Neil Woodcock
Neil Woodcock
Neil is Chairman and CEO of The Customer Framework Ltd. and visiting Professor at Henley Business School. An honours graduate, he worked in B2B sales & marketing with Mobil Oil, B2C marketing with Unilever and consultancy services with Andersen Consulting & McKinsey. Neil has written 5 books on customer management, is on the editorial board of leading journals and is an Honorary Fellow of the IDM.
Podcast: Data and Technology in Customer Management 2016-2020
Thanks to those of you who attended the Clustre* breakfast session on 30 November. For those who didn’t make it, Neil Woodcock and Andy...
As your digital footprint grows, do corporate data protection attitudes need to change?
Europe is big on data privacy. Europe is trying to keep on top of data legislation but as we move towards, or rather...
Customer Experience Trends for 2015
Customer Experience is a board level item in most large organisations but sometimes the discussion becomes more about internal processes and systems than about...
The uncomfortable CIO : CMO relationship
The uncomfortable relationship between CIOs and CMOs has been much written about. I came across the issue again yesterday at a Future Foundation brainstorming workshop. The...
Customer Management: Do we really know how good we are?
"The way of a fool seems right to him, but a wise man listens to advice". There is a cautionary tale from this reference...
Real time, on demand places demands on functional alignment in businesses
Consumer expectations around all things digital are immense, especially amongst the digital elite(1). We expect to be able to immediately search for and...
The path to purchase is changing in business to business (b2b) too
There has been much debate about how the path to purchase in business to consumer (b2c) marketing has changed the way consumers purchase. The...
Humble Leadership is the Key to Customer-Centric Success: Inside Scoop with Neil Woodcock
CustomerThink Founder/CEO Bob Thompson interviews Neil Woodcock about the keys to success in customer-centric companies. What's Different About a Customer-Centric Company? Understanding the Customer…
Customer Effort Score; part of your customer experience toolkit?
Customer Effort Score (CES) looks at customer experience from four perspectives of cognitive (thinking effort), emotional (emotional effort and distress), physical and time (taken...
What leading marketers are worrying about
Along with sponsors Clearcell and MarketPoint, The Customer Framework operates a group called Customer Horizons Executive whose 106 members are some of Europe's top...
Customer centricity – an internal and external view
Much has been written about the reasons why the locus of control in relationships between organisations and customers is moving firmly, but not completely,...
Business performance measurement in customer centric companies
This is an extract from a longer article - please contact Vicky for the full article The conflicting perspectives of 'measuring business performance' We all...
The measurement of customer management ROI must evolve
We're lucky in that our SCHEMA Customer Management Benchmarking database allows us to formally analyse how large companies manage customers. One observation...
Consciously deploying social in your customer management strategy
In our earlier reports, Professor Merlin Stone and I explored some basic models of customer management, ranging from key account management, product ...
The Importance of Consumer Engagement in FMCG
Research shows the relationship between consumer engagement and value to the brand is fundamental to understanding brand health. It shows that for almost all...
Another definition of Social CRM, but this time from the customers’ perspective
As social media is all about customers, here’s our definition put in customer terms. SCRM is how we… Listen to what you and others have...
Get fit to cope with the demands of Leadership
I was reading a book the other day on leadership which caused me to reflect a little about what makes an effective leader. In...
Leadership in customer management
Customer management programmes can achieve all of these things with a visible return within 3 months if . In 2009 alone, our clients have...