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.

1631 Articles match "customers","Examples"

The Latest from Informal Learning Flow MORE
Google Apps Offers Migration for Microsoft Exchange
Through Google Apps, a customer enters their Microsoft Exchange user name and what it calls "two-legged OAuth," consisting of a consumer user key and a consumer "secret". For example, an IT administrator may upload email addresses and contact data but not the calendar. Google Apps is offering migration for Microsoft Exchange. The service is free with Google Apps Premiere or Google Apps Education.
ReadWriteWeb - Wednesday, March 17, 2010
READ MORE
Making Strategy Simple
Here's one simple study: At a grocery store, there was a table where customers could sample 24 different kinds of jams. Trust me, they're a lot worse than choosing between strawberry jam and boysenberry: You've got tradeoffs between serving customers and minimizing costs. If you're intrigued by this discussion, go to our home Web site--I've included a lot of other resources you can check out, including more examples of simple strategies. How do you talk about your business's strategy so that your employees get get it?
Fast Company - Wednesday, March 17, 2010
READ MORE
Three Models of Knowledge Production
Harold Jarche weighs in with a much improved version of the model describing personal knowledge management, which now has these as intermediate stages between gathering and distributing: - Filtering (separating signal from noise, based on some criteria) - Validation (ensuring that information is reliable, current or supported by research) - Synthesis (describing patterns, trends or flows in large amounts of information) - Presentation (making information understandable through visualization or logical presentation) Customization (describing information in context) That said, while this
Half an Hour - 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. The most obvious example are IT systems — ERP, accounting, CRM, and the like. Touchpoints: The liminal spaces where engagement with customers occurs. Systems: Companies have core systems that serve as the foundation for their efforts. 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
  • 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
  • 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
  • Customer Experience is Not about Coffee
    It was in trying to execute this process that I came across this striking example of what I suspect is someone's sincere attempt to improve the customer experience — gone very bad. The two individuals who normally sit in the enclosed offices in the back of the bank — the ones who have always helped me send wire transfers in the past — have now been reassigned to stand in the middle of the bank and chat with customers as they come in. I have been trying to send a wire transfer for over a week now. In the process, I've been asked dozens of times how my
    HarvardBusiness.org - Tuesday, August 4, 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. When the economy starts recovering, they beef up investments in customer service to win back customers. Offshoring this service cut costs, but at the price of customer loyalty. During a downturn, performing this balancing act becomes both more difficult and more critical to achieve. Many companies don't even try.
    HarvardBusiness.org - Tuesday, March 17, 2009
    READ MORE
  • Customer Experience Is an Investment, Not a Cost
    Earlier, I wrote about how "It's Not Who Your Customers Are, It's How They Behave." Demographics aren't interesting in and of themselves — businesses benefit from their customers' (trans)actions. Shaping the customer experience influences behavior, which requires us to turn our attention to design. Knowing that someone is 31 years old and lives in a certain area isn't as interesting as understanding what gets them to buy a product or join a service or use a feature. The typical understanding of design is that it's about aesthetics, styling, or form.
    HarvardBusiness.org - Tuesday, May 19, 2009
    READ MORE
  • Learning From Craigslist: Who Are Mass Media's True Customers?
    The real customer experience lesson though, can be found in a follow-on blog post written by the story's author, Gary Wolf. And this speaks to the fundamental issue facing the mass media today — it doesn't know who its customer is. If you don't work in mass media, you might be forgiven if you think that you — the reader, the watcher, the audience member — are the customer. The cover story of the most recent issue of Wired addresses how Craigslist rose to dominate classified listings , in spite of (or perhaps because of) how little it has changed, and the quirkiness of the business.
    HarvardBusiness.org - Friday, September 4, 2009
    READ MORE
  • Four Customer Experience Lessons from Target's ClearRx
    Among my favorite examples of great customer experience is Target's ClearRx pharmacy system . I've seen numerous attempts at customer experience improvement fail because of a company's unwillingness to dig in and really do what it takes to deliver. Another reason, essential for successful customer experience delivery, was... Introduced 4 years ago, it provided a radical departure from the standard design of pill bottles, setting Target apart from their competition. ClearRx sports an excellent design, with clear typography, smart color coding, and flat surfaces
    HarvardBusiness.org - Monday, June 1, 2009
    READ MORE
  • The Three-Minute Rule
    At our venture capital firm, Cue Ball , we are pretty maniacal about understanding customers. We encourage our portfolio company CEOs to dive deep — very deep — and learn about their customers along every possible dimension. My Partner, Dick Harrington, and developed a customer-driven approach and capability set that we put in place at Thomson which ultimately was a key driver of the company's transformation into a global media and information powerhouse. We wrote about this in a 2008 HBR article, Transforming Strategy One Customer at a Time . While
    HarvardBusiness.org - Friday, January 22, 2010
    READ MORE
  • The Social Data Revolution(s)
    As a result, people have elevated their expectations for good, healthy customer relationships and exchanges. With the advent of the web, firms pondered whether it might be worth saving the vast amounts of data that customers were generating through their clicks and searches. Back then, customers had no choice but to share their intentions with firms. In 2009, more data will be generated by individuals than in the entire history of mankind through 2008. Information overload is more serious than ever.
    HarvardBusiness.org - Wednesday, May 20, 2009
    READ MORE