I’ve known Nancy Porte for a long time. Probably about seven to eight years. Aside from her genuine niceness, she is one of those people who have the experience and insight to actually teach a teacher. Nancy is the VP of Global Customer Experience at Verint, a company that is focused on CX as its raison d’etre. And she’s really, really good at her job. But she is also really good at thinking through CX-related concepts and values. So, I’d pay attention to what she is saying here. There aren’t too many left-brained applications of right-brained concepts out there. But think about it: Both make it whole-brained. (Here is a link to Verint’s CX video that has Nancy in some clips)
Your stage, Nancy.
We’ve all heard it before: It costs less to keep a customer than to obtain a new customer. Rather than add new logos, companies now understand the value of providing a positive customer experience to grow revenues from their existing customer base. After all, growth is hard to come by when you have dissatisfied customers leaving the stable.
Enterprise customer experience (CX) initiatives, designed to boost customer satisfaction and loyalty, have become part of the corporate landscape. In general, organizations know these initiatives are worthwhile — but to what extent? And what specific actions move the mark?
Business leaders who approve business plans – and funding – are focused on supporting overarching organizational goals of cost containment and revenue growth. Customer experience initiatives aren’t immune to the need for business justification. As we move toward the emergence of data-driven predictive models, we need to understand, what is the financial upside of a happy customer? And what are the specific dials to turn to get existing customers to buy more from your company?