If you use your personal smartphone or tablet to read work email, your company may have to seize the device some day, and you may not get it back for months. Employees armed with a battery of smartphones and other gadgets they own are casually connecting to work email and other employer servers. It's a less-than-ideal security arrangement that technology pros call BYOD — bring your own device.
Now, lawyers are warning there's an unforeseen consequence of BYOD. If a company is involved in litigation — civil or criminal — personal cellphones that were used for work email or other company activity are liable to be confiscated and examined for evidence during discovery or investigation.
More here: Use your personal smartphone for work email? Your company might take it - Red Tape.
Showing posts with label Company. Show all posts
Showing posts with label Company. Show all posts
Monday, May 6, 2013
Thursday, December 27, 2012
Why Customer Experience? Why now?
Kerry Bodine at Forrester, in a great blog post, writes that “For decades, companies have been promising to delight customers, while simultaneously disappointing them in nearly every channel. That tactic won’t cut it anymore. Why not? We’ve entered a new era that Forrester calls the age of the customer — a time when focus on the customer matters more than any other strategic imperative.”
Here are 3 reasons why now:
Here are 3 reasons why now:
- Commoditization has stripped away existing sources of differentiation. Competitive barriers of the past like manufacturing strength, distribution power, and information mastery can’t save you today – one by one, each of these corporate investments has been commoditized.
- Traditional industry boundaries have dissolved. Companies in every industry find themselves competing with new types of competitors – automakers with services like Zipcar, newspapers with Google News, travel agents with Expedia, and the entire retail industry with Ebay.
- Customers have more power than ever. With online reviews, social networks, and mobile web access, it’s easy for your customers to know more about your products, services, competitors, and pricing than you – and to share their opinions of your company with their friends.
Related articles
- Excerpt from Forrester's Outside in (Manning, Bodine, Bernoff) (serve4impact.com)
- For Customer Experience, "Just OK" Is Not OK (fastcompany.com)
Sunday, December 23, 2012
How should we measure results for our customer strategy?
Let's talk a little about customer measurements. 2 measures have gained traction in the last few years. One is Net Promoter Score and the other is the Customer Experience Index. We are beginning to experiment in using them. They give us a basis of comparison to public data that is common to many companies today. Please let me know if you have questions. I’ve also included links to additional resources for each one. There is a great book on the Net Promoter Score.
NetPromoter Question: How likely is it that you would recommend our company [or can be narrowed to a particular service] to a friend or colleague?
NPS is based on the fundamental perspective that every company's customers can be divided into three categories: Promoters, Passives, and Detractors. By asking one simple question — How likely is it that you would recommend [Company X] to a friend or colleague? — you can track these groups and get a clear measure of your company's performance through its customers' eyes. Customers respond on a 0-to-10 point rating scale and are categorized as follows:
To calculate a company's Net Promoter Score (NPS), take the percentage of customers who are Promoters and subtract the percentage who are Detractors.
Reference material:
http://www.theultimatequestion.com/theultimatequestion/measuring_netpromoter.asp
http://www.netpromoter.com/np/calculate.jsp
Book: The Ultimate Question: Driving Good Profits and True Growth
The Forrester Customer Experience Index (CxPi) is calculated as an average of the indexes that came from consumer responses to the following three questions from their online survey:
1. Thinking about your recent interactions with these firms, how effective were they at meeting your needs? (This question drives the “meets needs” index.)
2. Thinking about your recent interactions with these firms, how easy was it to work with these firms? (This question drives the “ease of working with” index.)
3. Thinking about your recent interactions with these firms, how enjoyable were the interactions? (This question drives the “enjoyability” index.)
Consumers selected responses along a five-point scale — ranging from a very negative experience (1) to a very positive one (5). The individual indexes were calculated by taking the percentage of consumers who selected one of the top two boxes (4 or 5) and subtracting the percentage of consumers who selected one of the bottom two boxes (1 or 2). The correlations between CxPi and NPS were calculated using the sum of the consumer responses to the three above questions that make up the CxPi, yielding a range of 0 to 15, and the respective answers to the NPS question asked in the survey
Correlations above 0.8 are actually considered bad because they imply that you simply measured the same thing two different ways. This makes the second metric redundant — unless it is significantly cheaper or easier to collect than the original.
Forrester based this assertion on findings that for 11 industries recently studied, the correlation between CxPi scores and “likelihood to recommend to a friend of colleague” on a five-point scale ranged from a low of 0.61 (which is still quite high) for retailers to a high of 0.70 for TV service providers. See the July 7, 2011, “The Business Impact Of Customer Experience, 2011” report.
Net Promoter Score
NetPromoter Question: How likely is it that you would recommend our company [or can be narrowed to a particular service] to a friend or colleague?
How to Calculate Your Score
NPS is based on the fundamental perspective that every company's customers can be divided into three categories: Promoters, Passives, and Detractors. By asking one simple question — How likely is it that you would recommend [Company X] to a friend or colleague? — you can track these groups and get a clear measure of your company's performance through its customers' eyes. Customers respond on a 0-to-10 point rating scale and are categorized as follows:
- Promoters (score 9-10) are loyal enthusiasts who will keep buying and refer others, fueling growth.
- Passives (score 7-8) are satisfied but unenthusiastic customers who are vulnerable to competitive offerings.
- Detractors (score 0-6) are unhappy customers who can damage your brand and impede growth through negative word-of-mouth.
To calculate a company's Net Promoter Score (NPS), take the percentage of customers who are Promoters and subtract the percentage who are Detractors.
Reference material:
http://www.theultimatequestion.com/theultimatequestion/measuring_netpromoter.asp
http://www.netpromoter.com/np/calculate.jsp
Book: The Ultimate Question: Driving Good Profits and True Growth
Customer Experience Index
The Forrester Customer Experience Index (CxPi) is calculated as an average of the indexes that came from consumer responses to the following three questions from their online survey:
1. Thinking about your recent interactions with these firms, how effective were they at meeting your needs? (This question drives the “meets needs” index.)
2. Thinking about your recent interactions with these firms, how easy was it to work with these firms? (This question drives the “ease of working with” index.)
3. Thinking about your recent interactions with these firms, how enjoyable were the interactions? (This question drives the “enjoyability” index.)
Consumers selected responses along a five-point scale — ranging from a very negative experience (1) to a very positive one (5). The individual indexes were calculated by taking the percentage of consumers who selected one of the top two boxes (4 or 5) and subtracting the percentage of consumers who selected one of the bottom two boxes (1 or 2). The correlations between CxPi and NPS were calculated using the sum of the consumer responses to the three above questions that make up the CxPi, yielding a range of 0 to 15, and the respective answers to the NPS question asked in the survey
Correlations above 0.8 are actually considered bad because they imply that you simply measured the same thing two different ways. This makes the second metric redundant — unless it is significantly cheaper or easier to collect than the original.
Forrester based this assertion on findings that for 11 industries recently studied, the correlation between CxPi scores and “likelihood to recommend to a friend of colleague” on a five-point scale ranged from a low of 0.61 (which is still quite high) for retailers to a high of 0.70 for TV service providers. See the July 7, 2011, “The Business Impact Of Customer Experience, 2011” report.
Related articles
- Net Promoter Scores with Your Employees (zanesafrit.typepad.com)
- Net Promoter Score is a window into jobs-to-be-done fulfillment (customerthink.com)
- 5 Steps to Increasing Your Net Promoter Scores (networkingexchangeblog.att.com)
- Separating the detractors and passives from the promoters (theraconteur.co.uk)
Tuesday, October 16, 2012
Are you thinking customer experience?
Passion for our customers is what it is all about. Here are some recent articles focused on the customer experience.
Protecting Our Data-Driven Efforts In a world that's ever-more reliable on data, some proposed policies in front of Congress threaten to hamper companies' customer-experience efforts. If Congress passes some of the proposed data privacy bills, personalization in marketing and one-to-one communications will deteriorate.
Data, Data Everywhere The new reality of marketing is one in which consumers expect a sophisticated level of personalization in their communications, offers, and interactions with companies. At DMA2012 in Las Vegas, thought leaders from all aspects of the direct marketing industry will converge to discuss and share best practices about how to help organizations move forward on the path toward integrated, one-to-one communications.
Why Some Companies Succeed--For Now--Despite Their Poor Customer Experiences Recently there was a question via email from one of Forrester's clients, who asked: "How do you explain the success of companies that consistently provide a poor experience but perform well financially?"
Delivering Customer Service That Makes an Emotional Connection Many companies strive to provide great customer service. However, few companies deliver the kind of customer service that makes an emotional connection with customers - the kind of connection that fosters loyalty and willingness if not an eagerness among customers to recommend a company to a friend.
Protecting Our Data-Driven Efforts In a world that's ever-more reliable on data, some proposed policies in front of Congress threaten to hamper companies' customer-experience efforts. If Congress passes some of the proposed data privacy bills, personalization in marketing and one-to-one communications will deteriorate.
Data, Data Everywhere The new reality of marketing is one in which consumers expect a sophisticated level of personalization in their communications, offers, and interactions with companies. At DMA2012 in Las Vegas, thought leaders from all aspects of the direct marketing industry will converge to discuss and share best practices about how to help organizations move forward on the path toward integrated, one-to-one communications.
Why Some Companies Succeed--For Now--Despite Their Poor Customer Experiences Recently there was a question via email from one of Forrester's clients, who asked: "How do you explain the success of companies that consistently provide a poor experience but perform well financially?"
Delivering Customer Service That Makes an Emotional Connection Many companies strive to provide great customer service. However, few companies deliver the kind of customer service that makes an emotional connection with customers - the kind of connection that fosters loyalty and willingness if not an eagerness among customers to recommend a company to a friend.
Related articles
- Moving from Customer Service to Customer Experience (customerthink.com)
- Customer Service Drives Sales (customerthink.com)
- Reverse Customer Service Strategy (smallbiztrends.com)
Thursday, September 6, 2012
How comfortable are you at participating in business strategy conversations?
The job of a CIO is a tough one. Understanding and being able to communicate highly technical concepts in plain business language isn't easy. We all recognize that strategic planning is probably the most important thing we do. How good are we at it?
The business world today is extremely complex. Increased globalization; heightened merger activity; competition from nontraditional sources; shortened product life cycles; and a tightened regulatory environment are just a few of the items affecting a company’s strategic plan. Information technology can affect all of these things… and more.
In addition, many companies use technology as the strategic weapon necessary to survive in the fierce competitive environment. It is the job of the CIO to understand all of the aspects of the marketplace in which the company participates to help it effectively use information technology to address these challenges.
How comfortable are you at participating in business strategy conversations? A great question to think seriously about.
The business world today is extremely complex. Increased globalization; heightened merger activity; competition from nontraditional sources; shortened product life cycles; and a tightened regulatory environment are just a few of the items affecting a company’s strategic plan. Information technology can affect all of these things… and more.
In addition, many companies use technology as the strategic weapon necessary to survive in the fierce competitive environment. It is the job of the CIO to understand all of the aspects of the marketplace in which the company participates to help it effectively use information technology to address these challenges.
How comfortable are you at participating in business strategy conversations? A great question to think seriously about.
Related articles
- Is Information Technology a support area? (businesstechnologypartner.wordpress.com)
- Busy Planning Strategy Without Thinking Strategically (relationship-economy.com)
- Hey IT! Get with the Program and Make Operations a Strategic Weapon (cloudcomputing.sys-con.com)
- CIO Alert: Questions Your CFO Should Be Asking in 2013 (spendmatters.com)
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