How Poor Technical Communication Hurts Business reveals that firms regularly increase their customer service and marketing costs by sending inept letters, emails, technical instructions, and other communications to their customers and employees. It shows how they can increase profit by making these communications more user-centric.
Banks, physicians, retailers, and many others routinely send poor instructional technical communications to their customers, resulting in high customer service costs, high return costs, high customer churn, and many related costs. These letters, emails, web pages, and other communications are produced by writers who show little insight into customers’ journeys that include the product or service.
The same problem occurs when firms communicate to their employees, and this results in employees’ anxiety and lost productivity (think about choosing your “benefits”) as well as HR staff time, IT staff time, management time, and employee dissatisfaction. It hurts the relationship that most employers try to develop with their employees.
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Nonprofits and experiential social media shares how nonprofits can improve their social media results and why I think experiential social media has an affinity for cause-focused organizations. This post was triggered by my insights from my recent research on nonprofits and cause-focused organizations. Although I’d served nonprofits throughout my consulting career, my focus was on commercial firms. While organizing Chicago Social Empowerment [Cohort One], I researched many nonprofits to distill the cohort’s categories, so I learned more about nonprofit operations and business models.
True love for customers reveals how nonprofit, commercial and government organizations of all sizes can create much stronger relationships and business by transforming how they relate to customers.
Why T-Mobile Needs a Chief Customer Officer shows how customers’ omni-channel interactions with enterprises demand profound integration of business processes, and how firms’ failure to “go all the way” in breaking down silos ultimately threatens business. Most firms don’t go far enough, including T-Mobile, and their silo-centric efforts fail to get the job done. To illustrate the point, I’ll share how T-Mobile alienates fans like me by not delivering what they promise.
Customer experience and experiential social media shows how you can succeed in transforming your customers’ experiences with your firm by adopting a refreshing and effective human approach. Transforming customer experience enables most firms to become more resilient and profitable.
Customer success and experiential social media identifies three pitfalls that too often prevent customer success initiatives from attaining their potential for improving customer experience. In case you’re not familiar with the customer success movement, I outline its origins and scope, so you can appreciate the pitfalls and avoid them.
Employee engagement and experiential social media shares my insights into one of the biggest challenges faced by business today—the employee engagement crisis, and how firms can change the game. Fewer than a quarter of employees are engaged, a slightly smaller quarter are “actively disengaged,” and the majority is blasé and punches the clock.
CSRA milestones reflects on my first ten years of experiential social media, seen through the eyes of clients I’ve served. I’ll share what I learned about what outcomes we got in each engagement as well as how it happened that I developed and pioneered experiential, which if a repeatable process for developing trust and profit at scale.
This Drive to Trust trailer offers a quick behind-the-scenes look into why I’m doing it. Drive to Trust is CSRA’s major initiative this year. We’re partnering with firms in all kinds of industries to show that trust-building in digital public achieves marketing goals much, much better than promotion. These daring organizations will learn how to change how they relate to people, and they’ll become much more competitive.