
  • Multi-channel marketing has been the talk for quite some time, but it seems many loyalty marketing professionals still struggle with creating a consistently seamless experience for multi-channel loyalty. Your customers can now shop online or in-store, may contribute to your social media spaces via mobile, and engage with your brand on Facebook. Does your loyalty marketing program track and reward all the different types of engagement and brand love that your fans are displaying? Or are you stuck in a one-track mode, dishing out rewards for only one, narrowly defined type of action? Look ahead and keep watch as the technology avail
  • able shifts to accommodate rewarding ALL the little ways your customers demonstrate their loyalty -- and get on board!
Antony Mayfield

Marketing: Less guff, more puff | The Economist - 0 views

www.economist.com/...ger-voodoo-less-guff-more-puff

earned_media CMO marketing the_economist to_blog

shared by Antony Mayfield on 21 May 13 - No Cached
  • But to stride in jauntily they will have to change the way they work. Gartner, a consultancy, has predicted that by 2017 they will spend more on technology than their companies’ chief information officers. Already 70% of big American firms employ a “chief marketing technologist”, says Gartner. With the shift in emphasis from set-piece campaigns to rapid responses, CMOs need more people working directly for them. This is putting into reverse a 20-year trend of favouring “working spend” (what consumers see) over “non-working spend” (overheads), says Dominic Field of the Boston Consulting Group.
  • Still, a gap yawns between what CMOs could do and what they actually do. The left-brained bent that the job now demands “is not part of where their experience has been”, says McKinsey’s Mr Edelman. But CMOs are learning. Mindshare installed an “adaptive lab” in its London headquarters to educate them. DigitasLBi teaches its clients that not every utterance about a brand needs to be vetted by lawyers.
bethgranter

Environmental Impacts of Mass Customization - 0 views

cp.media.mit.edu/...-impacts-of-mass-customization

environmental impacts customization mass custom clothes design CO2 environment sustainability production trendsbriefing

shared by bethgranter on 23 Oct 12 - No Cached
  • Project Brief We argue that mass customization strategies generate more sustainable products at lower cost and increased value. This claim is founded on research conducted on the product life-cycles of mass customized products vs. mass produced products. One key finding of the initial research reveals that the most significant source of potential energy savings comes from the customer experience processes – product acquisition, product use, and consumer decision-making.  This research shows that mass customization practices often out-perform mass production practices and lead to dramatic energy and material savings, which was revealed in our case study of men's dress shirts.
bethgranter

37signals Earns Millions Each Year. Its CEO's Model? His Cleaning Lady | Fast Company - 0 views

www.fastcompany.com/...80%99s-model-his-cleaning-lady

trendsbriefing 37signals management startup interview ceo company examples slow

shared by bethgranter on 02 Sep 12 - No Cached
  • Ricardo Semler, author of the book Maverick. He said that only two things grow for the sake of growth: businesses and tumors.
  • Jason Fried is a founder and CEO of 37signals, a software company based in Chicago. Fried also treats 37signals as something of a laboratory for innovative workplace practices--such as a recent experiment in shortening the summer workweek to just four days.
  • If you’re a short-term thinker you’d think so, but we’re long-term thinkers. We’re about being in business for the long haul and keeping the team together over the long haul. I would never trade a short-term burst for a long-term decline in morale. That happens a lot in the tech business: They burn people out and get someone else. I like the people who work here too much. I don’t want them to burn out. Lots of startups burn people out with 60, 70, 80 hours of work per week. They know that both the people or the company will flame out or be bought or whatever, and they don’t care, they just burn their resources. It’s like drilling for as much oil as you possibly can. You can look at people the same way.
Jason Ryan

Experimentation Is The New Planning | Fast Company | Business + Innovation - 1 views

www.fastcompany.com/...experimentation-new-planning

strategy digital marketing business innovation

shared by Jason Ryan on 17 Sep 12 - No Cached
  • Let’s be honest: You have no idea what’s going to happen to your industry. That’s why you build your organization into an engine of possibility.
  • Management theorist Henry Mintzberg makes a distinction between deliberate and emergent strategy. Deliberate strategy relies on senior leaders to set goals and develop plans and strategies to achieve them. Emergent strategy is a strategy that emerges from all over the company, over time, as the environment changes and the organization shifts and adapts to apply its strengths to a changing reality.
  • Emergent strategy is an organic approach to growth that lets companies learn and continually develop new strategies over time based on an ongoing culture of hypothesis and experimentation.
  • ...8 more annotations...
  • Diversity breeds creativity--ecosystems are richest where habitats and species overlap. With more connections and diversity comes more creativity: diverse communities are more interesting, more provocative, and more stimulating.
  • In 2005, Google set a formula for distributing its engineering efforts: 70-20-10. Seventy percent of Google’s resources are devoted to improving search and advertising, Google’s primary source of revenue and profits. Twenty percent is allotted as free time for people to pursue projects of their own choosing. And ten percent is invested in scaling up the most promising ideas that emerge from the 20% time, the wild cards that could develop into whole new lines of business.
  • Jack Welch, GE: “Size either liberates or paralyzes. We tried every day to remember that the benefit of size was that it allowed us to take more swings.”
  • Eric Schmidt, Google: “Our goal is to have more at-bats per unit of time and effort than anyone else in the world.”
  • Jeff Bezos, Amazon: “You need to set up and organize so that you can do as many experiments per unit of time as possible.”
  • The more things you try, the better your chances of discovering something valuable.
  • For emergent strategy to be successful, there must be enough autonomy, freedom, and slack in the system for people and resources to connect in a peer-to-peer way, like they do in Silicon Valle
  • Employees at Mailchimp, an email marketing company with about 100 employees, decide on new features and services in a similar way. If someone has an idea, they attempt to recruit another person to help them work on a prototype or to help convince others. At Mailchimp, people get excited by good ideas, and they are trusted, so they have the autonomy to follow their instincts. To be recruited, a person must consider it more interesting or useful than the things they are already working on. Like the ants, recruitment turns to escalating commitment over time as more people are recruited to the project. When enough people are recruited, a team is formed and commits to seeing the project through to completion. In this way, ideas compete for resources and the best ideas end up bearing fruit.
Maddy Wood

13 ways for retailers to deal with the threat of showrooming | Econsultancy - 0 views

econsultancy.com/...with-the-threat-of-showrooming

omni-channel

shared by Maddy Wood on 31 Aug 13 - No Cached
    • Maddy Wood
      Maddy Wood on 31 Aug 13
       
      Clear price consistency on & off & in other retailers (? Policy - eg with nordstrom for timberland)
  • Offer excellent customer service  As the online channel matures, and growth slows, customer service (and customer experience) will be the key differentiator. It can also trump price in some circumstances.  For some purchases, price online will be the deciding factor once customers decide to buy a certain product, but they will also appreciate great service and the personal touch. 
    • Maddy Wood
      Maddy Wood on 31 Aug 13
       
      Shopping concierge - outfits app for wardrobe planning & wishlists 
  • ...3 more annotations...
  • Appeal to the 'want it now' mentality. Sometimes, if you want a product, you just don't want to wait, and offline retailers will always have this advantage over online rivals. Retailers can make the most of this by offering the ability to check stock in local stores. 
  • Make sure staff have the knowledge
  • Use social media If people are in your stores using their phones, why not find a way of turning this to your advantage, and getting these 'showroomers' to promote your store?  One example of this comes from TopShop. After receiving free style and make-up sessions, shoppers were invited to create a digital “Wish You Were At Topshop” postcard using the photo-sharing app, Instagram.
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