Customer Experience Management Conference

Transcription

1 FINAL PROGRAM The 2007 Customer Experience Management Conference A Blueprint for Building a Customer Experience Enterprise Optional Pre-Conference Workshop: February 28, 2007 March 21, 2007 New York, NY Chicago, IL Conference: March 1-2, 2007 March 22-23, 2007 Westin New York at Times Square The Drake Hotel New York, NY Chicago, IL Presented with assistance from: The Conference Board s 2007 Customer Experience Management (CEM) Conference will bring together leading marketing executives and thought leaders from top companies to discuss how you can align your organization to strategically manage your total customer experience and build loyalty. You ll learn how you can transform your organization into a customer experience enterprise and gain competitive advantage by increasing the strength and value of your customer relationships. Join us in New York or Chicago and learn how you can: Gain buy-in and support for CEM throughout the organization Deliver a consistent and branded customer experience across all touchpoints Convert CEM goals into tangible bottom line results

2 About The Conference Board The Conference Board is the world s leading business membership organization, with a global network of nearly 2000 enterprises in 61 countries. The Conference Board creates and disseminates knowledge about management and the marketplace to help businesses strengthen their performance and better serve society. Working as a global, independent membership organization in the public interest, we conduct research, convene conferences, make forecasts, assess trends, publish information and analysis, and bring executives together to learn from one another. The Conference Board is a not-for-profit organization and holds 501(c)(3) tax-exempt status in the United States. Why Our Meetings Are Different The Conference Board provides senior executives from major organizations around the world with opportunities to share practical business experience. This focus on actual experience, not theory, and a superior level of peer networking are the distinguishing features of our meetings. The Conference Board s meetings are rated as one of America s leading speaking platforms for top management. More than 150 CEOs address the more than 12,000 meeting participants each year. The Conference Board 845 Third Avenue New York, NY Tel: Fax: The Conference Board and the torch logo are registered trademarks of The Conference Board, Inc.

3 Dear Colleague, Great customer experiences do not just happen. The creation of superior customer experiences that is, tapping into your customers emotional needs and expectations, and then delivering a relevant and convenient experience at every touch point requires the commitment, passion and resources of your entire organization. At The Conference Board s 2007 Customer Experience Management Conference, you ll hear industry leaders reveal how they ve broken through barriers and created truly customer centric organizations that deliver results. You ll hear best practice case studies on how to garner support and align resources throughout the organization to create an integrated customer experience that builds loyalty. You ll learn strategies and tactics you can use to create a holistic approach to CEM and transform your organization into a customer experience enterprise. You ll also have the opportunity to attend an optional preconference workshop. This is the ideal environment for handson learning of the latest CEM tools and techniques in a smaller interactive setting. Please join us on February 28 - March 2 in New York City or March in Chicago for the opportunity to learn, discuss and network with the experts and your peers. I look forward to seeing you there. Sincerely, Abby Moskow Conference Program Director The Conference Board

4 Optional Pre-Conference Workshop Wednesday, February 28, 2007 New York Wednesday, March 21, 2007 Chicago Registration: 12:30 pm Go Ahead... Get Emotional! Optional Workshop: 1-5 pm People simply can t make decisions without involving their emotions. In world-wide cross-industry causal research studies, emotional motivation factors on customer behaviors have been shown to outweigh rational motivation by as much as 3 to 1. It is critical to understand how emotions can impact customer behaviors. And it is imperative to create emotiontriggering customer experiences. In this workshop you ll: Understand the power of emotions on how customers make decisions Learn how to identify the opportunities for increasing emotional motivation Practice using tools that you can apply in your own organizations to hardwire emotions into your customer touchpoints Brian Lunde Vice President Business Development and Marketing Synovate Loyalty Kevin Burkhard Vice President Synovate Loyalty To register today, call Customer Service at

5 Thursday, March 1, 2007 New York Thursday, March 22, 2007 Chicago Registration and Continental Breakfast: 8-9 am Sponsored by: Managing the Customer Experience General Session A: 9-9:45 am Bernd Schmitt (New York) Robert D. Calkins Professor of International Business Columbia Business School Raj Raghunathan (Chicago) Asst. Professor of Marketing McCombs School of Business The University of Texas Changing the Culture to Embrace the Customer Experience General Session B: 9:45-10:30 am The adoption lifecycle of customer experience management will usually bring an organization to a point where it must address culture change. An organization s culture the values, assumptions, and norms that drive its management style and employee behaviors must shift to embrace both the voice of the customer as well as the value of delivering consistent and differentiating customer experiences. Without this cultural shift, customer experience management becomes another program that fails to produce lasting results, or worse: no results at all. But how do you initiate and manage such change? Large organizations face a myriad of challenges in making such a shift: functional silos, management layers, highly variable internal knowledge around the current state of actual customer experience, passive resistance to change, and other barriers both common and organizationally unique. Register Online

6 Allstate has learned that organizational patience is a necessary ingredient in the creation of lasting change. Nonetheless, it is tackling these challenges head-on and in this session it will share its experience in: Developing internal communications programs that are working to improve employee understanding of the company s customer experience strategy Driving change management from top leadership all the way to front-line employees Building a knowledge base of customer experience initiatives occurring throughout the company, and facilitating best practice sharing and escalation Jessica Rivera Assistant Vice President Marketing Customer Experience The Allstate Company John Carroll Vice President Synovate Loyalty Refreshment and Networking Break: 10:30-11 am Overcoming the Silo Syndrome: Integrating Customer Knowledge to Achieve Superior Customer Experiences General Session C: 11-11:45 am As companies seek to grow their business and increase customer loyalty and revenues, there seems to be quite a challenge in gaining knowledge about the customer s actual needs, experiences, and motivations. Leading companies have learned through deep analytical processes and automated marketing processes to enhance the relationship through more effective (not just efficient) communications and experiences. The requirement for synchronization and relevancy, combined with significance and timeliness, are hallmarks of great marketing organizations. This session will highlight proven actions achieved by firms, in multiple industries, which grow the customer relationship and significantly improve margins. To register today, call Customer Service at

7 You will learn: Specific strategies and techniques for building an effective customer knowledge-base Developing a marketing framework and business model for analyzing your customers emotional needs and wants How to drive positive customer experience through integrated customer knowledge Ways to measure the customer s profitability, the marketing investments, and the ROI Best practice examples of success in both B2B and B2C environments Ron Swift Vice President, Cross Industry Solutions Teradata, a division of NCR Luncheon and Keynote Address: The Customer Experience Evolution: Being Now, Ditching Then General Session D: 12-1:30 pm The baby boomers are the first generation that simply refuse to grow old. It is a very annoying trait for many service organizations which want customers to do as they are told and be grateful for it just like in the good old days. And it s not only the customers who are being difficult. New staff are being recruited from the ranks of Generation Why. They want to know why the heck they should do what they are being told to do don t we know they have their own ideas on how things should be done? Oh yes and they ve got rights too! For companies to succeed in the future they have to understand the subtleties of these changes and evolve both customer and employee experiences accordingly. In other words they need to live in the now rather than the then. In this session you will hear about how Virgin Atlantic manages to stay ahead of these trends and win the hearts of its customers by: Understanding emerging trends and integrating these into the product Recruiting people who get it Register Online

8 Developing a customer experience which is informal, fun and un-patronizing Making sure that no experience is grey, dull and boring Fixing it and saying sorry when it all goes wrong Paul Dickenson Director of Customer Services Virgin Atlantic Airlines Concurrent Sessions E1 and E2: 1:30-2:15 pm (Choose One) B2B Case Study: From Commodity Management to Customer Experience Management Concurrent Session E1: 1:30-2:15 pm In the cement business, customers tend to view products as commodities. Traditionally, the customer s experience has been transactional, focused on product-related issues such as price, specifications and delivery logistics. Lafarge, the world s largest supplier of cement, launched a program in 2004 to redefine the customer s experience around the concept of Customer Value. The company discovered that value is a powerful organizing principle for experience management in the B2B environment. It puts the customer, not the product, at the center of the experience. This case study reviews the development and eventual implementation of Lafarge s Performance Innovations program, which has redefined the company s relationship with its customers. You will learn practical and transferable ideas for B2B companies, including: Using Customer Value as a catalyst to develop powerful customer experiences The role of segmentation in creating tailored experiences for customers Building competitive advantage through consistency in sales processes Aligning sales and marketing teams to establish brand experiences Relating customer experience to the bottom line: Metrics and calculation of ROI To register today, call Customer Service at

9 Key tools currently in use that are helping to turn theory into reality Identifying and overcoming implementation challenges in program rollout Manuel de Miranda, Ph.D. Vice President, Strategic Marketing Cement Division Lafarge North America Building Brand Equity through Customer Experience Management Concurrent Session E2: 1:30-2:15 pm The right experience strategy keeps customers coming back, builds your brand image from word of mouth to strategic positioning, and captures ROI in the form of increased revenues and brand equity. By measuring and managing customer interactions across distribution channels, your company will be prepared to realize improved revenue and, ultimately, stock performance. In this session, you will see CoreBrand s Customer Experience Measurement portal and learn how customer loyalty drives brand equity using the Corporate Branding Index, a proprietary measuring and modeling system. James Gregory Chief Executive Officer CoreBrand Concurrent Sessions F1 and F2: 2:30-3:15 pm (Choose One) If Only I Knew Then What I Know Now About the Customer Experience Concurrent Session F1: 2:30-3:15 pm Successful organizations grow and growth breeds complexity. As a result, successful firms can begin to experience divergence between what they think they know about customer experience and what is actually true on the ground. When an objective measurement process reveals this divergence for the first time, the internal management and operational challenges begin. Register Online

10 McKesson is America s oldest and largest healthcare services company, delivering more than a third of all medicines used daily by pharmacies, hospitals, nursing homes and doctors offices in North America. Early in 2006, McKesson began its journey to gain an objective understanding of customer experience among its Independent Pharmacist customers. This talk will focus on what McKesson has learned about how to manage through new insights that challenged conventional wisdom. Sample issues include: What if the customer results for one business unit are being impacted by the performance of another business unit managed by a different team? What if the role of the sales force in influencing customer loyalty is different and more powerful than managers expected? How do we truly manage customer experience through thousands of front-line, day-to-day human interactions? Brett Parsons (New York) Director, Analytic Services McKesson Corporation John Carroll (Chicago) Vice President Synovate Loyalty How to Provide an Exceptional Customer Experience While Reducing Costs Concurrent Session F2: 2:30-3:15 pm Sponsored by: Every day, more and more companies must choose between cutting costs to improve their bottom line or increase spending to better serve customers. Find out how top companies deliver an extraordinary customer experience while at the same time reducing or controlling their current costs. Find out how companies utilize technology to deliver exceptional customer experience one customer at a time. Included in this presentation will be a live case study. To register today, call Customer Service at

11 Refreshment and Networking Break: 3:15-3:30 pm Concurrent Sessions G1 and G2: 3:30-4:15 pm (Choose One) The Product is the Brand...and the Customer Experience is the Product Concurrent Session G1: 3:30-4:15 pm In a service business like car rental, the customer s perception of the brand is defined by a series of branded (or un-branded) service experiences. To create a virtuous circle from Brand Promise to Customer Expectations to Customer Experience to Loyalty to Brand Equity, the organization must be unanimously and uniformly focused on delivering the right Customer Experience. At Avis Budget Group, the brand portfolio and the underlying business strategy find their expression in differentiated and carefully managed Customer Experience strategies, such as: Brand Promise and Customer Expectations Measuring the Experience and identifying customer sensitivities Identifying the components of the customer experience: Taking it apart and putting it together again The challenges of cross-functional alignment The results: Loyalty and Brand Equity and how they are measured Scott Deaver Executive Vice President, Strategy Avis Budget Group Register Online

12 Guiding a Shared Services Organization through Customer Experience Management Concurrent Session G2: 3:30-4:15 pm The topic of Customer Experience Management is generally relatable to a sales-oriented company or organization. Lockheed Martin, however, is utilizing this concept in a different manner. The Corporate Shared Services (CSS) group, while not mandated for use within Lockheed Martin, must continually labor to sell internal customers its services and solutions. In order to ensure the stability of these internal relationships, it is critical for CSS to develop a system to effectively measure and manage the customer experience. This session will address the steps that Lockheed Martin s CSS group has taken over the last six months to develop and implement a model to drive to a complete understanding of customer experience, including: The motivations of the customer to want to have a positive experience The tools used to determine the quality level of customer experience, from the perspective of both the customer and the CSS employee The steps taken by CSS to implement change to drive towards an improved customer experience Andrea Schaffell Vice President, International Services Lockheed Martin Corporation To register today, call Customer Service at

13 Driving Customer Centric Change in a Large Organization General Session H: 4:30-5:15 pm Customer experience leadership is a lot like a reputation: difficult to develop but easily lost. How, then, does a complex, global company go about regaining CE leadership once hard-fought ground has been ceded to competitors? This is where Dell found itself last year before taking actions that continue to touch not only its high-profile U.S. consumer PC business, but every employee and every wrinkle of the organization. The key to success is fundamental change management practices supported by the top. In this case study, you will hear how Dell: Measures the cost of dissatisfaction Commits more than $100 million for long-term investment in people, capacity and technology Aligns business processes and practices with customer expectations Communicates the CE strategy throughout the organization Re-energizes a customer-focused culture by turning the company s view outside-in and getting people excited about change Laura Bosworth Worldwide Director of Customer Experience Dell, Inc. Networking Reception: 5:15 6:30 pm Hosted by: Register Online

14 Friday, March 2, 2007 New York Friday, March 23, 2007 Chicago Continental Breakfast: 8-9 am Sponsored by: Executing Your Customer Experience Strategy with Innovating Organizational Performance Sponsored by: General Session I: 9-9:45 am Turning your customer experience strategy into reality requires significant organizational changes. Employees need to adapt their behavior, processes need to change and measurements need to reflect your objectives. How do you create an organization wide commitment and execution? What is holding the organization and employees back? This session will discuss the results of a 3 years study with 9,496 participants to identify the core execution principles of customer experience. Methods and tools required to institutionalize customer experience in everyday performance will be discussed. Participants will discover: What are the experience gaps between customers and organization? How does employee performance need to evolve to implement customer experience? Best practices from companies who transformed their experience into a competitive edge Lior Arussy President Strativity Group To register today, call Customer Service at

15 Designing a Customer Experience Strategy that Maximizes Value for Both You and Your Customers Sponsored by: General Session J: 9:45-10:30 am Today, a brand encompasses the entire customer experience from awareness and consideration to purchase and even repurchase. Done right, the customer experience can lock in brand loyalty for life. Done wrong, it can destroy value far beyond the single customer. In this candid presentation, you will learn how some of the best companies on the planet are redesigning their customer experiences using a one to one approach that utilizes customer value and needs insight. The end result a differentiated experience that delights customers and improves profits. In this session, you will: Learn customer experience best practices from leading Fortune 500 companies Understand what it takes to move from strategy to execution across channels and communication modes Hear about the importance of understanding customer value, and how to apply that knowledge to drive profitability and marketing effectiveness Learn the unique aspects of understanding customer needs, and how to use that insight to create a memorable and relevant customer experience Janet Sparkman Executive Vice President Carlson Marketing Worldwide Refreshment and Networking Break: 10:30-10:45 am Register Online

16 Boosting Customer Retention and Loyalty with Customer Experience Management General Session K: 10:45-11:30 am In today s challenging business environment, many of us are facing the same difficult situation: a marketplace that swarms with competitors waiting to capitalize on our market share. How, then, can one establish a CEM program to promote customer retention and loyalty when any shortfall in communication, positioning or delivery of products and services can create a dissatisfying customer experience? CIGNA International has implemented business-wide initiatives to create the optimal customer experience. In this session, you will hear how CIGNA International has created a CEM program to ensure a winning environment by successfully: Changing the culture of the organization to focus on delivering consistent customer experiences and brand messages across all touch points Addressing the needs of the customer during and after the sales process Developing communication plans and strategies for CEM to be successful Moving beyond customer satisfaction to customer loyalty Measuring the results to increase profitability Gregg Coldiron Vice President, Global Marketing CIGNA Corporation Panel Session Wrap-Up and Discussion General Session L: 11:30 am - 12:15 pm Review of key take-aways and open Q&A Trends of leading edge CEM Looking to the future: Where is CEM headed? To register today, call Customer Service at

17 Registration Information The 2007 Customer Experience Management Conference Online By Phone Call Customer Service at am to 6 pm ET Monday through Friday By Fax By Mail Complete the registration form and fax to: Complete the registration form and mail to: The Conference Board, Inc. P.O. Box 4026, Church Street Station New York, NY Cancellation Policy Full refund until three weeks before the meeting. $250 administration fee up to two weeks before the meeting. No refund later than two weeks before the meeting. Confirmed registrants who fail to attend and do not cancel prior to the meeting will be charged the entire registration fee. Team Discounts per person For a team of two or more registering from the same company at the same time, take another $100 off each person s registration. Hotel Accommodations Fees do not include hotel accommodations. For reservations, contact the hotel directly no later than the cut-off date and mention The Conference Board s Customer Experience Management Conference. Westin New York at Times Square The Drake Hotel 270 West 43rd Street 140 Walton Place New York, NY Chicago, IL Tel: Tel: Fax: Fax: Hotel Reservations Cut-off Date: Hotel Reservations Cut-off Date: Friday, February 8, 2007 Monday, February 26, 2007 Unconditional Guarantee For more than 80 years, The Conference Board has been providing senior executives worldwide with opportunities to share practical business experience. If for any reason you are not satisfied with this conference, please let us know. We will immediately credit your attendance to another conference of your choice, or, if you prefer, promptly refund 100% of your registration fee.

18 Registration Form The 2007 Customer Experience Management Conference Pre-Conference Workshop February 28, 2007 March 21, 2007 Westin New York at Times Square The Drake Hotel New York, NY Chicago, IL Project #B Project #B Conference (choose one) March 1-2, 2007 March 22-23, 2007 Westin New York at Times Square The Drake Hotel New York, NY Chicago, IL Project # Project # Please type or attach a business card; for additional registrants, duplicate this form. Name Title Functional Area Company Address City State Zip Telephone ( ) Fax ( ) Thursday, March 1, 2007 / Thursday, March 22, 2007 E1 or E2 choose one F1 or F2 choose one G1 or G2 choose one Pre-Conference Workshop Conference Board Associates $495 Non-Associates $595 Conference Conference Board Associates $2,095 Non-Associates $2,395 Payment Check payable to The Conference Board for $. Charge to my: American Express Discover MasterCard Visa Acct. No. Exp. Date Signature Date Please send me more information on Conference Board events. (Do not send this form to confirm telephone registration.) How do you wish to receive future conference promotions? Mail Fax Agenda Code PDF Program subject to change January 2007