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Articles by Kevin Neher
Six customer experience pitfalls to avoid
Key takeaways For companies to thrive, delivering best-in-class customer experiences is becoming increasingly important. Cultivating a culture of customer-centricity is a critical component, which calls for targeted efforts to build employee capabilities across the organization.
Rebooting customer experience to bring back the magic of travel
In the 2020 report, “The travel industry turned upside down,” McKinsey & Company partnered with Skift Research to document the unprecedented impact that COVID-19 had on the travel sector. 1 One year later, we find that the travel sector is bouncing back—yet recovery still has a long way to go. Although 2021 performance has improved considerably, the Skift Recovery Index shows it is still 35 percent below pre-pandemic levels globally.
Rebooting customer experience to bring back the magic of travel
The COVID-19 pandemic upended life as we know it, and devastated the travel industry globally. As travel volumes are returning in many parts of the world, customer experience is emerging as the challenge of the recovery. In the 2020 report, “The travel industry turned upside down,” McKinsey & Company partnered with Skift Research to document the unprecedented impact that COVID-19 had on the travel sector.
How to boost growth in industrial services: Better customer experience
Customer experience is increasingly critical for industrial-services businesses—and the bar is rising. Here’s how to exceed it. Service businesses have long been an effective way for industrial OEMs to build closer, more enduring relationships with customers. Once generated, these bonds can produce value throughout a product’s life cycle, turning services into a robust revenue stream. But creating and maintaining these relationships has never been easy. Now it’s getting harder.
Cómo estimular el crecimiento en servicios industriales: Mejorar la experiencia del cliente
La experiencia del cliente se ha convertido en un factor crítico para las compañías de servicios industriales, y la vara está cada vez más alta. Aquí les contamos como superarla. Las ofertas de servicios han sido por largo tiempo un recurso efectivo de los fabricantes de equipos originales (OEMs) para construir relaciones más cercanas y duraderas con sus clientes.
Como impulsionar o crescimento em serviços industriais: aprimorar a experiência do cliente
A experiência do cliente está se tornando cada vez mais crítica para as empresas de serviços industriais – e a barra está cada vez mais alta. Saiba como superá-la neste artigo. Há muito que as empresas de serviços têm sido um meio eficaz para os fabricantes de equipamentos originais (OEMs, na sigla em inglês) industriais desenvolverem relacionamentos mais próximos e duradouros com os clientes.
New Stars ratings for Medicare Advantage prioritize customer experiences
Although customer experience measures have been a component of Stars ratings for years, health plans have not been as successful in improving their customer experience compared to other industries. When the Centers for Medicare & Medicaid Services (CMS) changed the methodology for calculating Medicare Advantage (MA) quality scores in May 2020, it meant customer-experience-related metrics would determine 57 percent of overall Stars ratings (up 25 percentage points) by 2023.
Scaling online education: Five lessons for colleges
As the COVID-19 pandemic surges across the United States, colleges have been forced to adjust their plans almost daily. As of late August 2020, just one-fifth of colleges in the United States were planning to return to campus fully or primarily in-person, 1 with the balance either undecided or planning for hybrid, online, or other remote teaching models. Already, several colleges have had to rapidly shift to 100 percent remote instruction following local COVID-19 outbreaks.
New Stars ratings for Medicare Advantage prioritize customer experiences
When the Centers for Medicare & Medicaid Services (CMS) changed the methodology for calculating Medicare Advantage (MA) quality scores in May 2020, it meant customer-experience-related metrics would determine 57 percent of overall Stars ratings (up 25 percentage points) by 2023. 1 MA plans have long been accountable for quality performance, with roughly $15.1 billion in Stars-linked incentives creating a performance imperative.
An interview with Patricia Cogswell of the US Transportation Security Administration
Our society faces challenges today that are in many ways unparalleled. As global travel has increased, so too has the risk of terrorist and criminal threats. Roughly four billion people travel every day, yet global capacity and resources to combat terrorist and other threats to travelers remain limited. As new and advanced technologies evolve, our choices and our approaches must change. Managers and leaders in this field require a broad perspective and a comprehensive worldview.
Why your call center is only getting noisier
Investing in digital solutions to reduce call volumes and costs may not pay off if customer experience isn’t central to the effort. Across the customer-care sector today, less means more. Driven by a desire to reduce costs through operational efficiencies and provide a better customer experience to an increasingly digital customer base, executives are making reduction of volumes into call centers a key strategic goal.
Por que o seu call center só fica mais barulhento
Investir em soluções digitais para diminuir os custos e o volume de chamadas pode não compensar se o esforço não estiver centrado na experiência do cliente. Hoje em dia, em todo o setor de atendimento ao cliente, menos significa mais.
Por qué su call center es cada vez más ruidoso
Invertir en soluciones digitales para reducir los costos y el volumen de llamadas puede no ser redituable si no se prioriza la experiencia del cliente. En el sector de atención a clientes actualmente menos significa más.
Why your call center is only getting noisier
Investing in digital solutions to reduce call volumes and costs may not pay off if customer experience isn’t central to the effort. Across the customer-care sector today, less means more. Driven by a desire to reduce costs through operational efficiencies and provide a better customer experience to an increasingly digital customer base, executives are making reduction of volumes into call centers a key strategic goal.
Por qué su call center es cada vez más ruidoso
Invertir en soluciones digitales para reducir los costos y el volumen de llamadas puede no ser redituable si no se prioriza la experiencia del cliente. En el sector de atención a clientes, actualmente menos significa más.
Four ways to shape customer-experience measurement for impact
Too many companies are themselves unhappy customers when it comes to building measurement systems. Here’s how to make better investments. “What gets measured gets done,” the old saying goes.
Avoiding the seven deadly sins of customer-experience transformations
Efforts to improve the customer experience can deliver tremendous value, but temptations that can undo good intentions lurk in any change program. Resist seven common missteps. Many businesses are coming to understand that, increasingly, how an organization delivers for its customers is as important as what product or service it provides. But for companies looking to make the customer experience a strategic priority, adopting a customer-centric mind-set can be a struggle.
Cómo evitar los 7 “pecados capitales” en las transformaciones de la experiencia del cliente
Los esfuerzos por mejorar la experiencia del cliente pueden generar enorme valor, pero existen numerosas tentaciones al acecho capaces de opacar las buenas intenciones. Describiremos los siete pasos en falso más comunes a evitar. Muchas compañías están comenzando a darse cuenta de que, cada vez más, la forma en que una organización satisface las necesidades de sus clientes es tan o más importante que el propio producto o servicio ofrecido.
Avoiding the seven deadly sins of customer-experience transformations
Efforts to improve the customer experience can deliver tremendous value, but temptations that can undo good intentions lurk in any change program. Resist seven common missteps. Many businesses are coming to understand that, increasingly, how an organization delivers for its customers is as important as what product or service it provides. But for companies looking to make the customer experience a strategic priority, adopting a customer-centric mind-set can be a struggle.
Cómo evitar los 7 “pecados capitales” en las transformaciones de la experiencia del cliente
Los esfuerzos por mejorar la experiencia del cliente pueden generar enorme valor, pero existen numerosas tentaciones al acecho capaces de opacar las buenas intenciones. Describiremos los siete pasos en falso más comunes a evitar. Muchas compañías están comenzando a darse cuenta de que, cada vez más, la forma en que una organización satisface las necesidades de sus clientes es tan o más importante que el propio producto o servicio ofrecido.
Como evitar os sete pecados capitais ao transformar a experiência do consumidor
Como evitar os sete pecados capitais ao transformar a experiência do consumidor Esforços para melhorar a experiência do consumidor podem gerar muito valor, mas há tentações que podem desfazer as boas intenções e criar ameaças a todos os programas de mudança. É preciso resistir aos sete erros mais comuns. Muitos negócios estão começando a entender que, cada vez mais, a forma pela qual uma empresa atende seus consumidores é tão importante quanto o produto ou o serviço que ela efetivamente fornece.
Improving the customer experience to achieve government-agency goals
The benefits of a customer-centric strategy aren’t limited to private-sector businesses. Government agencies at every level can gain by putting the needs and wants of citizens first. Across the business landscape, savvy executives are increasingly asking the same question: What do my customers want? They are coming to realize that, whatever they offer, they are in the customer-experience business.
Are you really listening to what your customers are saying?
Customer-experience metrics have proliferated over the past decade, and chances are that your business relies heavily on one or more of them. But many companies struggle with metrics. For some, the problem is a disconnect between the metric and business performance; for others, it’s a loss of confidence among frontline workers when the metrics don’t seem to explain big swings in customer satisfaction.
Are you really listening to what your customers are saying?
Too many companies squander the treasure that is customer feedback. The solution is systematically measuring the customer’s voice and integrating it into a culture of continuous feedback. Customer-experience metrics have proliferated over the past decade, and chances are that your business relies heavily on one or more of them. But many companies struggle with metrics.
Você está realmente ouvindo o que os clientes estão dizendo?
A solução é medir sistematicamente a voz do cliente e integrá-la a uma cultura de feedback contínuo. Customer-experience metrics have proliferated over the past decade, and chances are that your business relies heavily on one or more of them. But many companies struggle with metrics.
From touchpoints to journeys: Seeing the world as customers do
When most companies focus on customer experience they think about touchpoints—the individual transactions through which customers interact with parts of the business and its offerings. This is logical. It reflects organization and accountability, and is relatively easy to build into operations. Companies try to ensure that customers will be happy with the interaction when they connect with their product, customer service, sales staff, or marketing materials.
De pontos de contato para jornada do consumidor: ver o mundo como o cliente vê
Para maximizar a satisfação do cliente, empresas desviam a ênfase dos pontos de contato para o processo em si. When most companies focus on customer experience they think about touchpoints—the individual transactions through which customers interact with parts of the business and its offerings. This is logical. It reflects organization and accountability, and is relatively easy to build into operations.
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