Customer Experience: Design and Execution

Size: px
Start display at page:

Download "Customer Experience: Design and Execution"

Transcription

1 Experience: Design and Execution

2 Blue Space Consulting specializes in three practice areas: - Experience Design - Strategic Execution/ Management - Enterprise Change Management Recent clients have included Hewlett Packard, Schwann Foods, Texas United, Delta Airlines, Duke Energy, Avista, Puget Sound Energy, Michelin, American Gas Association, Sterigenics, Joerns Healthcare, the U.S. Department of Defense and many others. Roy Barnes is President of Blue Space and is also a 25 year veteran of the hospitality business. He worked his way up in the hotel industry (Marriott International) from front-desk clerk to eventually holding almost every operational job in the company. He left Marriott as Senior Vice-President of Strategic Planning and Experience Management. 2

3 Why Bother with Experience? Increase Revenue Reduce Cost Increase Employee Engagement Modify Behavior Maximize pricing control Increase share of customer wallet Reduce process costs Faster cycle times Reduce transaction costs Clear role expectations Clear performance standards Lower turnover Broader use of your portfolio of products and services Trusted advisor 3

4 Quantifiable Change* Issues: Poor Company Practices Poor Communication Service Wasn t Helpful Unprofessional Service Poor Response Time Finding the Right Person to Solve Problem Lack of Follow-up Long Hold Time 27% 29% 43% 20% 14% 13% 14% 9% 11% 11% 20% 9% 2% 7% 7% 6% * (Mid-Size Utility Company In 3 rd Year of Program Implementation) 5

5 Experience Design Process The Seven Essential Components Experience Intent Statement and TouchPoint/Journey Map TouchPoint Redesign Experience Knowledge in the Workforce Voice of Listening/Dialogu e Portal Dashboard Internal Communications and Culture Change Reward and Recognitions Benefits Builds With Implementation of each of the Seven Components Best practice organizations engage with all of the essential components in a sustained and meaningful manner. 6

6 Experience Design Process Define Your Intention/Map the Experience 1 Create Experience Intent Statement and TouchPoint/ Journey Maps 1(a) 1(b) 1(c) Development of Experience Intent Statement (CIS) Build TouchPoint and Journey Maps Validate and Socialize CIS and Maps for Buy-In 1(d) Determine Creative Execution of Maps for Internal Communication What is the Experience You Want to Deliver to Your s? The journey starts here with a formal declaration of Experience Intent. The Intent Statement answers the critical question that must be met by all subsequent re-design work. The Intent relates to and is supportive of Brand positioning but is not a marketing slogan. The Intent Statement is more akin to a set of enginneering parameters. The Intent Statement is used by the organization to create, manage and monitor Experience against a formal, defined set of criteria. 7

7 Experience Design Process Re-design High Impact TouchPoints Quickly 2 Re-Design TouchPoints for Experience Intent Delivery and to ensure Changes in Ideal Behaviors 2(a) 2(b) 2(c) Determine Ideal Behaviors Prioritize High-Value TouchPoints Baseline Current and Build (ROCE) Metrics 2(d) Select Cross Functional Team Members for 4- Week Re- Design Teams 2(e) Design, Execute, Repeat Rapid Design = Fast Results Four weeks (20 work days) are all the time given to a TouchPoint re-design team to brainstorm, create and EXECUTE their change. Corporate ADD (Attention Deficit Disorder) is so prevalent that sucessful re-design efforts must be very tightly scoped and time-limited. A senior stake-holder group is available to provide instant approvals and feedback. 8

8 Design, Execute, Repeat 20 Work Days Select TouchPoint for Re-Design Select Team Members Analyze the TouchPoint Build the Change Set Metrics for Sustainment Team s Present to Executive Leadership Determine Stakeholder Group Initial Team Training and Plan Approach Design to Experience Intent Execute the Change Enterprise-wide Re-Design Change and Metrics Shared Enterprise-wide Plan, Analyze, Design, Build, Execute, Sustain

9 Experience Design Process Skills Development 3(a) Foundationa l Training and Experience Moments 3(b) Role-Specific Skills Training for Facing Employees 3(c) Skills Training for TouchPoint Re-designers 3(d) Conflict Management and Problem Resolution Skills Training for the Front Line Build both Foundational and Tactical Experience Delivery Capability in the Workforce 3 Experience Training Must Move Metrics Employees who interact with s on a regular basis need to not only understand what Experience your organization intends to deliver but they also need to know how to deliver engaging experience. Most employees are trained on the specific tactical functions needed to execute their individual part of their siloed business process. Very few are given real-world, hands-on, practical experience in exactly how to personally deliver great Experience. Blue Space has the deep experience necessary to train all customer-facing employees (from seasoned, 30 year craft workers to newly-minted call center operators). 9

10 Experience Design Process Listen to the Voice of the 4 Create Voice of the Listening and Dialogue Capability 4(a) Inventory Where You Are Listening Effectively Today 4(b) Prioritize Highest Value Listening and Dialogue TouchPoints 4(c) Create Baseline TouchPoint CIS Metrics 4(d) Set Governance Model for Managing VOC 4(e) Communicat e and Expect Problem Resolution to Standard Move Experience From Art to Science Annual surveys are out. Constant listening and providing real-time dialogue is in. Ideally, real-time feedback is available at all major TouchPoints and current performance is attributable and highly visible for all customer-facing employees. 10

11 Experience Design Process Create and Monitor Quantitative Data 5(a) Set Enterprise Strategies 5(b) Determine Leading and Lagging Success Metrics 5(c) Assign Ownership of Measure 5(d) Align/DSP Initiatives to Ensure Measure Contribution 5(e) Monthly Monitoring and Review of Key Success Metrics Build a Highly Visible Dashboard 5 Make the Measures the Enemy Feel-good customer initiatives need to be replaced with laser-guided projects with clear and formal performance metrics and owned-commitments. There should be no place to hide for customer failures. Create a visible place to showcase the superlative service that individuals in the organization are delivering. Make real numbers drive accountability for improvement. Kill misaligned initiatives. 11

12 Experience Design Process Evolving the Culture of 6 Execute an on-going, Integrated Internal Communications Campaign around the 6(a) 6(b) 6(c) Inventory Existing Information Distribution Channels and Messaging Create Messaging and Channels for All Executives Distribution of CIS and TP Redesign Successes 6(d) Measure Communications and Engagement Success in Employee Opinion Surveys What are the real drivers of your Corporate Culture and can the fit in? If the language of organizational leaders rarely mentions customer concerns, issues or opportunities, all the best internal marketing will fall short of creating significant culture change. The evolution of Centricity within an established organization is an uphill fight. It is winnable, but significant resources (both financial and philosophical) need to be brought to bear. 12

13 Experience Design Process Rewards and Recognition 7 Evolve Reward and Recognition Systems to explicitly support Centricity 7(a) Inventory Existing Monetary Incentives for Business 7(b) Move Significant Variable Comp. towards 7(c) Inventory Existing Recognition Programs and Include 7(d) Determine and Deliver Consequences for Non- Money Where the Mouth Is Compensation systems inform the entire organization about what s really important and what isn t. To the degree that rewards (variable compensation, etc.) and recognition programs are not supportive of focus, the best efforts to embed centricity into a culture will ultimately fail. Additionally, if success can be achieved in the organization by individuals who make the numbers, while acting in a way that ignores or injures the experience, the program will fail. Employees are hyper-sensitive to flavor of the day initiatives. If you don t intend to eventually move rewards to take into account performance, think seriously before starting an effort like this. 13

14 Fully Integrated Multi-Channel internal Communications Campaign Experience Design Process State and Measure Expected Progress of the Program 5 Deployment of CE Intent Statement and TouchPoint Map 4 3 Build CE Knowledge and Capability in the Workforce 2 1 Stage Key 1 Thinking About 2 Plan to Execute 3 Initiated 4 50%+ Complete 5 Fully Embedded Comprehensive VOC Portal 14

15 Fully Integrated Multi-Channel internal Communications Campaign Experience Design Process State and Measure Expected Progress of the Program 5 Deployment of CE Intent Statement and TouchPoint Map 4 3 Build CE Knowledge and Capability in the Workforce 2 1 Stage Key 1 Thinking About 2 Plan to Execute 3 Initiated 4 50%+ Complete 5 Fully Embedded Comprehensive VOC Portal 15

Management Update: The Eight Building Blocks of CRM

Management 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 information

Delivering the Journey: Building Client and Employee Centric Banks. Kunal Chopra Sr. Director CIBC R&BB Process Management

Delivering the Journey: Building Client and Employee Centric Banks. Kunal Chopra Sr. Director CIBC R&BB Process Management Delivering the Journey: Building Client and Employee Centric Banks Kunal Chopra Sr. Director CIBC R&BB Process Management Agenda Example of bad client experience and discussion Client experience as a driver

More information

Changing the Way People Use Technology. City Clerks Association of California Records and Information Management Presentation April 22, 2015

Changing the Way People Use Technology. City Clerks Association of California Records and Information Management Presentation April 22, 2015 Changing the Way People Use Technology City Clerks Association of California Records and Information Management Presentation April 22, 2015 Session Objectives Learning the phases of Change Management Understanding

More information

Customer Relationship Management: Tool or Philosophy?

Customer Relationship Management: Tool or Philosophy? Customer Relationship Management: Tool or Philosophy? A system cannot understand itself. The transformation requires a view from outside. - W. Edward Deming CRM a general perspective: A successful CRM

More information

Best Practice in Customer Experience Management

Best Practice in Customer Experience Management Best Practice in Customer Experience Management This report looks at best practice in implementing voice of the customer programmes to help retail businesses understand what their customers want and how

More information

CRM. 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 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 information

Self-Assessment A Product Audit Are You Happy with Your Product Results

Self-Assessment A Product Audit Are You Happy with Your Product Results Self-Assessment A Product Audit Are You Happy with Your Product Results When was the last time you really assessed your products and your organization s ability to create and deliver them to the marketplace?

More information

Elevate Customer Experience and Engagement in the New Digital World

Elevate Customer Experience and Engagement in the New Digital World Elevate Customer Experience and Engagement in the New Digital World John Chan CRM Solutions Lead, Microsoft Business Solutions Microsoft Asia Customer buying behavior has fundamentally changed therefore,

More information

BENEFITS REALIZATION: THE COMPETITIVE ADVANTAGE

BENEFITS REALIZATION: THE COMPETITIVE ADVANTAGE BENEFITS REALIZATION: THE COMPETITIVE ADVANTAGE PRASHANTH NAIDU AUGUST 1, 2012 1 2011 Hitachi Data Systems. All rights reserved. INTRODUCING HITACHI DATA SYSTEMS Ranked # 140 for Innovation in 2010 Formed

More information

Critical Steps to Help Small and Mid-Sized Businesses Ensure CRM Success

Critical 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 information

Customer Experience Management

Customer Experience Management Customer Experience Management Best Practices for Voice of the Customer (VoC) Programmes Jörg Höhner Senior Vice President Global Head of Automotive SPA Future Thinking The Evolution of Customer Satisfaction

More information

Using Organizational Change Management Principles to Create a Scalable OCM Methodology

Using Organizational Change Management Principles to Create a Scalable OCM Methodology Using Organizational Change Management Principles to Create a Scalable OCM Methodology Cynthia Onstott John Spurrell May 16, 2016 2 Today s Learning Objectives How to develop a new Organizational Change

More information

Root Causes of Why Customer Experience Programs Fail. and what you can do to ensure your program is successful

Root Causes of Why Customer Experience Programs Fail. and what you can do to ensure your program is successful Root Causes of Why Customer Experience Programs Fail and what you can do to ensure your program is successful Root Cause Failure Analysis According to Wikipedia: Root cause failure analysis (RCFA) is a

More information

Sales and Marketing Program

Sales and Marketing Program Sales and Marketing Program Sales & Marketing Revenue Management Social Media Management Hotel Openings Making the difference.. 1 Strand s Sales & Marketing Team includes: Director of Sales and Marketing

More information

SUSTAINING COMPETITIVE DIFFERENTIATION

SUSTAINING 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 information

Getting Started With Net Promoter

Getting Started With Net Promoter Getting Started With Net Promoter Satmetrix Net Promoter Fast Start Edition is a well-defined, proven approach for initiating the Net Promoter Discipline and seeing results in as little as six weeks. Benefits

More information

Compensation accounts for nearly 70 percent

Compensation accounts for nearly 70 percent THE BUSINESS CASE FOR COMPENSATION TECHNOLOGY Compensation accounts for nearly 70 percent of operating expenses for most organizations, 1 and is one of the main reasons employees join and leave organizations.

More information

Agenda Overview for Digital Commerce, 2015

Agenda Overview for Digital Commerce, 2015 G00270685 Agenda Overview for Digital Commerce, 2015 Published: 18 December 2014 Analyst(s): Jennifer Polk Marketing is making a greater impact on, and taking more responsibility for, digital commerce.

More information

Educational Whitepaper. Customer Experience. How Committed Are You? www.vertek.com

Educational Whitepaper. Customer Experience. How Committed Are You? www.vertek.com Educational Whitepaper Customer Experience How Committed Are You? www.vertek.com Customer Experience How Committed Are You? Customer Experience as a Competitive Differentiator Competitive differentiation

More information

Best Practices Brochure. Best Practices for Optimizing Social CRM Maximizing the Value of Customer Relationships

Best Practices Brochure. Best Practices for Optimizing Social CRM Maximizing the Value of Customer Relationships Best Practices Brochure Best Practices for Optimizing Social CRM Maximizing the Value of Customer Relationships Social CRM Companies must do more than participate in today s social environment. They must

More information

Cisco Systems, Incorporated: Operationalizing a B-to-B Social Media Center of Excellence

Cisco Systems, Incorporated: Operationalizing a B-to-B Social Media Center of Excellence THINK TANK FOUR: SALES AND MARKETING GIL 2012: SILICON VALLEY Cisco Systems, Incorporated: Operationalizing a B-to-B Social Media Center of Excellence AUSTIN PULLMANN North American Program Manager, Growth

More information

20 Days to a Better Customer Experience: Utilizing Touchpoint Teams to Improve Service. Kelly Magalsky October 2014

20 Days to a Better Customer Experience: Utilizing Touchpoint Teams to Improve Service. Kelly Magalsky October 2014 20 Days to a Better Customer Experience: Utilizing Touchpoint Teams to Improve Service Kelly Magalsky October 2014 Touchpoint Success Stories Why Customer Experience? Why Focus on Customer Experience?

More information

My Experience. Serve Users in a Way that Serves the Business.

My Experience. Serve Users in a Way that Serves the Business. Infrastructure Services the way we do it My Experience Serve Users in a Way that Serves the Business. A Smarter Strategy for Empowering Users IT has entered a new era, and CIOs need to perform a delicate

More information

MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER

MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT A FORESEE WHITE PAPER 2014 ForeSee 2 MEASURING EMPLOYEE EXPERIENCE TO DRIVE POSITIVE EMPLOYEE ENGAGEMENT TABLE OF CONTENTS All Employee

More information

Improving customer relationships

Improving customer relationships White paper Customer Engagement Improving customer relationships How top companies maximize lifetime value through effective customer engagement Page 2 Customer experiences help drive long-term profits.

More information

IMPLEMENTATION PLANNING CORPORATE

IMPLEMENTATION PLANNING CORPORATE IMPLEMENTATION PLANNING CORPORATE Vision, Mission, Strategy Values Culture Executive Compensation Internal Communications Strategy Deployment Budget Alignment Mergers & Acquisitions Research & Development

More information

Analytics Strategy Information Architecture Data Management Analytics Value and Governance Realization

Analytics Strategy Information Architecture Data Management Analytics Value and Governance Realization 1/22 As a part of Qlik Consulting, works with Customers to assist in shaping strategic elements related to analytics to ensure adoption and success throughout their analytics journey. Qlik Advisory 2/22

More information

Presented In Conjunction With: Feature Sponsor

Presented In Conjunction With: Feature Sponsor Presented In Conjunction With: Feature Sponsor Presented In Conjunction With: The Sale Is The Omni-Channel Retailers have come to realize the channel customers use to make purchases does not matter, because

More information

Applying Change Management Tactics to Drive Strategy Implementation

Applying Change Management Tactics to Drive Strategy Implementation A three-page excerpt from our 18-page Best Practice Guidebook: Applying Change Management Tactics to Drive Strategy Implementation 1 Best Practice Guidebook Applying Change Management Tactics to Drive

More information

Three Asset Lifecycle Management Fundamentals for Optimizing Cloud and Hybrid Environments

Three Asset Lifecycle Management Fundamentals for Optimizing Cloud and Hybrid Environments Three Asset Lifecycle Management Fundamentals for Optimizing Cloud and Hybrid Environments An ENTERPRISE MANAGEMENT ASSOCIATES (EMA ) White Paper Prepared for BMC April 2011 IT & DATA MANAGEMENT RESEARCH,

More information

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 Peter Kendal Associate Director for Information Management and Technology Development 01/12/2014 1 Page

More information

Module Three. Connected CRM Enterprise Transformation

Module Three. Connected CRM Enterprise Transformation Module Three Connected CRM Enterprise Transformation 1 Any organization can become more customer focused. It s just harder sometimes Product-centric P&L/Decision Segment-centric P&L/Decision Channel-centric

More information

January 2014. City of Brantford Human Resources Master Plan

January 2014. City of Brantford Human Resources Master Plan January 2014 City of Brantford Human Resources Master Plan The roadmap below represents approximate timing associated with implementation of key initiatives and activities over the life of the plan Time

More information

The Intersection of Talent Management and Engagement

The Intersection of Talent Management and Engagement The Intersection of Talent Management and Engagement By Elissa Tucker and Rachele Williams, APQC for the May 2011 issue of workspan The typical organization today views talent management as three building

More information

10 Steps to a Successful Digital Asset Management Implementation by SrIkAnth raghavan, DIrector, ProDuct MAnAgeMent

10 Steps to a Successful Digital Asset Management Implementation by SrIkAnth raghavan, DIrector, ProDuct MAnAgeMent m a y 2 0 1 2 10 Steps to a Successful Digital Asset Management Implementation Strategies and Best Practices Implementing and deploying enterprise solutions across the organization can be complex, involving

More information

Briefing 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. 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 information

Driving Airline Revenues and Profitability by Delivering Great Customer Experiences

Driving Airline Revenues and Profitability by Delivering Great Customer Experiences A Point of View Driving Airline Revenues and Profitability by Delivering Great Customer Experiences Two New Studies Point to the Direction Airlines are Taking with Their Customer Experience (CX) Initiatives.

More information

NPS2. Reaching the Next Level of Customer Experience Leadership. By Deborah Eastman

NPS2. 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 information

Transforming Back Office Efficiency: Five Steps to Peak Performance

Transforming Back Office Efficiency: Five Steps to Peak Performance Transforming Back Office Efficiency: Five Steps to Peak Performance TABLE OF CONTENTS Introduction...1 Complexity Beyond the Contact Center...1 The Back Office Opportunity... 2 Five Steps to Peak Back

More information

The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into

The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into The following is intended to outline our general product direction. It is intended for informational purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any

More information

Five Best Practices to Deliver Exceptional Multichannel Experiences

Five Best Practices to Deliver Exceptional Multichannel Experiences Five Best Practices to Deliver Exceptional Multichannel Experiences Introduction Over the years, the commercial landscape in life sciences has undergone a near-total transformation. Instead of engaging

More information

Customer Experience Strategy and Implementation

Customer 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 information

Chapter 3: Strategic CRM

Chapter 3: Strategic CRM Chapter 3: Strategic CRM Overview Topics discussed: CRM perspectives The components of strategic CRM Steps in developing a CRM strategy Case Study: CRM implementation at International Business Machines,

More information

Zero Trends: Health as a Serious Economic Strategy

Zero Trends: Health as a Serious Economic Strategy Zero Trends: Health as a Serious Economic Strategy Realizing the promise and Competitive Advantage of: Creating and Maintaining a Thriving and Sustainable Workplace and Workforce Edington Associates LLC

More information

SOCIAL MEDIA BRANDING SUMMIT 2015

SOCIAL MEDIA BRANDING SUMMIT 2015 SOCIAL MEDIA BRANDING SUMMIT 2015 28 th 29 th May Palazzo Hotel, Fourways Johannesburg, South Africa Social media strategy and activation It s all about keeping control of the branding message through

More information

Owning the Customer Experience

Owning the Customer Experience 1 Owning the Customer Experience Sharon M. Daniels President and CEO AchieveGlobal 2 AchieveGlobal s Research A year long study Interviews Focus groups Surveys What we heard and learned 3 Customers.. Are

More information

WHITE PAPER. 7 Keys to. successful. Organizational Change Management. Why Your CRM Program Needs Change Management and Tips for Getting Started

WHITE PAPER. 7 Keys to. successful. Organizational Change Management. Why Your CRM Program Needs Change Management and Tips for Getting Started 7 Keys to successful Organizational Change Management Why Your CRM Program Needs Change Management and Tips for Getting Started CONTENTS 2 Executive Summary 3 7 Keys to a Comprehensive Change Management

More information

We HAVE to do Performance Reviews We GET to do Career Development

We HAVE to do Performance Reviews We GET to do Career Development We HAVE to do Performance Reviews We GET to do Career Development Engaging Employees through Career Development NCCI 2014 Conference Presentation Dr. Kathy Burkgren Chris Halladay Employee Engagement:

More information

Transform your Contact Center into a Relationship Platform with PositiveEdge Solutions

Transform your Contact Center into a Relationship Platform with PositiveEdge Solutions Transform your Contact Center into a Relationship Platform with PositiveEdge Solutions NEXT GENERATION MULTI CHANNEL CONTACT CENTER PLATFORM Being a vital link to the customers they serve, Contact Centers

More information

Enterprise Risk Management. Presented by: Lori Koethe, Director of Compliance & Risk Management University Hospitals Elyria Medical Center

Enterprise Risk Management. Presented by: Lori Koethe, Director of Compliance & Risk Management University Hospitals Elyria Medical Center Enterprise Risk Management Presented by: Lori Koethe, Director of Compliance & Risk Management University Hospitals Elyria Medical Center Objectives Define Enterprise Risk Management (ERM) and related

More information

Improving Customer Satisfaction to Accelerate Your Business Results

Improving Customer Satisfaction to Accelerate Your Business Results Improving Customer Satisfaction to Accelerate Your Business Results Adrian Posteraro Managing Director Agenda About Presenter Why Customer Satisfaction (CSAT) Benefits of CSAT How to Implement a CSAT Process

More information

Customer Experience: Essential Requirements for Company Profitability and Competitive Success

Customer Experience: Essential Requirements for Company Profitability and Competitive Success Customer Experience: Essential Requirements for Company Profitability and Competitive Success By Dr. Natalie Petouhoff TABLE OF CONTENTS Executive Summary...1 Economic Imperative of Focusing on the Customer

More information

Multichannel vs. Omnichannel

Multichannel vs. Omnichannel Multichannel vs. Omnichannel Understanding the CX World s Most Elusive Buzzwords An InMoment White Paper Copyright 2015 InMoment Inc. All rights Reserved Multichannel vs. Omnichannel An InMoment Whitepaper

More information

Guidelines for the Success of a Business Process Management Initiative

Guidelines for the Success of a Business Process Management Initiative Guidelines for the Success of a Business Process Management Initiative Insert Company Logo June 8 th 2012 Agenda Business Process Management Lifecycle Making change sustainable Business Process Governance

More information

Patient Relationship Management

Patient Relationship Management Solution in Detail Healthcare Executive Summary Contact Us Patient Relationship Management 2013 2014 SAP AG or an SAP affiliate company. Attract and Delight the Empowered Patient Engaged Consumers Information

More information

7 Ways Predictive Intelligence Can Elevate Your Email Marketing

7 Ways Predictive Intelligence Can Elevate Your Email Marketing 7 Ways Predictive Intelligence Can Elevate Your Email Marketing Email is the cornerstone of digital marketing. In fact, 68% of marketers say that email is core to their business 1. With competition for

More information

Customer Success Stories. Financial Services, Telecommunications

Customer Success Stories. Financial Services, Telecommunications Customer Success Stories Financial Services, Telecommunications 300+ Top Companies Financial and Insurance Services Technology and Software CPG/Retail Events, Media, and Entertainment Energy & Utilities

More information

LOST YOUR CRM DIRECTION?

LOST YOUR CRM DIRECTION? LOST YOUR CRM DIRECTION? THIS 5-STEP ROADMAP CAN HELP The better an organisation understands its customers and their needs and their expectations, the greater opportunity it has to satisfy those needs

More information

CLOUD PARTNERS VS. TRADITIONAL PARTNERS HOW TO ENABLE AND MOTIVATE HYBRID PARTNERS KEY TAKEAWAYS AGENDA

CLOUD PARTNERS VS. TRADITIONAL PARTNERS HOW TO ENABLE AND MOTIVATE HYBRID PARTNERS KEY TAKEAWAYS AGENDA Building a Go-to-Market Strategy to Enable Both Your Cloud and Traditional Partners William Gilsing, VP Channel Strategy Dale Taormino, VP Client Services CLOUD PARTNERS VS. TRADITIONAL PARTNERS HOW TO

More information

How to Choose a Social Media Monitoring and Review Analytics Tool. Make sure the greatest possible range of data is indexed

How to Choose a Social Media Monitoring and Review Analytics Tool. Make sure the greatest possible range of data is indexed How to Choose a Social Media Monitoring and Review Analytics Tool by Josiah Mackenzie, ReviewPro Over the past year, a lot has changed in the hotel reputation management industry. And these changes require

More information

SAP Thought Leadership SAP Customer Relationship Management. Strengthen the Brand and Improve

SAP Thought Leadership SAP Customer Relationship Management. Strengthen the Brand and Improve SAP Thought Leadership SAP Customer Relationship Management Enhancing the Customer Experience with Loyalty Management Strengthen the Brand and Improve Customer Retention Executive Summary Satisfying Customers,

More information

A CHANGE MANAGEMENT STRATEGY FOR YOUR ERP PROJECT

A CHANGE MANAGEMENT STRATEGY FOR YOUR ERP PROJECT A CHANGE MANAGEMENT STRATEGY FOR YOUR ERP PROJECT Contents Executive Summary Introduction: Change is Easy, Transition is Hard Effectively Managing Change: An Equation Initiating/Sustaining Change Core

More information

Appendix 10: Improving the customer experience

Appendix 10: Improving the customer experience Appendix 10: Improving the customer experience Scottish Water is committed to delivering leading customer service to all of our customers. This means we deliver the following activities: We will ensure

More information

Effective Enterprise Performance Management

Effective Enterprise Performance Management Seattle Office: 2211 Elliott Avenue Suite 200 Seattle, Washington, 98121 seattle@avanade.com www.avanade.com Avanade is a global IT consultancy dedicated to using the Microsoft platform to help enterprises

More information

Data-DrivenDesign. DigitalExperienceTeamsAreFocusedonWebsite MetricsThatDon tdemonstratebusinessvalue

Data-DrivenDesign. DigitalExperienceTeamsAreFocusedonWebsite MetricsThatDon tdemonstratebusinessvalue Data-DrivenDesign DigitalExperienceTeamsAreFocusedonWebsite MetricsThatDon tdemonstratebusinessvalue A Forrester Consulting Thought Leadership Paper Commissioned By Extractable Digital Experience Teams

More information

INSERT COMPANY LOGO HERE

INSERT COMPANY LOGO HERE 2013 2014 INSERT COMPANY LOGO HERE 20142013 North North American American Interactive SSL Certificate Voice Response Product Market Leadership Leadership Award Award Frost & Sullivan 1 We Accelerate Growth

More information

The Talent Management Framework

The Talent Management Framework The Talent Management Framework Talent-Management and Leadership-Development in Europe Wachstum fördernde HR-Arbeit Manage the Change Symposium 29./30.September 20006 3M COE Talent Management Europe,Middle

More information

Enhancing the Understanding of the Total Customer Experience Through Linkage

Enhancing the Understanding of the Total Customer Experience Through Linkage Enhancing the Understanding of the Total Customer Experience Through Linkage February 17, 2005 Dave Kreiner Manager, Total Customer Experience and Quality Technology Solutions Group Why are we here? Purpose:

More information

Re-master Your Sales Channel By Janet Gregory

Re-master Your Sales Channel By Janet Gregory www.kickstartall.com Re-master Your Sales Channel By Janet Gregory The term re-mastering is typically applied to the digital audio recording industry. But the concept applies equally well to sales channels

More information

Why Your Strategy Isn t Working

Why Your Strategy Isn t Working Published in Business Strategy November 2011 Why Your Strategy Isn t Working By Gary Getz and Joe Lee Setting the company or business unit s strategy has always been one of the most important jobs for

More information

ORACLE REAL-TIME DECISIONS

ORACLE REAL-TIME DECISIONS ORACLE REAL-TIME DECISIONS KEY BUSINESS BENEFITS Improve business responsiveness. Optimize customer experiences with cross-channel real-time decisions at the point of interaction. Maximize the value of

More information

2015 South African Cloud Based Solutions to the Contact Centre Product Leadership Award

2015 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 information

A Customer Centric Digital Platform For Utilities. A Joint Capgemini and Pegasystems Solution

A Customer Centric Digital Platform For Utilities. A Joint Capgemini and Pegasystems Solution A Customer Centric Digital Platform For Utilities A Joint Capgemini and Pegasystems Solution 2 A Customer Centric Digital Platform For Utilities Utilities the way we see it Utilities in a changing world

More information

Netcall 2013. Embracing the Customer Journey

Netcall 2013. Embracing the Customer Journey Netcall 2013 Embracing the Customer Journey Netcall 2013 What should we measure? Understand what s important Within each area Communicate performance Stakeholders Management Team Align tactical activity

More information

Employee Satisfaction

Employee Satisfaction White Papers Employee Satisfaction Research has shown consistently that companies that encourage or engage their employees to provide ideas and suggestions have consistently higher employee retention rates,

More information

Six Steps for Flawless NPS Implementation

Six 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 information

AGENCY OVERVIEW 2011 MERKLE INC. 1.877.9MERKLE MERKLEINC.COM. Page 1

AGENCY OVERVIEW 2011 MERKLE INC. 1.877.9MERKLE MERKLEINC.COM. Page 1 AGENCY OVERVIEW 2011 MERKLE INC. 1.877.9MERKLE MERKLEINC.COM Page 1 CUSTOMER RELATIONSHIP MARKETING AGENCY OVERVIEW Table of Contents Areas of Expertise 3 Greater Customer Insight Creates Marketing Opportunity

More information

Principles of IT Governance

Principles of IT Governance Principles of IT Governance Governance of enterprise IT focuses on delivering services to support top line growth while moving operational savings to the bottom line. The management of IT services has

More information

Global Insights on Succeeding in the Customer Experience Era. Copyright 2013, Oracle and/or its affiliates. All rights reserved.

Global Insights on Succeeding in the Customer Experience Era. Copyright 2013, Oracle and/or its affiliates. All rights reserved. Global Insights on Succeeding in the Customer Experience Era 1 Contents Introduction 3 Methodology 4 Executive Summary 6 Findings 7 Our Take 16 Industry & Regional Appendix 18 2 Introduction Today s consumers

More information

Drivers: the Secrets to Creating a Great Customer Experience

Drivers: the Secrets to Creating a Great Customer Experience 612-747-4021 www.heartofthecustomer.com jim@heartofcustomer.com Drivers: the Secrets to Creating a Great Customer Experience By Jim Tincher, Principal Consultant February 2, 2012 The Heart of the Matter

More information

Driving Airline Revenues and Profitability by Delivering Great Customer Experiences

Driving Airline Revenues and Profitability by Delivering Great Customer Experiences A Point of View Driving Airline Revenues and Profitability by Delivering Great Customer Experiences Two New Studies Point to the Direction Airlines are Taking with Their Customer Experience (CX) Initiatives.

More information

The Customer Experience:

The 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 information

Best Practices Brochure. Best Practices for Optimizing Social CRM Maximizing the Value of Customer Relationships. Customer Care

Best Practices Brochure. Best Practices for Optimizing Social CRM Maximizing the Value of Customer Relationships. Customer Care Best Practices Brochure Best Practices for Optimizing Social CRM Maximizing the Value of Customer Relationships Customer Care Social CRM Companies must do more than participate in today s social environment.

More information

Integrated business planning

Integrated business planning Integrated business Percentage of participants who reported that their finance function now plays a key role in strategic, compared to 63% in 2009 120 94 Budgeting cycle time in days Median vs Top Quartile

More information

MARKETING MEASUREMENT IN THE DIGITAL AGE. Employing Strategies, Frameworks and Tools to Improve Marketing ROI

MARKETING MEASUREMENT IN THE DIGITAL AGE. Employing Strategies, Frameworks and Tools to Improve Marketing ROI 2-Day Practical Workshop on MARKETING MEASUREMENT IN THE DIGITAL AGE Employing Strategies, Frameworks and Tools to Improve Marketing ROI 15 16 Aug: Hong Kong 22 23 Aug: Singapore 29 30 Aug: Indonesia Unique

More information

Key Trends, Issues and Best Practices in Compliance 2014

Key Trends, Issues and Best Practices in Compliance 2014 Key Trends, Issues and Best Practices in Compliance 2014 What Makes This Survey Different Research conducted by independent third party Clients and non-clients 301 executive decision makers 35 qualitative

More information

10 Simple Rules for Improving Your Sales Compensation Plan

10 Simple Rules for Improving Your Sales Compensation Plan 10 Simple Rules for Improving Your Sales Compensation Plan Mark Donnolo It s the time of year when many companies are deep into executing to their business plans, evaluating performance, and thinking ahead

More information

Keiretsu 2 s K 2 Velocity Program Program Overview

Keiretsu 2 s K 2 Velocity Program Program Overview Great The Association Keiretsu with Acceleration CFOsGo Management Industry Phone: 415-860- 33 K@keiretsuforum.com Keiretsu s K Velocity Program Mission: Keiretsu s mission is To Radically Accelerate A

More information

Connecting CRM systems for better customer service

Connecting CRM systems for better customer service 30 Yvetta Fendorova Connecting CRM systems for better customer service Article at a glance Many companies don t pass leads and case histories across the boundaries of departments and businesses and therefore

More information

Operational Excellence using Lean Six Sigma Amit Dasgupta

Operational Excellence using Lean Six Sigma Amit Dasgupta Operational Excellence using Lean Six Sigma Amit Dasgupta Amit Dasgupta 1 Contents Introduction to Operational Excellence Deployment Practice Our Services Amit Dasgupta 2 Operational Excellence using Lean

More information

Aligning IT to the Strategic Plan

Aligning IT to the Strategic Plan RG Perspective Aligning IT to the Strategic Plan Why it s permanently number one on your to-do list 11 Canal Center Plaza Alexandria, VA 22314 HQ 703-548-7006 Fax 703-684-5189 www.robbinsgioia.com 2013

More information

Improve customer experience with your call center

Improve customer experience with your call center Improve customer experience with your call center 1 Table of Contents Welcome to the Age of the Unloyal Customer Superior Service Is More Difficult Than It Looks Segmented customer touchpoints Who is responsible

More information

LISTEN TO THE VOICE OF CUSTOMER EXPERIENCE

LISTEN TO THE VOICE OF CUSTOMER EXPERIENCE LISTEN TO THE VOICE OF CUSTOMER EXPERIENCE The Four Essentials of a Customer Experience Program www.nice.com WHERE CX PROGRAMS STUMBLE Many companies recognize the value of a customer experience (CX) program,

More information

Workshop: Sales Performance Management

Workshop: Sales Performance Management Workshop: Sales Performance Management Workshop Overview Sales Performance Management Great sales results are the result of great sales management! With the need for ever increasing sales productivity,

More information

Using Voice Self-Service to Enhance the Customer Experience for Health Care Insurance Companies

Using Voice Self-Service to Enhance the Customer Experience for Health Care Insurance Companies Using Voice Self-Service to Enhance the Customer Experience for Health Care Insurance Companies Table of Contents I. Executive Summary...1 II. Building a Culture Dedicated to Providing an Outstanding Customer

More information

SOCIAL MEDIA COMMUNITY MANAGER PLAYBOOK

SOCIAL MEDIA COMMUNITY MANAGER PLAYBOOK SOCIAL MEDIA COMMUNITY MANAGER PLAYBOOK The difference between those companies with successful social media marketing programs and those who do not often comes down to having a social media community manager

More information

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.

CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg. Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1

More information

Razorfish Customer Experience Innovation Series: Disrupt Yourself

Razorfish Customer Experience Innovation Series: Disrupt Yourself Razorfish Customer Experience Innovation Series: Disrupt Yourself 02 Disrupt Yourself The Trend Disrupt Yourself Customer experience is the next competitive battleground for differentiation. Need proof?

More information

How To Get Started With Customer Success Management

How To Get Started With Customer Success Management A Forrester Consulting Thought Leadership Paper Commissioned By Gainsight April 2014 How To Get Started With Customer Success Management Table Of Contents Four Actionable Steps To Setting Up Your Customer

More information

Global Account Management for Sales Organization in Multinational Companies *

Global Account Management for Sales Organization in Multinational Companies * Global Account Management for Sales Organization in Multinational Companies * Tino Canegrati ** Abstract A Global Company is not just a Multinational Company, but on top it has developed an organizational

More information