What you expect, you should inspect. Not only are our research service measurement tools, but they are also motivational tools. Our profit-based approach is designed to link research to action through training and incentive programs.

We help brands align customer expectations with execution.


The challenge of training employees has increased significantly in recent years. Such factors as high employee turnover, outsourced service functions and the proliferation of complex CRM tools has made it essential to train workers on a continuous basis. Unfortunately, it is seldom possible to remove busy employees from their jobs in order to provide classroom instruction.

One response to this challenge has been the emergence of computer-based Learning Management Systems (LMS). Some of these systems are quite powerful, allowing managers to construct lessons and tests, build subject libraries, track employee progress and deploy specific lessons to the desktops of individuals and teams.

Companies are finding that Learning Management Systems are not an effective replacement for classroom training because the essential social dynamic of the classroom cannot be replicated on-screen. Nevertheless, LMS's are proving to be valuable for reinforcing classroom lessons and incrementally adding to the knowledge base of employees.

Learning Management Systems work very well with Customer Experience Management, because lessons can be "tagged" to correspond to specific skill categories that are measured through customer feedback, monitoring and performance audits. Thus, the information that is deployed to employees on-line can directly address deficits in service delivery. These on-line lessons can be very short, allowing employees to receive focused knowledge reinforcement without appreciably interfering with their workflow.

LMS's are valuable not only for their ability to reinforce specific behaviors, but also for the analytical capability they provide to training administrators. Trainers can see which lessons are being sent most frequently and can adjust their curriculum to emphasize those skills in initial classroom sessions. They can also see whether the lessons themselves are effective. Lessons that have been repeatedly triggered and sent to employees with little effect on performance can be quickly redesigned. As a result, training content and delivery can be evaluated on its effectiveness rather than on the post-class ratings or recall of participants.


Customer Experience Management provides rich metrics for rewarding managers and service staff at all levels of the organization. The data can be aggregated, weighted and scored, allowing comparison and benchmarking among incentive recipients. These scores can then be linked to periodic bonuses, recognition, or redemption services. The motivational power of Customer Experience Management lies in the fact that the metrics it generates are relevant, easy to understand, frequently reported, and fair. Because the data are continuously viewable, managers and employees know precisely where they stand - there is no surprise at the end of bonus periods. And because the criteria are clear and achievable, incentive recipients know they have the power to affect the outcomes.

At the managerial level, a sufficient amount of data can be aggregated within bonus periods to provide a fair assessment of performance. The immediate reporting that Customer Experience Management provides allows managers to view their performance against goals on a day-to-day basis so they can take action quickly. Over the course of the bonus period managers can compare stores, units or teams under their span of control and target their improvement efforts appropriately.

At the employee level, rewards need to be associated even more closely with day-to-day achievement. The emergence of on-line redemption sites now makes it possible to link performance data with incentives through a seamless electronic system. The same reporting tool that displays the results of customer feedback, monitoring and auditing can also display "points" earned, and allow employee to redeem those points for merchandise, cash or other relevant rewards. The return on investment in such systems tends to be high, as the behaviors and skills rewarded are directly aligned with customer retention, purchasing levels, word-of-mouth advertising and other profit-building activities.




“Inspect what you expect.”

- Brad Worthley