Futurelab

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ENGINEER, CAN YOU HEAR THE CUSTOMER HEARTBEAT?

Futurelab

#NoBullshitCX #20yearsFuturelab “Consumers should care. Check that.” Ever tried to convince engineers they are doing something wrong? When we advised a global electronics manufacturer on their innovation process, I thought their heads of R&D would bite my head off for even thinking of changing it. The company was, after all, known for their cutting-edge technologies devised through blue-sky research.

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WE KNOW WHAT OUR CUSTOMERS WANT

Futurelab

#NoBullshitCX #20yearsFuturelab “Don’t think. Ask!” Think you know your customers? Think again. When we started to work on a Voice of the Customer (VoC) programme for a large building materials producer, we arranged a kick-off workshop to develop the roll-out plan with a local team. Their sales manager confidently claimed: “We know what our customers want.

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INSIGHTS EVERYWHERE

Futurelab

#NoBullshitCX #20yearsFuturelab “Question (almost) everything.” Are you innovating “a faster horse”?A few years ago, I worked with the world leader in logistics supplies. They wanted to refresh their innovation process. Until then they typically interviewed all their customers once a year with a 200-question-long survey and held co-creation sessions with some of them.

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IT’S ALL ABOUT ACTION

Futurelab

#NoBullshitCX #20yearsFuturelab “Numbers don’t take decisions, leaders do.” One of our clients is very numbers oriented in their CX approach. Whenever we discuss their Voice of the Customer (VoC)results, they want to look at all possible cross-sections: by segment, by brand, by day of the week that their customers birthday falls on, you name it. I am obviously joking, but it represents what we often get at companies: the more numbers, the better.

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CUSTOMER LIFETIME VALUE

Futurelab

#NoBullshitCX #20yearsFuturelab “Unhappy customers cost you more than you think.” A customer is worth more than you think. In my previous column, I mentioned the surprisingly high lifetime value of individual customers–once you really get an understanding of the whole picture. The first time I realized was in the early 2000s, when we designed customer experience strategy for a Japanese luxury car brand.

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EACH NUMBER COUNTS

Futurelab

#NoBullshitCX #20yearsFuturelab “Don’t stick to the seemingly obvious.” Feedback is not about the averages. When I presented customer feedback to a global leader in steel manufacturing, the management team was very happy with the overall scores (which were pretty decent). They were especially pleased with the page where we had grouped the results based on the contribution of the customers.

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FEAR OF TALKING TO CUSTOMERS

Futurelab

“Customers don’t bite. Most of them.” Talking to customers is vital for customer-centric product management. But for those who aren’t used to direct customer contact, it can be daunting. When I worked with a leading Greek bank, I trained a team of twenty or so product managers, giving them homework to do in between my visits so we could develop the new approach together.

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