Customer Confidential: Untold Stories of Earned Growth

Rob Markey, Bain & Company partner and customer experience expert
  • 4.9（44則評分）
  • 管理
  • 每月更新兩次

The Customer Confidential Podcast unlocks a world of unparalleled customer and employee loyalty insights. Host Rob Markey, a Net Promoter System pioneer, uses his deep expertise and empathetic approach to challenge conventional wisdom, peel back layers of typical advice, and expose the real stories of industry transformation. Take a deep dive into discussions on CX, customer journey, customer insights, Net Promoter Score, and more. Every episode is a master class in loyalty. Guests include CMOs, CXOs, and heroes of customer-centric transformation, along with thought leaders who inspire them. Exploring organizational structures, operating models, goals, and metrics, Rob and his guests from companies such as Vanguard, American Express, and more bring to light practical marketing, product, customer experience, and technology strategies for earning customer-focused growth. This podcast is your source for untold stories of customer and employee loyalty. Challenging, insightful, and instructive—all in one place. Earned growth starts here.

  1. 9月4日

    Ep. 256: Mike Milliron | “We Made It Cool to Care”: From CX Resistance to Results

    Episode 256: What turns CX skeptics into advocates? A listening engine that makes caring for those you serve the gold standard. At IMG Academy, a private sports academy and boarding school in Florida, Chief Operating Officer Mike Milliron led the launch of a centralized experience team. “Not interested,” said everyone from athletics, academics, athletic development, and student life. Why? IMG Academy’s culture initially prized local control. “Owners of experience,” says Mike, is how teams saw themselves. Mike and his team persisted. They built a real-time listening program with trusted access and immediate visibility so coaches, teachers, and staff could act on feedback. The centralized team partnered across athletics, academics, athletic and personal development, and student life to align fixes and remove friction for frontline work.  Results followed: NPS rose for parents and students. Re-enrollment increased. Earned growth forecasts climbed. “It made their jobs easier,” explains Mike.  “But also, it helped them get to the end result they want: delivering an unrivaled experience for students.” Guest: Mike Milliron, Chief Operating Officer, IMG Academy Host: Rob Markey, Partner, Bain & Company Give Us Feedback: Help us improve the podcast here: https://bit.ly/CCPodcastFeedback Time-Stamped Topics: 00:01 — Who owns experience on a campus built on silos 00:04 — Non-negotiables like culture change and real listening access 00:05 — Mission UCX prioritizes caring for those they serve 00:06 — Early financial signals drove re-enrollment to tick up 00:07 — Standing up CX and a listening program spanning multiple verticals 00:08 — Value lands when CX makes people’s jobs easier 00:09 — New games unlocked by data and insight loops 00:11 — Rapid-fire takes on popular CX buzzwords  Time-Stamped Quotes: [09:00] “The most difficult part was trying to figure out how it was actually going to work. Once we got it up and got it moving and realized the value right away, it became one of the smartest decisions, and it made people’s jobs easier.” [9:00] “We introduced a listening program. We introduced a dedicated team to work across verticals. [It was about] just the cultural component of A) getting that team in place, and then B) trying to figure out how do we actually best navigate what’s been in place for the previous 35 years—and some muscles that have been built—in a trustworthy way and in a way that people wanted to engage.” [06:00] “We’re starting to see customer experience and NPS go up across parents, students, and essentially all of our experiences in our product lines. We’re also seeing employee experience go up, which is super important—that’s helped with retention and workplace satisfaction.” [10:00] “We have different opportunities to actually understand how to drive value and impact. And we're just like, ‘Oh my gosh, we never would've thought that we're able to do this.’ And how it then ties back to a retention strategy or to a new product or new experience that we want to launch. So, it’sfun to actually see those things come to life.” Resources  “A New Playbook” (Episode 230 with former IMG Academy president, Tim Pernetti)

    12 分鐘

  2. 8月21日

    Ep. 255: Jason Guardino and Karen San | How Turning 18 Can Break Your Relationship With Healthcare

    Episode 255: One of healthcare’s biggest blind spots? When patients turn 18. It’s the moment they age out of pediatrics and fall headfirst into a system designed to prioritize older, sicker adults. Physicians, stretched thin, reserve energy for complex cases, giving young adults shorter visits and less attention. That means early signs of medical trouble, like anxiety or preventive needs, go missed. Jason Guardino and Karen San, care experience experts at The Permanente Medical Group, are addressing this massive and often invisible problem head-on. The Permanente Medical Group found that younger patients in their twenties and thirties consistently gave lower satisfaction scores than both pediatric and senior patients.  “They didn’t feel listened to and they felt dismissed,” Jason says. “They felt like there was a lack of compassion during that [medical] visit.” That sentiment, combined with rising anxiety, digital misinformation from things like social media, and a national shortage of mental health professionals, creates a high-stakes problem few health systems are equipped to solve. When doctors unintentionally triage young adults as low risk, this puts younger patients’ health at risk, “If you don't slow down and focus on providing a great experience, you can miss something that could be potentially very dangerous for this patient,” Jason explains. Fixing this gap means rethinking how we treat both patients and providers, from doctors to nurses to clinicians. To drive change, The Permanente Medical Group is listening—literally. Through live feedback tools and real-time digital prompts, they’re surfacing patient pain points. That data is changing how care teams engage with young adults and helping leaders understand the double bind facing providers: everyone needs high quality care, despite limited time and resources. Guests: Jason Guardino, Chief Experience Officer and Gastroenterologist, The Permanente Medical Group, and Karen San, Senior Director of Care Experience, The Permanente Medical Group Host: Rob Markey, Partner, Bain & Company Give us feedback: Customer Confidential Podcast Feedback Send us a note: Contact Rob Time-Stamped Quotes 00:01:00 – Why young adults often feel overlooked in adult care 00:02:30 – The Net Promoter Score drop for post-pediatric, 18-year-old patients 00:04:00 – Pediatric expectations compared to the reality of adult care 00:06:00 – How provider triage creates blind spots 00:08:00 – Understanding complaints from young patients 00:09:30 – Social media and how people’s anxiety levels impact care 00:10:30 – The mental health burden on primary care 00:12:00 – Listening at scale, with real-time feedback 00:13:30 – What patient ratings can reveal, data-wise 00:15:00 – Why compassion still beats automation Notable Quotes 00:00:05 “We don't set [children up] well for when they make a transition into adult medicine. There’s an opportunity to strengthen our care delivery model to meet those expectations and the ever-changing patient expectations.” 00:00:07 “If you don't slow down and focus on providing a great experience, you can miss something that could be potentially very dangerous for this patient. Even if they’re in the minority, I always say, if something happens a few percent of the time, somebody has to be in that small percentage of time—that [means] an injury can happen.” 00:00:08 “The system stressors disproportionately affect our younger members because the providers are using this as a kind of survival tactic. They’re saving their energy for the more complex patients with more comorbidities. And so it’s not affecting our older population the same way it is our younger.” 00:00:09 “We have found that the younger population [does] have heightened anxiety. And that’s fueled by a number of things. Covid-19 affected their perception of health. Social media is affecting how they define what good looks like. And so they’re looking to primary care providers, who may not be experts in mental healthcare, to provide that mental healthcare. And that also creates a friction point that we need to solve for.” 00:00:11 “We did a pilot of 5 of our 21 medical centers for several months. And then, in December of 2023, we launched it throughout the entire medical group—so, 21 medical centers and all of our patients. So we’re about a year and four months into this, and right now, we’re sitting at about 2.5 million results. We have about 1.5 million—what we call ’caring moments'—[where] patients write about their clinicians and the staff. And as we say, it’s an expression of gratitude, appreciation, and love—like something we’ve never had before.” Resources Check out Episode 197 of Customer Confidential, where we interviewed Jason Guardino back in 2022 on the importance of compassion in healthcare: https://www.netpromotersystem.com/insights/compassion-in-healthcare-podcast/

    21 分鐘

  3. 8月14日

    Ep. 254: Gurdeep Pall | The Internet Side of the AI Battle: Why Walled Gardens Fail

    Episode 254: What if the future of AI in customer experience is built not by giant platforms but by small, reusable, open source AI agents? Gurdeep Pall, President of AI Strategy at Qualtrics, believes open, modular AI agents will outmaneuver big tech’s locked-down systems. In this conversation from the X4 Summit, Gurdeep argues that “experience agents”—task-specific bots that can plug into any stack—will give companies more control, better performance, and real freedom. Closed AI platforms promise convenience, but they trap businesses in rigid walled gardens. Gurdeep argues that modular architectures unlock something better: flexibility, reuse, and evolution. “Break down the agents to very specific functionality,” he says. “And those agents can be invoked by many different agents for different types of tasks.” This isn’t just a tech choice. It’s a business and philosophical stance. Qualtrics is partnering with LangChain and releasing open connectors to build an ecosystem of interoperable agents. The goal? Let companies mix, match, and scale customer-facing systems without depending on any one vendor. “This is one semantic level up,” he says, comparing today’s agentic architectures to the launch of the web and mobile eras. “What agents are going to do for user experience—taking our digital game to the next level—is very exciting.” Guest: Gurdeep Pall, President of AI Strategy, Qualtrics Host: Rob Markey, Partner, Bain & Company Give Us Feedback: https://bit.ly/CCPodcastFeedback Time-Stamped Topics: (00:01) Why Qualtrics is going all-in on open agentic AI (00:04) An overview of the Qualtrics and LangChain partnership (00:06) The modular architecture of “experience agents” (00:08) Why one task might require seven agents (00:09) How specialization allows reuse and scale (00:10) Rejecting the walled garden model (00:11) Making open systems friction-free (00:12) A real-time use case from the X4 stage (00:14) Plug and play simplicity for complex integrations (00:15) Why this is a new digital paradigm Time-Stamped Quotes: [7:00]  “It’s about how you break up the task. Like, when you call the human, the human didn't sit there and not do anything and the password got reset. The human went to a piece of software and they went and worked on it. So, what we are talking about here is the combination of software and the human, now organized most efficiently.” [8:00] “ If you're able to break down the agents to very specific functionality, then those agents can be invoked by many different agents for different types of tasks.”  [10:00] “ There is one example of a very small, open system called the Internet, which somehow, through open standards, became one of the most incredible innovations of human beings ever. So what we are trying to do is to take a stand and say, ’We believe in open systems and we want to let our customers know that this is a choice.’”

    15 分鐘

  4. 8月4日

    Ep. 253: Mathieu Staniulis & Séverine Clairet | Blinded by Pride: Inside a 125-Year-Old Co-Op’s Return to Customer-Centricity

    Episode 253: Desjardins thought its cooperative roots made it member-first by default. Then members started leaving. Desjardins is a 125-year-old financial co-op based in Quebec. It has deep community ties and a proud history. But that pride masked a painful truth: Members no longer saw it as customer-centric. The organization believed its cooperative structure guaranteed loyalty—until low NPS scores and rising member churn showed otherwise. Mathieu Staniulis and Séverine Clairet recount how Desjardins confronted its own mythology, restructured governance, and began treating feedback as a system, not a score. Desjardins’ wake-up call came in the early 2010s. Despite its co-op status, members said the experience felt disjointed. Branches operated as near-independent entities. “It was really difficult to see the full scope of our company because we were presenting ourselves as different companies,” says Mathieu. CEO Guy Cormier led a bold move: unifying the 17 siloed organizations within Desjardins under a single governance structure. But structure alone wasn’t enough. Internally, CX, risk, and profit still pulled in different directions. As Mathieu puts it,  “People in charge of customer experience only talk about customer experience and NPS. People in P&L ownership talk about their performance—their bottom line. How can they improve their performance, especially on the financial metrics? And then you have the risk people trying to manage risk and deal with regulators always bringing new regulations, especially in the financial industry. And I believe we have to find a way to work together to balance customer experience, efficiency or financial metrics, and risk management.” The challenge became about integrating those forces to make balanced, member-first decisions—without sacrificing performance. Now Desjardins faces a new frontier: recreating intimacy in a digital world. Transactions moved online. But financial advice—the core of trust and loyalty—remains unsolved. The question, Mathieu says, is urgent and unanswered: “How do we bring advice into a digital world?” Guests: Mathieu Staniulis, Vice President, Products, Solutions & Digital, and Chief Transformation Officer | Séverine Clairet, Vice President Customer Experience & Marketing Strategy, Desjardins Host: Rob Markey, Partner, Bain & Company Give us feedback: Customer Confidential Podcast Feedback Send us a note: Contact Rob Time-Stamped Topics 00:01 – A logout button reveals blind spots in member experience 00:04 – Desjardins’ founding story: community aid in a kitchen 00:06 – “Member-owned” in theory vs. practice across 17 silos 00:08 – How Guy Cormier unified Desjardins under one governance model 00:09 – Why NPS lagged despite a strong co-op identity 00:12 – “The S means system”: transforming how feedback drives action 00:15 – Balancing CX, P&L, and risk without silos 00:18 – The call center debate: cost now vs. loyalty later 00:20 – Journey teams as a model for cross-functional accountability 00:21 – Digital did the easy part, so what comes next? 00:22 – Can “digital” be intimate? The next frontier for co-ops Notable Quotes [15:00] ​​ “It was really difficult to see the full scope of our company because we were presenting ourselves as different companies. … We had to pivot from working together, but in silos.”  [16:00] “We believe we're member-focused, but we were lagging in NPS. We were also losing membership, so we had to pivot and change all of that, changing the way we look internally at our performance, raising NPS as the top KPI for our company.” [16:00] “That’s the equation of NPS. Buying more, referring more, and staying longer mean more profitability. For P&L, it means better risk management, because there’s a tendency to lower your risk when you have loyal customers with you. So you have to bring that all together.” [17:00]  “We were very proud of Desjardins, especially in the Quebec market. In some lines of products, we have almost 40% market share. You will see a branch of Desjardins in every town. It's deep in our roots.” Additional Resources Read Bain’s case study, From Laggard to Leader: Desjardins Evolves Member Centricity for the Digital Age: https://www.bain.com/client-results/from-laggard-to-leader-desjardins-evolves-member-centricity-for-the-digital-age/

    25 分鐘

  5. 7月21日

    Ep. 252: Erin Wallace | The Data Doesn’t Care How Good You Think You Are

    Episode 252: Most CX maturity assessments ask how you think you're doing. This one demands proof. Erin Wallace, director of client engagement at MyCX from Bain & Company, is helping to lead a fundamental shift in how companies measure CX maturity. Most tools rely on perception-based self-assessments that reward self-promotion over progress. The Customer Experience Roadmap and Accreditation (CXRA) demands verifiable proof—evidence against 55 global, industry-backed standards. It's not always comfortable, but it’s often the turning point. Bain’s CXRA challenges the internal echo chamber. Erin explains how most assessments rely on surveys sent to a handful of CX insiders, producing a distorted view of reality. The CXRA demands documentation of policies, processes, behaviors, and measurable outcomes such as customer experience metrics, operational KPIs, or business results. It uses outside-in validation to confront that distortion. This isn’t academic. It’s where things get real. Leaders often push back. Some insist, “We're better than this.” Others admit, “We’re not as good as we might think.” That tension is the point. Because CXRA doesn’t just assess quality—it measures how consistently CX practices are applied across the business. That’s how it exposes the “pockets of brilliance” that never scale, leaving most customers with a fragmented, uneven experience and leadership teams with a false sense of progress. For many leaders, conducting the CXRA offers clarity they’ve never achieved: a shared fact base, benchmarks of world-class practice, and a clear path forward. It doesn’t just reveal what’s missing, it builds the conviction to fix it. Guest: Erin Wallace, Director of Client Engagement, Bain & Company Host: Rob Markey, Partner, Bain & Company Give Us Feedback: Help us improve the podcast (feedback link) Key Topics Covered 01:00 – Why perception-based CX tools fall short 02:20 – What defines a successful evidence-based assessment 03:10 – The challenge with identifying “pockets of brilliance” 04:15 – How companies respond to uncomfortable truths 05:40 – Aligning leaders around what “good” really looks like 06:55 – Using 55 global standards to benchmark performance 08:10 – What Bain’s CX Roadmap and Accreditation assesses 09:30 – What Erin learned at the X4 2025 Conference in Salt Lake City Time-Stamped Notable Quotes [5:00] “MyCX℠ is  a tool anyone in the industry can use, whether you're a strategic advisor, a technology implementer, or a CX practitioner. These should be things we agree on in terms of the standard of excellence for culture, capabilities, and execution.” [6:00]  “Most maturity assessments—tools to understand where you are and how you're doing with CX—are survey-based. They’re perception-based. We send [them] out to a couple hundred people in the company, see what they think, and how they think they’re doing with CX. You usually get back a pretty inactionable result. What's different about MyCX Roadmap and Accreditation, which is based on these global standards, is that it's an evidence-based, outside-in assessment.” [7:00] “It’s an opportunity to dig in and have a conversation. And to evaluate the perception with the policy against results.” [8:00] “We look at quality, coverage, and consistency of application across the business. There could very well be a spotlight—like pockets of excellence—that are not applied across the organization in a meaningful way.” “[9:00] “What does good look like, and is that really what we aspire to accomplish? And then what will it take to get there? Because oftentimes, everyone has a different opinion of what is ‘good.’ And do we really want to get there? This helps [organizations] break through and get that bigger investment unlock that’s required to lead.” Learn more about Bain & Company’s CX Roadmap and Accreditation process: https://www.bain.com/consulting-services/customer-strategy-and-marketing/customer-experience-transformation/mycx/ Learn more about the Global CX Standards: https://www.netpromotersystem.com/resources/cx-standards/

    12 分鐘

  6. 7月17日

    Ep. 251: Mike Valanzola | Many Voices, No Shared Truth: How Dell Revitalized Its Customer Feedback System with Help from the CXRA

    Episode 251: In 2018, Dell set out to do something big: turn customer feedback into a system that could not only provide insights, but help set priorities and run the business. They had the data. They had the intent. But they made a compromise that many organizations settle on: Rather than enforce one unified approach to customer feedback, they allowed each team to build its own. While this helped with initial adoption and change management, it also led to fragmentation—multiple tools, different methods, no shared truth. And it got worse over time. Real progress ultimately would require centralizing what had become scattered. When Dell’s Marc Stein appeared on this podcast in 2018 (episode 129), the company had just completed its EMC merger and launched a chief customer office. The ambition: one integrated Net Promoter System to tie sentiment to economics and put the customer at the center of every decision. But good intentions ran into a harsh reality: Every function was listening to customers, but no one was hearing the same thing.  In this episode, Mike Valanzola, Dell’s Senior Director of Voice of Customer and NPS Operations, picks up the story. He explains how misaligned tools, siloed ownership, and governance gaps made customer feedback hard to act on. His team didn’t want to tear down what existed. Instead, they brought it together. Through consolidation, centralization, shared standards, and stronger governance, they transformed scattered signals into an enterprise-wide system of action. The turning point came with the Customer Experience Roadmap and Accreditation. The CXRA gave Dell a framework to drive internal accountability and rebuild trust in the system. As Mike describes, cross-functional teams now meet weekly to act on shared signals. Tomorrow's goal? Make every employee a promoter and make every signal actionable. Guest: Mike Valanzola, Senior Director, Voice of Customer and NPS Operations, Dell Technologies Host: Rob Markey, Partner, Bain & Company Give us feedback: Customer Confidential Podcast Feedback Send us a note: Contact Rob Time-Stamped Topics 00:01 - Marc Stein’s 2018 ambition: a unified CX system 03:50 - Why integration faltered: fragmentation, politics, data overload 06:20 - Mike’s mission: centralize tools, enforce governance 10:00 - Transforming custom systems to create shared accountability 13:30 - Early delivery surprises and sentiment gaps 17:10 - Predictive models and operational fixes 21:00 - How Dell built trust in the new NPS engine 27:45 - Weekly action meetings: turning listening into doing 35:30 - Why CXRA certification mattered, internally and externally 40:00 - Reflections on past company decisions Notable Quotes “ We have a robust  partner community that allows us to  expand our scale in terms of the customers that we can  touch. Each and every one of those folks has some things that are important for us to hear.” [8:00]  ”We do—and did—as a company, listen regularly, but we didn't always hear. The reason for that came down to every function across the company, ultimately doing their own listening programs, using their own application, governing how they listened, controlling what they got back, and not sharing it.” [18:00]  ”We had been really in a run-the-business function, really focused on  NPS management, really focused on owning  that measurement for the company. And now, I was proposing a large-scale, end-to-end corporate transformation that was going to require my own team  to think about how we operate, and effectively operate differently.” [28:00] Additional Resources Hear our 2018 podcast with Marc Stein on Dell’s original CX ambition, Bringing Net Promoter to Scale Learn more about Bain’s MyCX Roadmap & Accreditation

    39 分鐘

  7. 7月14日

    Ep. 250: Sean McEntire | A Decade of Discipline: From NPS Pilot to Outer Loop Powerhouse

    Episode 250: Comcast solved the age-old problem of how to make employee suggestions a powerful, reliable source of value-driving improvements at scale.   Sean McEntire, Comcast’s Vice President of Customer Strategy and Operations, explains how the Outer Loop channels every employee elevation—no matter how small—through a disciplined screen, assigns a named owner, and tracks progress in public view. Ninety thousand teammates now feed a single pipeline that forces scattered ideas into accountable hands and verified fixes, solving 7,000 customer pain points so far. A frontline agent’s push for an easy‑to‑use, large‑button remote shows the system at work: The idea passed triage in hours, landed on the product team’s desk, and shipped nationwide within months—evidence that voices on the floor can reshape the hardware in customers’ hands. Once an elevation clears triage, technology, operations, or product leads must respond within set deadlines—accept, reject, or ask for data. Every decision and follow‑up lives on the same dashboard employees use to log ideas, so trust grows with each visible step. As McEntire puts it, “CX is all about transparency. If you’re going to be transparent with your customer, you need to be transparent with your teammates.” The result? Faster fixes, rising JD Power and NPS Prism rankings, and a workforce that, 10 years into the transformation, keeps feeding the Outer Loop because they’ve seen their suggestions become reality. Guest: Sean McEntire, Vice President, Customer Strategy and Operations, Comcast Host: Rob Markey, Partner, Bain & Company Give Us Feedback: Help us improve the podcast (feedback link) Want to get in touch? Send a note to host Rob Markey. Time-Stamped Topics (00:01) Comcast’s early days of the Outer Loop (03:00) Why NPS never drifts when the Outer Loop is active (06:00) What it takes to operationalize trust with 90,000 employees (08:30) Large-button remotes and other frontline-sourced Outer Loop ideas (11:00) Inside the elevation system: votes, comments, and Outer Loop visibility (13:00) Why rejecting ideas can build more trust than accepting them (16:00) An industry-wide trust gap and the Outer Loop’s role in closing it (18:00) Moving beyond scores to what drives CX progress (20:00) Synthetic feedback, benchmarking, and the new Outer Loop data stack Time-Stamped Notable Quotes  [3:00] “This is our ten-year anniversary of operationalizing NPS within the organization. And we consistently, to this day, listen to both our customers and teammates. We learn from that feedback. […] We act on putting new solutions into the business that improve the lives of our customers and our teammates.” [5:00] “We are approaching our 7,000th resolved NPS elevation. So that's 7,000 net new experiences for both our consumers and teammates. And that's true progress.” [12:00]  “CX is all about transparency. So, if you're going to be transparent with your customer, you need to be transparent with your teammate.” [16:00] “CX never sleeps.” [23:00] “ It's not the score, it's the system. And if people focus on the score, you spend more time trying to explain a few basis points of score change and trying to correlate what may have caused that when it may have nothing to do with that. So it's, the score will be your north star on, ‘Are you making progress?’” Additional Resources Learn more about the NPS® Outer Loop by Bain & Company: https://www.qualtrics.com/marketplace/bain-outerloop/ Listen to our two-part 2018 podcast on the origin of Comcast’s NPS journey with Charlie Herrin, Comcast’s chief customer experience officer: https://www.netpromotersystem.com/insights/inside-a-cable-giants-net-promoter-turnaround-nps-podcast/

    25 分鐘

  8. 7月10日

    Ep. 249: Scott Taber | Why Four Seasons Turned Guests Away

    Episode 249: When “revenge travel” brought guests roaring back to Four Seasons Hotels, they capped occupancy, turning away guests and revenue. Scott Taber, senior vice president of global hospitality, describes the Four Seasons philosophy: No points, no perks. Just great properties, individual recognition, personal service, and an emphasis on making sure the first five minutes after check-in are spectacular. That belief was put to the test when the world started traveling again and labor gaps persisted at the end of the pandemic. The company had a choice: chase revenue or protect intimacy. It chose intimacy. To avoid overextending staff and diluting the experience, Four Seasons capped occupancy. The organization focused on preserving what Scott calls the “first five”: those opening minutes that define a guest’s stay. “People want to see your eyes and your teeth,” he says. They want to be recognized, not processed. That doesn’t mean resisting tech. Four Seasons embraced tools that support connection: a CRM “golden record” surfaces each guest’s preferences so staff can deliver personal touches at scale. They also rolled out a proprietary 11-platform chat tool that helps staff resolve 80% of requests within 90 seconds. Last year, they set an NPS record.  Culture provides the foundation for the organization’s enduring success. Recruiting favors empathy, veterans mentor newcomers, and managers celebrate tiny moments of recognition as fiercely as revenue. With management contracts that stretch a whopping 80 years, Four Seasons plays the long game: culture first. For Four Seasons, the strongest currency isn’t points, but people. Guest: Scott Taber, Senior Vice President for Global Hospitality, Four Seasons Hotels Host: Rob Markey, Partner, Bain & Company Give us feedback: Customer Confidential Podcast Feedback Send us a note: Contact Rob Topics Covered: 00:04 How occupancy caps protect service under pressure 00:12 No points program means loyalty through recognition 00:20 Salesforce “golden record” and how it personalizes at scale 00:30 The benefits of their chat platform that responds instantly to guests 00:35 Getting culture right, like hiring empathetic staff and having veterans mentor newcomers 00:41 How their 80-year contracts reinforce a culture-first strategy Notable Quotes: 00:02 “It’s the service excellence that we want to have in our properties every single day, and making sure that we have the right tools, training, support, structure, to truly bring that to life. And all while creating great jobs and helping to have amazing leaders and supporting them to create great memories and experiences for our guests.” 00:03 “We had a record year last year with our guest experience score, Net Promoter Score.” 00:11 “Our typical management agreement is 80 years. We want to be with this hotel, we want to be with this project, for the long term. It’s the vision of Mr. Sharp [Four Seasons’ founder] committing himself to the property and us being committed to the property for that period of time. I think there are some pretty good foundational elements to keep us going for a long time to come.” 00:12 “ [Customers] want to be remembered and appreciated for their business. Four Seasons doesn’t have a loyalty program. We’re a small brand: 133 hotels. So, how do we do that in a way that is thoughtful and that helps our employees to be able to remember our guests in the right way?” 00:25 “We want to hire for attitude and teach the skills. So you are looking for someone who wants to connect with that guest and be in sync with what that guest needs at that moment. And that comes with how we teach and how we coach that behavioral side to engage with the guests—what’s important for them in the moment.” Additional Resources: Connect the dots between the present and the past with our Customer Confidential podcast from 2016, Inside the Four Seasons Approach to Five-Star Service Learn more about how Four Seasons was impacted by Covid-19 in our brief: The Power to Change

    43 分鐘
顯示全部 (256)

4.9
（滿分 5 顆星）
44 則評分

簡介

The Customer Confidential Podcast unlocks a world of unparalleled customer and employee loyalty insights. Host Rob Markey, a Net Promoter System pioneer, uses his deep expertise and empathetic approach to challenge conventional wisdom, peel back layers of typical advice, and expose the real stories of industry transformation. Take a deep dive into discussions on CX, customer journey, customer insights, Net Promoter Score, and more. Every episode is a master class in loyalty. Guests include CMOs, CXOs, and heroes of customer-centric transformation, along with thought leaders who inspire them. Exploring organizational structures, operating models, goals, and metrics, Rob and his guests from companies such as Vanguard, American Express, and more bring to light practical marketing, product, customer experience, and technology strategies for earning customer-focused growth. This podcast is your source for untold stories of customer and employee loyalty. Challenging, insightful, and instructive—all in one place. Earned growth starts here.

資訊

  • 創作者
    Rob Markey, Bain & Company partner and customer experience expert
  • 活躍年代
    2014年 - 2025年
  • 集數
    256
  • 年齡分級
    兒少適宜
  • 版權
    Net Promoter® and NPS® are registered trademarks and Net Promoter Score and Net Promoter System are trademarks of Bain & Company, Satmetrix Systems and Fred Reichheld. © 1996-2015. Bain & Company
  • 節目網站
    Customer Confidential: Untold Stories of Earned Growth

你可能也會喜歡