Podcasts about 'customer

Success in every industry is about effective leadership. Business coach and author Steve Lover explains how every organization can inspire world-class performance to Jim Cagliostro.    Episode Introduction Steve explains why confidence is the #1 priority for every employee, outlines the five keys to effective hiring and the three factors to fuel world-class performance and explains why customer service is dead. He also outlines why motivation doesn't work, why organizations need to get messaging out of the marketing department and why everything happens on the other side of fear.    Show Topics   Defining ‘'world-class'' Five keys to effective hiring 3 ways to ignite world-class performance Fear and courage aren't opposites  ‘'Customer service is dead'' Messaging needs to come from something real  Leadership tip: step into the fear     07:07 Defining ‘'world-class''  Steve explained why success in every industry is all about leadership.  ‘'I like to say, and this is really, I've said that I say this in two different places in my book, but it's really interesting speaking to a medical group of people. When you walk into a doctor's office, sometimes you'll walk in, and the staff is pleasant and they're nice and they're welcoming and they're caring. And you walk into another office, and you feel like they're doing you the biggest favor by just showing up to work in the morning. Very often they're sour faced, sometimes they're even nasty. Well, I believe that that comes from the doctor. A doctor that really cares how his patients are treated, that's the first office you went to. A doctor that's really worried about what the money in the business is looking or other things or efficiencies. That's the second business. So people have to be, they're going to follow you and how you lead them. And what Willink came out in his book was in the good leader over there, everybody had extreme ownership of what they were doing. And the other one, they didn't. And so really, you had mentioned something earlier, what world-class is. And to me, the definition of world-class is when you decide you want to do something, and you can fulfill it. So we say we want to get this done as a company. The fact that we can get that done based on what we said we wanted is what world-class is about. And when it comes to having people work for you and getting them on the program and then getting them involved and getting them excited, it's a whole different ballpark on how you're going to have those discussions.''   12:12 Five keys to effective hiring  Steve outlined what every employer needs to look for in a new hire.  ‘'I believe there's five things that you need in a good employee, and they're not the five things most people look for. The first one is, do they have an aptitude for the business? Now, you might have a business that needs a certain amount of skill that they've learned, but experience is never what it's at because very often you have to unteach them. And so do they have the aptitude? Do they have the ability to do this work? Is this work a good job for them? Number two, the most important of the five is, do they have the right attitude? Are they people that are going to be upbeat, optimistic, go, and with a gusto to the business? The third one, the hardest one to find is, do they have a good work ethic? Most people today do not have a good work ethic. And so finding people that have a good work ethic or would like to develop it, as a third one, that's the hardest one to find. The next one would be, are they coachable? Is this somebody that you're going to be able to have a real discussion, help them get better? And they're going to be willing to take that discussion. If they're not coachable, it's a mistake. And then finally, are they a good fit for your culture? If they're not a good fit for the culture, that's going to create waves. …. And if those five things are in place, I believe you can overcome almost anything.''   14:57 3 ways to ignite world-class performance  Steve explained why he prefers inspiration to motivation. ‘'That's really what the whole third section of the book is about. The shortcut is I told you there's three things that are in place to create confidence, which were taking on a big challenge, doing deliberate work on it, and getting results. So the corollary for the manager or leader is to inspire the challenge, encourage the efforts, and to celebrate the results. And there's a lot to unpack there because first off, I do not like motivation. I believe motivation is totally the wrong thing. Motivate means I get you to do things that I want you to do for my reasons. Whereas if I inspire you, I get you to do things that you want to do for your own reasons. And if you think about what people really want, like the salesman example, I can come to them and say, "Listen, we really need you to do this because this is what our company needs right now." Or you can say, "You'd like to have that extra money? Wouldn't you like to go on vacation this summer and you'd like to get that new car?" Which one do you think is going to help them take on the challenge and do it better? Right, inspiration. So I don't believe in motivation. I always see inspire. Second off, when it comes to the work, anytime somebody's doing something difficult that's off the charts for them that they haven't done before, it's scary. ‘'   16:40 Fear and courage aren't opposites Steve said leaders need to encourage employees through challenging times.  ‘'A lot of people think that fear and courage are opposites. Couldn't be further from the truth. They're brothers. If you're not fearful, you don't need courage. Courage is only around if you're fearful. If you're not fearful, I don't have to be courageous about anything. But if I am fearful, that's when I get to put on my courage pants or my courage jacket, whatever is, and go do things. And so what they need is to be encouraged. The word encourage means to give somebody else your courage. Now, I'm not doing the hard work. It's easy for me to encourage them. And I like to use example of the guy who's working out and he's doing bench pressing and he takes on a new weight that's higher than he's ever done before and some guy's spotting him and he gets number eight, and it goes tough in nine. He's struggling and the guy spotting him says, "It's all you. Come on, you got it. I'm here for you. Just go a little. Push a little more, push a little more." And he gets his 10 reps because the encouragement.  And that's the same thing that a leader has to do. They have to encourage their people when things are going tough. Not necessarily push them, not necessarily hang it over them, not necessarily berate them, but just the opposite. You have to encourage them. Get them to keep the picture of what they want to do, what inspired them to go do it better. And then probably the most important is to celebrate the results. And most business owners absolutely are horrible at celebrations. They just don't know how to help a person see it. And I'll just give you an example for a kid. A kid comes home with a 99 on a math test and dad could say, "Wow, great job, kid." That's almost not even a compliment, let alone on a celebration.''   26:22 ‘'Customer service is dead'' Steve said the customer experience is much more important than ‘'customer service.'' ‘'But the bottom line is the customer journey is everything. It's a very funny thing, the words “customer service” is part of our lexicon for so long because it was so important, but actually customer service is dead because customer service is about remedial. When something goes wrong, what do I do to fix it? And although you still have to have that, there's something much, much more important, and that's called customer experience. And the way I like to explain it like this, you go to a restaurant and the ambience is beautiful and it looks nice, and the waiters are well-trained. They stay close enough that you can get them if you need anything, but far enough away that they're not intruding on your meal. You look at the menu, everything sounds so good, and the prices are really reasonable. The meals come out, it looks better than it sounded, and it tastes better than it looks, which is usually not the case….You are floating, cloud nine, this was such a great client experience, customer experience, can't wait to tell all your friends. Before you leave, you go to use the bathroom and the bathroom's dirty. Filthy. What just happened to your entire experience of that night out? Instead of telling your friends about the restaurant is, they're going to say, "Don't use the bathroom if you go there…Here's the real funny thing in my example, the bathroom experience has nothing to do with the dining experience. It's a necessary evil. You have to have it there for them, but this is not... They're coming for all the things you did right, but the non-central part that wasn't right is going to screw up the whole experience.''   30:34 Messaging needs to come from something real  Steve said most mission statements are written for marketing purposes.  ‘'So I think that really starting with the message is putting the cart before horse. And the reason I say that is there are three things, and every time I mention them, of course everybody rolls their eyes. That's a mission statement, the vision statement and the value statements. And the reason they roll their eyes, everybody's heard it a million times before. But the problem is all those statements have usually been taken over by the marketing department. They've been hijacked. And the marketing department writes those things for brochures, for websites, and for walls — not for what's really how the company works. So if you want to look up something really interesting, go look up Enron's value statement. That's in the book. Because it has nothing whatsoever to do with what Enron really was as a company. It's like it's laughable, integrity, you know what I mean? Honesty. It's baloney. And so any messaging that's not coming from something real is going to be a problem. So when people say, "Listen, our most valuable resource is our people," and then they blow up at them or they embarrass them at a meeting or they treat them like garbage in some other way, it's not the messaging. It's who they are as people.''    35:56 Leadership tip: step into the fear.  Steve said the other side of fear is where everything happens.  ‘'By the way, when you fail, no one's going to remember anyways five minutes later because they're thinking about their toenail, not about what you did point. And so it's about stepping up and going to do that thing you fear, because the other side of fear is where everything happens. And we've gotten so fearful of making a mistake, of being thought of as an imposter. There's another sentence, I love this a lot: You'll stop worrying about what people think about you when you realize how little they do. And so stepping out, taking the plunge, and doing the thing that you really want to do and you're afraid to do, that's where magic happens. And that's where magic happens for leaders and followers and everybody. But when you get that going, then the second thing is, I'm a big believer in a 90-day cycle. Every 90 days you pick on something new that you're working on, and you take that challenge that you've never done before that's frightening, and you're going to have to do it. And figure out what the actions you're going to take and what the celebration's going to look like. And so you're going through those 90 days. Well, if you have a company and you have employees and every 90 days everybody's upgrading who they are as either people or employees, and they're not separated, you end up with a different company a year later. They've gone through four iterations at the end of the year, and there's no way your company looks the same.'' Connect with Lisa Miller on LinkedIn Connect with Jim Cagliostro on LinkedIn Connect with Steve Lover on LinkedIn   Check out SpendMend    You'll also hear:    Steve's journey from rabbi to business coach and author: ‘'I got into coaching, and I found the missing thing. Sometimes you got to have a guy who is afraid to pick up the phone and he can have all the knowledge, skill, and desire he wants, but if the phone feels like it's 3,000 pounds, he's not lifting it up. And that's the same in any industry.''      Why confidence is #1: ‘'Confidence is the number one thing that you can have to be a great employee. Nothing else even comes close. And the problem is owners don't realize and don't necessarily hire to that and they don't do anything about that.''   Why success precedes confidence: ‘'Most people think confidence is something you talk yourself into before doing it, that you get confidence and then you get good. It's just the opposite. Success precedes confidence. When you go to do something, you don't do well and you become successful at it, that's when confidence starts to pile in.''   Expectations versus agreements: ‘'I don't believe in expectations because I think when you have expectations, you are setting yourself up to be disappointed ….So instead, we do agreements. What agreement is, is okay, this is the problem we're trying to solve. I'm supporting you on getting the thing done that you want to do, that you're committed to. And now it's not about my expectations, well, they let me down again. It's about people owning the thing that they're going to do, and they react differently when they do that.''   Building relationships in healthcare: ‘'Healthcare is not my thing. I'm just looking at it as an outsider, a consumer of healthcare. And when you have somebody that takes the time to explain things to you and speaks to you and shows that they care… when you're at that place of trauma... People understanding, it makes that trauma so much easier. It makes it so much easier to walk through it. And cutting corners in so many different ways, such a big mistake.''   Why authenticity doesn't exist: ‘'And the reason I say that is we're all in the middle of changing and growing. And so when I'm authentic, I'm authentic about yesterday, not about today, because today I'm at a little bit of chaos. It's not my idea. This is from Seth Godin.'' What To Do Next: Subscribe to The Economics of Healthcare.       2.  There are three ways to work with SpendMend: Benchmark a vendor contract – either an existing contract or a new agreement. We can support your team with their cost savings initiatives to add resources and expertise. We set a bold cost savings goal and work together to achieve it.  SpendMend can perform a cost savings opportunity assessment. We dig deep into all of your spend and uncover unique areas of cost savings.       3. If you are interested in learning more, the quickest way to get your questions answered is to speak with Lisa Miller at lmiller@spendmend.com or Jim Cagliostro at jcagliostro@spendmend.com. .  

We talk about Demon Pit Week, and all the latest gaming news. Become a podlord or normal patron today! http://www.patreon.com/GBPodcasts RSS Feed: https://gbpods.podbean.com/ Kris Wolfheart's Twitter: https://twitter.com/kriswolfheart GigaBoots' Twitter: http://www.twitter.com/gigaboots GB Main Patreon: http://www.patreon.com/gigaboots GB Fan Discord: https://discord.gg/XAGcxBk #Hellblade2 #Xbox #EarthwormKim

In this TOP CMO episode, host Ben Kaplan dives into the marketing transformation journey at Lenovo with CMO Emily Ketchen. Emily, with her experience at tech giants like Dell and HP, discusses shifting Lenovo's marketing from product-centric to customer-centric and digital-first. She covers the challenges and strategies of this transformation, emphasizing the importance of customer insights and the integration of generative AI in marketing. This episode provides valuable perspectives for those interested in marketing innovations and the practical aspects of leading change in a tech-focused environment. Tune in for actionable insights into modernizing marketing practices in the tech industry.

Pepper Lunch currently has five restaurants in the U.S., but CEO Troy Hooper is on a mission to accelerate growth into both traditional and nontraditional spaces. The fast casual was founded by a Japanese master chef more than 30 years ago, and now counts hundreds of locations around the world. The focus of the menu is a dish called Beef Pepper Rice, a favorite meal in Japan that's usually served lazy Susan-style in family homes. Pepper Lunch pared down this family-style dish to a personal-sized iron plate that's uniquely designed so the food can be cooked teppanyaki-style on the plate by each guest. Hooper and his team are working on packaging that will make it possible to replicate the experience for carryout and delivery customers. Listen as he describes how Pepper Lunch got its name, how the concept differentiates itself in the Asian fast-casual space, why the U.S. menu includes French fries and onion rings served in no other countries, and how this low-labor, low-waste model meets today's industry challenges.

'Customer focus', 'customer obsession' and 'customer first' should surely be at the front of every organisation, but are they? Are we solely relying on technology to solve customer outcomes? Is it old fashioned to say that listening, understanding and being empathetic and solving challenges equally are more important than the tech we provide? This time, we tackle all these questions and much more on Explain I.T, where we talk tech in simple, jargon free language.This podcast is hosted by Dean Gardner, Softcat's Technology Director. Joining Dean are Softcat's Head of Customer Experience, Amy Bain; and James Dukes, Head of Partner Services Sales - EMEAR at Cisco.This episode was completed in partnership with Cisco, an organisation Softcat work very closely with on numerous projects. Cisco is a major player in the technology industry with a wide range of products and services that help connect people and businesses around the world. Ask questions, send us an email to explainit@softcat.com Make sure you follow the ExplainIT podcast in all the usual places and join us on a fascinating journey through the wonderful world of tech. You can also find out more anytime you like at Softcat.com This podcast is produced by www.thepodcastcoach.co.uk Hosted on Acast. See acast.com/privacy for more information.

Hightouch co-Founder and co-CEO Tejas Manohar returns as special guest to talk with Mark Rittman about the reverse ETL market today, the evolution of the composable customer data platform and new featured in Hightouch to enrich customer profiles and drive personalization across marketing campaigns.Reverse ETL is Dead (Ethan Aaron LinkedIn Post)Customer 360 Data Warehousing and Sync to HubspotYou don't need the Modern Data Stack to get sh*t doneHightouch Customer StudioHightouch Personalization APIHightouch Match BoosterWhat's in Store for Data Teams in 2023?

Learn more about your ad choices. Visit megaphone.fm/adchoices

The Pentagon has a new plan to improve technology services inside the actual Pentagon – or big parts of it anyway. The first-ever enterprise IT implementation plan for the Office of the Secretary of Defense promises to take a user-centric approach to improving IT services for the 17 major offices that make up OSD. Danielle Metz, the OSD chief information officer talks about the specifics in a wide-ranging discussion with Federal News Network's Jared Serbu.

Tons of old-school businesses shy away from reviews because they're afraid of being slated. But user reviews (both public & private) are extremely powerful.Whether it comes from Google, Trustpilot, or surveys, you need to know the good and the bad.Sure, sales can look great on the outside. But without feedback, you wouldn't get the whole picture. Customers might not be enjoying the full experience;maybe they're buying just because you're the only option available.If you're confident with your products, you wouldn't be afraid of feedback.And even the best companies get bad reviews. The difference?They use them as an opportunity for improvement.---About your host, Tej:Tej graduated from King's' College London with a BSc Biochemistry in 2014, he then pursued a career in Medical Education and Marketing. Soon after his second job… he was fired! A moment of relief and freedom was what he felt, not sure what his mother felt when he told her he was jobless at 23…He then went in search of a more ethical path, a business he could set up where the reward was equal to the work put in. “If they are making pounds, why am I making pennies?” - was his thought process, not happy with slow progression and bureaucracy (& having to wear smart shoes everyday). This lead him to opening a Recruitment business (not sure where the ethics went) which doubled in profit every year, for 4 years. He hated it. Golden handcuffs they call it.Fortunately, he used the cash he'd built up from that business, to educate himself in Property Investing. Soon, he'd stopped the business and transitioned into Property Investment full time. He then had a slow start -Purchasing 15 properties in his first 9 months, using over £650,000 of Investor Finance, he built a £1,200,000 property portfolio and created £30,000 of profit from flips. This gave him ‘financial freedom', but it was the most stressful period of his life. Growing quickly is very painful. He recently made £95,000 from two flips.Let's not forget that his Podcast grew to be the most-reviewed UK Property Podcast, peaking at 4,000 unique downloads per episode.His Podcast (Tej Talks) now sits at 800,000 downloads in over 120 countries and has 500 reviews, rated 5/5.Tej InvestsTej TalkseLearning Hosted on Acast. See acast.com/privacy for more information.

Steven Van Belleghem – who has devoted his career to customer experience – discusses what it will mean in the metaverse 

In this week's podcast, David Rowlands spoke with Dr. Christine Bailey, CMO at PassFort and all-rounding marketing expert. They discuss Christine's new book, 'Customer insight strategies: How to understand your audience and create remarkable marketing', and share some of the great insights from within it.

Satisfaction and loyalty – the holy grails for relationships – personal, professional, internal and external. The two are mentioned in the same sentence all the time – like a double act in comedy, foods that complement each other or a famous sporting duo – but they're not necessarily found together all the time . Satisfaction is an attitude – Loyalty is the behaviour.  People may be satisfied but not loyal – and loyal people may not be always satisfied One way I considered it was pizza delivery– I'm usually satisfied with any of them and will happily order for any of the 4 nearby – I'm not particularly loyal to any one brand.  Someone shopping for a car may start at their favourite brand – Audi – and end up buying BMW.  But in their heads, they remain a loyal Audi customer and will go back to Audi first next time. Stephen walks us through this model that looks at different components that make up Satisfaction and Loyalty.  Once you understand them you can manage them.  And then you can decide which relationships you want to build up into ones that are full of satisfaction and loyalty. Any comments or thoughts: email us at podcast@coachpro.online More great models at www.coachpro.online Full transcript and blog: https://rhinoconsulting.nl/episode-132-satisfaction-amp-loyalty   Thanks for your support so far - please subscribe and share   The first 15 minutes of the podcast is transcripted below -    Warren Hammond  00:56 Welcome back podcats, to another episode of our podcast. This one's a good one. I always say that, this one is a Loyalty and Satisfaction or Satisfaction and Loyalty. I'm always tempted to put in 'Customer' before that, it just seems to be one of those phrases that we always hear; Customer satisfaction and Customer loyalty, we spend ages talking about it. It's one of the key metrics for business success. That is covered and it's talked about, but also how we can take this into other areas of our lives. internal and external. So it's looking at the whole relationship. So it's good, there's a model, there's a six point guide at the end. So there's lots to take away. Any thoughts questions, give us a shout, podcast@coachpro.online or find us on LinkedIn. There is a full transcript available for these so please look that up. And on www.coachpro.online itself there's loads more models and frameworks that you can use. So let's get straight into it. I'll be back at the end with some brief comments. Here comes the cheesy music. Warren Hammond  02:11 So here we are. Normal call signs, Edinburgh, can you hear me? Stephen Gribben  02:16 Loud and clear Warren Hammond  02:17 Loud and clear? It's not a surprise anymore. But when we started this a year ago, all the zoom and the video conferencing, it felt that this was almost magic, it was almost wizardry, the fact that we could hear each other, even though we were countries apart now is the most normal thing in the world. Anyway, today, we're discussing satisfaction, and loyalty. Now I know I've got in my head while I think of loyalty and satisfaction. And I'm immediately thinking of customers and NPS etc. And I also know that I always think about these things too small. So let's go to Stephen and get a formal definition that we can kick ourselves off with. So how should we think about satisfaction and loyalty? What's the definition we should be using Stephen?   Stephen Gribben  03:08 Well, satisfaction is about attitude. And loyalty is about behaviour.   Stephen Gribben  03:16 Typically in relationships, whether that is as a customer relationship, or a personal relationship, or professional relationship, satisfaction is the attitude, how you feel and how you judge; loyalty's about behaviour, which is about what you then do.   Warren Hammond  03:34 That's a good definition. Because I do you think that sometimes we use satisfaction in a broader way. But that makes sense. And so this is an attitude, this is how you're feeling about something. And loyalty is then how you're demonstrating that feeling that behaviour.   Stephen Gribben  03:51 Yeah, typically, this is used in the concept of customer and there's value in that. But you'll get customer satisfaction, which is based largely on your attitude of what's happened. But that doesn't necessarily always lead them to customer loyalty. So you'll get people who will say satisfaction versus loyalty, rather than satisfaction AND loyalty. And ideally, what you're looking for in a relationship is satisfaction and loyalty.   Warren Hammond  04:19 You're I mean, maybe it's because he's in the middle of the day. You know, we're not sitting in a pub with a beer or a glass of wine. Because if you were to talk about loyalty and satisfaction in a social setting, you do automatically think about relationships, but it seems very different when you think about customer relationships. But how you just said this is attitude and behaviour. Yeah, it's different relationships where both of these things are important.   Stephen Gribben  04:48 But if we hold on to that concept of customer, and the challenge that we've all got is how wide is your concept of customer. So, who do you consider or who could you consider to be a customer. I've used a model with clients for years, called the Client Box. I use this at home as well. In the client box, everything becomes kind of automatic for me, I know the parameters to work in. I know what I can get away with, what I cant get away with. I know what's good enough and what's not good enough. So for a client, in that client box, it becomes very clear on what professional and standard looks like. However, I can leave home in the morning and be asked what time will I be home at  tonight? And my answer could be, Well, it depends on what messages I get through what calls I have to do. What else comes in during the day. Probably sometime, it could be as early as four could be as late as eight'. Because at home, I haven't put my family in that client box. If I was to say to a client, the client said, Could you be there on Tuesday, and what time will you be here, and I say to him sometime between four or eight. And then they'll say 'well, do you want to just not bother coming along until you can tell us what time you're going to be here'. So sometimes putting things in the client box gives you absolute clarity on how you should be dealing with something in that relationship. And it's not for me to pretend my family are clients, no disrespect, they're  a lot more to than clients, but sometimes they deserve that attitude and behaviour that my clients benefit from   Warren Hammond  06:27 That firm border that you'd put around that. Even when you say the client box in my head, I've got that visual of a thick black frame, you know, around it, which you don't get through,   Stephen Gribben  06:39 We do this with family members. In business, we might do it with suppliers, we don't treat them as clients or we don't treat our colleagues the way we would treat clients. And people deserve to be treated as a client.   Warren Hammond  06:52 Okay. So this is a relationship then with way more than just intimates or customers, this is about satisfaction, as an attitude and loyalty as a behaviour, all around us. So this is a lot bigger already, as I'm getting accustomed to. So we talk a lot about personal growth, and especially about self development. So how does satisfaction and loyalty, and understanding that, fit within the whole self development philosophy?   Stephen Gribben  07:26 Well, as you know, the four pillars in self development are self awareness, self confidence, self management, and self determination. And what self development is about is focusing on your strengths and what you're really good at, and building upon those so that when you take on those gaps or areas of weakness that you want to improve, they become less challenging, and you're more authentic in it. So in terms of self awareness, what this is about is becoming more aware of the level of satisfaction and loyalty, so the attitudes and the behaviours that you want to foster or to have within relationships, both personally and professionally. So becoming more aware of what makes a relationship have satisfaction and loyalty to the level that you want.   Warren Hammond  08:15 So this is part of then understanding what the terms are the satisfaction and loyalty which we touched on which we'll go through more, but also understanding when you should be aware of satisfaction and loyalty, that's that whole self awareness thing. Okay,   Stephen Gribben  08:29 This is self awareness so you're consciously aware of what a good relationship looks like. So that you get beyond saying, we've got a great relationship or with that person I don't have such a good relationship, or you know, better relationships than others. It's having that self awareness, to be more conscious of why certain relationships are at certain stages. So you become more aware, therefore, you're already more empowered.   Warren Hammond  08:55 Love that. And that is the consciousness that we talk about as well. You're owning it. It isn't something happening to you, you've actually can see it, you're noticing it, you're acknowledging it, and therefore you've got a chance of working to make it better. Okay? So self awareness is the first plank,   Stephen Gribben  09:11 Then self confidence. And self confidence is making sure that if you're aware of what's going to drive your satisfaction and loyalty, having the confidence to making sure you're bringing that all the time. Consciously aware of what you contribute, based upon your strengths, what you're good at. What are you good at that drives satisfaction, loyalty to the level that you're wanting to either give it or receive it. You're, therefore, getting those great relationships by being you rather than trying to force the great relationships by pretending to be something or someone else.   Warren Hammond  09:49 And that confidence then, and you talk about this before is, this isn't fake confidence. It isn't a fake way of working, a crutch or something you're getting from a guru. This is you looking at yourself and connecting with those strengths, and knowing because you have those strengths you can do whatever needs to happen.   Stephen Gribben  10:06 Yeah, it's getting fantastic relationships for you being you. It's you getting the right attitude and behaviour, giving out and in return, for you being you, not by other people's perceptions or your pretence,   Warren Hammond  10:20 yeah, that self confidence is massive to get stuff done,   Stephen Gribben  10:23 Then on to self management, which is by now knowing what you consider to be of value in terms of driving satisfaction and loyalty, it is having that self management of sticking to that, that discipline, that ensuring that you keep your standards, that consistency of looking for those standards from others. So that's self management. So there's not relationships through compromise, but relationships through assertion of what's important to you and important to them in terms of driving satisfaction and loyalty.   Warren Hammond  10:57 That's massive, isn't it? We talked before about self help, and information. So the self awareness and the self confidence is a higher stage in that, knowing that you can do something, knowing what you should do. The self management then is that discipline in execution and consistency of effort to make sure that those things you know you should be doing, you are doing. Yeah, I mean, that's easier said than done.   Stephen Gribben  11:24 And then self determination. And that's that 'you deciding'. That's the 'what relationships do you want to have? With whom do you want to build those relationships? What do you want those relationships to be built upon? In terms of attitude and behaviour to drive satisfaction and loyalty? What do you want the value to be understood by. So you're determining what the fullest potential for you is going to look like to bring you fulfilment, happiness, success for being you, a genuine relationship. And that, tapping back into the self management, is not you just accepting things on anybody else's terms for the sake of it. So you taking that self determination what amazing and fantastic will look like for you.   Warren Hammond  12:11 I love that. I love when, whenever you say the self determination thing, I just get bigger and bigger inside, this is just such a strong idea. And the great thing about the self development is this gives you the steps on how to do it, because we all want to determine our future. And as you said, if you're not telling yourself, then someone else is doing it for you. Good luck with that, I think is how you say it regularly. And I love that. And then, of course, we all want to determine our own future. But there is that how do I do it? And this whole self development ladder of the awareness, of the confidence, of the self management are the steps to get there? Love this. Okay. So the satisfaction and loyalty forms part of this as well, this is going to be good. So why are we discussing this now?   Stephen Gribben  13:01 Now more than ever, when you've got so much information, so many opinions getting thrown out at you of what you should be satisfied with and loyal to. This is more than ever critical that you're making your conscious choices, conscious decisions, on what matters to you, what's worth your level of commitment to be satisfied and loyal. And then equally important for you then to be able to determine the satisfaction and loyalty that you want to receive from whom, and from where, and knowing how to get it more than ever, rather than other people telling you if you want to be successful, this is what you need to value. Well, actually, it's understanding what you really value and then saying how do I achieve the success, fulfilment and happiness that I really want through this   Warren Hammond  13:51 You did this similar trick with (trick in the nicest way) with Value is that you sometimes think that these are things that are active FROM you. But it's actually also understanding that these things happen TO you as well. These things are all around you, and pressing on you and you pressing on them.   Stephen Gribben  14:09 And to take this to its core with self development it always starts with you. And are you satisfied and loyal to yourself? You know, are you showing the right attitude to yourself and the right behaviours to yourself, that you value that relationship. And this is where self development really comes in, it is understanding yourself, knowing where your strengths are, having that discipline and rigour to be at your best, and you determining what matters to you, enables you to drive that satisfaction and loyalty internally so that you have that relationship with you rather than being in conflict with yourself.   Warren Hammond  14:51 Wow. Imagine that. Looking at all the relationships, the attitudes, the behaviours towards yourself and being totally satisfied with that. Okay, let's get going. This is good.  

In late 1930s Philadelphia, a murder-for-profit ring rivalling the French Affair of the Poisons, run by two cousins named Petrillo, is uncovered.  This is the story of the Poison Ring. Podcast Site: https://forgottendarkness.podbean.com/ Twitter: https://twitter.com/PodcastDarkness Instagram: https://www.instagram.com/agable_fd/ Part of the Straight Up Strange Network: https://www.straightupstrange.com/ Opening music from https://filmmusic.io. "Dark Child" by Kevin MacLeod (https://incompetech.com). License: CC BY (http://creativecommons.org/licenses/by/4.0/) Closing music by Soma. SOURCES “15 more poisoners face arrest as ring’s toll mounts hourly; crowd threatens Mrs. Favato.” Philadelphia Inquirer, April 28, 1939. “2 more confess poison killings, third admits drowning plot; U.S. May enter investigation.” Philadelphia Inquirer, May 7, 1939. “3 confess arsenic plot as 7 others deny guilt.” Lancaster New Era, May 25, 1939. “3rd widow freed in insurance ring.” Reading Times, December 12, 1939. “Arsenic suspect believed slain to balk justice.” Allentown Morning Call, May 10, 1939. “Bail is denied in poison case.” Wilmington News Journal, September 7, 1939. “Beach slayer dies in cell.” Delaware County Daily Times, January 11, 1936. “Death threats menace son of triple slayer.” Kokomo (IN) Tribune, April 24, 1939. “Calls uncle, who sent him up, a poisoner.” New York Daily News, February 10, 1939. “Commutation saves woman from chair.” Latrobe Bulletin, June 20, 1941. “Completing jury in another poison trial.” Mount Carmel Item, December 13, 1939. “Convict Swartz for murder of mother in law.” Wilkes-Barre Times-Leader, June 14, 1940. “'Customer' of murder syndicate starts term.” Scranton Times-Tribune, October 29, 1940. “Enters guilty plea in mass murders.” Danville Morning News, February 27, 1940. “Faces 30-year term for husband's poison death.” St. Louis (MO) Star and Times, December 14, 1939. “Fast hearings stun suspects in poison cases.” Baltimore Sun, May 11, 1939. “Five police win Inquirer awards for smashing poison ring.” Philadelphia Inquirer, April 10, 1939. “Follow poison murder ring's trail to N.Y.” New York Daily News, May 14, 1939. “Framed to hide poison deaths, prisoner says.” Philadelphia Inquirer, February 12, 1939. “Gets 2-20 years in poison deaths.” Reading Times, December 13, 1939. “G-men to enter probe of Phila. mass murders.” Delaware County Times, May 15, 1939. “Hold 'death rose;' 12 more indicted.” New York Daily News, May 20, 1939. “Insurance plot suspect linked with deaths of 3.” Allentown Morning Call, January 9, 1936. “Jury given case of Reading man in N.J. drowning.” Reading Times, October 13, 1939. “Kiss of death woman is held without bail.” Bristol Daily Courier, May 19, 1939. “Last principal jailed in arsenic murder ring.” Scranton Times, December 13, 1945. “Life sentence given Rodia in drowning case.” Camden Morning Post, October 14, 1939. “'Love healer' gives up in poison ring probe.” New York Daily News, May 2, 1939. “Man, woman convicted in murder-for-insurance trials.” Lancaster Intelligencer Journal, September 28, 1939. “Murder-for-profit ring sets record in American crime.” New York Daily News, May 21, 1939. “Murder gang used hemlock.” Salt Lake Telegram, May 4, 1939. “Murder ring doctor makes guilty plea.” Harrisburg Evening News, February 26, 1940. “Nab long-sought widow in mass-murder probe.” York Gazette and Daily, May 19, 1939. “Nine New York murders laid to poisoners.” Pittsburgh Press, May 12, 1939. “Petrillo dies in electric chair.” New Castle News, October 20, 1941. “Petrillo's boast of arsenic murders revealed by witness.” Philadelphia Inquirer, September 26, 1939. “Philadelphia police hunt sources of 'witch's brew.'” Racine (WI) Journal-Times, May 13, 1939. “Poison ring plotted death of Phila. aides.” Camden (NJ) Morning Post, May 3, 1939. “Poison slayer pleads guilty.” York Daily Record, September 16, 1939. “Police arrest 2 more widows in poison quiz.” Philadelphia Inquirer, May 6, 1939. “Quaker city starts arraigning mass-murder suspects.” Baltimore Sun, May 11, 1939. “Rodio case is given to jury.” Philadelphia Inquirer, October 13, 1939. “Rodio guilty of murder; doctor tries suicide.” Philadelphia Inquirer, October 14, 1939. “Rose Carilli convicted of manslaughter.” Wilmington Morning News, December 14, 1939. “Rose Carilli drops fight for freedom.” Wilmington Morning News, January 23, 1940. “Rose Carina freed in $2500 bail for new murder trial.” Camden Morning Post, January 3, 1940. “Says Swartz asked facts on poisons.” Philadelphia Inquirer, December 16, 1939. “Seeress and collegian held in murder probe.” Pottsville Republican and Herald, June 20, 1939. “Spared from chair.” Carlisle Sentinel, July 1, 1941. “Survivors got lesser dose to postpone doom.” Camden (NJ) Morning Post, May 3, 1939. “Suspect brought to N.J. for trial in insurance murder.” Camden Morning Post, June 7, 1939. “Suspect in mass murders taken in Cleveland.” Carlisle Sentinel, May 17, 1939. “Swartz insane; trial called off.” Philadelphia Inquirer, December 21, 1939. “Two more admit their parts in death syndicate.” Sayre Evening Times, April 29, 1939. “Two offered jobs as executioners expose vast murder corporation.” Racine (WI) Journal-Times, May 13, 1939. “Two poison ring leaders admit part in deaths.” Harrisburg Evening News, April 29, 1939. “Wife held in plot to poison husband.” Philadelphia Inquirer, September 28, 1938. “Wife of former Scranton man is held for murder.” Scranton Times-Tribune, May 12, 1939. “'Witch' sobs at life term for poison.” Philadelphia Inquirer, April 2, 1940. “'Witch' swayed mind, wife-poisoner pleads.” Philadelphia Inquirer, March 21, 1940. “Witness mailed death threats.” Wilmington (DE) News, January 6, 1939. “Woman, 28, is shot by former suitor during a quarrel.” Brooklyn Eagle, December 14, 1936. “Woman arrested climaxing probe of arsenic ring.” Wilmington Morning News, September 2, 1939. “Woman poisoner twice attempts to take life.” Harrisburg Evening News, April 29, 1939. Young, R.J. “Arsenic and No Lace: The Bizarre Tale of a Philadelphia Murder Ring.” Pennsylvania History 67:3 (Autumn 2000). Commonwealth v. Petrillo, 12 A.2d 317, 338 Pa. 65 – CourtListener.com Commonwealth v. Petrillo, 16 A.2d 50, 340 Pa. 33 – CourtListener.com Commonwealth v. Petrillo, 19 A.2d 288, 341 Pa. 209 – CourtListener.com Commonwealth v. Giovanetti, 19 A.2d 119, 341 Pa. 345 – CourtListener.com Commonwealth v. Giacobbe, 19 A.2d 71, 341 Pa. 187 – CourtListener.com Philadelphia Poison Ring Murders: a Virtual Cemetery - Find A Grave

„Die Welt durch die Brille der Konsumenten zu sehen ist essenziell um eine überzeugende Customer Experience zu entwickeln“ In Folge 14 sprechen Holger Pütting und Jürgen Rösger, der Gründer und Geschäftsführer der Interactive Marketing Group (IMG), über Technologie, Telekommunikation und digitale Transformation und erzählen, was Marken und Unternehmen hierbei von Vogue-Chefin Anna Wintour, Luxushotels und Amazon lernen können. Jürgen Rösger konzipiert mit seinem Team digitale Ökosysteme für Audi, die Deutsche Bahn, Metro und Volkswagen. Davor war er u.a. Chief Digital Officer und Chief Marketing Officer der E-Plus Gruppe, General Manager von CompuServe Europa, in der Geschäftsführung von AOL Deutschland und Dozent für Interactive Marketing an der Universität Mannheim. Jürgen Rösger ist Autor und Herausgeber zahlreicher Fachbücher zu Konsumentenverhalten im Internet und digitalem Marketing und hat mit der Mannheim Business School auch die Digital Academy@MBS für Top Executives gegründet. Aktuell arbeitet er zusammen mit Prof. Dr. Florian Stahl an einer Publikation über 'Customer and Digital Experience Excellence' (C/DXE), bei der ihn NEST ONE als Partner unterstützen darf. www.cdxe.de www.img.ag www.thedigitalacademy.de

We can’t seem to get enough of CX — every year, there’s a growing list of articles, conferences, and best practices on the subject. So, how come so many companies still get it wrong? CX expert Annette Franz joins Intercom's Bobby Stapleton to discuss.

Winky Lux may be in growth mode, but it’s faced its fair share of pandemic-driven challenges. “It's such a fun mental exercise to go back to pre-pandemic life. I think our mental outlook was super arrogant,” said Natalie Mackey, co-founder and CEO of The Glow Concept and Winky Lux, on the Glossy Beauty Podcast. Still, Mackey’s been pushing forward with Winky Lux. The brand has cemented a strong wholesale partnership with Target, which it launched in early March 2020, just prior to the pandemic hitting the states. And earlier this month, it joined a long list of color cosmetics brands that have expanded to skin care in the last year. Earning market share in the skin care category won’t be easy, said Mackey, but she’s up to the challenge. “We really believe this is a 360 [degree] brand,” said Mackey. “But it's going to take time to build trust with the [skin-care customer]. Skin care is a more intimate relationship.” And despite slumping makeup sales industry-wide, Mackey said has no plans to turn her back on the category. “My take is that color will come back with a vengeance. I think it's going to be 6-18 months, depending on what happens with the vaccine. But women have been wearing color cosmetics for 2000 years. We're not giving it up.” Mackey also discussed the importance of profitability, Instagrammable products and product reviews.

How much is your silence worth? Could Mercedes-Benz buy yours for $500? Or would you leak evidence of their frankly grubby behaviour to someone such as me? In this report, let’s see what’s behind door number two. Save thousands on any new car (Australia-only): https://autoexpert.com.au/contact ACCC complaint process: https://www.accc.gov.au/consumers/complaints-problems/make-a-consumer-complaint AutoExpert discount roadside assistance package: https://247roadservices.com.au/autoexpert/ Did you like this report? You can help support the channel, securely via PayPal: https://www.paypal.com/cgi-bin/webscr?cmd=_s-xclick&hosted_button_id=DSL9A3MWEMNBW&source=url Philip Lakic made a mistake in 2017. He bought a Mercedes-Benz A-Class. No - I don’t know why either. It’s kinda like getting hitched on the spur of the moment, in Las Vegas. This story is like a fling with Tiffany from the office. Everything was new and exciting for a little while, and then Three-pronged suppository Death Star management turned off their outdated Windows-based connectivity tech, which they had talked up heavily in the brochure, calling it COMMAND Online. “I thought you might be interested in an update from Mercedes-Benz Australia Pacific RE COMAND Online MB Apps failures. I submitted a letter of demand for a fix or a refund, which was not met (surprise), but did get back this pitiful letter of offer from MBAuP, which I rejected.” - Philip Lakic I cannot be the only person here seeing the massive disconnect between the company’s position publicly, and the one taking place under the table, metaphorically. And let’s not forget that Mr Lakic’s A-Class is only three years old. It’s hardly a relic. I am also - frankly - gobsmacked that Daimler and Microsoft (two of the world’s biggest corporations) were unwilling to get together and come up with a wireless browsing system that would endure for - I dunno - 10 years of operation. I’m further gobsmacked that their disregard for current owners is so profound that they simply couldn’t be arsed coming up with a patch for this problem. Last word here to Mr Lakic: "I will now start pursuing a course of action through the ACCC and if that fails, I'll have to start lining some lawyer's pockets. I truly expected more from Mercedes-Benz as our family bought three AMG vehicles which were collectively worth approximately $300k when bought new." "I had to experience that Mercedes-Benz customer service feeling for myself, before I truly realised how shit Mercedes-Benz really are. In the end you were right. I wish you weren't, but you are. I should have bought a BMW. I hope that your YouTube channel serves to educate more people on the practices of brands within the Australian Car industry." I did not elicit that commentary from Mr Lakic - it just lobbed without warning in my inbox, as these things often do. I did not go trawling for endorsement, nor did I seek brand-trashing experiences upon which to get my rocks off. I do not recommend Mercedes-Benz, and Mr Lakic’s unsolicited experience is emblematic of why. Buying Mercedes-Benz is like entering into a dysfunctional relationship with a profound power imbalance. It seems to me that Mercedes-Benz customers - at least in Australia - care somewhat more about the brand than the brand fundamentally cares about them.

Digital Savages proudly presents the new episode of 'Challenging the Status Quo' podcast with Mark van Rijmenam, a speaker, strategist, author of the book 'Future of Work' and founder at Mavin. Using technology for the betterment of human beings and making workplaces and organisations more humane. 'Customer centricity is fundamental, and data-driven organisations have a huge responsibility fulfilling that need!'

Today's show will walk you through the process for strategically targeting the customers you want and "Always" Closing them. The process "Never" fails.... Operative word, "Never" 

Justin Welsh joins us on the podcast, and he has a number of fantastic Insights to learn from his experience In sales roles at a number of B2B SaaS organizations. Justin coaches SMB SaaS founders and sales leaders to accelerate recurring revenue toward $50M. In our discussion we cover: We need to consider how we can listen better to our customers His concept of One Continuous Conversation Compensation could be shifting among the disciplines In a SaaS business Justin doesn't like subjectivity In his ICP Businesses need to find ways to run tests and have hypothesis In order to thrive Each discipline needs to be thinking "What Information can I capture that will be useful for the next person?" Leaders need to understand they're on the 'Executive' team first If your sales people aren't selling the right things, then they don't know how a SaaS business becomes healthy -- Check out more on Justin's website: https://www.theofficialjustin.com/ -- This podcast is brought to you by Jay Nathan and Jeff Breunsbach of Customer Imperative, where we help B2B SaaS organizations build growth & retention strategies. Learn more at https://customerimperative.com/ Jay Nathan: https://www.linkedin.com/in/jaynathan/ Jeff Breunsbach: https://www.linkedin.com/in/jeffreybreunsbach

We are thrilled to be official media partners for the Service Design Global Conference in Toronto this year and are sharing podcasts from the event as it happens. The first episode is with Marc Stickdorn, CEO of More than Metrics and co-author of several leading service design textbooks, This is Service Design Thinking and This is Service Design Doing Marc on Twitter Smaply.com Support the show.

We are thrilled to be official media partners for the Service Design Global Conference in Toronto this year and are sharing podcasts from the event as it happens. The first episode is with Marc Stickdorn, CEO of More than Metrics and co-author of several leading service design textbooks, This is Service Design Thinking and This is Service Design Doing Marc on Twitter Smaply.com Support the show.

In today's episode we discuss the evolution of customer expectations and in turn, what it truly means to be customer-centric. How can we connect multiple-touchpoints to look at the entire customer journey to best serve not only the business - but the end customer?

What is “customer rage”? Bruce Whitfield interviews Prof Nicola Kleyn of the Gordon Institute of Business Science (Gibs).

At a time when brands everywhere are turning to digital marketing to connect with customers, American Express is taking a much more human approach. For Rutledge, her motto has always been, 'Customer first,' so it felt natural to try and find a way to incorporate them into their marketing strategy. From customer referral programs to taxi top ads that change based on your neighborhood, she believes that showing your customer that you really understand and want to take care of them is the best way to turn them into authentic brand ambassadors. On this week's episode of Making Marketing, Rutledge joins Digiday's Shareen Pathak to discuss turning your customers into your best marketers, why complicated messaging doesn't work and how fighting fraud strengthens C2B relationships.

In today’s episode, I chat with Daniel Coullet, Senior Vice President of Customer Success and Experience, and Elizabeth Curtin, Customer Experience Practice Manager at PTC, about defining customer success and the value of designing a customer room to enhance employee and customer experience. PTC is a B2B global software company that offers a technology platform and solutions to help companies design, manufacture, operate, and service things for a smart, connected world. Get show notes and more information at customerbliss.com/cb114

Why is it difficult to take advice from underperforming employees? #HackingYourLeadership #vaynerpodcasts #StarkEngagementConsulting #LifeOfLozo Hacking Your Leadership Website Hacking Your Leadership Instagram Leadership Memes Twitter Stark Engagement Consulting Life Of Lozo

Varje vardag under åtta veckor repriserar vi ett avsnitt av Åsikt – en krönika av och med Thomas Barregren. Du hör varje avsnitt exakt som det lät när det sändes – med reklamavbrott och allt. 'Customer experience, service design & content marketing' sändes den 18 april 2016. Musik: All Alone © Ivan Chew (CC BY 3.0)

In the previous episodes, you discovered how quickly you can get your first few customers, using the right strategy. Getting these first customers is an example of doing something that doesn't scale. Yes, you can use this strategy to create a full time income for yourself, but you can't scale it much beyond that. To create your very own digital product empire requires switching gears. And exactly how to switch gears is what we talk about in this episode. Get the show notes here: https://activegrowth.com/3

No one is safe from this man's tongue - Steve Allen takes to the airwaves on weekday mornings from 4 - 7am on LBC. Hear all of Steve's show with the news, travel and breaks taken out.

In this episode I'm glad to interview Billie Lou Sastre who is a social customer service expert for the spanish and latin markets. Read full article here –> http://linkd.in/1dgh0wLThe highlights of this episode:00:21 Intro and welcoming Billie.01:21 Billie tells about herself and how she developed her broad expertise in social customer care as for spanish and latin markets.03:23 Brands needs time to understand the benefits of using social networks to leverage customer relationships, but it's a process that more and more companies are embracing. That's why Billie considers herself as a 'social customer care evangelist'.06:13 Billie will be hosting a conference on June 18th 2015 in Barcelona whose title is self-explanatory "how social media has revolutionized customer care". 08:09 Billie defining social customer service: responding, listening and being closer to your clients regardless the channel.12:51 If you adopt Social Customer Service effectively, your customers will buy more from you and will recommend your Brand to their friends. Furthermore you can even surprise your customers. 20:25 'Customer service is the new marketing' means improving communication and co-operation between these departments in order to wow your customers, so that they will become your marketers.27:27 Active listening and monitoring are important to react promptly to customers rants, but brands ought to deliver proactive social customer service in order to prevent any crisis. To do so, though, your social customer service team need to be enough structured to do either the responsive and the proactive tasks.33:43 Billie illustrates 7 steps to design a correct social customer service strategy.45:51 Some spanish brands are doing pretty well such as Movistar (20 staff dedicated to social customer service since 5 years). They let marketing and social customer care share relevant information that may be beneficial for both of them. Banc Sabadell is doing great as well and it was the first spanish bank ever to offer a 24/7 social customer service. 51:25 Billie talks about her agency SastreMartin, her next projects and then...she gives us a scoop!Where to find Billie on line: Personal site, Twitter, Facebook, LinkedIn, Instagram and Agency.53:23 Thanks and greetings.Read full article here –> http://linkd.in/1dgh0wL

In this episode I'm glad to interview Billie Lou Sastre who is a social customer service expert for the spanish and latin markets. Read full article here –> http://linkd.in/1dgh0wLThe highlights of this episode:00:21 Intro and welcoming Billie.01:21 Billie tells about herself and how she developed her broad expertise in social customer care as for spanish and latin markets.03:23 Brands needs time to understand the benefits of using social networks to leverage customer relationships, but it's a process that more and more companies are embracing. That's why Billie considers herself as a 'social customer care evangelist'.06:13 Billie will be hosting a conference on June 18th 2015 in Barcelona whose title is self-explanatory "how social media has revolutionized customer care". 08:09 Billie defining social customer service: responding, listening and being closer to your clients regardless the channel.12:51 If you adopt Social Customer Service effectively, your customers will buy more from you and will recommend your Brand to their friends. Furthermore you can even surprise your customers. 20:25 'Customer service is the new marketing' means improving communication and co-operation between these departments in order to wow your customers, so that they will become your marketers.27:27 Active listening and monitoring are important to react promptly to customers rants, but brands ought to deliver proactive social customer service in order to prevent any crisis. To do so, though, your social customer service team need to be enough structured to do either the responsive and the proactive tasks.33:43 Billie illustrates 7 steps to design a correct social customer service strategy.45:51 Some spanish brands are doing pretty well such as Movistar (20 staff dedicated to social customer service since 5 years). They let marketing and social customer care share relevant information that may be beneficial for both of them. Banc Sabadell is doing great as well and it was the first spanish bank ever to offer a 24/7 social customer service. 51:25 Billie talks about her agency SastreMartin, her next projects and then...she gives us a scoop!Where to find Billie on line: Personal site, Twitter, Facebook, LinkedIn, Instagram and Agency.53:23 Thanks and greetings.Read full article here –> http://linkd.in/1dgh0wL

'Customer-focus is important for certain job roles, but for other roles, we rely on our own wisdom.’ This is poisonous thinking when some parts of your company are excused from customer-focus. From the blog Customer Experience Optimization: (2:47)