FINAL PROGRAM The 2008 Customer Experience Management Conference Turning Customer Experience into Profitability and Market Leadership Complimentary Post-Conference Webcast for Each Attendee Presented with assistance from: Pre-Conference Workshop: February 27, 2008 March 26, 2008 New York, NY Chicago, IL Conference: February 28-29, 2008 March 27-28, 2008 Westin New York at InterContinental Chicago Times Square Chicago, IL New York, NY For many corporations, providing outstanding customer experiences entails bringing together people, management, technology and processes to deliver a relevant and satisfying experience at every touch point. This requires the development and implementation of a well-articulated customer strategy and the passion and commitment of the entire organization. The program will bring together leading marketing executives and thought leaders from top organizations that have turned an emphasis on customer experience into profitability and market leadership. Join us in New York or Chicago and learn how you can: Invent, design and implement an effective and engaging CEM strategy Deliver a consistent branded experience across the touchpoints Evolve the corporate culture into one that reflects the customer experience at its core Use CRM tools to create and measure results that matter Trusted Insights for Business Worldwide
About The Conference Board The Conference Board is the world s leading business membership organization, with a global network of close to 2,000 enterprises in nearly 60 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 How Our Meetings Are Different The Conference Board provides executives from around the world with opportunities to share practical business experience. This focus on actual business experience, rather than theory, primarily from senior executives from major organizations, along with a superior level of networking with peers are the distinguishing features of Conference Board 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 Board s 12,000 meeting participants each year. The Conference Board 845 Third Avenue New York, NY 10022-6600 Tel: 212 759 0900 Fax: 212 980 7014 www.conference-board.org The Conference Board and the torch logo are registered trademarks of The Conference Board, Inc.
Dear Colleague, What makes one customer a loyal and effective advocate and another just a customer? A significant part of the answer lies within the nature of the customer experience itself, which is at least as important as the quality of the product or service. Today, great customer service is one of the few ways companies can distinguish themselves, and doing so can generate tremendous returns. There is a strong correlation between a unique and well articulated customer strategy and customer loyalty, but many companies find that they lack a full understanding of what their customers really want. Often, a disconnect exists between the metrics that are used to evaluate the customer experience and the needs, requirements and expectations of those customers. Creating a positive customer experience requires strategic preparation, continual intelligence gathering, the ability to adapt flexibly with innovative responses to customers, and the integration of a CEM mentality throughout the organization. At The Conference Board s 2008 Customer Experience Management Conference, industry leaders will reveal how they have created customer centric organizations that deliver results. You ll learn strategies and tactics to gain competitive advantage by increasing the strength and value of your customer relationships. You ll also learn how you can transform your organization s culture into one that fosters the customer experience at every level. In addition, you will have the opportunity to attend the optional preconference workshop. This is the ideal environment for hands-on learning of the latest CEM tools and techniques in a smaller, interactive setting. Please join us on February 27-29 in New York City or March 26-28 in Chicago for the opportunity to learn, discuss and network with the experts and your peers. I look forward to seeing you there. Sincerely, Kateri Drexler Conference Program Director The Conference Board
Pre-Conference Workshop Wednesday, February 27, 2008 New York Wednesday, March 26, 2008 Chicago Registration: 12:30-1 pm A Step-by-Step Guide to Creating a CEM Strategy Workshop: 1-5 pm What should occur in the gap between knowing that you need a solid CEM strategy in the organization and making it happen? There is a structure to follow to understand how to begin going deeper into the CEM process. In this workshop, you will learn how to: Conduct an innovative and practical brainstorming session within your organization Identify the challenges that you will face in implementing the strategy Engage people across the company Develop, borrow, prioritize, and test ideas Brian Lunde Vice President Business Development and Marketing Synovate Loyalty John Carroll III Senior Vice President Synovate Loyalty To register today, call Customer Service at 212 339 0345
Thursday, February 28, 2008 New York Thursday, March 27, 2008 Chicago Registration and Continental Breakfast: 8-9 am Innovation in Customer Experience Leadership General Session A: 9-9:45 am Do you know the number one reason why a customer experience strategy will succeed or fail? Hilton International has explored the answer to that question, and they have found that innovative leadership is the cornerstone of a successful CEM strategy. Effective leadership is reflected in the customer experience. In this session, they will describe how they have implemented innovative leadership to create results. Hilton International will also further examine: Leadership s role in creating a strategic customer experience The relentless pursuit of delivering the ideal customer experience Driving change management from top leadership all the way to front-line employees Mike Ashton Senior Vice President, Marketing Hilton International Using Strategic Customer Experience Design Processes to Evoke the Branded Experience General Session B: 9:45-10:30 am Creating effective, long lasting consumer relationships does not just happen. It requires listening to the consumer and providing thought leadership in our dialogue, as well as consistency in our communication. The ability to leverage information garnered through CEM efforts and facilitate the delivery of a consistent and outstanding customer experience begins with understanding the customer. Register Online www.conference-board.org/cem4
This talk will focus on what Coca-Cola has learned about how to identify customer sensitivities and the true components of the customer experience. How do we get at the heart of what matters? The ability to listen to our customers and uncover the real issues is no small task for global companies, but done right, it can lock in brand loyalty for life. In this session we will focus on: Understanding the consumer and unveiling the underlying truth (how to listen) Fostering a powerful dialogue with people (how to answer) Key recipes to maximize effectiveness Javier Sanchez Lamelas (Chicago) Eugenio Mendez (New York) Vice President, Marketing Global Director Latin America Coca-Cola Zero The Coca-Cola Company The Coca-Cola Company Refreshment and Networking Break: 10:30-11 am Using Customer Value to Redefine CEM While Developing Powerful Customer Experiences in the B2B Environment General Session C: 11-11:45 am Determining what the customer values is a powerful organizing principle for experience management in the B2B environment. It puts the customer s goals at the center of the experience and relationship. This case study reviews the development and eventual implementation of a CEM strategy. We will cover how Wells Fargo has implemented the use of multiple disciplines from calendarizing customer events to unique ethnography and customer survey/research. In this session, we ll discuss how to: Tackle the unique challenges of CEM in a B2B environment Define the elements of customer satisfaction in the B2B world Develop a complete view of complex business customer relationships and personas Innovate powerful CEM solutions for building loyalty To register today, call Customer Service at 212 339 0345
Luncheon Pam Clifford Executive Vice President Wholesale Customer Strategies and Marketing Wells Fargo & Company Luncheon Session D: 12 noon - 1 pm Concurrent Sessions E1 and E2: 1-1:45 pm (Choose One) Using Technology to Disintegrate Barriers and Bring Together People, Management and Processes to Put Customer Needs First Concurrent Session E1: 1-1:45 pm For businesses where customers and employees are located all around the world, developing technology has made it possible to configure products, provide services, and solve problems in new ways that were unthinkable just a few years ago. Your company can now outshine others by catering to your customers in ways that will delight them, make them loyal, and make them dependent on you. In this session, we ll tackle these issues: Using CRM tools and taking the results beyond the technology Specific strategies and techniques for building an effective customer knowledge-base Driving positive customer experience through integrated customer knowledge Using technology to capture the voice of customer, and to improve accountability within an organization Toby Richards General Manager, Customer & Partner Experience Microsoft Corporation Register Online www.conference-board.org/cem4
Five Customer Experience Strategies That Make Every Touchpoint a Branding Impression Concurrent Session E2: 1-1:45 pm As marketers, we must all pay attention to the big brand experiences, such as advertising, and the little brand elements that define the way customers perceive and interact with us everyday. As a global corporation that serves other global corporations, Xerox has made improving the customer experience our #1 objective. Research shows companies that differentiate themselves through customer experience are rewarded. Companies that focus on customer experience show up to a 10X improvement in market cap. But only a handful of companies do it well according to their customers, although many more think they do it well. We are playing for very large stakes when we take on the customer experience. We can win big and we can lose big. At Xerox, it means 50 million touchpoints each year have to go the way the customer wants them to go. In this session, we will discuss: Xerox s list of five simple strategies to improve the customer experience and build brand loyalty How Xerox has embedded brand stewardship in every level of the company The implementation of our Focused Executive and Customer Officer of the Day programs Our strategy for monitoring and improving satisfaction How we use shared services to help integrate our efforts Leveraging the power of the brand Edward Gala Vice President Corporate Marketing Services Xerox Corporation To register today, call Customer Service at 212 339 0345
Concurrent Sessions F1 and F2: 2-2:45 pm (Choose One) Using Objective Measurement Processes to Gain a Better Understanding of the Customer Experience Concurrent Session F1: 2-2:45 pm How do you get an accurate picture of what is going on in your customers minds? How does that directly tie to ROI? In this session we will look at how to objectively measure that by: Understanding what the customer experience is currently and identifying customer sensitivities Monitoring and tracking the consistency of the customer experience Measuring loyalty and brand equity Improving customer satisfaction, service level compliance, and customer experience while keeping control of costs Relating customer experience to the bottom line: metrics and calculation of ROI Assessing customer profitability and customer advocacy in order to segment CEM strategies Danielle Blugrind Director, Consumer and Brand Insights Taco Bell Best Practices: How Great-West Healthcare has Transformed the Customer Experience Concurrent Session F2: 2-2:45 pm Great-West Healthcare set out on a long term strategy of identifying, creating, and deploying their vision of the customer s experience. In this session, we ll review Great-West Healthcare s journey in delivering against their vision, including: Identifying key organizational positions and components that will help drive the customer experience Understanding the competitive landscape including how to add value to your end customer when they are not the purchaser of your product Register Online www.conference-board.org/cem4
The journey to understand what your customers want Results that can be obtained Carol Hickman Assistant Vice President Customer Experience Great-West Healthcare Refreshment and Networking Break: 2:45-3 pm Concurrent Sessions G1 and G2: 3-3:45 pm (Choose One) Creating Synergy Between Customer Reference, the Customer Experience and Customer Loyalty Concurrent Session G1: 3-3:45 pm In this session, hear how Hewlett Packard has set about building and managing a successful Customer Reference and Customer Loyalty program by leveraging proven customer success. We will discuss how to: Incorporate benefits for both the customer and your company Expand the voice of the customer, demonstrate the value of customer results, and increase visibility of customer success Implement best practices for creating and managing a successful program Utilize the best of traditional and online marketing methods Create an internal customer reference and loyalty community by using teamwork, recognition, and evangelizing! Cynthia Hester Director of Marketing Hewlett Packard To register today, call Customer Service at 212 339 0345
Best Practices: Toyota Rejecter Shopper Studies: Building Customer Loyalty, Retention And Advocacy Concurrent Session G2: 3-3:45 pm In this case study, Toyota Motor Sales, U.S.A., Inc. presents the success story of a strategic customer experience tool undertaken to drive increased sales, close rates and customer advocacy by retailers. Impact and results of rejecter studies on manufacturers and dealers Identifying customer shopping patterns: Why customers shop and purchase from a dealership Impact of time on customer experience Understanding the direct correlation between shopper satisfaction and close rates Building greater loyalty, retention and loyalty through customer treatment Bob Waltz (New York) Vice President Customer Satisfaction Toyota USA Ron Broughman (Chicago) Corporate Customer Satisfaction Manager Toyota USA The Race Is On! Engaging 50,000+ Employees in Designing and Delivering Extraordinary Experiences General Session H: 4-4:45 pm Providing great customer experiences is more than a job for the front line employees. It takes coordination from all levels in the organization to put customer needs first and deliver new, differentiated, and branded experiences. In this session, we will discuss strategies for: Implementing the branding process throughout the organization Creating a corporate culture that values the customer experience on a core level Influencing a shift in integrated customer experience standards throughout supported by the entire organization Aligning business processes and practices with customer expectations Register Online www.conference-board.org/cem4
Designing and deploying training and tools that help deliver branded customer experiences Energizing a customer-focused culture by turning the company s view outside-in and getting employees excited about customer experience change Garnering support and aligning resources throughout the organization Identifying and overcoming implementation challenges Connecting customer experience management to daily business processes via management scorecards Integrating customer experience employee communications with corporate shared values and strategy Jessica Rivera Assistant Vice President Marketing Customer Experience Allstate Insurance Company John Carroll III Senior Vice President Synovate Loyalty The Customer Experience is Everyone s Job General Session I: 4:45-5:30 pm Sponsored by: The customer experience is an organization-wide effort to deliver superior value and command customer loyalty. To build such a commitment you must start with your people and their understanding and willingness to deliver a satisfying experience. CEM must be an integral part of the organization s culture. How do you engage employees and create a CEM culture revolution? Participants will discover how to: Tie every function in the organization to the CEM commitment Design and deliver processes from a CEM perspective Create CEM strategies that impact employee compensation, recognition and incentives To register today, call Customer Service at 212 339 0345
To turn CEM into an ongoing differentiator, organizations need to address all of these aspects. After all, the customer experience starts with employees who care to design, innovate, and deliver a highly positive customer experience. Lior Arussy President Strativity Group Lloyd Wilky Vice President Global Business Services Operations Merck & Co., Inc. Networking Reception: 5:30-6:30 pm Hosted by: Register Online www.conference-board.org/cem4
Friday, February 29, 2008 New York Friday, March 28, 2008 Chicago Continental Breakfast: 8-9 am Improving the Customer Experience A Short-Term & Long-Term Approach General Session J: 9-9:45 am Today s customers in any market for any product want choices and the best service they can get. This is especially true in highly competitive industries. Addressing customer satisfaction in a manner that is visible is key to retaining loyal customers. In this session, we will discuss: How to implement a Quick Win program and the benefits What long-term actions and strategies work Why team member behaviors are critical to driving customer satisfaction Kerri Nelson Vice President of Customer Experience Dun & Bradstreet Brand Promises and Customer Expectations General Session K: 9:45-10:30 am We live in a world where customer expectations are shaped by a broadening landscape of experiences across multiple industries, driven by significant advancements in technology. As a result, customers expect more much more. A company s ability to deliver on those expectations has a direct impact on the customer s trust in the brand, their engagement with the product, and, ultimately, on shareholder return. Conversely, in this world of service minded customers, it s essential for companies to build a promise of service into the core of their brand, and more importantly, to deliver on that promise each and every day. The ability to deliver a world class experience to customers can be a true differentiator in the marketplace, elevating a company s brand, products and services to a position of premium value. To register today, call Customer Service at 212 339 0345
This presentation will highlight some of the key levers that can be used to drive an extraordinary customer experience to deliver on your brand promise. Rosa Sabater (New York) Senior Vice President American Express Michelle Clark (Chicago) Senior Vice President Customer Experience Service Delivery Network American Express Refreshment and Networking Break: 10:30-11 am Taking it to the Next Level by Moving the Needle from Satisfaction to Loyalty General Session L: 11 am - 11:45 am Are you looking for better ways to attract and retain targeted, profitable customers? Would you like to grow your business by ensuring your customers recommend your products and services? You can develop and leverage long-term customer relationships by moving beyond customer satisfaction to customer loyalty. In this session, you ll find out how FedEx Freight is using an understanding of customer loyalty to select the right areas of focus for improvement and to drive improved financial performance. Learn more about how to: Measure and understand the level of customer satisfaction and loyalty and translate this to financial performance Identify areas for improvement and develop follow-up action plans Assess the financial implications of strengthened customer loyalty Link customer loyalty and employee engagement measurements Develop systematic research instruments for on-going validation and evaluation Rebecca Huling Vice President Marketing Research & Product Development FedEx Freight Katya Girgus Managing Director Marketing & Research FedEx Freight Register Online www.conference-board.org/cem4
Wrap-Up and Discussion General Session M: 11:45 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? Adjournment: 12:15 pm To register today, call Customer Service at 212 339 0345
Registration Information The 2008 Customer Experience Management Conference Online www.conference-board.org/cem4 By Phone Call Customer Service at 212 339 0345 8:30 am to 6 pm ET Monday through Friday By Fax By Mail Complete the registration form on the back and fax to: 212 836 9740 Complete the registration form on the back and mail to: The Conference Board, Inc. P.O. Box 4026, Church Street Station New York, NY 10261-4026 Cancellation Policy Full refund until three weeks before the meeting. $500 administration fee up to two weeks before the meeting. No refund after 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 three or more registering from the same company at the same time, take $200 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 InterContinental Chicago 270 West 43rd Street 505 North Michigan Avenue New York, NY 10036 Chicago, IL 60611 Tel: 212 201 2700 Tel: 312 944 4100 Fax: 212 201 2701 Fax: 312 944 1320 Hotel Reservations Cut-off Date: Hotel Reservations Cut-off Date: Tuesday, February 5, 2008 Tuesday, March 4, 2008 Unconditional Guarantee For more than 90 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.
Registration Form The 2008 Customer Experience Management Conference Pre-Conference Workshops (choose one) February 27, 2008 March 26, 2008 Workshop (B96008-4) Workshop (B57008-4) Westin New York at Times Square InterContinental Chicago New York, NY Chicago, IL Conference (choose one) February 28-29, 2008 March 27-28, 2008 Westin New York at Times Square InterContinental Chicago New York, NY Chicago, IL Project #996008-4 Project #909008-4 Please print or attach a business card; for additional registrants, duplicate this form. Name Title Functional Area Company Address City State Zip Telephone ( ) Fax ( ) E-mail Please select your preferred Concurrent Sessions. Thursday, February 28, 2008 / Thursday, March 27, 2008 E1 or E2 choose one F1 or F2 choose one G1 or G2 choose one Registration Fees payable in advance in U.S. dollars. Pre-Conference Workshop Conference Board Associates..........................................$495 Non-Associates.....................................................$595 Conference Conference Board Associates.........................................$2,195 Non-Associates...................................................$2,495 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.) Agenda Code PDF Program subject to change. January 2008