Mark's personal take on the situation with UBER and how governments should respond Mark Satov Partner, SATOV Consultants I respect the rule of law. Perhaps more so now that I...
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Uber research report reveals why consumers flock to the ridesharing program and why it's here to stay With 54% of potential consumers already using Uber in major markets and...
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Describe your role at Rogers Communications I lead competitive intelligence, device and compensation cost management, and I coordinate Commercial Planning for the Enterprise Business Unit (EBU) at Rogers Communications. The...
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For those of you who don’t live in Toronto, you may not have heard about the new train service our transit agency has launched, called the UP Express. It runs from the airport to Union Station with a couple of stops on the way. It is a great hit with its regular users…both of them! Nobody else has used the service, and that is because its price is so disconnected from anybody’s willingness to pay that it begs the question of whether the main asset MetroLinx should invest in is a calculator!
How annoying! You are out trying to have a nice dinner. You pick what you want in about eleven seconds…who doesn’t love Salmon Amandine? But someone at your table has...
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Most companies track customer experience metrics to gain deeper insights into the people who buy their goods and services. But knowing that everyone loves your new product even though they want to strangle your sales staff is only half the battle.
As I write this we are celebrating 13 years since I started the business. This milestone causes me to reflect on where we have come from and where we are going. We started off as a guy with a team…the little consulting company that could.
I thought SATOV was the best place I could have worked at in my first role after school. It’s hard to match the breadth of experience across industries and business problems, and the range of amazing people I’ve met along the way in all sorts of businesses and in all roles. Just be prepared to work hard before you sign. Call me if you have any doubts.
Nothing puts fear into the heart of a sales person, or a CEO for that matter, than the thought of changing prices. Input costs tend to rise over time, strategies change, competitors move: all are scenarios where a price change is applicable. But when we work with clients on pricing we meet more trepidation than we do with many other analytical pursuits.
Earlier this year I wrote an article for the Globe outlining the top reasons for companies to have a Chief Customer Officer. Without repeating all the details, the basic premise was that in the era of customer centricity companies need a senior executive that owns the end to end customer experience. This executive needs to be empowered to make decisions across what today are individual silos: marketing, sales, operations, human resources, etc.; if it impacts the customer, the CCO needs to be accountable for it.
We have all heard about the guy who went to the Nordstorm store to return a set of tires and was allowed to do so even though he bought it at a different store in the same location. That is one of the most over-hyped and least instructive customer service stories I have ever heard…But I do think that companies can turn customer frustration into loyalty if they train and empower their employees. Here is a recent experience of mine and some quick lessons for customer service providers: