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What is Customer Centricity DNA?

ClearAction

What is Customer Centricity DNA? What is customer-centricity DNA? And centricity means “being situated at the center; a position of central prominence or importance”. And centricity means “being situated at the center; a position of central prominence or importance”. Lynn Hunsaker. to-1 ratio.”.

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What is Customer Centricity DNA?

ClearAction

What is Customer Centricity DNA? What is customer-centricity DNA? And centricity means “being situated at the center; a position of central prominence or importance”. And centricity means “being situated at the center; a position of central prominence or importance”. Lynn Hunsaker. to-1 ratio.”.

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Getting Company Culture and Operations Right, and Keeping Them Right: What It Really Means to Be Stakeholder-Centric This Labor Day

Beyond Philosophy

A recent article on corporate customer-centricity by a prominent market research firm made the case for this type of culture as “the most effective way to meet customers’ changing needs.” The author had several suggestions for building customer-centricity. Michael Lowenstein, Ph.D., when making decisions.

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“U.S. Employee Engagement Reaches Three-Year High.” Where Customer Experience and Value Delivery Are Concerned, Shouldn’t We Ask: ‘So What?’

Beyond Philosophy

‘Employee engagement’ has many meanings and interpretations, but relatively little of it has to do, by conceptual definition, specifically with impact on customer behavior. skills? – Relationship with one’s manager – Does the employee value relationship(s) with.

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5 Facts to End the ROI Debate on Customer Experience

Beyond Philosophy

Here are some of the most comprehensive facts and figures that I’ve come across: A recent study of the Value of Customer Experience amongst two $1 billion+ businesses published in Harvard Business Review (HBR) managed to quantify the effects of good customer experience. February 2006. www.mckinsey.com. 26 August 2014.

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CX Initiatives: What if Employees Are Not On Board?

Beyond Philosophy

The film is full of bad management-staff relationship and motivation examples, and management’s myopic need for process execution for its own sake, not the enrichment or benefit of employees, and irrespective of the impact that they will, or won’t, have on customers. Republished with permission from CustomerThink.com.

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Connecting Satisfaction With Behavior: Does The Service-Profit Chain (or The Employee Engagement-Profit Chain) Still Work?

Beyond Philosophy

Earl Sasser, and Leonard Schlesinger in 1994 in Harvard Business Review, and in a 1997 book by the last three authors, can essentially be explained as follows: It is a theory of business management which links employee satisfaction to customer loyalty and profitability. Employee Engagement: The Domino Effect on Customers.