For readers of "Delivering Happiness" and "The New Gold Standard"--a revolutionary approach to understanding and mastering the customer experience from Forrester Research.

Over the past several years, leading companies have entered a period of major marketing and operational adjustment and convergence, or intersection. It’s a reaction to a critical fact of life: Customers—not organizations— now control the decision-making dynamics and how organizations are perceived. We are witnessing significant multichannel media application (and resultant omnichannel access by consumers), along with more effective and pervasive customer data gathering, analysis, and modeling. If you’re observing these major shifts in your own organization, you’ll need this book. Inside, you’ll learn how to build proactive customer communication, improve relationships, drive positive brand perception, optimize channel selection and message personalization, and enhance employee-related factors (hiring, training, reward, recognition), all leading to superior customer experience and a customercentric culture. In addition, the author has incorporated content on “Big Data” generation and analytics, which you’ll master while scoring a direct hit to the moving target—your continuously changing, and increasingly independent, customer base.

This book illustrates the vital link between satisfying external customers and improving processes within the organization to ensure that internal customers are satisfied, too.

Make customer value a C-Suite priority for lasting profits and growth While the Great Recession ravaged the balance sheets of long-standing leaders in their respective industries, many companies have actually gained market share, grown revenuesand profits, and created more value for customers. These are not flash-in-the-pan companies—world-beatersone year and stragglers the next. They are companies like Johnson& Johnson, Procter & Gamble, Fidelity, Cisco, Philips, Walmart, and Amazon. The success of these organizations isn’t the result of a brilliant strategy for bad times; it’sthe outcome of a highly effective long-term strategy that manages thecompany from the outside in. In Strategy from the Outside In, George S. Day and Christine Moormanexplain that the key to such lasting and highly profitable successis the ability to compete on and profit from customer value. It meansoperating from the outside in. It means always building strategy onmarket insight, and ensuring that every part of the company puts customervalue first. Applying years of research, Day andMoorman illustrate that an outside-in view requires constant vigilance and focus on four customer value imperatives: Be a customer value leader Innovate new value for customers Capitalize on the customer as an asset Capitalize on the brand as an asset Day and Moorman take you from theory to practice, with an emphasison real world stories, practical models, and useable metrics sothat you can profit from customer value. From the outside in.

Due to various events, the availability of goods in retail is currently increasingly being restricted with the result that customers cannot find in food retail (FR) the products they wish to purchase because those products are sold out or not availa-ble for delivery. This situation is also termed Out of Stock (OoS). The reasons for the unavailability of products are often problems in connection with orders for goods, as well as the shelf-filling process within a store. According to literature, in those cases where a customer faces an OoS situation, the customer may postpone the purchase, purchase an alternate product, purchase the product in another store or not purchase at all. Depending on the customers reaction, this will result in a sales decline affecting the retailer and /or manufacturer differently. In these cases, customer reactions are influenced by various factors, such as brand loyalty, availa-bility of offered substitute products and many other factors. Within the scope of a survey, it was found that 36% of the customers predominantly reacted with the purchase of an alternate product of another brand to OoS. Also, 29% of the surveyed were willing to visit another store due to OoS.

Struggling to ensure that the customer is at the center of all your business does? This book is your guide to putting the "customer" in customer experience. Not sure what that means? Well, for starters, too many executives believe they are delighting their customers. Why wouldn't they think that?! When they focus on growth, those customer acquisition numbers are pretty sweet, but they don't tell the real story. Prioritizing customer retention is critical. But you can't just throw technology at it, give it some lip service, and call it a day. Retention is hard work! You've got to understand who your customers are and what problems they are trying to solve or what jobs they are trying to do. Then you've got to use that understanding to design an experience that helps customers achieve their goals. That's the key to putting the customer in customer experience! Ultimately, you need to bring the customer voice into all meetings, decisions, processes, and designs. The customer must be at the center of all you do. After all, it's all about the customer! In this book, I cover the three approaches to customer understanding: surveys and data, personas, and journey mapping. I could've written the whole book about journey mapping, but there's so much more to building a customer-centric business than journey mapping. The culture must first be deliberately designed to put the customer at the heart of the business. And all foundational elements of a CX transformation must be in place to make that happen. With that knowledge, read this book and: Learn about the three approaches you must use to understand your customers, why you must use them, and how they work together. Create an action plan to ensure insights gleaned from these three approaches are implemented in your organization. Develop and assign personas to your customers in order to better understand their needs, goals, problems to solve, and jobs to be done. Learn the difference between touchpoint maps and journey maps and how touchpoint maps can still be a valuable asset in your customer experience toolbox. Understand why journey mapping is called the backbone of customer experience management - and how to make it so in your organization. Set up and facilitate your own current-state and future-state journey mapping workshops with customers. Set up and facilitate service blueprint workshops with internal stakeholders. Find out how to put the customer at the heart of your business. And more!

In an era of raging commoditization and eroding profit margins, survival depends on resilience: staying one step ahead of your customers. Sure, most companies say they're "customer-focused," but they don't deliver solutions to customers' thorniest problems. Why? Because they're stymied by the rigid "silos" they're organized around. In Reorganize for Resilience, Ranjay Gulati reveals how resilient companies prosper both in good times and bad, driving growth and increasing profitability by immersing themselves in the lives of their customers. This book shows how resilient organizations cut through internal barriers that impede action, build bridges between warring divisions, and transform former competitors into collaborators. Based on more than a decade of research in a variety of industries, and filled with examples from companies including Cisco Systems, La Farge, Starbucks, Best Buy, and Jones Lang LaSalle, Gulati exploresthe five levers of resilience: · Coordination: Connect, eradicate, or restructure silos to enable swift responses. · Cooperation: Foster a culture that aligns all employees around the shared goals of customer solutions. · Clout: Redistribute power to "bridge builders" and customer champions. · Capability: Develop employees' skills at tackling changing customer needs. · Connection: Blend partners' offerings with yours to provide unique customer solutions.

FINALIST: Business Book Awards 2019 - Sales and Marketing Category Virtually all consumer-facing businesses talk about putting the customer first, but in reality, few deliver on this as effectively as they could. 100 Practical Ways to Improve Customer Experience walks readers through a wealth of practical tips, tools, guidelines and frameworks, for implementing customer-focused marketing strategies at every step of the customer journey. By ensuring that the customer remains the key focus, companies can identify areas in need of improvement and implement relevant steps throughout the value chain to transform their business. A unique blend of strategy and best practice, 100 Practical Ways to Improve Customer Experience has a particular focus on multi-channel industries such as retail, FMCG, travel, financial services, leisure, food and beverage, and automotive. These industries are all facing major disruption from trendsetting brands such as Uber, AirBnB and Amazon, and as such, now face more pressure than ever to adopt new practices and remain relevant in a continually competitive marketplace. Featuring case studies packed full of practical examples, this book is a unique and valuable resource for both senior industry professionals looking to transform their business and MBA students. Online resources include a best practice checklist to optimize mobile apps.