Insights

• Customer Experience Management White Paper
  
• Mystery Shopping in the Coronavirus Age
  
• Build Loyalty & Engagement Measures into Your Brand Perception Research
  
• Mystery Shopping Best Practices
  
• Best Practices in Bank Customer Experience Measurement Design
  
• When Mystery Shopping Goes Bad
  
• Business Case and Implications for Consistency in the Customer Experience
  
• Best Practices in Contact Center Mystery Shopping
  
• By Design: Mystery Shopping Design Aligned with Brand Objectives
  
• No Surprises: Best Practices in Mystery Shop Program Launch
  
• It's Personal: Drivers of Purchase Intent in Retail Banking
  
• Implications of Poor Service: Changes in Customer Behavior Based on the Customer Experience
  
• ROI in Customer Service
  
• Biology of Satisfaction
  
• Best Practices in Casino Resort Mystery Shopping
  
• People: The 5th P of Marketing
  
• Same Branch Deposit Growth
  
• Three Dimensional View of the Customer Experience
• The Shape of Satisfaction
• The Importance of Investor Loyalty to Service Excellence
• Taking Your Brand to Market
• Cheer Up: Improve your reps' job satisfaction to reduce turnover - and raise sales
• Translate Research to Action with a VOC Table
• On-Base Percentage and the 3 R's
• Expectations vs. Reality: Managing the Customer Experience
• Customer Delight... and Other Myths
• Include Service in Your Business Plan
• Call Center Agent Monitoring
• Training Takes Over When Customer Service Gene Fails
• Rude Awakenings - As good manners go by the wayside, operators seek to maintain civility
• Synchronizing Touchpoints Proves Profitable
• A More Complete View of Corporate Performance
• A New Look at Comment Cards

Every time a company and a customer interact, the customer learns something about the company. Depending upon what is learned, customers may alter their behavior in ways that affect their individual profitability. Thus, by managing these experiences, companies can orchestrate more profitable relationships with their customers.