Leverage Customers as the Chief Customer Officer (CCO) While Increasing Customer Diversity and Inclusion
May 25, 2021 Leave a comment
How & why top companies are inverting their organization charts and putting their own customers in charge of customer operations while increasing Customer Diversity & Inclusion (D&I).
How and why this practice also leads to the following ratings:
1) Higher NPS,
2) Increased customer loyalty,
3) Increased customer satisfaction levels & CSAT,
4) Growth in customer zealots that virally promote your brands and company,
5) Increased customer diversity and inclusion (D&I).
The top 10 things you will learn by reading this blog:
1) The spectrum of customer first cultures – find out where you stand on this spectrum.
2) The trends in developing customer insights and customer feedback via customer inclusionary programs and customer onramps.
3) How customer onramps support customer diversity and inclusion (i.e., customer D&I programs).
4) Customer Experience metrics from real companies who have developed and deployed these customer onramps.
5) Creative win-wins to make your customer experience more fun, engaging, educational, rewarding, and inclusive.
6) Innovations in creating customer communities that increase brand loyalty, customer referrals.
7) Market leading companies and their case studies in leveraging customers as the Chief Customer Officer (CCO).
8) The customer organization Inversion and customer empowerment of the future.
9) Quick & easy wins in getting started in the customer inversion that will create customer zealots and a customer experience 2nd to none.
10) The top 10 things you should immediately consider implementing to increase Customer Satisfaction (CSAT) levels, NPS and customer loyalty rates by double digits.
A) The Customer Organizational Inversion-Revolution:
There is an organizational customer inversion-revolution going on and it will only accelerate in the future. What this revolution entails is a complete inversion of the customer decision making structure for companies, one where the customers (vs. the company) are in charge, leading the design of customer strategy and future customer programs. I call it the customer inversion revolution. This inversion looks something like the chart below. We will detail this customer organization inversion-revolution in following sections of this blog.
FROM:
Traditional Customer Service Organization
TO:
Customer Service Organization Inversion-Revolution
Key to implementing this customer organizational inversion-revolution is the development of customer inclusionary “on ramps” (shown in the green symbol above) that allows customers to participate and join the company team as brand partners, advocates, insights experts, advisors, etc. We will cover this more in depth in following sections but hence forward, customer on ramps will be designated by this symbol below:
Customer Inclusionary Onramp
These onramps detailed in the following blog increase customer inclusion by their very nature of creating an array of customer chosen methods for these customers to contribute to and participate in the company’s success. The enhanced diversity is derived from tapping into and leveraging the diverse set of perspectives and needs from existing customers that represent a cross-section of different cultures, races, genders, ages, political views, national origins and religions, etc. so that the best product and/or services are engaged in the marketplace.
Many companies have omitted these onramps in the vetting of new products, services, marketing campaigns, etc. and have ended up offending and alienating their own customers and potential prospects. A great web article points to how companies have fielded expensive and disastrous marketing campaigns and ads in the past only to have to quickly pull them from the market. These campaigns/ads are often a result of corporate myopathy and not taking into account a multitude of diverse perspectives enabled by an array of customer D&I onramps: “7 of the most controversial ads of our time” https://www.thedrum.com/news/2019/04/08/7-the-most-controversial-ads-our-time. A major West Coast bank vets all of it marketing concepts through a customer insights group (covered below) before ever releasing the ad and/or campaign into the market. Only after the CIG group (onramp) has weighed in and provided their approval and feedback will this bank to go market with their marketing concepts.
Bottom line, these onramps enable your customers to become brand and company partners/advocates who, through time and continued onramp participation, develop an ever increasing vested interest in the brand(s) and company success.
To be receptive to this change and to get onboard with customer leaders who are in the process of putting customers in charge and implementing the customer organizational inversion-revolution, you must first have a foundational customer centric culture. Companies that are implementing this customer centric change and building customer brand partners include Apple, Southwest Airlines, Ritz Carlton, Amazon, Marriott, Bank of America, Wells Fargo, etc. Let us first explore what a customer centric culture is and the spectrum of companies on the customer centric continuum.
B) The Customer First, Customer Centric Culture
To begin with, almost every company claims to be customer centric, that their customers are their most important asset, customer satisfaction is a priority, etc. In practice I have found that there is a spectrum of truth to these public statements ranging from treating customers as a necessary commodity to the other end of the spectrum and treating customers as equal and respected partners and treating customers as a true extension of the company-employee team.
Referring to the chart below, we can see that spectrum of company cultures and their treatment of customers based on these different company customer cultures. To simplify this illustration, I have only included 3 types of companies as follows (along top of chart):
Customer Centric Company Spectrum
- “Customers are our most valuable asset”: Companies that truly value their customers and view them as an integral part of their team and company’s success. This type of company also maintains a true customer first culture, policies, standards, etc. (right side of chart, spectrum).
- “We Value our Best Customers”: Companies that only strive to cater to their most valuable customers since these customers benefit the company the most (middle of chart, spectrum).
- “Customers are a Necessary Commodity”: Companies that interact and ‘deal with’ customers when it benefits them (they pay lip service to slogan ‘customers are their most important asset’), left side of chart, spectrum.
On the left side of the above chart, we have a number of customer facing dimensions including the following:
1) “Customer Input”: How the company views and approaches soliciting customers for insights, input on new programs, detailed feedback (i.e., focus groups, crowdsourcing, etc.), etc.
2) “Customer Complaints”: How the company views and approaches the handling of customers complaints.
3) “Customer Inclusion, Partnership”: How the company approaches being customer inclusive by offering customers ways to partner with the company including online communities, customer co-blogging, customer spotlights, etc.
4) “Customer Engagement”: How the company approaches customer communication and creates a rewarding and engaging customer experience.
Companies located on the far-right side of the chart have the following belief that is not only a slogan, but embodied in the company culture, operations, practices, standards, rewards systems, etc.:
“Customers are our Most Valuable Asset”.
For the first customer dimension on the left side of the chart, “Customer Input”, a comment that I heard from a CEO with this type of culture is as follows:
“We make no (major) decisions (that will impact the customer) without the customer’s direct input”.
For the first customer dimension of “Customer Complaints”, a company CEO said the following,
“Customer complaints are a valuable insight and gift to help us improve, beat our competition”.
You can read the comments for each type of company aligned to each customer dimension. Bottom line, without a foundational customer first mindset, rewards and incentive system and culture, you will be impeded on implementing the effective customer inclusion program with many possible customer onramps detailed in the remainder of this blog.
C) Mainstream Customer Inclusionary Programs & Onramps:
As I mentioned before, once you have established a totally customer centric culture, the 2nd step is to build customer incremental onramps for the customer to become a brand partner and an integral part of the customer team. These onramps invite the customer to participate in a number of activities that will increase customer satisfaction (CSAT), loyalty, NPS, viral referrals, etc. Based on my experience, building these customer inclusionary onramps can net your company huge increases in key customer measures as follows:
1) NPS: +14 to 49
2) Customer Loyalty: + 4% to 36%
3) Customer Positive Sentiment: +12% to 71%
4) Customer Viral Referrals: +11% to 26%
Customer On-Ramp: Customer Advisory Board Program
1) Customer Advisory Board Program:
A Customer Advisory Board (CAB) is the composition of a group of trusted, and generally top customers, who meet on a regular basis (i.e., Quarterly) to advise the company on strategic direction such as the product and/or service roadmap and on upcoming major new programs. Customer advisory boards (a.k.a. trusted customer advisors) can also be a conduit to award top customers for their input, loyalty, spend, referrals, etc.
At a top US automotive company, we invited our top and most open/honest customers to these focus group and advisory events, paid their travel expenses, hosted a nice dinner reception and, at the end of the session, gave them an appreciation gift for their continued participation and loyalty. We also had Platinum private customer events for our top 1% spend customers which were meetings with the EVP and above for open-ended candid feedback & insights gathering discussions.
Customer On-Ramp: Customer Insights Group Program
2) Customer Insights Group Program:
A Customer Insights Group (CIG) is the composition of a wider cross-section of customers or specific customer segment(s) who meet on a regular basis (i.e., weekly, quarterly) to advise the company on new tactical programs, proposed sales campaigns, and marketing concepts, provide feedback on existing program effectiveness, provide customer experience insights based on their own actual experience, etc. Customer insights groups are usually on a voluntary enrollment basis and typically come with some sort of incentive to participate (i.e., participate and be entered in a drawing for a gift certificate).
A top 5 US bank uses these extensively and there is a directive from the CMO that no new marketing programs/materials/etc. will be fielded without first getting the input of this insights group. After implementing this program, marketing effectiveness increased by an overall 27% and the loyalty of the group increased by a whopping 38% as compared to non-CIG participants. When surveyed, 92% of CIG members indicated that they told 26+ about their positive perception of this bank CIG program (survey choices were 0-5, 6-10, 11-15, 16-25 or 26+).
Amazingly enough, 5,000 participants volunteer up to 8 hours of their time per week to participate with another 5,000 eagerly waiting in the wings for their term to participate (participation is limited to a 2-year term).
In addition, by tapping into a diverse customer set, the bank was able to avoid potential marketing disasters by stopping the fielding of proposed marketing materials that were deemed offensive and culturally insensitive by members of the customer insights group.
Customer On-Ramp: Customer Co-blogging & Co-Authoring Program
3) Customer Co-Blogging & Co-Author Program:
Customers telling their story (the voice of the customer) about their success in using your product/service and their customer experiences are 5-7x more credible than coming from the company. In addition, customer authors bring with them an entirely new audience sphere (their friends, connection, relatives, etc.) which will result in a dramatically increasing your website traffic, SEO, referrals, etc. Customers love the opportunity to be spotlighted and write their own story (with helpful company editing of course) when it comes to their experience interacting with the company. Co-blogging can also be about customer stories with a human-interest side to it vs. always being business oriented. Customer co-authored articles can be about topics such as how to gain the most value from the product/service, tips/tricks they have learned, the value they have gained from using same, etc.
We recently used this for a struggling newsletter program that had only penetrated 27% of our customer base. Six months after I implemented the co-blogging program, the newsletter distribution grew to 56% of our customer base and we experienced a simultaneous increase of 17% in new visitor web traffic.
Customer On-Ramp: Top Customer Appreciation & Recognition Program
4) Top Customer Appreciation & Recognition Program:
Remember the movie “Up in the Air” with George Clooney? He was a top traveler who strived to be in the 1% club in terms of air miles flown per year on a particular airline whereby, if he achieved this distinction, he would then be invited to an awards dinner with the CEO of the airline and be showered with a whole host of flying perks after achieving that level of spend/loyalty. Banks, hotels, brokerage firms, etc. all have an array of top customer loyalty rewards programs.
For the very top customers, there are more hands-on personal perks like a dedicated/private concierge assigned to customers like for the American Express Black credit card which can only be obtained by direct invite by American Express (i.e. not via request). A top US air conditioning company I used to work for had top distributorship recognition events for the distributors who sold the highest revenue generating air conditioning units. While focused internally for a company, many salespersons have benefitted from such top achievement loyalty programs by achieving the distinction as top salespersons for their companies and being rewarded with trips, cash, luxury items, cars, etc. as a thank you for their contributions.
Customer On-Ramp: Customer Product/Service Beta Group Program
5) Customer Product/Service Beta Group Program:
Before top companies like Microsoft and Apple ever release a new product into the market, they first try these new products with limited volunteer beta groups. They gather feedback from these beta test groups and then continuously improve the beta product before releasing the product to mitigate potentially disastrous consequences of releasing products with potential flaws that internal testing failed to consider via their test cases.
Customer On-Ramp: Customer Success Program
6) Customer Success (Spotlight) Program:
Does your company have successful customers using your product and/or service? Why not showcase or spotlight this success by detailing what they did, how they did it and the value they were able to derive from doing so? Challenge customers to submit their success stories for selection to spotlight in the newsletter, website, articles, FAQs, consideration for prizes for the top stories, etc. The more customers witness real customer successes, the more other customers will want to figure out how to acquire your product/service to emulate the success of other customers.
Customer On-Ramp: Ambassador Program
7) Customer Ambassador Program:
The Syracuse University (SU) admissions and student success programs received a big boost with the adoption of its Alumni ambassador program whereby successful alumni would volunteer to host regional recruiting events, student college send-off events, and answer questions from interested students in their area. Alumni ambassador groups increased the level of excitement and enthusiasm for new students and families while simultaneously decreasing the levels of anxiety and confusion among students and families.
The entire ecosystem of a customer first, customer inclusive company that has inverted the customer organizational structure and has built a comprehensive set of customer onramps to be able to put customers in charge of customer operations would look something like the following chart:
Customer Inclusionary & Participatory Programs, Onramps
D) Other Customer Inclusionary Programs & Onramps:
In addition to the more popular and mainstream customer inclusionary programs above, there are several other programs that I have encountered that were effective by increasing the levels or customer loyalty and creating many customer-brand zealots (those who actively and aggressively advocate for the brand/company).
Customer On-Ramp: Creative Council Program
1) Customer Creative Council Program:
Many customers have a wide range of creative talents outside of simply being a customer. A company with a large customer base tends to have customers who are very creative such as artists, craftspeople, etc. A large SaaS software firm I consulted for would solicit creative ideas for new campaign concepts from the creative group among their customer base (and sometimes from their employees) to get the best creative concepts as possible. Many times, customers would develop far more appealing creative concepts than their own dedicated creative talent working within the company. Why not source from the best of the best, including creative customers?! This would allow the company to harness this creativity while allowing creative customers to be spotlighted for their hidden talents and feel valued by the company.
Customer On-Ramp: Talent Showcase
Program
2) Customer Talent Showcase Program:
Beyond just being creative, a company with a large customer base typically includes customers who are also poets, book authors, those with interesting and varied professions such as paramedics, volunteer firefighters, food bank volunteers, world travelers, iron men or women, triathletes, extreme cyclists, paragliders, scuba divers, treasure hunters, etc. Many companies I have worked with have conducted customer showcases that highlight the interesting lives of their customer base beyond merely being a customer. These personal story showcases add a human-interest side to the customer base and tend to make customers feel more connected to and understood-appreciated by the company.
Customer Journey Customer Co-Mapping
3) Customer Involved Customer Journey Mapping & Continuous Improvement Program:
Are you planning on creating a customer journey map and want to know what the important steps and metrics are in that journey? Why not invite the customer to join in on these development sessions to provide the team with some insights, feedback, important items to consider? I have used this approach quite effectively and have developed far more qualitative customer journeys as a result. I used this approach to develop a brand new and innovative customer journey map I have labeled “The Quantifiable Customer Journey Map”. Refer to my previous blog article for insights here: https://bit.ly/3bvPRal
The Quantifiable Customer Journey Map
Bottom line, without the customer’s input, the high quality achieved in the final customer journey map would have been much more difficult and time consuming to achieve.
Customer Diversity & Inclusion Council
4) Customer Diversity & Inclusion Council:
A few companies I have worked with in the past have managed and conducted employee diversity councils whereby employees would provide their perspective on how the company can be more diverse, culturally sensitive, and overall inclusive.
A few companies have taken this further and included their own customers into the diversity council along with their employees. In this manner, the company ensures that it is considering the widest possible perspective on D&I and not falling victim to company group think.
Regardless of whether you include a formal customer diversity council, what all the above illustrated customer onramps do in essence is help build a company culture that supports customer diversity and inclusion (D&I) as follows:
1) Enables the assembling of a diverse set of perspectives, based on unique and diverse set of customer experiences, needs, etc.
2) Provides diverse feedback on potential new customer programs, marketing, etc. that might be perceived as offensive and discriminatory to certain customer groups.
3) Enables customers to showcase their diverse backgrounds, talents, interests, viewpoints.
4) Enables a voice of the customer cultivation that represents the full cross section of diverse customers.
5) Enables the delivery of the best of the best solutions by allowing feedback on proposed programs from a wide and diverse set of customers.
If your organization is seeking experienced assistance in creating these customer onramps and a more diverse and inclusive and customer first organization where customers are leveraged to assist the insights Chief Customer Officer (CCO) and are transitioned to full brand-partners/advocates/participants/etc., then give me a call or e-mail me at 518-339-5857 or stevenjeffes@gmail.com. I am also a Certified CultureTalk (https://culturetalk.com/) consultant that can help you develop and/or improve a customer-oriented, customer first culture.
Steven Jeffes, Certified CultureTalk Consultant
Lastly, this is just one article of over 50 articles I have written on customer strategy, customer experience, CRM, sales excellence, marketing, product management, competitive intelligence, corporate innovation, change management – all of which I have significant experience in delivering for numerous Fortune 500 companies. In fact, my blog is now followed by nearly 107,000 world-wide and was just named one of the top 100 CRM blogs on the planet by Feedspot, alongside Salesforce.com, Infor, Microsoft, SAS, etc. – Reference this informative site here: https://blog.feedspot.com/crm_blogs/ .
Achieving Market Leadership by Effectively Managing Customer Loyalty and Advocacy
September 11, 2015 1 Comment
To find out the answer to these questions, read the rest of this informative blog article below.
Customer Loyalty & Advocacy
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Your customer base is almost always represented by the above spectrum of customers. What varies from business to business is the percentage in each segment group. The more well managed your business, the more skewed to the right your customers tend to be. Therefore a business must develop strategies to migrate customers continually from the left to the right from segment group to segment group in increasing numbers. The rest of this blog is dedicated to sharing best practices on how to migrate more of your customers to the right of the spectrum.
Customer Loyalty and Advocacy Framework
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For any company to achieve world-class status, one must carefully map out a customer loyalty and advocacy framework including the following component steps from the chart above:
Customer Loyalty & Advocacy Framework Segments
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The above customer loyalty & advocacy framework includes the following segments:
A formal social and company/brand listening and tracking program is a best practice on how to identify which of your customers exist in each of the above segments (see my previous blog entry on the topic of Social listening programs).
Customer Dissenters & Defectors
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From this graphic above, we can see clearly that the strategy should be as follows:
Unless the individuals in these segments are high value or high profitability customers, then you would want to minimize the financial rewards to these customer satisfaction segments.
In addition and based on my research and experience, you are wasting your marketing and sales $$ spend to these two segments as they are much more unlikely to respond to any marketing offers due to being so currently dissatisfied with the company and brands (think about it – why would they trust you and buy more of the same when their initial experiences were so terrible?).
Customer Neutrals & Supporters
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From this graphic above, we can see clearly that the strategy should be as follows:
Customers in these segments should be offered tiered financial rewards to incentivize them to want to contribute at even higher levels to brand value and to remain even more loyal to the company and its brands.
Customer Advocates & Super Advocates
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From this graphic above, we can see clearly that the strategy should be as follows:
Customer Loyalty & Advocacy Cross-Segment Best Practices
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The graphic above highlights just a few of the cross-segment customer loyalty & advocacy best practices I recommend that companies continually practice to migrate customers from the negative segments that hurt the company’s brand value (dissenters, defectors) to positive segments (advocates and super advocates) that adds incredible value to a company’s brand.
Here are the brands for which I am a Dissenter, Defector, Neutralist, Advocate and Super-Advocate for based on my own personal experience and opinions:
Companies For Which I am a Dissenter
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Sears
Sears – I received abject customer service back in the late 1980’s and don’t want anything to do with the retailer ever again. I have tried to give them a second chance and continue to have an unsatisfactory experience. I pledge to never set foot in a Sears store again.
Target
Target – I interviewed for a senior management position at Target a several years ago was treated so poorly that even the HR manager at the time said the treatment of me was ‘questionable’. She then shared with me that she asked upper management “are we really trying to hire the best candidate here?” before she left the company. I vowed to never shop in Target again and have held true to my word.
Empire Carpet Today
Empire Carpet – We had several issues with our carpet installation and follow up customer service. They are very disorganized, non-customer friendly and do not seem to keep with the volume of sales that they generate. I will never use this company ever again. We steer people away from this company if asked.
2) Companies and Brands I am likely to Defect from or have defected from and tell everybody about why I am about to leave (or have left) these company & brands:
Companies for which I am a (potential) Defector
Bank of America
Bank of America – Closed many of the local branches where I live and the abundance of local branches was the reason I opened an account with BOA in the first place. The remaining branches are now crowded and not staffed adequately. This tells me they care more about the bottom line than customer satisfaction.
Marriott
Marriott – In my opinion Marriott has lost its way. I used to be a Platinum member at Marriott for many years. Their properties since that time have become worn as compared to their competitors and they seem to not listen well to their customers. An example of this myopia is when they converted the Courtyards to the Bistro concept. Every customer I speak to was disappointed by this change but they went ahead and did it anyway (presumably to save $$ on operations costs).
Frigidaire/Electrolux
Frigidaire/Electrolux – Our dehumidifier stopped working after only 1 year. We have been trying to get a credit from them for six months with no end in sight. The return process is the most customer unfriendly I have ever encountered with no possibility of human interaction. We have been without a dehumidifier for an entire year due to their poor customer service process.
3) Companies and Brands I am Neutral about and don’t really have much to say about them:
Samsung, Sony, Direct TV, Time Warner Cable, Panasonic, Cuisinart, Hunter Fans, Home Depot, Lowes, Macy’s, Sunoco, US Air, Delta, Tractor Supply, Wal-Mart, McDonalds, Burger King, Chili’s, Pizzeria Uno, American Airlines, Holiday Inn and many more. This category contains the most number of brands due to the distribution across segment group being shaped like a bell curve
4) Companies and Brands I am an Advocate of and share positive stories with anybody who is willing to listen:
American Express
American Express – I have worked with American Express as a consultant on several different strategic projects. They are an extremely well run organization with some very smart people running the company. I have also been a Platinum card member for many years. They provide excellent customer service and their fee structure is the only thing keeping me from being a super-advocate. I tell everyone I meet I consider American Express a world-class company.
Southwest Airlines
Southwest Airlines – Southwest is just a great airline and makes the flying experience pleasurable. They are almost always on-time, the employees are friendly (some even humorous) and they try to be reasonable to their customers at every turn. I used to hate Southwest and am now a Southwest lover/advocate.
Hilton Hotels
Hilton Hotels – Did you guess what hotel I become more loyal to after minimizing my Marriott loyalty? Guess no further. Hilton has been on a roll creating new and invigorating hotels and I am now an advocate/loyalist and stay at Hilton Hotels whenever possible.
Dooney & Bourke
Dooney & Burke – Dooney & Bourke creates high quality, classic and trendy handbags and accessories that last over long periods of time even with heavy usage. Styles and collections are priced to reflect the consistent durability and attractiveness of this brand. If something goes wrong with their products, they stand behind them through high quality customer service.
5) Companies and Brands I am a Super – Advocate of and go out of my way to tell everyone how wonderful my experience has been with dealing with these companies:
Companies For Which I am a Super-Advocate
Cox Automotive
Cox Automotive – Cox Automotive has a great company culture consisting of many top automotive brands that includes Kelly Blue Book, Autotrader, Manheim, NextGear, DealSheild to name a few. The company is one of the best places I have ever worked and includes an employee first culture that they actually adhere to and practice. The company is run by a world-class CEO named Sandy Schwartz that has a great vision for the company’s future and is very visible in his support for the employee oriented culture.
Toyota
Toyota – My family has owned Toyota vehicles for many years. Toyotas are extremely reliable automobiles. I have a Tundra with 132,000 miles on it and have had zero major issues with it. I have such an affinity with my Tundra I have a hard time thinking about trading it in for another vehicle even though it would most definitely be another Toyota.
Ritz Carlton
Ritz-Carlton – I love staying at Ritz-Carlton since the experience each and every time is truly memorable. I also worked as a consultant for Ritz-Carlton to help design the perfect customer experience for guests. Ritz Carlton’s goal is to create an experience to remember and smile about and they live up to this promise every time.
The amazing (or sad) part about my sentiment rankings of the above companies is that, despite spending millions ($$$) on analytic systems and databases, I am willing to bet that very few, if any, actually were knowledgeable about my sentiment toward their brands prior to my writing this article.
This relates directly to a previous blog entry I developed on why CRM (Customer Relationship Management based on historical analytic insights) is dead and a new CRRM model is now a best practice. In this article I point out how world-class companies now query their customers how they feel about the company and brands on a periodic basis. Like me, many customers would be more than willing to share their sentiment and how they are feeling towards the company and their associated brands. Bottom Line: Analytic models provide minimal understand of true customer sentiment when it is primarily focused on historical purchases, spend, etc.
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Filed under CRM, Customer Profitability, Marketing Tagged with abject customer service, American Express, Bank of America, best customer satisfaction management programs, best customer sentiment management programs, bottom tier customers, brand affinity, brand champions, brand detractors, brand identity, brand image, brand images, brand passionate, brand supporters, brand word cloud, brand zealots, companies with crappy customer service, companies with great customer service, companies with poor customer service, company champions, company passionate, company public image, company reputation, company word clouds, company zealots, Cox Automotive, cross-sell products, cross-sell services, customer advisory boards, customer advocacy, customer advocacy best practices, customer advocacy councils, customer advocacy management programs, customer advocate, customer advocate programs, customer advocates, customer awards ceremonies, customer brand identity, customer communications programs, customer councils, Customer cross-segment best practices and processes, Customer Defection Prevention, customer defectors, customer destroyers, customer dissenters, customer engagement levels, customer engagement scores, customer financial rewards, Customer focus groups, customer lifetime value, customer lifetime value and customer satisfaction, customer loyalist, Customer Loyalty, Customer Loyalty Best Practices, customer loyalty programs, customer management cost containment, customer management costs, Customer Management Programs, customer management strategies, customer negative buzz, customer neutral, customer participation rates, customer positive buss, customer recognition, customer recognition programs, customer referral network, customer referrals, customer rewards, customer rewards programs, customer roundtables, customer satisfaction brand management, customer satisfaction improvement, customer satisfaction improvement programs, customer satisfaction levels, customer satisfaction ratings, customer satisfaction segments, customer satisfaction word cloud, customer segment definitions, customer segment management, customer segment migration, customer segment strategies, customer segment strategy, customer sentiment brand management, customer sentiment segments, customer sentiment trends, customer sentiment word cloud, customer service continuum, customer service cost reduction, customer service from hell, customer service levels ratings, customer service nightmare stories, customer service spectrum, customer spend and satisfaction, customer supporters, customer top advocates, Customer Value, customer win-back, customers from hell, dealing with angry customers, dealing with irate customers, dealing with unhappy customers, destroy brand image, destroy company image, destroying brand image, Dooney & Bourke, efficient customer service, electrolux, Empire Carpet, Empire Today, firing customers, Frigidaire, great customer service, happy customers, high profitability customers, high value customers, Hilton Hotels, impact from great customer service, impact of poor customer service, impacting brand image, increase customer value, irate customers, irrational customers, isolating angry customers, low value customers, lowest profitability customers, marketing and customer satisfaction, Marriott, mid-tier customers, most loyal customers, negative brand comments, negative brand sentiment, negative company comments, negative customer sentiment, net promoter score, net promoters, neutral brand sentiment, neutral customer sentiment, nightmare customer, nightmare customer service, poor customer service, positive brand comments, positive brand sentiment, positive company comments, positive customer sentiment, Ritz Carlton, Sears, Southwest Airlines, Steven Jeffes, target, top customer advocate, top tier customers, Toyota, tracking customer satisfaction, unhappy customers, up-sell products, up-sell services, valuable customer segments, word of mouth negative comments, word of mouth positive comments, world-class customer satisfaction management programs, world-class customer sentiment management programs