Jon Picoult

Use this simple technique to uncover customer needs, drive innovation in customer experience and keep your business ahead of the curve.

People routinely consume TED talks online and love them -- because they don’t bear any resemblance to boring, low-energy Zoom presentations.

Hyundai thrived during the Great Recession. How the company did it offers important lessons for any firm navigating a consumer crisis like today's.

During crises, smart business leaders employ a simple, tone-setting tactic that can do wonders for workforce morale.

Net Promoter surveys were never meant to be a single query. A second, equally important question should be part of any NPS strategy,

Companies will again pledge major focus on improving the customer experience, and then -- ready for the bold prediction? -- little will change.

Net Promoter Score has its fair share of critics, but they often overlook one of the metric’s greatest benefits: its ability to define corporate culture.

There’s more to customer experience strategy than meets the eye — which is why a single, simple phrase can mean trouble for any business.|

Companies that provide the best customer experience consistently outperform during downturns. Now is the time to invest in CX.

No right-minded business sets out to spook its customers. But that’s inevitable when companies lose sight of what’s important.

Consumer disclosure -- the industry’s preferred instrument for narrowing the trust gap -- might actually be widening it.

A Watermark study vividly illustrates the financial benefit of a great customer experience – for insurers, in particular.

Call me a cynic, but here’s my bold customer experience prediction for most companies in the coming year: Not much will change.

Executives often miss the flip side of bad customer experiences. They don't just hurt customers; they create a toxic culture for employees.

In this year’s study, the disparity in performance between the Leaders and the Laggards wasn’t just striking—it was also growing by double digits.

Companies that excel at customer experience recognize that they’re in the business of shaping memories, not just experiences.

The measurement of NPS is arguably the least important component of a program. What matters is what comes after the measurement.

Most firms articulate a business purpose that makes for good annual report copy but doesn’t translate into tangible action.

Culture isn’t something you promote. It’s something you embody. So, it must start in the C-suite--and put down that smartphone.

The very metrics that are often used to gauge employee performance might actually discourage the behavior those companies want to promote.

Surveys and questionnaires do a poor job of accounting for the emotional considerations that drive customer behavior.

Put on your contrarian hat for a moment. Think of all the bad things that could happen if your staff focused, to a fault, on the goal you’ve set.

As the story of a prescription medicine bottle shows, everything has a customer experience and must be thought out.

Firms overlook key components of the experience — they appear mundane but can determine customer perceptions.

Many in the C-suite privately question the value of customer experience differentiation, unsure of the financial return it really delivers.

The benefit: Managers are getting a first-hand look at what it’s like to be on the front-line, suffering from problems they will now fix.

Letting drivers ask for tips messes with a customer experience that has been magical. That is a risky proposition even for Uber.

Small data may sound quaint, but don’t be fooled. Using it can enhance customer experience without expensive overhead.

Want to strengthen your customer relationships? Go beyond legally required disclosures. Communicate in a clear and forthright way.

As long as policyholders don't like or trust carriers and agents, we need to stop giving customers tricks and start offering treats.

Many great companies hire for attitude and train for skill, which can both identify better candidates and build a tight, strong culture.

To prevent commoditization, evaluate all contacts by customers and see how many you can preempt. You'll be able to compete on value, not price.

Shares of companies that did the best job on customer experience outperformed average companies by 35 percentage points.

These days, companies often have major innovation efforts, but they are almost all lacking a crucial ingredient: the customer.

As the company learned with Windows 8, even a massive ad campaign can't save a lousy product or reverse a crummy customer experience.

Here are three tips for improving the experience and attracting customers -- while decreasing costs.

A study reveals the ROI of a great customer experience -- and the penalty for a bad one.