Access the newest insights, research papers and best practices by reading and learning from our Customer Service research documents and articles.
by John Rooney
Automatic Data Processing (ADP), a Fortune 200 company and a leading provider of human capital management solutions, recently underwent a successful cultural transformation that focused on building a culture of service excellence with the help of AchieveGlobal.
by Sharon Daniels
In its efforts to create a company-wide initiative to improve customer service, Greyhound Lines recently used AchieveGlobal’s Engagement Approach to implement behavioral change and improve point-of-contact experiences between customers and employees.
by Sharon Daniels
What can retailers put in place to ensure that enthusiastic consumers head in the direction of their retail stores? AchieveGlobal recently conducted extensive research in this area, and the findings are summarized in our research report.
by Sharon Daniels
Which negative service interactions would impact your shopping experience to the point of never returning to that store? AchieveGlobal’s online poll reveals the result.
86% of consumers quit doing business with a company because of a bad customer experience, up from 59% 4 years ago.
by Keith Malo and Mark Marone, Ph.D.
Since the 1980s and 90s American consumers have been inundated with customer-focused slogans– “The Customer is King”, “The Customer Comes First”, “100% Satisfaction Guaranteed”–all the result of corporate America's promotion of newly defined “service-oriented cultures.”
by Todd Beck, AchieveGlobal
Basic service delivery isn’t enough to differentiate an organization in today’s competitive marketplace.
when a company truly recognizes that its strength comes from its customers, nothing less than stellar customer service performance is tolerated.
Some events exceed the power of speech to make them comprehensible. The tragic events of September 11, 2001, were life changing for many. People all over the world were forced to rethink their priorities and possibly even their values. Businesses all over the world were forced to rethink—and in some cases even reinvent—their strategies.
by D.L. Karl
Some events exceed the power of speech to make them comprehen - sible. The tragic events of Sept. 11, 2001, were life changing for many.
In our 80-plus years of combined work experience with public and private organizations, Achieve Global has seen an increasing emphasis on customer loyalty as a vital strategic priority and competitive necessity.
In today’s tough environment, what the customer feels — the unique, positive emotions engendered by a skilled and dedicated associate — spells the difference between loyalty and indifference.
by SANDY KEEHNER AND LINDA MORAN
It takes some doing for a government-supported organization to change its culture enough to wholeheartedly adopt a way of doing business that puts the customer first.
by Mark Marone PhD
In late 2010, AchieveGlobal conducted 13 in-depth interviews with leading customer service-focused organizations from the US, Europe, and Asia to uncover best practices and strategies for creating a successful customer experience.
by Bruce R. Hammond, Ph.D.
Opening the email, the customer service representative carefully reviewed the memo. He experienced immediate disappointment because the promotion he had requested was denied.
by DL Karl, Todd Beck, and Craig Perrin
In the 1950s, movies in “3-D” delighted viewers with the motion and depth of the natural world. While 3-D proved too inflexible for filmmaking of the day, later innovations revived its appeal, notably in large-format theaters and spectacular theme-park attractions.
“Think of a time when you or someone else provided outstanding or poor service to a customer.” That was the theme of recent interviews with some 500 people in 69 organizations as AchieveGlobal researchers gathered 2,100 verbal snapshots of customer service.
by Joyce A. Thompsen, Ph.D. and Todd Beck
Business culture has many nicknames and euphemisms for a change initiative that isn't well-supported, or doesn't address the core problem.
by CARYL BERREY, KATHLEEN MURRAY and DARLENE RUSS-EFT
Customer service enters the 21st century facing four tough business challenges. At first glance, they might seem mutually exclusive:
- The customer’s need for value balanced against the shareholder’s need for profit
- The customer’s need for special attention balanced against the manager’s need for productivity
- The organization’s need to appeal to more “profitable” customers balanced against its commitment to serve all customers
- The customer’s new demands balanced against the organization’s ability or willingness to meet those demands
by Todd Beck and Anne Smith
“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
by Bruce R. Hammond, Ph.D. and Todd Beck
We assume the decision processes we use to choose everything from a restaurant to the clothes we wear are based on good evidence and reliable data. The real fact is obvious: even executives with MBAs and years of experience make emotional decisions day in and day out.
Strategically managing each customer’s experience to create a positive memory is perhaps the most important ingredient in cultivating customer loyalty.