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Transformational Leadership – the key to unlocking the competencies of Customer Experience Professionals

ijgolding

If you have followed my writing for a while, you will be very much aware that I am very proud and passionate Customer Experience Professional (CXP). One of a growing number of ‘specialists’ in the newly recognised professional field, this group of skilled, experienced practitioners is growing in number on a weekly basis.

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Beyond the Basics: Why the Traditional Customer Experience Education Model is Outdated

eglobalis

While these were once essential for building a basic understanding of CX, they no longer offer the flexibility needed to handle the complexities and continuous evolution of modern businesses and customer expectations. For example, customer expectations in retail differ vastly from those in the healthcare or tech industries.

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CX in the C-Suite: Webinar With Mercedes-Benz CEO

Experience Matters

Cannon mentioned that CX is a topic in every single town hall and when he visits a facility, he says, “Don’t give me a facility tour, give me a customer experience tour.” Change takes focused leadership. Afterwards, Cannon held similar meeting with the next two levels of leaders across the company.

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Business to Business Customer Experience Leadership, With Tabitha Dunn – CB49

Customer Bliss

In our conversation we discuss how specifically one goes about improving business to business customer experience. Tabitha Dunn currently serves as the Vice President of Customer Experience at Concur Technologies, an SAP company. Concur is also a SaaS company. About Tabitha. So that was the baseline.

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How the 80/20 Rule, AI, and Leadership Drive Business Growth

Blake Morgan

The 80/20 rule helps leaders and customer experience professionals prioritize high-impact areas, maximize efficiency, and drive profitability. The Power of the 80/20 Principle in Business Growth Bill explains how the 80/20 principle (Pareto Principle) can be applied to business growth, profitability, and customer experience.

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The Power of Multiplying Leadership

Horizon CX

Those might at first appear to be two leadership extremes and to some degree they are but unfortunately, they’re more common within business than we’d probably like to admit. Leaders in general, but especially those that are leading in Customer Experience roles, are in a challenging position today made even more difficult by the pandemic.

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Customer Experience Professionals: Why We Do What We Do

ijgolding

BM: Generally, the customer engagements I’m proudest of are those where the value of becoming more customer-centric has been amply demonstrated and I’ve “converted” sceptics within the company. The knowledge that we’re making the world a better place for customers. BM: This one’s easy.