Written by Lisa Rottmann for Buljan & Partners Consulting
In this blog you’ll find ideas, support and references for exceeding your client’s expectations and consistently improving their experience. But what happens when customer experience theories fail? when the customer does not choose you? does not buy your products or services or simply doesn’t take them seriously? How can we exceed their expectations if they have a negative predisposition towards us and, due the pressure, they’re just not themselves? Continue reading →
Written by Elisabete Zubiarrain for Buljan & Partners Consulting
A few weeks ago, I traveled with my family to three different cities in the United States, a leader in customer service. Although I realized that we still have a long way to go, I confirmed that the key element is people. Continue reading →
“A few months ago, I experienced a great jungle trek in the Northern of Laos. The agency I was trekking with was very professional, not only during the experience itself, but also at every stage of the “customer lifecycle”, from the follow-up on the first information provided to the customer satisfaction survey they provided after the trek. Yes, it seemed definitely possible to develop a customer relationship management in remote place like Northern Laos, with neither CRM systems nor good Internet connections… simply with a great team.
Coming back from the trek, I was amused (as the other Western participants) to see the following message on the counter of the agency:
“If you had a problem with your trip and want to talk about it. We ask that you follow some simple advice before discussing it with us: Continue reading →
Written by Kyriakos Katselis for Buljan & Partners Consulting
Nowadays, most of the companies around the world are focusing on Customer Centric Management and are presenting it to their employees, as a conceptual way of working in order to create added value that will result in a higher turnover. Employees, from their point of view, are trying to make the outmost in order to satisfy the company’s view, thus doing the outmost to meet their supervisor expectations towards the qualitative and quantitative targets, granting minor importance to the actual needs of the so called ‘external customer’.
But what is really Customer Centric Management? Is it a concept that companies and employees should have at the back of their mind and bring it on the surface every time there is a related subject or every time there is a customer complaint? Or should it be the company’s non-negotiable term ofconducting businessand behaviortowards the internal and external customers?