Informal Learning Flow is a content hub started by Jay Cross that collects and organizes the best information on the web around informal learning. We hope this will help you find good stuff, learn and stay current.

4063 Articles match "Company","customers"

The Latest from Informal Learning Flow MORE
'Breathe Social': The New Rules of Relationship Management
Despite the proverbial "the customer is always right," the relationship between the customer and the company has long been organized for the benefit of the latter. But the ability for companies to completely control this relationship has disappeared. Social CRM: The New Rules of Relationship Management , a report from the Altimeter Group released earlier this month, serves to The report offers a thorough framework with which companies can strategize their adoption of social CRM projects. Sponsor
ReadWriteWeb - Wednesday, March 17, 2010
READ MORE
The Death of the Pageview
Guest author Tim Trefren is one of the founders of Mixpanel, a real-time Web analytics service that helps companies understand how users interact with Web applications. He writes about analytics at the company blog . For startups that sell something, metrics like average revenue per user (ARPU) and customer lifetime value (CLV) are vastly more valuable than detailed pageview tracking. The Web has hit a point where tracking pageviews is useless for startups. There was a time when all you needed to succeed on the Internet were lots and lots of eyeballs, and the best
ReadWriteWeb - Wednesday, March 17, 2010
READ MORE
Groupon Makes A Big Hire, Rob Solomon Joins As President
Rob Solomon is joining as the company’s president. The company’s “growth is spectacular in revenues and users,” says Solomon, without going into more details (but the numbers are spectacular enough for him to move from sunny Silicon Valley to Chicago). The company operates in 45 markets, has made 2.5 Social commerce site Groupon is on fire. Everywhere I go, people are talking about it or trying to copy it .
TechCrunch - Wednesday, March 17, 2010
READ MORE
  • The Best from Informal Learning Flow MORE
  • A Framework for Building Customer Experiences
    In helping a client understand how to reframe their internal conversations to support delivering customer experiences, we shared with them the following framework that has helped our thinking. Systems: Companies have core systems that serve as the foundation for their efforts. Touchpoints: The liminal spaces where engagement with customers occurs. The most obvious example are IT systems — ERP, accounting, CRM, and the like. Perhaps less obvious, but in certain cases quite crucial, would be facilities — such as real estate, architecture, and infrastructure.
    HarvardBusiness.org - Thursday, June 11, 2009
    READ MORE
  • How to Extend Your Customer Experience Through Social Media
    How can social media augment, fill out, and improve the customer experience? Two companies who lead the way in using social media, Southwest Airlines and Zappos (disclosure: Zappos is a client of Adaptive Path ), empower their staff to engage with social media on the company's behalf. What allows them to be comfortable with this is that both companies have extremely particular hiring practices that ensure their employees embrace the company's values. I'm in Toronto this week on business. Arriving a few days early to play tourist, I tweeted for recommendations
    HarvardBusiness.org - Monday, August 24, 2009
    READ MORE
  • Design Your Customers' Decisions
    Many executives assume their customers are more rational than they really are. For example, most leaders believe in enhancing the options given to customers, but increased choice can actually freeze decision-making by overwhelming the shopper . Yet, many firms have such a deep case of rationality-itis that they continue to treat their customers as if they were designed by Adam Smith. There is a vital lesson buried in the August 19, 2009 Jet Blue announcement that they were suspending sales of the $599.00 "All You Can Jet" promotion they'd debuted only seven days before.
    HarvardBusiness.org - Wednesday, August 26, 2009
    READ MORE
  • Becoming a Customer Experience-Driven Business
    This isn't because of price -- most trips my company pays for, and in the past I'm sure I've spent a little extra to fly United for the miles. In Forrester Research's Customer Experience Index 2008 , Southwest is the only airline to rank in the top 25, whereas American, Delta, Northwest and, yes, United, sit in the bottom 25. Because customer experience is an organizational mindset. 2008 was the year I decided to no longer care about my frequent flyer miles on United. I've been Premier for about 5-6 years, and after finally reaching Premier Executive (having flown
    HarvardBusiness.org - Wednesday, February 4, 2009
    READ MORE
  • Want to Understand Your Customers? Go Pyscho.
    Customer research tends to be demographically-biased in its design. But it is time for us to go a little psycho on customers — psychographic, that is. So why is it that we so often look at detailed website usage or customer data along impersonal demographic dimensions like age and gender? Similarly, for customers to When it comes to purchasing behavior, it is obvious that personalities matter. While useful, those characteristics don't describe attitudinal trends which may be more important — and need to be a critical complement to other data.
    HarvardBusiness.org - Thursday, May 28, 2009
    READ MORE
  • The Real Secret of Thoroughly Excellent Companies
    am a customer for life. So he kept asking questions to different employee groups until he discovered that one of the dryers was broken and waiting for a custom part. Tags: Customers Leadership Organizational cultur At a well-known five-star hotel, I asked if I could extend my checkout time by two hours. I was told no; the hotel was full.
    HarvardBusiness.org - Wednesday, March 18, 2009
    READ MORE
  • Your Customers Lead a Multi-Channel Life
    Instead of burdening the customer with all the functionality, he shifted the difficult steps to his company. Considering Kodak's overwhelming success, it's shocking how few other companies followed suit. I've done a fair bit of work in financial services, and one of the recurrent themes in my customer research is that people channel-hop — they receive monthly statements in the mail, they call a call center to get certain kinds of information or ask a support question, When George Eastman invented roll film and created the Kodak camera , his most lasting innovation was not a technology, but a business model.
    HarvardBusiness.org - Friday, April 24, 2009
    READ MORE
  • Balancing Customer Service and Satisfaction
    Trimming customer service costs while boosting customer satisfaction — and hence loyalty — is challenging in the best of times. Many companies don't even try. When the economy starts recovering, they beef up investments in customer service to win back customers. During a downturn, performing this balancing act becomes both more difficult and more critical to achieve. They respond to straitened economic circumstances by cutting service costs and sacrificing service quality in a quest to hit short-term financial targets.
    HarvardBusiness.org - Tuesday, March 17, 2009
    READ MORE
  • The Best Way to Understand Your Customers
    million customers. Forrester's 2008 Customer Experience Index suggests a reason. Out of all the companies (from a range of industries), Sprint Nextel ranked 108 out of 114. It's in difficult economic times that customer experience matters most -- you don't want to make it even easier for your customers to walk away because they've been so frustrated working with you. Recently, Sprint Nextel announced that in Q4 2008 , they lost 1.3 It's tempting to blame the recession, but then how do you explain AT&T Wireless gaining 2.1
    HarvardBusiness.org - Friday, March 6, 2009
    READ MORE
  • It's Not Who Your Customers Are, It's How They Behave
    Businesses cannot exist without customers, so it's sadly ironic that many, if not most, businesses, actually understand so little about them . As a company grows, a smaller and smaller percentage of the staff interacts with the customers . Meanwhile, back at headquarters fundamental decisions are made with extremely limited information about customers. Wow. I'm humbled by the commentary from my first post .
    HarvardBusiness.org - Wednesday, February 11, 2009
    READ MORE