Who We Are
As a furniture retailer, having an edge against the competition is critical and the need to measure the stats that are important to run and grow the business are paramount. Csuiters usually feel confident that they have very accurate knowledge about their business, but many times that confidence is lost as you go down the organization. Opposing views in company meetings will oftentimes shine a spotlight on those differences and one view point will win out based on where that person sits within the org chart. Conversations like this only spotlight one unavoidable truth, you simply don’t have the data. There is a fine line between opinion and fact. Understanding what the data tells you and acting on that data can put you on the fast track to heading catastrophe off at the pass by making a wrong decision based on belief; what you think to be true. You may feel that your business is based on foundational beliefs that customers are treated well, their lives are enriched by partnering with you, and that you offer a great value. You may believe in your core that your customers are dealt with fairly and with integrity. That belief doesn’t make a difference. The only thing that matters is what your customers believe about you, and you can’t hunch that.
“Being a small furniture retailer with one store, I had my finger on everything and knew the business and all its facets. Sales, product, customer focus, marketing, deliveries, accounting, and damages are each a leg in holding up the stool and I was intimately entrenched. Once another location opened, being in the know became a challenge and things began to spin out of control, faster and faster. My past experience gave me the basis of understanding that the tangibles mattered, but the intangibles are critical as well. Leadership and culture became more overt as everyday fundamentals. When business improved, it became tougher to keep the stool level and so new management came aboard and brought with them their beliefs and opinions. When the two small stores morphed into a bigger organization, the stakes got bigger and overcoming differences of opinions became a larger part of our planning meetings. Back then, decisions and belief ran the company, but with the Medallia Experience Cloud powered by AI, I’m 100% confident that the data I’m running my business by is fact.” Customer Experience With Medallia
In March of 2006, Fred Reichheld wrote The Ultimate Question and introduced the business world to a better way to get inside the heads of their customer. He drew in the sand that separated bad profits from those that not only led to a higher rate of customer retention, but also assigned a method to discover how many of their customers would recommend them to their friends and family. By assigning a label of Promotor, Passive or Detractor to each customer, a NET PROMOTOR SCORE, or NPS, was revealed by which a customer experience score could be ascertained, benchmarked and improved upon.
We Help Concentrate Your Efforts
“Would you recommend us to your family and friends?”
Getting the answer to this question is the smallest part of the equation. Where it gets interesting is what you can do with the responses that you get. We have the technology to collect the data and quantify it in real time so you know exactly where to concentrate your efforts. We can get that data to the people in the organization who need it most so teams can follow up immediately on opportunities to right a wrong and keep that customer shopping with you instead of going to the competition.
Today, you have the power to understand your customer like never before.
People Buy Experiences, Not Products
Do you really care, or do you just say you do? For those companies that truly care about delivering the very best Customer Experience, we look to Medallia to measure the data your customers share about their experiences with your business and CeXperentia delivers Medallia’s Experience Cloud to the Furniture Industry.