Customers may not be singing the lyrics but they ask this question every time they do business with a company. And companies need to be asking the same question of their customers. Will they stay or will they go?
Measure Customer Delight, Not Satisfaction
Loyal customers are the foundation of profitable growth. Without them, companies are left to focus their time, money and other resources on fishing for new customers. But how do you know if your customers will stay? You can always ask them, but it’s unlikely you will get an honest response—at least one that is believable enough to use for forecasting revenue.
WOBI contributing editor Forrest Jones caught up with Trish Gorman before WOBI on Innovation for a quick Q&A session prior to her presentation at the forum on June 4-5.
1. --Disruption requires not just desire, but specific configurations of traits, behaviors and attitudes. What are those traits and how does a company instill them?
Though no single configuration of traits defines a disruptor, disruptor individuals do frequently have certain clusters of traits. Curiosity and passion, for example, are two common ones—even though not all curious and passionate people are disruptors. A company can promote the combinations of traits and behaviors it desires through a combination of modelling desired attitudes, hiring for certain traits, and creating incentives for expressing disruptive behaviors in productive ways.
Have you ever worked hard to roll out a new strategy or vision just to have your people completely misinterpret it? Then they start negative rumors about your plans? And then you struggle to correct their misinformation?
For example, say you're launching a new technology strategy and word gets around that this new technology will cause layoffs. Now, the truth is that your strategy will actually create jobs, but no matter how many times you correct the misinformation, people still don't feel comfortable with your strategy.