Engage Summit 2010 Wrap-Up

InMoment XI

The overall theme this year was “turn status quo into status go” and included presentations geared towards helping customers analyze their data, create actionable and deliverable insights, then implementing programs and processes to ultimately increase profitability

2010 200

Engage Summit 2010 Wrap-Up

InMoment XI

The overall theme this year was “turn status quo into status go” and included presentations geared towards helping customers analyze their data, create actionable and deliverable insights, then implementing programs and processes to ultimately increase profitability

2010 200
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Engage Summit 2010 Wrap-Up

InMoment XI

The overall theme this year was “turn status quo into status go” and included presentations geared towards helping customers analyze their data, create actionable and deliverable insights, then implementing programs and processes to ultimately increase profitability

2010 200

Allegiance Engage Summit Starts May 16

InMoment XI

The Allegiance Engage Summit 2010 will be held on May 16 – 19, 2010 at the Chateaux Resort at Silver Lake in Deer Valley, Utah

2010 200

Allegiance Engage Summit Starts May 16

InMoment XI

The Allegiance Engage Summit 2010 will be held on May 16 – 19, 2010 at the Chateaux Resort at Silver Lake in Deer Valley, Utah

2010 200

Allegiance Engage Summit Starts May 16

InMoment XI

The Allegiance Engage Summit 2010 will be held on May 16 – 19, 2010 at the Chateaux Resort at Silver Lake in Deer Valley, Utah

2010 200

Customer Experience is Here to Stay

InMoment XI

Companies can no longer buy customer loyalty and assume customers will stay. It is easy for customers to “click away” and buy from another vendor. Customer Experience Management is now a formal process that involves multiple processes and departments. It requires the mapping of customer touchpoints, and combines operational and CRM data with customer service and marketing information

2010 200

Customer Experience is Here to Stay

InMoment XI

Companies can no longer buy customer loyalty and assume customers will stay. It is easy for customers to “click away” and buy from another vendor. Customer Experience Management is now a formal process that involves multiple processes and departments. It requires the mapping of customer touchpoints, and combines operational and CRM data with customer service and marketing information

2010 200

Bathroom Blogfest 2010 – Stuck in the 60s?

Customers Rock!

This is the 5th year of the Blogfest (4th year participating for me – now with 34 other bloggers in 2010), and we use this opportunity to focus on the customer experience in one of the “forgotten&# spaces, bathrooms! Is your bathroom “stuck in the 60s&# , or are is it fully present in the year 2010, reflecting the best image possible about your organization? Here is the list of all the participating Bathroom Blogfest 2010 bloggers!

2010 53

Announcing VOCi; Voice of Customer ‘Intelligence’

InMoment XI

After months of client meetings, focus groups and quantitative studies, one thing stands out: data is everywhere, and VOC pros want help making decisions from their mountains of data. That’s why we are committed to accelerating the delivery of actionable business intelligence from VOC data. It’s not about gathering more survey data, it’s about the insights business leaders need to move the needle

2010 200

Announcing VOCi; Voice of Customer ‘Intelligence’

InMoment XI

After months of client meetings, focus groups and quantitative studies, one thing stands out: data is everywhere, and VOC pros want help making decisions from their mountains of data. That’s why we are committed to accelerating the delivery of actionable business intelligence from VOC data. It’s not about gathering more survey data, it’s about the insights business leaders need to move the needle

2010 200

Announcing VOCi; Voice of Customer ‘Intelligence’

InMoment XI

After months of client meetings, focus groups and quantitative studies, one thing stands out: data is everywhere, and VOC pros want help making decisions from their mountains of data. That’s why we are committed to accelerating the delivery of actionable business intelligence from VOC data. It’s not about gathering more survey data, it’s about the insights business leaders need to move the needle

2010 200

Linking operational data with survey data

InMoment XI

You have a well-designed, comprehensive feedback program in place, with several gigabytes of data on employee and customer satisfaction, loyalty and engagement. Now is the time to maximize the actionability of your VOC (Voice of the Customer) and VOE (Voice of the Employee) initiatives and optimize the ROI realized from your feedback program

2010 200

Linking operational data with survey data

InMoment XI

You have a well-designed, comprehensive feedback program in place, with several gigabytes of data on employee and customer satisfaction, loyalty and engagement. Now is the time to maximize the actionability of your VOC (Voice of the Customer) and VOE (Voice of the Employee) initiatives and optimize the ROI realized from your feedback program

2010 200

Linking operational data with survey data

InMoment XI

You have a well-designed, comprehensive feedback program in place, with several gigabytes of data on employee and customer satisfaction, loyalty and engagement. Now is the time to maximize the actionability of your VOC (Voice of the Customer) and VOE (Voice of the Employee) initiatives and optimize the ROI realized from your feedback program

2010 200

Do you know why your customers really buy?

InMoment XI

Too many businesses focus solely on the minds of customers and forget the importance of connecting emotionally – to customers’ hearts. What drives their passion, loyalty and engagement? Customers make decisions about staying or leaving a business relationship based upon a multitude of factors – and attitude and emotion play major roles.

2010 200

Do you know why your customers really buy?

InMoment XI

Too many businesses focus solely on the minds of customers and forget the importance of connecting emotionally – to customers’ hearts. What drives their passion, loyalty and engagement? Customers make decisions about staying or leaving a business relationship based upon a multitude of factors – and attitude and emotion play major roles.

2010 200

Do you know why your customers really buy?

InMoment XI

Too many businesses focus solely on the minds of customers and forget the importance of connecting emotionally – to customers’ hearts. What drives their passion, loyalty and engagement? Customers make decisions about staying or leaving a business relationship based upon a multitude of factors – and attitude and emotion play major roles.

2010 200

The Importance of Employee Engagement

InMoment XI

Engaged employees contribute to the bottom line. As their engagement is reflected in their service to customers, they are helping to create more loyal customers. Highly engaged customers buy more products, refer potential customers to a company, stay longer and give more feedback, which, in turn, gives companies the opportunity to address issues and concerns and preserve potentially lost revenue

2010 200

The Importance of Employee Engagement

InMoment XI

Engaged employees contribute to the bottom line. As their engagement is reflected in their service to customers, they are helping to create more loyal customers. Highly engaged customers buy more products, refer potential customers to a company, stay longer and give more feedback, which, in turn, gives companies the opportunity to address issues and concerns and preserve potentially lost revenue

2010 200

The Importance of Employee Engagement

InMoment XI

Engaged employees contribute to the bottom line. As their engagement is reflected in their service to customers, they are helping to create more loyal customers. Highly engaged customers buy more products, refer potential customers to a company, stay longer and give more feedback, which, in turn, gives companies the opportunity to address issues and concerns and preserve potentially lost revenue

2010 200

Focus on Customer Service in 2010 (Finally?)

Customers Rock!

2010 may just be the year that companies start to focus on their customers and serving them well. Those who are not will fall behind in 2010. In my opinion, all the signs are pointing in the right direction for a focus on great customer service, and with it a rockin’ customer experience in 2010. Is 2010 the year for a focus on the customer? This may be it. This may be the year that it finally happens.

2010 56

Offer a tasty and engaging survey to improve results

InMoment XI

The goal of any survey builder is to get responders to stay for dinner and finish the conversation. After all, isn’t a survey just a conversation? You ask engaging questions and expect the responder to give you a full, satisfying response. Here are some basic best practices for keeping respondents engaged in dinner/survey conversation

2010 200

Offer a tasty and engaging survey to improve results

InMoment XI

The goal of any survey builder is to get responders to stay for dinner and finish the conversation. After all, isn’t a survey just a conversation? You ask engaging questions and expect the responder to give you a full, satisfying response. Here are some basic best practices for keeping respondents engaged in dinner/survey conversation

2010 200

Offer a tasty and engaging survey to improve results

InMoment XI

The goal of any survey builder is to get responders to stay for dinner and finish the conversation. After all, isn’t a survey just a conversation? You ask engaging questions and expect the responder to give you a full, satisfying response. Here are some basic best practices for keeping respondents engaged in dinner/survey conversation

2010 200

Closing the Loop

InMoment XI

The design of any world-class customer feedback program should include a closed loop process that makes the customers feel that they have been heard and promotes learning about what to do to improve the business in ways that drive customer satisfaction and loyalty. General

2010 200

Closing the Loop

InMoment XI

The design of any world-class customer feedback program should include a closed loop process that makes the customers feel that they have been heard and promotes learning about what to do to improve the business in ways that drive customer satisfaction and loyalty

2010 200

Closing the Loop

InMoment XI

The design of any world-class customer feedback program should include a closed loop process that makes the customers feel that they have been heard and promotes learning about what to do to improve the business in ways that drive customer satisfaction and loyalty

2010 200

Closing the Loop

InMoment XI

The design of any world-class customer feedback program should include a closed loop process that makes the customers feel that they have been heard and promotes learning about what to do to improve the business in ways that drive customer satisfaction and loyalty

2010 200

Data Tells the Story at the Engage Summit

InMoment XI

Today’s theme at the Allegiance Engage Summit was analyzing patterns in data to find insights that can improve your operations. Speakers included Billy Beane, GM of the Oakland A's, Vicky Stennes, VP of In-Flight Experience at Jet Blue, and Bruce Temkin, Tempkin Group

2010 200

Data Tells the Story at the Engage Summit

InMoment XI

Today’s theme at the Allegiance Engage Summit was analyzing patterns in data to find insights that can improve your operations. Speakers included Billy Beane, GM of the Oakland A's, Vicky Stennes, VP of In-Flight Experience at Jet Blue, and Bruce Temkin, Tempkin Group

2010 200

Data Tells the Story at the Engage Summit

InMoment XI

Today’s theme at the Allegiance Engage Summit was analyzing patterns in data to find insights that can improve your operations. Speakers included Billy Beane, GM of the Oakland A's, Vicky Stennes, VP of In-Flight Experience at Jet Blue, and Bruce Temkin, Tempkin Group

2010 200

Linking business performance metrics with survey data

InMoment XI

The core objective of your feedback program is not to drive improved survey metrics. The ultimate objective is increased business performance and improved results. Dutifully reporting to a senior executive or business unit owner that “customer engagement scores have increased for the past eight quarters” is nice.

2010 200

Linking business performance metrics with survey data

InMoment XI

The core objective of your feedback program is not to drive improved survey metrics. The ultimate objective is increased business performance and improved results. Dutifully reporting to a senior executive or business unit owner that “customer engagement scores have increased for the past eight quarters” is nice.

2010 200

Linking business performance metrics with survey data

InMoment XI

The core objective of your feedback program is not to drive improved survey metrics. The ultimate objective is increased business performance and improved results. Dutifully reporting to a senior executive or business unit owner that “customer engagement scores have increased for the past eight quarters” is nice.

2010 200