Loribeth McCann

About Loribeth McCann

Loribeth McCann is a vice president in the Financial Services Research division at Market Strategies International. Key areas of focus in Loribeth’s research portfolio include product development, brand research, segmentation and customer experience. Loribeth has managed several large-scale customer experience programs, through the stages of adoption from a prior vendor, redesign, historical data integration, implementation and portal development. Her ultimate goal is always to get the day-to-day running smoothly and efficiently, allowing the project and client teams to focus on areas of continued improvement and insight from the research. Loribeth holds a master’s degree in industrial/organizational psychology from Wayne State University, and a bachelor’s of science in psychology from the University of Central Florida.

Common Traps of Top-performing Customer Experience Programs

Common Traps of Top Performing Customer Experience Programs

You’ve achieved your customer experience (CX) goals! Congratulations! … Now what?

When our clients’ organizations commit to their CX measurement goals (CSAT, NPS), internalize the key drivers of performance improvement and integrate them with operational priorities, they often succeed in hitting their CX outcome measure goals.

While this is always good news, it can create new challenges—“happy problems,” as we’re told to see them. Here are some common CX program traps to avoid after you hit your CX goals: Continue reading

Banks: Commodity is Not a Dirty Word

It’s not uncommon for financial services market researchers to have to share results that are not what clients and their stakeholders were hoping to hear. And yet speaking research-driven truths is an imperative when developing products and improving the customer experience.

This is especially true when consumers see a client’s product as a “commodity,” meaning something all financial services providers offer that are pretty much interchangeable in terms of features, benefits and costs. This is particularly tough when the client’s product team is involved because it can feel like a non-starter, as though there’s nothing they can do to differentiate the offering.

This couldn’t be further from the truth.

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