WHITE PAPER BY DR PAUL TURNER
|
|
- Kerry Martin
- 8 years ago
- Views:
Transcription
1 WHITE PAPER BY DR PAUL TURNER DIRECTOR OF PORTFOLIO, GEORGIA GROUP Customer Experience Management - The Value of Transformational Leadership to the Customer Experience. ABSTRACT Purpose; to outline how a transformational leadership approach can add critical value to a customer experience management strategy. Approach; to discuss the concept of customer experience management and consider how an organization can align leadership behaviour to their customer experience management strategy so as to achieve competitive advantage. Findings; to maximize the value of a customer experience management strategy it should be aligned to the organizational vision, the brand DNA and other organizational characteristics including values, behaviours and leadership style. The development of a leadership message and a transformational leadership style is critical to the delivery of a successful customer experience management strategy and value added customer experiences. WHAT IS CUSTOMER EXPERIENCE MANAGEMENT? Ever since the release of the book Experience Economy (Pine and Gilmour, 1999) there has been a growing interest in the concept of customer experience. Indeed our client experiences at Georgia Group show that interest in the concept of customer experience is accelerating at a tremendous rate as our clients are seeking ways to move beyond product and service delivery to creating value driven customer experiences. This is most likely due to an increasing amount of evidence linking it to value creation ((Prahalad and Ramaswamy, 2004). It s clear that leading organizations are increasingly seeking to influence their customers experiences as part of a desire to achieve competitive advantage. Customer experience as a concept could be defined as a customer s perception of and response to, service encounters with an organization. Customer Experience Management exists to influence the make-up of the strategic customer experience whether that be the environment, people or process; providing a systematic and strategic view rather than focusing on individual experiences. Omni-channel delivery has grown in response to the ever increasing ways in which customers communicate with organizations to access their products and services. Yet despite the growing interest in this area there is still a lack of knowledge and understanding of customer experience and a scarcity of research (Texeira, 2012).
2 Whilst there is no universal agreement on the inputs (drivers) and outputs (measures) of customer experience, research is gradually taking the debate forward. Recent research in the banking sector (Garg et al, 2012) found that the main drivers of a customer s experience related primarily to convenience of service/product and employee interaction; with lesser emphasis on service process (in this case technology). Another research study based on a case study involving a multi media provider again identified convenience, employee interaction and service/product process but also affordability and customer engagement (Teixeira, 2012). Whereas a research study based on a 5 star hotel identified comfort, educational, hedonic, novelty, recognition, relational, safety and beauty (Rageh, 2013). Whilst these drivers may vary dependent upon sector there are some common themes around the factors that are likely to be critical to the impact of customer experience in most sectors. There is commonality around the importance of convenience/ comfort, surprise/novelty, engagement through employee interaction and/or brand, added value (in some form) and environment. Those organizations which are ahead of the field instinctively know that their customers are beginning to demand more than a product or a service. Yes they still want affordable good to great products and services but more and more they want to be surprised, excited and to feel a positive emotion linked to their purchase. Pine and Gilmour (1999), arguably the fore-runners of the customer experience concept, proposed that customizing a service turns it into an experience, and customizing an experience turns it into a transformation asserting that businesses should mass customise their goods and services. Further they argued that the use of techniques such as customer satisfaction or voice of the customer surveys were not sufficient to determine the products for mass customisation because customer satisfaction data often measures market satisfaction not individual customer satisfaction. Their 3-S Model shows their view of the importance of driving up an organization s understanding of it s customer experience promise through a three steps approach (satisfaction, sacrifice and surprise) aimed at increasing the economic value from every customer experience. Their 3-S model proposes that it is not enough to achieve customer satisfaction by meeting their customer expectations or setting new expectations by reducing customer sacrifice. A great customer experience is also not just about seeking to exceed a customer s expectations, along a known axis of competition, nor just about uncovering new service factors upon which to compete; as these relate to satisfaction and sacrifice. Rather, it involves staging a surprise based on a strategy of driving up satisfaction and driving down sacrifice. This involves going one step ahead of conventional thinking and going beyond asking customers how did we do? and what do you want? to what did you remember. In other words moving from a transactional experience to a transformational experience. The creation of a memorable experience through suprise is no easy trick. For example this might involve giving away items randomly on certain days or being aware that a customer is a regular shopper and linking such loyalty to an in-store experience. Yet when will a customer s expectation overtake the surprise element. And certainly a high level of customer satisfaction (and a low level of customer sacrifice) must be in place before doing so. Such a challenge requires employees to not only adopt a creative and innovative mentality to ensure each and every customer experience is special but they must also be emotionally aligned to the organization s brand values so as to respond spontaneously to the developing experience which is being created between them and their customer. Based on the work of Kajalainen (2004) undertaken at a Volvo site Clatworthy (2009) showed the importance of congruence between brand associations and service manifestations, for example an interaction in a service industry between an employee and a customer. Organizations who seek to align a brand startegy to customer experience should consider defining the relationship between their brand strategy and customer experience. By doing so they can determine how their brand strategy can be transformed into relevant customer experiences by enhancing existing or introducing new ways, of interaction through the delivery of their services and products. To achieve this Clatworthy (2009) proposes defining the brand DNA before developing the service personality and then enacting and refining the customer experience. Juttner et al (2012) though identified the importance of values in this process and in their research, based around a case study within the hotel sector, showed how company stimulus impacts upon cognitive and emotional responses which links through the brand personality to personal values of the customer. I would further argue that such strategic centric driven approaches often fail to grasp the critical relational role of front line employees to the development of a great customer experience. This relational capability is key, as a great customer experience is co-created between the organization (employees) and its customers and is dependent upon employee behaviours (and therefore values) being aligned to the brand values, which the customer is aware of in some way. If one accepts the argument concerning the importance of relational and emotional capability within an organization s people then a question arises from this. How can organizations encourage and foster the link between their brand DNA and their people so as to ensure alignment to the end game, a transformational customer experience. Based on our research and client experiences it is clear to us that the influence of a transformational leadership approach creates a way in which to achieve such an alignment.
3 THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP ON THE CUSTOMER EXPERIENCE As mentioned in the earlier section the importance of customer surprise is seen as an increasing value added factor when introduced on a strong platform of high customer satisfaction and low customer sacrifice. It is further proposed that, based on research to date, the value of employee interaction including leadership style, either in a front-line service role or a support service role, is critical to the creation of customer surprise whether this relates to novelty, innovation or any other perception of unexpected customer pleasure. To achieve such creative and innovative levels of employeecustomer interaction will require in turn a high level of employee commitment and discretionary effort. A transformational leadership approach can help organizations achieve this aim. Slaten et al (2011) found a strong relationship between leadership styles and employees levels of creativity and innovation in frontline roles. A transformational leadership style offers a high potential to influence those key factors that drive employee creativity and innovation, that is the elements of a satisfying customer experience ( i.e. convenience/ comfort, surprise/novelty, engagement through employee interaction and/or brand, added value in some form and environment). Transformational leadership encourages employees to perform beyond their expected levels of performance as a consequence of their leader s influence in inspiring them to transcend self-interest for a higher purpose, mission and vision (Bass, 1985). Numerous research studies have shown that transformational leadership is positively related to improved employee commitment and to encouraging those behaviors such as creativity and innovation which constitute high performance (Bass and Avolio, 1993) and the development of value added customer experiences. In line with this research Georgia Group developed their Leadership Message methodology to enable organizations to create their own unique higher purpose and to enable a framework for leadership action aimed at achieving transformational change. Bass (1997) further defined the transformational behaviours that facilitate extra discretionary effort, satisfaction and effectiveness from team members. These behaviours centre on charismatic leadership, intellectual stimulation, inspirational motivation and individualised consideration; behaviours that are key elements of the Full Range Leadership model, the leadership framework which underpins the Georgia Group leadership development delivery (Turner, 2013). By developing an organization s transformational coaching capability we have been able to assist client s to increase both their employee engagement and performance levels and, in turn, create the additional discretionary effort and commitment that is necessary to deliver the key factors that drive a great customer experience. The diagram below is adapted from an earlier research study and sets out the direct and indirect linkages to the creation of the customer experience. TRANSFORMATIONAL LEADERSHIP ATTRIBUTES Role modelling Relationship driven Building trust Performance focused Transforming Leadership Employee Engagement Emotional intelligence Personal enrichment Transformational leadership drives improved employee behaviour and is a predictor of employee engagement Employee engagement is a predictor of employee behaviour Employee behaviour creates the customer experience Customer experience sustains transformational leadership Customer Experience Employee Behaviour Aligning Organizational Coaching with Leadership Behaviour. Turner. P.S. (2012)
4 An understanding of the concept and value of transformational leadership behaviour continues to grow as more and more organizations seek to effect significant cultural change to manage the people challenges of wide ranging organizational change programmes including the development of customer experience management strategies. Organizations seeking to influence their customer experience outputs to drive economic value will find benefit in aligning transformational leadership behaviours to their customer experience management strategy. CONCLUSION Leading edge organizations have for many years focused on how they deliver their customer experience so as to achieve more economic value. In 1994 Jim Collins and Jerry Porras in their book Built to Last covered several examples including how American Express focused on delivering heroic customer service through encouragement of individual initiative; 3M s passion for innovation ( thou shalt not kill a new product idea ) through respect for individual inititiave or Marriots mantra of make people away from home feel that they are among friends and really wanted which was brought alive through acknowledging people as their number 1 priority. Today s organization faces an even higher benchmark of service excellence. The challenge of developing or re-establishing a customer experience management strategy relates primarily to organizational culture and is reliant on leadership. The technicalities that surround the delivery of great customer experiences often relegate leadership to operational areas and related decision making. Yes a customer experience strategy by its nature involves decisions and delivery around processes, environments and logistics but primarily it is about leaders and the impact of their leadership on the organization s people, whether employees or customers. The success of an organization s customer experience management strategy will depend upon its leadership capability and whether that capability is focused on transformational change through transformational leadership behaviours which positively influence the critical outputs of employees engagement, commitment and levels of discretionary effort. These outputs are critical to moving from a service standard driven mentality of customer satisfaction to a value driven mentality of customer surprise and increasing the economic value of the customer experience. By creating a clear leadership message, together with an aligned transformational leadership style, organizations can create a brand vision and an aligned leadership philosophy based on their customers expectations. With this leadership platform in place brand priorities can be developed through an omni-channel delivery that supports a unified view of the brand whether via in-store, online, mobile, call centre or any other customer experience touch point. The integration of brand personality into these customer experience touch points enables the customer experience to be influenced and reduces lost sales opportunities and increases the consistency of the brand and customer experience across all channels. Brand personality is described by Aaker (1997, p.347) as a set of human characteristics associated with a brand. Within our Leadership Message transformation model we faciliate the creation of the key organizational brand values that drive such characteristics and behaviours. A transformational leadership programme can then transform the brand values, by inspiring employees, into creating great customer experiences not just at the front-end of the business but throughout the organization s omni-channels. In conclusion there is a compelling case for organizations to consider the value of a customer experience leadership strategy with a focus on transformational service rather than a customer experience management strategy with a focus on transactional service.
5 REFERENCES Aaker, J. (1997), Dimensions of brand personality. Journal of Marketing Research, Vol. 34 No. 3, pp Bass, B.M (1985) Leadership and performance beyond expectation. New York: Free Press. Bass, B.M and Avolio, B.J (1993) Transformational Leadership: A response to critiques. Cited in M.M. Chemers, & R. Ayman. (Eds.). Leadership theory and research: Perspectives and directions. Sydney: Academic Press Inc. Accessed on 23 April 2013 via MLQ Bass, B.M., and Avolio, B.J. (1997). Full Range leadership development: Manual for the Multifactor Leadership Questionnaire. Palo Alto, USA: Mind Garden Inc. Clatworthy, S (2009) Bridging the gap between brand strategy and customer experience. Oslo School of Architecture and Design. Emerald Group Publishing Limited. Garg, R., Rahman, Z., Qureshi, M.N and Kumar, I (2012) Identifying and ranking critical success factors in banks. An analytic hierarchy process (AHP) approach. Journal of Modelling in Management Vol. 7 No. 2, 2012 pp Emerald Group Publishing Limited Juttner, U; Schaffer, D., Windler, K and Maklan, S (2012) Customer Services Experiences. Developing and applying a sequential incident laddering technique European Journal of Marketing Vol. 47 No. 5/6, 2013 pp Emerald Group Publishing Limited. Karjalainen, T.M. (2004), Semantic Transformation in Design, University of Art and Design, Helsinki. Pine II J and Gilmore J.H (1999) The Experience Economy: Work Is Theatre & Every Business a Stage. Harvard Business School Press, Boston, MA. Emerald Group Publishing Limited. Prahalad, C. and Ramaswamy, V. (2004), Co-creation experiences: the next practice in value creation. Journal of Interactive Marketing, Vol. 18 No. 3, pp Rageh, A., Melewar, T.C and Woodside, A (2013) Using netnography research method to reveal the underlying dimensions of the customer/tourist experience. Qualitative Market Research: An International Journal Vol. 16 No. 2, 2013 pp Emerald Group Publishing Limited Slåtten, T., Svensson, G and Sværi, S (2011) Empowering leadership and the influence of a humorous work climate on service employees creativity and innovative behaviour in frontline service jobs. International Journal of Quality and Service Sciences Volume 3 Issue 3 Teixeira, J., Patricio, L., Nunes, N.J., Nobrega., L., Fisk, R.P and Constantine, L (2012) Customer Experience Modeling: from customer experience to service design Journal of Service Management Vol. 23 No. 3, 2012 pp Emerald Group Publishing Limited Turner, P.S. (2012) Aligning Organizational Coaching with Leadership Behaviour. BCU. Turner, P. S (2013) Measuring And Developing Transformational Leadership. Georgia Group Limited Georgia Group Consulting Ltd Bollin House Riverside Park Wilmslow Cheshire SK9 1DP United Kingdom
Sales Management Competencies
Sales Management Competencies John Sergeant Associates, Tel: (02) 9972 9900, Fax: (02) 9972 9800, Email: john@jsasolutions.com Website: www.jsasolutions.com.au js@ John Sergeant Associates Contents Page
More informationRunning head: LEADERSHIP STYLES 1. Leadership Styles of Master s Students in Counselor Education. Alexis Rae, PC. The Ohio State University
Running head: LEADERSHIP STYLES 1 Leadership Styles of Master s Students in Counselor Education Alexis Rae, PC The Ohio State University December 2010 LEADERSHIP STYLES 2 Leadership Styles of Master s
More informationThe Key Successful Factors of Customer Service Experience
Abstract The Key Successful Factors of Customer Service Experience Yen-Hao Hsieh Tamkang University yhhsiehs@mail.tku.edu.tw Emergent Research Forum Papers Yi-Chun Chuang Tamkang University yichun102779@gmail.com
More informationOnline Retail Banking Customer Experience: The Road Ahead
Universal Banking Solution System Integration Consulting Business Process Outsourcing Customer experience is a key differentiator in banking In recent years, customer experience has caught the imagination
More information[ know me ] A Strategic Approach to Customer Engagement Optimization
[ know me ] A Strategic Approach to Customer Engagement Optimization A Verint and KANA White Paper Table of contents Introduction... 1 What is customer engagement?... 2 Why is customer engagement critical
More informationPerspectives. The Key to Customer Loyalty. Summary. Organizational Commitment to Service Improvement
Perspectives The Key to Customer Loyalty It s a well known fact that treating your customers well is a key to creating the kind of customer loyalty that can drive revenues and competitive advantage. Yet
More informationA Strategic Approach to Customer Engagement Optimization. A Verint Systems White Paper
A Strategic Approach to Customer Engagement Optimization A Verint Systems White Paper Table of Contents Introduction... 1 What is customer engagement?... 2 Why is customer engagement critical for business
More informationCanon Brand Experience Principles Experiential & Live Events. Version 1.0 06.2015
Canon Brand Experience Principles Experiential & Live Events Version 1.0 06.2015 1 2 Support 1.01 Experience Principles Overview 1.02 Our brand model Overarching principles 1.04 Introduction 1.05 Defining
More informationIndustry Insight: Performance Management
Industry Insight: Performance Management Optimize Employee Performance to Maximize Business Performance You ve built an impressive talent hiring and screening approach, one that better predicts and ensures
More informationCustomer Experiences - The Key Messages
Customer Experiences - The Key Messages 1 - Traditional Differentiators are no longer working One question to always ask is "what are your key points of difference". Most struggle with this question, some
More informationService quality: beyond cognitive assessment Bo Edvardsson Service Research Center, Karlstad University, Karlstad, Sweden
The Emerald Research Register for this journal is available at wwwemeraldinsightcom/researchregister The current issue and full text archive of this journal is available at wwwemeraldinsightcom/0960-4529htm
More information[ know me ] A Strategic Approach to Customer Engagement Optimisation
[ know me ] A Strategic Approach to Customer Engagement Optimisation A Verint and KANA White Paper Table of contents Introduction... 1 What is customer engagement?... 2 Why is customer engagement critical
More informationConcept. What is a Corporate Culture?
Concept Introduction How does an organisation respond when it s faced with change? When confronted by an immediate crisis? When it s under protracted pressure? The answers given to these questions are
More informationEXECUTIVE MASTER IN. Increasing corporate value in today s complex digital world through reputation management and communication with stakeholders.
EXECUTIVE MASTER IN CORPORATE COMMUNICATION Increasing corporate value in today s complex digital world through reputation management and communication with stakeholders. COURSE DESCRIPTION At a Glance
More informationDiploma In Coaching For High Performance & Business Improvement
THE HOUSTON EXCHANGE POWERFUL, PROFITABLE CONVERSATIONS Diploma In Coaching For High Performance & Business Improvement A professional coaching qualification for Leaders, Managers and HR professionals
More informationInternal Marketing from a Marketing Manager s perspective
Internal Marketing from a Marketing Manager s perspective Date: 28 April 2011 By: To: Assignment: Angela Shaw Student ID 01105264 Penny Robson Massey University Part 1 Individual Assignment Written Report
More informationBuild a Better Workplace: Engagement Edition
Build a Better Workplace: Employee Engagement Edition Employee engagement, that willingness of each employee to strive to do their best work on a daily basis, has become the leading indicator of performance
More informationcombining innovative business IT services and consumer technology to inspire the new digital economy The Atos Samsung Alliance
The Atos Samsung Alliance combining innovative business IT services and consumer technology to inspire the new digital economy Your business technologists. Powering progress The Atos and Samsung alliance
More informationcombining innovative business IT services and consumer technology to inspire the new digital economy The Atos Samsung Alliance
The Atos Samsung Alliance combining innovative business IT services and consumer technology to inspire the new digital economy Your business technologists. Powering progress The Atos and Samsung alliance
More informationHow To Be An Integrated Omnichannel Retailer
OMNICHANNEL RETAILING: FROM VISION TO REALITY Exploring how to meet the critical need for bringing superior anytime, anywhere shopping journeys to life For more information visit ncr.com or contact us
More informationOrganisational and Leadership Development at UWS
Organisational and Leadership Development at UWS Context The University of Western Sydney s (UWS) leadership development framework is underpinned by the recognition that its managers and leaders have a
More informationCrucial development areas for organizations and how to succeed in them. Leadership Development & Coaching
INNONews Crucial development areas for organizations and how to succeed in them Innotiimi newsletter 2010 Leadership Development & Coaching Change Team Innovation Meaningful Meetings Global Challenges
More informationAlignment Effectiveness for Value Creation with Information Systems
Expert Journal of Business a nd Management (2 0 1 4 ) 2, 30-36 2014 Th e Au thor. Publish ed by Sp rint In v estify. ISS N 2 3 4 4-6781 Business.Exp ertjou rn als.c om Alignment Effectiveness for Value
More informationCustomer Relationship Management
Customer Relationship Management by Professor Adrian Payne Director Centre for Relationship Marketing, Cranfield University Introduction Customer Relationship Management (CRM) is developing into a major
More informationFull Leadership Development: Building the Vital Forces in Organizations
Full Leadership Development: Building the Vital Forces in Organizations Notes Critiques Gestion de Ressources Humaines MBA HEC Lausanne 2003 2004 By Rute Fernandes Index I. INTRODUCTION... 3 II. AVOLIO
More informationEFFECTIVE SALES MANAGEMENT
EFFECTIVE SALES MANAGEMENT OUR APPROACH Sales management is the attainment of sales goals in an effective and efficient manner through planning, staffing, training, leading and controlling a business s
More informationBrand metrics: Gauging and linking brands with business performance
Brand metrics: Gauging and linking brands with business performance Received (in revised form): rd February, 00 TIM MUNOZ is a managing partner of Prophet (www.prophet.com), a management consulting firm
More informationOverview MBA Programme Courses 2015-2016
Overview MBA Programme Courses 2015-2016 copyright 2016 Stichting Hotelschool The Hague, The Netherlands All rights reserved. No part of this publication may be reproduced, stored in a retrieval system,
More informationActions Speak Louder than Words: Leading Sustainable Tourism into the Future
Actions Speak Louder than Words: Leading Sustainable Tourism into the Future Anne-Kathrin Zschiegner PhD Student, Centre for Sport, Leisure and Tourism Research, University of Exeter Business School. Rennes
More informationLeicestershire Partnership Trust. Leadership Development Framework
Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government
More informationHow To Be Effective As A Project Manager
Handling projects involves both leadership and management In this session of project management we are going to introduce the nature of project working and introduce some of the basic concepts involved
More informationThe Customer Experience:
The Customer Experience: The Holy Grail of Competitive Advantage. 1 A great customer experience has emerged as the holy grail of competitive advantage. Providing a great customer experience has emerged
More informationJanuary 2016. Communications Manager: Information for Candidates
January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The
More informationTHE GENERAL MANAGERS PROGRAM
THE GENERAL MANAGERS PROGRAM Session Descriptions January 18-28, 2016 * Information subject to change ORIENTATION DINNER Professor Enz begins the program with a brief presentation on learning expectations.
More informationKnowledge Work Questions
Leadership Resources for Managing Change Daniel J. Pesut PhD RN CNS BC FAAN Professor and Associate Dean for Graduate Programs Indiana University School of Nursing dpesut@iupui.edu Knowledge Work Questions
More informationThe Future of Law Firm Marketing & Business Development. Growth in a Non-growth Economy: New Models for Success. June 15, 2010
The Future of Law Firm Marketing & Business Development Growth in a Non-growth Economy: New Models for Success June 15, 2010 Today's Agenda The changing dynamics of corporate marketing & sales The state
More informationCIPD Employee engagement
CIPD Employee engagement See www.cipd.co.uk for further details January 2007 This factsheet gives introductory guidance. It: considers what is meant by employee engagement and why organisations are interested
More information!"#$%&'()"*"++%(*,%-")+.*(#%/"0"#.12"*3
INTERNATIONAL BUSINESS SKILLS COURSEWARE!"#$%&'()"*"++%(*,%")+.*(#%/"0"#.12"*3!!!!!"#$!%&'()*(+,'(!".)+!""#$%&'%#()#*)+,"%("")./&$'%'%#(/" I hear and I Forget I see and I Remember I do and I Understand
More informationthe employee-customer connection
the employee-customer connection Insight Newsletter No 4: 2007 Through the Looking Glass: How the Employee Experience Mirrors (and drives) the Customer Experience By Rodger Stotz, Vice President, Managing
More informationUNDERSTANDING EFFECTIVE LEAD GENERATION TICK #THINKGROWTH
UNDERSTANDING EFFECTIVE LEAD GENERATION TICK #THINKGROWTH CONTENTS 1 INTRODUCTION Page 3 2 COMPETITIVE PROPOSITION Page 4 3 USER PROFILING/AUDIENCE DNA Page 9 ENSURE YOUR BRAND HAS A CLEAR, COMPELLING
More informationGuide on Developing a HRM Plan
Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in
More informationThe "Alignment" Theory: Creating Strategic Fit
20 MANAGEMENT DECISION 29,1 T he organisation and its competitive situation should be viewed not as separate, interdependent entities but as just different influences in the same global environment. The
More informationCUSTOMER STRATEGY DRIVING SUSTAINABLE GROWTH THROUGH A CUSTOMER CENTRIC APPROACH
CUSTOMER STRATEGY DRIVING SUSTAINABLE GROWTH THROUGH A CUSTOMER CENTRIC APPROACH 1 Customer Strategy CUSTOMER STRATEGY With more connected global marketplaces, shortened product and service innovation
More informationHealth Claims Opportunities
Synpulse Singapore Pte. Ltd. Management Consulting 8 Shenton Way #46-01 AXA Tower Singapore 068811 Phone +65 6229 5770 Fax +65 6229 5771 info@synpulse.com synpulse.com Health Claims Opportunities Taking
More informationLEADERSHIP, MANAGEMENT AND BUSINESS SKILLS TRAINING UNLOCK YOUR PEOPLE POTENTIAL.
LEADERSHIP, AND TRAINING UNLOCK YOUR PEOPLE POTENTIAL. Every person, every action, every minute makes a difference. We know that middle and senior managers face a multitude of challenges. They re accountable
More informationSEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I
SEARCH PROFILE Executive Director Policy, Planning and Legislative Services Alberta Seniors and Housing Executive Manager I Salary Range: $125,318 - $164,691 ($4,801.47 $6,310.03 bi-weekly) Limited Competition
More informationcustomer experiences Delivering exceptional Customer Service Excellence
Delivering exceptional customer experiences Customer Service QA can work with you to create customer experiences that consistently reflect the aims, values and aspirations of your organisation. Every organisation
More informationNPS2. Reaching the Next Level of Customer Experience Leadership. By Deborah Eastman
NPS2 Reaching the Next Level of Customer Experience Leadership By Deborah Eastman Overview Get an introduction to NPS2, the next generation of the groundbreaking Net Promoter methodology. Find out how
More informationCustomer Centricity in Banking: Driving Revenue and Loyalty. Developing the 21st century workforce TM
Customer Centricity in Banking: Driving Revenue and Loyalty Developing the 21st century workforce TM In today s hypercompetitive banking environment, most financial-services firms are overlooking the one
More informationLeadership & People Management WSQ
Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity to
More informationIssues Paper Customer Engagement, Insight and Service June 2015
Topic: Issues Paper Customer Engagement, Insight and Service June 2015 Customer engagement, insight and service Scope: This paper discusses how continuous engagement will enable a deeper understanding
More informationCustomer Service and Communication. Bringing service to the next level
Customer Service and Communication Bringing service to the next level 1 Park Authority Philosophy & Goals Before focusing on customer service, it is first important to understand and reinforce the Park
More informationBridging Branding and Strategic Planning A Practical Toolkit
Bridging Branding and Strategic Planning A Practical Toolkit Patricia McQuillan, Sharon Paskowitz, Samantha Taylor and other members of CMA s Branding and Strategic Planning Council Contents Overview 3
More informationUser experience research and practice two different planets?
User experience research and practice two different planets? Aalto University, School of Art and Design , background MSc in computer science 1993 Nokia Research Center 1995-2010 PhD 2006 (mobile internet
More informationHow are Asia s Leading Telcos Enhancing the Customer Experience?
How are Asia s Leading Telcos Enhancing the Customer Experience? Everybody knows that delighting your customers is good for business, but how many telcos actually do it? According to the following survey
More informationCustomer relationship management MB-104. By Mayank Kumar Pandey Assistant Professor at Noida Institute of Engineering and Technology
Customer relationship management MB-104 By Mayank Kumar Pandey Assistant Professor at Noida Institute of Engineering and Technology University Syllabus UNIT-1 Customer Relationship Management- Introduction
More informationWhich is why TMI is here to help. We have to admit it. we really love what we do.
We have to admit it. we really love what we do. We get to work with great brands to create brilliant customer experiences that their customers love and their employees can t wait to deliver. It s not just
More informationOpportunity Profile. Vice President, Information Technology
Opportunity Profile Vice President, Information Technology THE ORGANIZATION COAST CAPITAL SAVINGS CREDIT UNION Coast Capital Savings (CCS) is Canada s largest credit union by membership, owned by its 522,000
More information2015 South African Cloud Based Solutions to the Contact Centre Product Leadership Award
2015 2015 South African Cloud Based Solutions to the Contact Centre Product Leadership Award Contents Background and Company Performance... 3 Industry Challenges... 3 Implementation Excellence... 4 Product
More informationCo-Creation as a Competitive Advantage: New Dimensions and Paradigms
Co-Creation as a Competitive Advantage: New Dimensions and Paradigms Anupam Krishna Assistant Professor Manipal University, Jaipur, India anupammach@yahoo.com Sunishtha Dhaka Research Scholar Manipal University,
More informationSUSTAINING COMPETITIVE DIFFERENTIATION
SUSTAINING COMPETITIVE DIFFERENTIATION Maintaining a competitive edge in customer experience requires proactive vigilance and the ability to take quick, effective, and unified action E M C P e r s pec
More informationCustomer Experience Management (CEM) Technology: What, Why, and How Does It Work
Customer Experience Management (CEM) Technology: What, Why, and How Does It Work February 2005 Executive Summary A new class of technology has arrived. Customer Experience Management (CEM) Technology delivers
More informationBrand Loyalty in Insurance Companies
Journal of Economic Development, Management, IT, Finance and Marketing, 4(1), 12-26, March 2012 12 Brand Loyalty in Insurance Companies Sancharan Roy, (B.E., MBA) Assistant Professor, St. Joseph's College
More informationSTRATEGIC POSITIONING OF HR IN THE NEW WORLD OF WORK
STRATEGIC POSITIONING OF HR IN THE NEW WORLD OF WORK Dr Rica Viljoen Presented by: Keshia Mohamed-Padayachee Mandala Consulting Mandala Consulting is a consulting firm providing organisational research,
More informationBenefits Realization from IS & IT, and Change Management of roles and the working practices of individuals and teams.
: Delivering Value from IS & IT Investments John Ward and Elizabeth Daniel John Wiley & Son Ltd ISBN: 9780470094631, 399 pages Theme of the Book This book explores a process and practical tools and frameworks
More informationBasic Management Principles. Author: Jack E. Fincham, PhD, RPh Dean & Professor University of Kansas School of Pharmacy
Basic Management Principles Author: Jack E. Fincham, PhD, RPh Dean & Professor University of Kansas School of Pharmacy Learning Objectives Understand basic management principles applying to individuals,
More informationCorrelation between competency profile and course learning objectives for Full-time MBA
Correlation between competency and course for Full-time MBA Competency management in the Organizational Behavior and Leadership Managing Sustainable Corporations Accounting Marketing Economics Human Resource
More informationProceedings of the 7th International Conference on Innovation & Management
846 An Empirical Research on Influencing Factors of Customer Experience of Retail Industry Aiming to Improve Customer Satisfaction: Taking Supermarket as an Example Tang Wenwei, Zheng Tongtong School of
More informationLeadership Development: The Journey from Ideal Self to Legacy. Introduction
Leadership Development: The Journey from Ideal Self to Legacy Julie K. Wechsler, Ed.D. South Mountain Community College Frederick S. Wechsler, Ph.D., Psy.D., ABPP Arizona School of Professional Psychology
More informationCustomer Experience Strategy and Implementation
Customer Experience Strategy and Implementation Enterprise Customer Experience Transformation 2014 Andrew Reise, LLC. All Rights Reserved. Enterprise Customer Experience Transformation Executive Summary
More informationManaging Customer. Relationships
Managing Customer Relationships A guide to help you identify a range of areas to address in order to get the most from your relationships with your customers Managing customer relationships should be seen
More informationCritical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success
Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success Table of Contents Abstract............................................ 3 CRM Drivers and Benefits............................. 4
More informationNOUS CREATING POSITIVE CUSTOMER EXPERIENCE IN BANKING INFOSYSTEMS LEVERAGING INTELLECT
NOUS INFOSYSTEMS LEVERAGING INTELLECT CREATING POSITIVE CUSTOMER EXPERIENCE IN BANKING Abstract Understanding the customer experience is the key in today s highly competitive and changing banking industry.
More informationCertificate IV in Frontline Management
MARCH 2011 Certificate IV in Frontline Management Ai Group is pleased to provide you with information regarding the Certificate IV in Frontline Management - BSB40807. BENEFITS OF TRAINING Effective training
More informationThe Four Stages in Building and Sustaining a Service Culture
The Four Stages in Building and Sustaining a Service Culture A true service culture is a community of leaders at all levels who embrace a service mindset and build lasting relationships with customers
More informationTURKEY BUSINESS ANALYSIS REPORT 2015. Thinking Like the Business
TURKEY BUSINESS ANALYSIS REPORT 2015 Thinking Like the Business CONTENT Foreword Respondent Profiles Business Partnering Business Priorities Driving Change and Innovation Efficiency of Business Analysis
More informationProject Management Institute STRATEGIC PLAN. Prepared by: PMI Board of Directors
Project Management Institute STRATEGIC PLAN Prepared by: PMI Board of Directors Last Revised: 30 November 2012 TABLE OF CONTENTS OVERVIEW... 1 PMI S CORE IDEOLOGY... 3 Core Purpose.... 3 Our Core Values...
More informationChanging trends in multichannel shopping and browsing preferences. October 2013
Changing trends in multichannel shopping and browsing preferences October 2013 Page 1 Overview Since June 2010, edigitalresearch and Portaltech Reply have been tracking the changes in multichannel shopping
More informationAustralian Business Leadership Survey
Management Research Series No 1/2002 Key findings Australian Business Leadership Survey Based on the AIM-Monash University Leadership Report 2001 by Professor James C Sarros, Dr Judy H Gray and Dr Iain
More informationNotes from March 27 Visioning and Goal-Setting Session: Promotion, Marketing, Communications
Notes from March 27 Visioning and Goal-Setting Session: Promotion, Marketing, Communications Defining the Theme and its Significance Pure MI advertising campaign- national recognition Feature natural resources,
More informationHAMPTON UNIVERSITY ONLINE Hampton University School of Business PhD in Business Administration
Program Overview The PhD in Business Leadership and Administration is designed for professionals located nation wide who desire an advanced degree in business to excel in their careers. In addition, the
More informationClient Service and Relationship Strategy Published in Best Practices in Legal Marketing
Client Service and Relationship Strategy Published in Best Practices in Legal Marketing December 2011 Despite having been centre stage for almost two decades, it remains the case that the effective management
More informationCustomer Loyalty. A multi-channel approach. 25 April 2012
Customer Loyalty A multi-channel approach 25 April 2012 Introduction Douglas Blakey, Editor, Retail Banker International Ian Walsh, Retail Banking Partner, Boston Consulting Group Arunnima B S, Principal
More informationCustomer Experience Management-As a Key strategy to build Brands in International Markets
Customer Experience Management-As a Key strategy to build Brands in International Markets Ms.Sunitha Chakravarthy* Prof.G.V.Bhavani Prasad** * Assistant Professor, Department of Management, Kakatiya Institute
More informationReview of Creative leadership: Skills that drive change
University of Nebraska Omaha DigitalCommons@UNO Psychology Faculty Publications Department of Psychology 5-2009 Review of Creative leadership: Skills that drive change Greg C. Ashley University of Nebraska
More informationBefore reading this article, please
Feature Leadership styles: a powerful model Pierre Casse and Paul Claudel present a way of adjusting leadership to suit the circumstances and people involved Before reading this article, please take this
More information10 Questions To Ask When Choosing a Franchise
10 Questions To Ask When Choosing a Franchise You want to do something for yourself but with business support, and have decided that a franchise is the right option for you. But where do you start to look?
More informationUNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE
UNIVERSITY OF CUMBRIA LEADERSHIP AND MANAGEMENT DEVELOPMENT STRATEGY HUMAN RESOURCES SERVICE NB. This strategy is available on the University of Cumbria website and it should be noted that any printed
More informationLeadership and Management Programme
Leadership and Management Programme LEADERSHIP DEVELOPMENT 1 Message from the Vice-Chancellor Dear colleagues, we have developed a radical, ambitious and achievable Vision for our future. Achieving this
More informationBaldrige Excellence Builder
manufacturing service small business nonprofit government education health care Baldrige Excellence Builder Key questions for improving your organization s performance Improve Your Performance The Baldrige
More informationChris Bell. Customer Experience Coach. www.customerexperiences.co.nz
Chris Bell Customer Experience Coach Developing Your Unique Customer Experience Introduction As more and more business leaders start to understand what a customer experience strategy is all about and more
More informationYour appraisal 360. product guide. Competency Frameworks
Your appraisal 360 product guide Competency Frameworks ver 1.0 2 of 11 Third Eye Resolutions Ltd Contents What Appraisal360 feedback does for you... 4 Ways of buying Appraisal360... 5 System only packages...
More informationThe customer experience: have customers been forgotten?
The customer experience: have customers been forgotten? In the current economic climate, keeping customers happy ought to be at the top of every company s agenda. But many managers are simply too bogged
More informationBE 2015 A BUSINESS EXCELLENCE INITIATIVE EXCELLENCE IN CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE
BE 2015 A BUSINESS EXCELLENCE INITIATIVE 2015 CUSTOMER MANAGEMENT SELF ASSESSMENT QUESTIONNAIRE BE 2015 Self Assessment Guidelines l l l l l l The Criterion contains questions on the Processes and Results.
More informationDeveloping a Comprehensive Exceptional Experience Strategy
Developing a Comprehensive Exceptional Experience Strategy Diane Stover-Hopkins, Innovation Strategy Executive Beacon Health System Co-Author, Wake Up and Smell the Innovation Where Should Your Organization
More informationcustomer care solutions
Your BANK Account balance: $2,345 Next payment due: 1/30/09 customer care solutions from Nuance Is it Time to Transform Your Contact Center? Migrate your Legacy IVR to Drive Your Bottom Line executive
More informationPERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE
PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE Module 2 Coaching and Performance with the GPC Strategic Plan Agenda 1. Performance Management Process The Next Plateau 2. Aspects
More informationWHAT DO YOUR CUSTOMERS REALLY THINK OF YOU?
WHAT DO YOUR CUSTOMERS REALLY THINK OF YOU? Increase the By Professor Winter Nie. (June, 2007) IMD Chemin de Bellerive 23 PO Box 915, CH-1001 Lausanne Switzerland Tel: +41 21 618 01 11 Fax: +41 21 618
More informationTRENDS, CHALLENGES AND OPPORTUNITIES SHAPING CONTACT CENTRE SERVICE DELIVERY IN AUSTRALIA
TRENDS, CHALLENGES AND OPPORTUNITIES SHAPING CONTACT CENTRE SERVICE DELIVERY IN AUSTRALIA EMBRACING DIGITALISATION TO CREATE A SEAMLESS CUSTOMER EXPERIENCE Presented by: 1 INTRODUCTION Over the past ten
More information