Ac#onable Customer Experience Measurement: Linking Analy#cs, Customer Behavior and Brand Percep#on with Strategic Business Outcomes
|
|
- Joleen Strickland
- 8 years ago
- Views:
Transcription
1 Ac#onable Customer Experience Measurement: Linking Analy#cs, Customer Behavior and Brand Percep#on with Strategic Business Outcomes Presented by Michael Lowenstein, Ph.D., CMC Thought Leadership Principal Beyond Philosophy
2 About the Presenter Thought Leadership Principal at Beyond Philosophy Formerly EVP at Market Probe, SVP at Harris InteracEve (Nielsen), SVP at GfK/NOP World Over 35 years management and consuleng experience; passionate about stakeholder behavior and brand measurement M.B.A. in markeeng, organizaeonal management B.S. degree in economics and markeeng Ph.D. in strategy, program development, and program management Author of 200+ arecles and white papers, and several customer- centric markeeng books, including Customer Reten#on (1995); The Customer Loyalty Pyramid (1997); Customer WinBack (2001), One Customer, Divisible (2005), and The Customer Advocate and the Customer Saboteur: Linking Social Word- of- Mouth, Brand Impression, and Stakeholder Behavior (2011) New ebook/so^ cover book on customer- centric research, culture and analyecs - Customers Inside, Customers Outside (2014) Advisor/#1 Content Contributor CustomerThink portal
3 Becoming a More Customer- Centric Enterprise: Moving from Naïve to Natural Customer Awareness customers known, but in aggregate; the organizaeon believes it understands customer needs; measurement of stakeholder behavior is rudimentary, if it exists at all; hierarchical management model; chimneyed communicaeon, with liale teaming Customer Sensi3vity customers known, but sell mostly in aggregate; service more in evidence (focus on problem/complaint management); measurement is largely abtudinal and funceonal, with liale emphasis on emoeonal and/or relaeonship- drivers; tradieonal management hierarchy Customer Focus customers both known and valued, down to individual level; customers recognized as having varied needs; service and value provisions are enterprise prioriees; more proaceve communicaeon and collaboraeon with customers; more horizontal management structure Customer Obsession customer needs and expectaeons are well understood throughout the enterprise; everyone provides value; loyalty behavior is paramount, and opemal relaeonships are a key priority, with service a vital and profitable element of delivery; management structure is extremely horizontal, with emphasis on customer inclusion and teaming
4 Customer- Centric Enterprise Examples
5 Seven S Customer- Centric Direc#on Structure Systems Strategy Shared Values Style Skills Staff
6 Any Actionable Metric Has Value: The Current Customer Experience Measurement Landscape Evolution: Comparing Satisfaction, Loyalty Indices, NPS, CES, and Advocacy/Bonding
7 Customer Sa#sfac#on Measurement American Customer SaEsfacEon Index (ACSI), Survey Research Center, University of Michigan, 1994 Core tracking covers several hundred companies 100 point scale of saesfaceon level Largely measures funceonality and tangibility (Eme, cost, accuracy, completeness, durability, etc.) Strong tacecal and transaceonal orientaeon Abtudinal response; passive and benign Proven to be minimally connected to/driving future aceon, such as loyalty behavior, industry to industry
8 Loyalty/Secure Customer Indices Typically composed of three elements: saesfaceon, future purchase intent, and recommendaeon likelihood With some queseon variaeon, very acevely used core approach by many b2b and b2c companies; in use for decades SaEsfacEon, because it is fairly transaceonal, rather than relaeonship- based, tends to have limited correlaeon with actual loyalty behavior RecommendaEon has muleple analyecal challenges: aggregate score, non- granular, etc. SaEsfacEon and recommendaeon tend to dampen CLI and SCI aceonability
9 Net Promoter Score (NPS) Fred Reichheld (Bain) and Satmetrix, 2003 Net recommendaeon (subtraceng Detractors from Promoters) represents method for C- suite to address macro loyalty drivers; easy to understand Found to be challenging to apply on a universal basis (cannot be used in all industries/purchase situaeons); may not help an organizaeon be more customer focused or customer- centric Range of aceonability/analyecal issues - QuesEonable because of hypotheecal nature, scale, calculaeon method, and actual meaning/value of recommendaeon, muleple ways of arriving at score - Low correlaeon between NPS score and customer aceon - Non- granular applicaeon: difference, and group aggregated, score rather than individual customer classificaeon score - Non- discriminaeng (same customer can recommend muleple brands)
10 Customer Effort Score (CES) Developed by Corporate ExecuEve Board, 2008 Measures customer percepeon of how easy/difficult it is to do business with a firm, such as frequency of complaint resolueon contact TransacEonally- based, rather than relaeonship- based Only addresses aspects of service, not overall experience More relevant with fairly generic, uelitarian products and services Needs accompanying granularity, re. technologies, business processes, and employee behavior contribueon to customer ease/difficulty of doing business
11 A Conceptual Framework for Research Action: Customer Advocacy Develop Insights Measure Customer ATtudes, Emo#ons and Behavior Brand Staff Business Outcomes Customer Experiences Customer Rela#onship with Supplier/Brand Retention Rate Share of Wallet New Client Acquisition Value Touchpoints What is the right construct to measure rela#onship?
12 Customers who have - Strong and bonded emoeonal conneceons with your brand or business Customers who are - AND Strong supporters, i.e. bonded advocates, of your brand in their online and offline communicaeons How does marketing help achieve this?
13 They are your best customers They are loyal (and ouen bonded), buy more products from you or exclusively use your brand They can be your unpaid, virtual sales force They are the strongest amplifiers of/advocates for your brand; posi#ve and frequent WOM They respond, ouen proac#vely, to your channel approaches and marke#ng efforts
14 What is Customer Advocacy? - Advocacy is the highest form of customer (client) involvement in a brand (business). It is strong emoeonal conneceon with the brand and enthusiasec support of the brand. - More specifically, customer advocacy can be defined as the degree of kinship with a brand or company and the favorability and trust of brands as a direct result of personal experience. It is measurable at the individual customer level. - Principally, advocacy idenefies both the sources of brand affinity and the moneezing downstream customer behavioral impact of offline and online informal communicaeon, by individuals on a peer- to- peer basis (and as it influences their own downstream behavior, i.e. the self- percepeon effect as a result of personal experiences).
15 The Roles and Values of Customer Advocacy In marke#ng, branding, and services decision- making guidance and how- to ac#on, including Marke#ng and Communica#ons Planning and Engagement Media Effec#veness Customer Service/Touchpoint/Process Experience Upgrade Leveraging Employee Behavior Through Ambassadorship Company Brand Image and Reputa#on Impact Product and Service Development Customer Rela#onship Building Brand Messaging and Posi#oning Assessment Loyalty Program Development/Refinement Customer Life Cycle Op#miza#on Customer- Centric Enterprise Culture Enhancement
16 The Impact of Customer Influence has Pushed the Strategic Relevance of Advocacy Grow Revenue Posi#on Brand Increase Share Decrease Risk 80s: Quality 90s: Sa#sfac#on Late 90s: Loyalty Current: Advocacy Advocacy captures the influence the customer and partner base have, in addi#on to measures below. Embrace customer reten#on to the framework, but it does not capture the influence customers have on other customers and partners. Sa#sfac#on gets to some of the intangible dimensions of the rela#onship, but is a passive measure and does not explain nor predict reten#on. Assessing customer rela#onship has its genesis in quality assessment. Realiza#on that quality alone does not generate a sa#sfied customer.
17 How Is Customer Advocacy Measured? This unique, globally tested and verified framework (in both b2b and b2c verecals operaeonalizes advocacy behavior in customer experience and brand research. MulEple queseons are asked in a customer feedback survey and customer responses to these scaled items are used to classify them into four Advocacy groups and set the basis for in- depth analyecal insights. A full scale Advocacy baaery includes: l Customer favorability of brand l Future considera#on l Intensity of brand support l Use of online and offline social networks l Posi#ve and nega#ve brand buzz l Distribu#on of most recent purchases
18 Posi#ve and Nega#ve Things Said About Brand Past Six Months An advoca3ng customer speaks frequently and posi3vely about their experience and percep3on of the brand. Total Popula#on Total SoUware PosiEve Said NegaEve Said Advocates Total SoUware PosiEve Said NegaEve Said
19 Customer Advocacy as a Segmentation Device, a Key Performance Metric, and Organizational Management Model
20 60% 45% 30% 15% 25% 13% à Alienated 12% 27% à Advocate 10% 37% 0% 60% 45% 30% 15% Bank A Bank B Bank C 59% 50% 46% 40% 35% 33% 5.4% 3.7% 2.5% 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 0% à Share of Wallet à Customer Retention à New Client Growth 0.0% Most sa#sfac#on research deals with customer reten#on and ignores effect of brand percep#on and word of mouth and resultant customer share of wallet, risk, and new client acquisi#on in their linkage research. Advocacy impacts all of these.
21 Impact of Advocacy Improvement Through Service Quality: Case Study of a B2B Client Share of Wallet/Retention 70% 60% 50% 40% Current ABC Bank Performance (22%) Achievable Target Over Next 3 yrs (28%) Retention Share of Wallet 30% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Percentage of Advocates
22 Rela#onship Afributes for B2B Services Company Swing Up (to Advocate)/ Swing Down (to Alienated)
23 Advocacy Segmenta#on: Profile of ATtudes (Top Two Box Ra#ngs) (Scale: 1 10; 9 and 10 Are Top Boxes) Critical Attribute Advocate Allegiant Ambivalent Alienated Brand Has earned my trust and confidence It is a pleasure to do business with them The bank is definitely for people like me Staff Staff makes me feel like a valued customer Staff are trained to offer reliable services Staff follows up with information as needed Value Proposition Breadth of checking and savings accounts offered Variety of cards with different features suitable to you Communication of different products and their features
24 Advocacy Applied to Customer Life Cycle Evaluation: Defected B2B Customer Advocacy-Based Research Example
25 Reasons for Defec#on Price is the most frequently stated reason for defec#on. Changes in business focus also fuel discon#nua#on. Though content is also men#oned, a closer look at the verba#m comments indicate that most ouen a business focus change rendered the content less meaningful, rather than a dissa#sfac#on with the content itself.
26 Building Customer Advocacy and Reducing Aliena#on Customer service 3% 3% Timeliness of information 1% 10% Usefulness of product delivery method 18% 5% Product quality 2% 6% Information content s relevance to your needs 2% 3% Competitiveness of pricing 2% 36% Billing accuracy 19% 2% Timeliness of problem resolution 2% 1% Licensing requirements 1% 4% Ease of doing business 4% 6% Reputation 23% 2% Market Leadership 2% 1% Understanding of your data/information needs 18% 6% Customer focus 2% 15%
27 Concluding Advocacy Value Message The benefits of building advocacy can t be ignored. Sa;sfac;on and loyalty are important, but they re old news. It s a new dawn in customer experience strategy, where the customer controls over 50 percent of the brand message. Forward thinking companies will be the ones that iden;fy and work with their customer advocates to genuinely build trust in the brand, the customer base, and the boeom line. Cul3va3ng Customer Advocates: More Than Sa3sfac3on and Loyalty 2011 Peppers & Rogers Group White Paper
28 Brand Passion Basic Premises
29 Passion is Not Just a Consumer or Regional Phenomenon Passion (Emo3on, Harmony, AQachment) is created by brands In all industries, geographies and buying sectors. B2B isn't as ra;onal as you'd think. Research in eight European countries found that B2B customer needs were both func;onal and emo;onal. Michael Dent, General Manager, Marke#ng DHL Express (UK) 29
30 Drivers of Passion for HP 30
31 Brand Passion and Customer Advocacy Linkage
32 What happens when Customer Advocacy and Brand Passion come together in the same person?
33
34 Conjoined Brand Passion and Customer Advocacy: Brand Bonding (Excited Advocates to Full Rejection)
35 Retail Bank Customer Research Monitor - Retention By Advocacy and Passion/Bonding (Green) and Rejection (Red) Brand Experience Segments Customer Experience Segments 79% 77% 31% 86% 24% 5% 68% 59% 5% 34% 24% 45% 7% 12% 3%
36 Retail Bank Customer Research Monitor Retention Market Probe 2012 Bank Monitor
37 Retail Study Across 23 Brands (Multiple Retail Categories)
38 Grocery Example Single Market, Cross Brands
39 Brands that Activate Bonded Customers.. Understand the human element of their business, are not afraid to tap into emoeons and relaeonships, and reflect the self Don t follow trends, but create them; decommodieze value Are hyper- responsive and anecipate market needs Empower their employees to take aceon in the best interests of the customer, and acevely interrelate with them Don't compete solely on commodity- based factors, such as price, but focus on a customer- centric culture to build and maintain trust
40 Customer-Related Publications and Contact Information Michael Lowenstein, Ph.D., CMC Thought Leadership Principal Beyond Philosophy
41 Upcoming Beyond Philosophy Professional Training Courses Founda3on Customer Experience Management hfp://beyondphilosophy.com/training- courses/founda#on- customer- experience- management- cer#fica#on- program/ Advanced Customer Experience Management hfp://beyondphilosophy.com/training- courses/advanced- customer- experience- management/
Linking Customer Experience Metrics to ROI: Attainability and Actionability for Any Company
Linking Customer Experience Metrics to ROI: Attainability and Actionability for Any Company Successfully Driving Customer- Centric Culture and Ini8a8ves Through Real- World Insights and Analy8cs Your hosts
More informationNet Promoter Score: A Critical Number Your Business Needs to Know
1 YouTube: http://www.youtube.com/watch?v=jowg1inpe_a Net Promoter Score: A Critical Number Your Business Needs to Know Holly Duarte NPS Manager Cummins Inc 1 The Golden Rule: The foundation of loyalty
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 informationThe Simple Way to Measure Customer Experience. First Briefing Paper
The Simple Way to Measure Customer Experience First Briefing Paper 2014 1 The Simple Way to Measure Customer Experience 1.1 Measuring Customer Experience Customer experience ( CX ) is the sum of all the
More informationLinking Employee Satisfaction, Employee Engagement, and Employee Ambassadorship Session 1: Ambassadorship Concept/Framework Introduction and Rationale
Linking Employee Satisfaction, Employee Engagement, and Employee Ambassadorship Session 1: Ambassadorship Concept/Framework Introduction and Rationale Driving A Successful Customer-Centric Culture Through
More information"The purest treasure mortal times afford is spotless reputation" Othello, William Shakespeare
Published on CustomerThink (http://www.customerthink.com) Home > Corporate Image, Trust, and Reputation and Customer Advocacy Behavior: Is There Linkage? Body: "The purest treasure mortal times afford
More informationThe 2013 Financial Institution Consumer Recommendation & Loyalty Study Advanced
The 2013 Financial Institution Consumer Recommendation & Loyalty Study Advanced A study of the depth of consumer loyalty towards Australian Financial Institutions using the Net Promoter Score Net Promoter,
More informationMoving the NPS Needle - How to Use Customer Feedback to Drive Improvement
Moving the NPS Needle - How to Use Customer Feedback to Drive Improvement Content Introduction: NPS for the Digital Enterprise 3 Chapter Three: Taking Action with Net Promoter Online 12 Chapter One: Vanity
More informationThe Case for Improving the B2B Customer Experience
The Case for Improving the B2B Customer Experience How better customer experiences can help you drive profitable growth and create competitive advantage I preferred the Other Brand s product but I bought
More informationHow To Design and Build An Effective, Customer-Centric Loyalty Program. Michael Lowenstein, Ph.D., CMC Thought Leadership Principal
How To Design and Build An Effective, Customer-Centric Loyalty Program Michael Lowenstein, Ph.D., CMC Thought Leadership Principal Beyond Philosophy All rights reserved. 2001-2015 About the Presenter Thought
More informationThe Case for Improving the B2B Customer Experience
The Case for Improving the B2B Customer Experience How better customer experiences can help you drive profitable growth and create competitive advantage I preferred the Other Brand s product but I bought
More informationGE Capital The Net Promoter Score: A low-cost, high-impact way to analyze customer voices
GE Capital The Net Promoter Score: A low-cost, high-impact way to analyze customer voices The Net Promoter Score: A low cost, high impact way to analyze customer voices GE Capital s Net Promoter survey
More informationBriefing Paper. How to Compete on Customer Experience: Six Strategic Steps. www.syn gro.c om SynGro SynGro 2013 2013 Tel: +44 (0 ) 15 06 5 92 2 24
Briefing Paper How to Compete on Customer Experience: Six Strategic Steps How to Compete on Customer Experience: Six Strategic Steps Voice of the Customer as a term has come to reflect the growing understanding
More informationThe 2013 Superannuation Consumer Recommendation & Loyalty Study
The 2013 Superannuation Consumer Recommendation & Loyalty Study A study of the depth of consumer loyalty towards Australian Superannuation brands using the Net Promoter Score Net Promoter, NPS, and Net
More informationAre you listening to your customer feedback? A Handy Guide to Net Promoter Score
Are you listening to your customer feedback? A Handy Guide to Net Promoter Score Net Promoter Score: The Basics Stop treating your feedback as another administration process and start treating it as a
More informationQuality at GE Energy
Quality at GE Energy Table of Contents GE Energy and Quality Visions 2 Our Customer Commitments 3-5 The Quality Organization and Policy 6-8 Quality Management System 9-11 Key Business Processes 12-16
More informationMulti-channel Marketing
RIGHT TIME REVENUE OPTIMIZATION How To Get Started RIGHT TIME REVENUE OPTIMIZATION How To Get Started Summary: The Short List Here s our suggested short list from this paper: Multi-channel marketing is
More informationNavigating the Alphabet Soup of Survey Methodologies. David Jackson CEO, Clicktools
Navigating the Alphabet Soup of Survey Methodologies David Jackson CEO, Clicktools Life used to be simple. People charged with implementing customer feedback programs had one focus for their surveys: customer
More informationGetting Business Value from Customer Engagement. Chet Geschickter, Research Director Gartner Energy & Utilities Industries Research
Getting Business Value from Customer Engagement Chet Geschickter, Research Director Gartner Energy & Utilities Industries Research 1 How Gartner Delivers Value Gartner research helps clients review, develop,
More informationCUSTOMER SATISFACTION SURVEY POINT Research and Marketing Consultancy
CUSTOMER SATISFACTION SURVEY POINT Research and Marketing Consultancy Copyright 2012 POINT Consultancy All rights reserved. No reproduction or distribution allowed without express written permission. The
More informationSome Things You Need to Know About Customer Advocacy
Some Things You Need to Know About Customer Catch phrases and buzzwords get tossed around in strategic planning sessions like snowballs in winter. The value of buzzwords usually melts away just as fast.
More informationManagement Update: The Eight Building Blocks of CRM
IGG-06252003-01 S. Nelson Article 25 June 2003 Management Update: The Eight Building Blocks of CRM Customer relationship management (CRM) represents the key business strategy that will determine successful
More informationData management for improved customer experience and higher returns
Data management for improved customer experience and higher returns An Experian Whitepaper Data management for improved customer experience and higher returns - 1 Table of contents 1. Executive summary
More informationSpecial Report. RESULTS BASED Onboarding Evalua/on Tools and Metrics. Sign up to get your free report today!
Special Report Sign up to get your free report today! RESULTS BASED Onboarding Evalua/on Tools and Metrics By Robert C. Bilotti, Managing Director Novita Training Need to get a bigger bang for your buck
More informationCUSTOMER EXPERIENCE MANAGEMENT: STRATEGIES TO SUCCEED
CUSTOMER EXPERIENCE MANAGEMENT: STRATEGIES TO SUCCEED WRITTEN BY: SUMAIR DUTTA, CHIEF CUSTOMER OFFICER JANUARY 2014 Page 2 of 10 SUMMARY Customer Experience Management (CEM) is more than Customer Feedback
More informationGE Oil & Gas. Quality at. GE Oil & Gas. GE imagination at work QUALITY
GE Oil & Gas Quality at GE Oil & Gas GE imagination at work QUALITY 2 - Quality at GE Oil & Gas TABLE OF CONTENTS GE Oil & Gas and Quality Visions Our Customer Commitments The Quality Organization and
More informationBeyond Net Promoter Scores
Beyond Net Promoter Scores Understanding Customer-Generated Word of Mouth A Shirman Group Client Brief The highly popular Net Promoter Score (NPS) customer satisfaction metric has gained broad adoption
More informationA Guide to the Net Promoter Score for Law Firms
A Guide to the Net Promoter Score for Law Firms Learn how to effectively measure and track your client satisfaction using the Net Promoter survey method for law firms. Copyright 2014 Inavero, Inc. All
More informationWhy Advocacy Is Not Enough
Why Advocacy Is Not Enough White Paper 2008 ResponseTek Networks Corp. Content Introduction... 3 Key Concepts... 3 Using Advocacy... 5 Relationship Between Advocacy and CEM... 5 Measuring Advocacy... 6
More informationCEM+ Calculator HOW DO YOU PREDICT THE ROI OF CUSTOMER EXPERIENCE? Introduction
HOW DO YOU PREDICT THE ROI OF CUSTOMER EXPERIENCE? A key obstacle cited by many executives for measuring the customer experience is the difficulty of monetising the value of investments for improvement,
More informationSoftware User Experience and Likelihood to Recommend: Linking UX and NPS
Software User Experience and Likelihood to Recommend: Linking UX and NPS Erin Bradner User Research Manager Autodesk Inc. One Market St San Francisco, CA USA erin.bradner@autodesk.com Jeff Sauro Founder
More informationMaximizing Your Customer Experience Management Metrics
Maximizing Your Customer Experience Management Metrics For Internal Use Customer Experience Is The New Brand Image Other people s experiences influence everyone Good and bad experiences impact non-customers
More informationA Quick Guide to Social Customer Service: Measure, Refine & Scale
A Quick Guide to Social Customer Service: Measure, Refine & Scale Measuring how well your Social Customer Service program is working for both your customers and your business is not easy. For the last
More informationHow To Analyze Customer Experience
Customer Experience Analytics By eloyalty s Marketing Solutions Service Line 9.16.2003 OPTIMIZING CUSTOMER INTERACTIONS Customer Experience Analytics Abstract This paper will describe a method of quantifying
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 informationCustomer Experience Management and the Insurance Provider A Blueprint for Online & Multi-Channel Engagement
I R K n o w l e d g e S e r i e s August 2009 Customer Experience Management and the Insurance Provider A Blueprint for Online & Multi-Channel Engagement Insurers that fail to exploit a web site as an
More informationFrom Issue to Action Evaluating the experience in the foundation of a CX program for a global player within the webhosting industry
From Issue Evaluating the experience in the foundation of a CX program for a global player within the webhosting industry CX Forum, Bern, 15.11.2012 Michael Galla 1&1 Internet AG 2010 Page1 1&1 Hosting
More informationUnderstand the implications of a mindshift from branch centric to customer centric.
Discuss the dramatic changes that are occurring in financial services and identify the key drivers of that change. Understand the implications of a mindshift from branch centric to customer centric. Understand
More informationWHITE PAPER Blending Strategy and Tactics
WHITE PAPER Blending Strategy and Tactics Benefits of an Integrated Approach to Measuring the Customer Experience The Challenge: Customer-Centricity Customer-centricity is at the heart of every successful
More informationWhy customer experience matters more than ever for enterprise IT
Why customer experience matters more than ever for enterprise IT Greater pricing transparency and the rise of cloud services are among the changes giving end users more voice in technology buying decisions.
More informationOne is a Lonely Number: Especially When it comes to Driving Member Loyalty
One is a Lonely Number: Especially When it comes to Driving Member Loyalty Recently, IHRSA reported a preliminary Net Promoter Score (NPS) benchmark for the health and fitness club industry. According
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 informationthevaluespace Marketing I Sales I Customer Experience global learning, development & business services thevaluespace.com
Marketing I Sales I Customer Experience global learning, development & business services thevaluespace.com Contact: Dr Gopal Kutwaroo BScEcon(Hons) MScEcon Ph.D MCIM DMI +44 (0)7825 829323 gk@thevaluespace.co.uk
More informationEffective Strategies for Customer Experience Management. Dan Koroscil Director of Support and Service
Effective Strategies for Customer Experience Management Dan Koroscil Director of Support and Service Transforming the Organization 1. Establish a sense of urgency 2. Form a powerful guiding coalition 3.
More informationThe 10 Week Business Success Challenge
The 10 Week Business Success Challenge Week Two: Branding Just who are You? Branding is so much more than your logo or colours. This week you will discover how to identify and weave your unique and authentic
More informationImprove Satisfaction, Loyalty and Retention. Identify and Optimize Factors that Drive Satisfaction for Real Business Impact
Improve Satisfaction, Loyalty and Retention Identify and Optimize Factors that Drive Satisfaction for Real Business Impact Key Benefits Improve customer service and experience Measure and improve NPS Measure
More informationBeyond the pill: How to improve the customer experience in pharma
Beyond the pill: How to improve the customer experience in pharma A practical approach to creating value for patients and providers By Dave Michels, Christian Rebhan and Parijat Ghosh Dave Michels is a
More information3.17.10. CEO SERIES: Get ahead of your competition by using social media
3.17.10 CEO SERIES: Get ahead of your competition by using social media ICIC CEO Series: Social Media March 17, 2010 Introduction Social Media how a communica8ons evolu8on became a revolu8on The evolu8on
More informationHow to Build Successful Customer Satisfaction and Loyalty Programs That Drive Growth
SPECIAL REPORT How to Build Successful Customer Satisfaction and Loyalty Programs That Drive Growth By Julie Schwartz Companies struggle to get a clear view of customer satisfaction and loyalty because
More informationshare this document: are Asking Us About Customer Journey Mapping Insights for your business
9Questions Clients are Asking Us About Customer Journey Mapping Insights for your business Introduction Did you know that 40 per cent of Canadians are using the camera on their smartphone to take pictures
More informationTalent Management Leadership in Professional Services Firms
Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3
More informationSix Steps for Flawless NPS Implementation
Six Steps for Flawless NPS Implementation July 17, 2012 The Service Profit Chain Institute The Service Profit Chain Institute is a consulting firm dedicated to helping our clients succeed by improving
More informationBanking On A Customer-Centric Approach To Data
Banking On A Customer-Centric Approach To Data Putting Content into Context to Enhance Customer Lifetime Value No matter which company they interact with, consumers today have far greater expectations
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 informationImproving the Client Experience Through CRM and Case. GTEC, October 18, 2011
Improving the Client Experience Through CRM and Case GTEC, October 18, 2011 Points of discussion: Client experience delivered through client-centric services and cost effective program delivery Paradigm
More informationPOWER YOUR ECOMMERCE BUSINESS
ebook POWER YOUR ECOMMERCE BUSINESS With Referral Marketing Did you know that customers are 4 times more likely to buy when referred by a friend? Learn how to launch a successful ecommerce referral marketing
More informationCSR AS A HUMAN RESOURCE MANAGEMENT STRATEGY
CSR AS A HUMAN RESOURCE MANAGEMENT STRATEGY Prepared by: LIN Center for Community Development 30 June 2015 WWW.LINVN.ORG CORPORATE SOCIAL RESPONSIBILITY PHILANTHROPY Source: Archie B. Carroll, The Pyramid
More informationDriving Profits from Loyalty
Driving Profits from Loyalty Overview 1 P a g e 5 Steps to Driving Profit from Loyalty 1. Customer Portfolio Analysis This is the first step on the road to customer profitability where we can begin to
More informationSatisfaction with Contact Centers Drives Customer Loyalty
Satisfaction with Contact Centers Drives Customer Loyalty By Sheri Teodoru CFI Group Partner and CEO Across American industry, company contact centers have become critical channels for building customer
More informationMcBDC Business Development & Consultancy Services Co.Ltd 1
2013 McBDC Business Development & Consultancy Services Co.Ltd Customer Experience Management (CEM) Customer Loyalty Programs, Mar, 2013 McBDC Business Development & Consultancy Services Co.Ltd 1 CONTENT
More informationStrategy Huddle TM with MyStrategicPlan
Strategy Huddle TM with MyStrategicPlan Voice of the Customer - Beyond Private Sector Applications Powered by Purpose & Ground Rules Purpose Answer real-world questions, handle high-level strategy issues,
More informationElements of Brand Adoption
ADVOCATES vs. INFLUENCERS vs. EMPLOYEES A practical guide to understanding the true motivations and potential impact of each target, and how to approach a strategy for success. 2014 Crowdly, Inc. THE GOLDILOCKS
More informationCustomer Experience Programs in B2B
Customer Experience Programs in B2B Empowering retention strategies in the age of the customer This white paper addresses: Why measurement programs need to change Six proven steps for a successful measurement
More informationHow Australia s utilities can boost customer loyalty
How Australia s utilities can boost customer loyalty As growth slows in Australia s electricity and natural gas markets, keeping customers happy becomes more important than ever. By Katrina Bradley and
More informationCRM. Best Practice Webinar. Next generation CRM for enhanced customer journeys: from leads to loyalty
CRM Best Practice Webinar Next generation CRM for enhanced customer journeys: from leads to loyalty Featured guest speaker Leslie Ament SVP Research and Principal Analyst at Hypatia Research Group and
More informationStrategies to Improve the Customer Experience 3eBook
Strategies to Improve the Customer Experience 3eBook 2 Three Strategies to Improve the End-to-End Customer Experience (CX) Focus on the following areas to take your customer experience to the next level:
More informationSOURCE, SELECT, MANAGE: THE CWM ATHLETE S TRIATHLON GUIDE SIG San Francisco Bay Symposium November 12, 2014. Matt Katz, VP Strategic Solutions
SOURCE, SELECT, MANAGE: THE CWM ATHLETE S TRIATHLON GUIDE SIG San Francisco Bay Symposium November 12, 2014 Matt Katz, VP Strategic Solutions WELCOME! It s another beaueful day in the Bay Area! 2 OPTIONAL:
More informationTemkin Group Insight Report
ROI of Customer, 2014 CX Highly Correlates to Loyalty Across 19 Industries, Delivers Up To $460M Over 3 Years By Bruce Customer Transformist & Managing Partner Group September 2014 Group info@temkingroup.com
More informationLet Your Customers Manage You Why traditional CRM doesn t work and what you can do about it & Outlook and Trends for 2009
Let Your Customers Manage You Why traditional CRM doesn t work and what you can do about it & Outlook and Trends for 2009 Deloitte Consulting SEA Traditional CRM based on a flawed premise has been a waste
More informationUsing SAS Enterprise Miner for Analytical CRM in Finance
Using SAS Enterprise Miner for Analytical CRM in Finance Sascha Schubert SAS EMEA Agenda Trends in Finance Industry Analytical CRM Case Study: Customer Attrition in Banking Future Outlook Trends in Finance
More informationWelcome to ICMI s Leadership and Business Management. ICMI Study Course
Welcome to ICMI s Leadership and Business Management Study Course Strategy and Valuation We will begin the session shortly. Administrative Notes Participate! Taking notes 3.1 1 Today s Agenda Vision, mission
More informationA hands on guide including an action sheet
Developing a social media marketing strategy A hands on guide including an action sheet Brought to you by w w w.socialemailmarketing.eu W elcome to this first guide and action sheet about social media
More informationFixed Scope Offering (FSO) for Oracle SRM
Fixed Scope Offering (FSO) for Oracle SRM Agenda iapps Introduc.on Execu.ve Summary Business Objec.ves Solu.on Proposal Scope - Business Process Scope Applica.on Implementa.on Methodology Time Frames Team,
More information2015 Customer Success Industry Trends Report
2015 Customer Success Industry Trends Report Table of Contents 3 EXECUTIVE SUMMARY 4 MEET THE SURVEY RESPONDENTS 6 WHO DOES YOUR HEAD OF CUSTOMER SUCCESS REPORT TO? 8 HOW WOULD YOU CHARACTERIZE THE MATURITY
More informationThe Social Media & Email Marketing Contact Center Business
Technology s Affect on: Delivering Great Customer Experiences via Agents & The Bo?om- Line By Dr. Natalie Petouhoff www.drnatalienews.com @DrNatalie on Twi9er Dr. Natalie s Background Analyst Rankings:
More informationChannel Bytes. Accelera'ng Managed Services
Channel Bytes Accelera'ng Managed Services Housekeeping Webinar is being recorded. Slides and recording link will be available tomorrow.? Contact informa8on is provided at the end of the webinar. #channelbytes
More informationSocial Media is. Paul de Gooijer, Emakina.NL
Social Media is Social Business Paul de Gooijer, Emakina.NL Emakina.NL is a performance based brand activation agency of the digital generation Emakina.NL believes relations between companies and customers
More informationcustomer effort How to use Customer Effort as a Customer Experience Measure Stuart Crawford-Browne
customer effort How to use Customer Effort as a Customer Experience Measure Stuart Crawford-Browne Is Customer Effort an appropriate measure to consider as a customer metric for businesses that are committed
More informationMeasuring Customer Effort
Measuring Customer Effort A hassle free introduction Craig Strudley Research Director Measuring Customer Effort The idea of a Customer Effort measure was first introduced back in 2010 when the Harvard
More informationManaging the Customer Experience by Measuring the Impact Payoff
W E B C A S T S E R I E S Managing the Customer Experience by Measuring the Impact Payoff April 24, 2013 2pm to 3pm EDT Featured Speakers Gael Lundeen Vice President Customer Experience Dennis Fitzgerald
More informationA Dozen Myths About Customer Relationship Measurement
A Dozen Myths About Customer Relationship Measurement prepared by: Patricia B. Sikora, Ph.D. January 2012 Today, more than ever, you need strong bonds with customers. The old adage that it takes more resources
More informationSocial Media! Marketing!
Social Media! Marketing! First things first [Marke2ng] is more about giving, than taking. You have to create communica2ons that actually enhance the meaning in someone s life that give them insights into
More informationChapter 8 Customer Relationship Management Benefits of CRM Helps in improving customer retention and loyalty Helps in generating high customer
Chapter 8 Customer Relationship Management Benefits of CRM Helps in improving customer retention and loyalty Helps in generating high customer profitability through a steady flow of customer purchases
More informationVoice of the Scout the Path to the Main Thing 2013 National Annual Meeting
Voice of the Scout the Path to the Main Thing 2013 National Annual Meeting Mike Watkins - Mission Impact Team Howard Olsen, PhD, CPA - M3 Planning What is the Voice of the Scout? Comprehensive Scout, Parent,
More informationPredict Customer Behavior
Predict Customer Behavior Why Do Fortune 1000 Companies and Brand Owners Need To Predict Customer Behavior? Increase Market Share Maximize Brand Value Lower Acquisition Costs Improve Customer Retention
More informationThe following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into
The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material,
More informationDEVELOP INSIGHT DRIVEN CUSTOMER EXPERIENCES USING BIG DATA AND ADAVANCED ANALYTICS
DEVELOP INSIGHT DRIVEN CUSTOMER EXPERIENCES USING BIG DATA AND ADAVANCED ANALYTICS by Dave Nash and Mazen Ghalayini; Contributions by Valentin Grasparil This whitepaper is the second in a 3-part series
More informationramyam E x p e r i e n c e Y o u r C u s t o m e r s D e l i g h t Ramyam is a Customer Experience Management Company Intelligence Lab
ramyam Intelligence Lab E x p e r i e n c e Y o u r C u s t o m e r s D e l i g h t Ramyam is a Customer Experience Management Company enliven CEM An enterprise grade Customer Experience Management Solu
More informationJust-in-Time Marketing: Lessons from the Masters
Just-in-Time Marketing: Lessons from the Masters Marketers have changed the way they engage consumers, but have their changes taken them all the way back to the factory floor where marketing is produced?
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 informationStrategic Guide to creating a World Class Customer Advisory Board Program
Strategic Guide to creating a World Class Customer Advisory Board Program This paper is authored from CustomerAdvisoryBoard.org industry association research including the CAB Manager Industry Surveys,
More informationInsider s Guide to Digital Media Measurement Sen5ment Analysis Symposium 2015
Insider s Guide to Digital Media Measurement Sen5ment Analysis Symposium 2015 Presented By Stephen D. Rappaport, Global Digital Advisor, Sunstar Inc. Senior Consultant SDR Consul5ng E. steve@sdrconsul5ngllc.com
More informationMoving Beyond Social CRM with the Customer Brand Score
Cognizant 20-20 Insights Moving Beyond Social CRM with the Customer Brand Score Travel and hospitality organizations can boost customer loyalty by better understanding customer behaviors and attitudes,
More informationFive steps to improving the customer service experience
Five steps to improving the customer service experience Metrics, tips, and tools for utilizing customer feedback An Ovum White Paper Sponsored by Publication Date: January 2012 INTRODUCTION As the use
More informationConsulting Performance, Rewards & Talent. Making Employee Engagement Happen: Best Practices from Best Employers
Consulting Performance, Rewards & Talent Making Employee Engagement Happen: Best Practices from Best Employers The Challenge Companies across the globe are taking the initiative to administer and manage
More informationLoyalty to service provision: creating loyalty through the customer experience
Loyalty to service provision: creating loyalty through the customer experience WWW.SBS.OXFORD.EDU EDUCATING LEADERS FOR 800 YEARS Dr Richard Cuthbertson Research Director Oxford Institute of Retail Management
More informationResetting digital strategy in Australia: Delivering what customers really want
Resetting digital strategy in Australia: Delivering what customers really want Digital strategies in Australian financial services By Peter Stumbles and Gary Turner Peter Stumbles is a Sydney-based partner
More information8 WAYS TO BUILD YOUR BRAND USING SOCIAL MEDIA
TIP SHEET 8 WAYS TO BUILD YOUR BRAND USING SOCIAL MEDIA Social media has changed the way our entire world works. Everyone has an equal voice and immediate access to vast networks of friends and followers.
More informationFunctional Title Classification FLSA Status Reports To Team Purpose
Functional Title Classification FLSA Status Reports To Team Purpose Vice President of Marketing and Engagement Director, Marketing & Communications UWW 400 N Exempt President & CEO Marketing & Engagement
More informationCustomer experience our journey. him! Ltd 2015. All rights reserved.
Customer experience our journey by way of an introduction Putting the principles into action The challenges A layered approach How do we measure progress? Have we shifted the dial? The challenges Service
More information