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Customer Experience



Revolutionize Your Customer Experience by Applying Cutting Edge Process Improvement Methodologies and Technologies: Where Customer Management Meets Lean Six Sigma ...

Revolutionize Your Customer Experience by Applying Cutting Edge Process Improvement Methodologies and Technologies: Where Customer Management Meets Lean Six Sigma

5 Customer Management Experts Join Us to Share their Experience and Expertise

FOCUS Workshop Day: Cover all 3 Aspects that Will Guarantee the Success of Your Customer Experience Initiatives : Process Improvement, Technology and Customer Experience

2 WORKING GROUPS Focusing on Technology and Process Owners to Fine tune Your Process Improvement Strategies



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    Customer Experience Customer Experience Document Transcript

    • Si 22n gn-up onl d Dec and pa IQPC and Six Sigma & Process Excellence IQ proudly present y $1 em y b 199 ber efor ! Se and e e pa pay aPPLyING PrOCeSS ge 8 MaNaGeMeNt FOr IMPrOveD CUStOMer ServICe FebrUary 21-23, 2011. MIaMI, FL Revolutionize Your Customer Experience by Applying Cutting Edge Process Improvement Methodologies and Technologies: Where customer management meets Process Management New at the Summit: benchmark your process management and FOCUS WOrkShOP Day: Cover all 3 2 WOrkING GrOUPS Focusing customer experience initiatives against these aspects that will guarantee the success on technology and process owners success stories: of your customer experience initiatives : to fine tune your process improvement process improvement, technology and strategies West Pharmaceuticals Services customer experience 5 CUStOMer MaNaGeMeNt Target Corporation exPertS Join us to share their experience and expertise Cox Communications Wal-Mart JOIN US at IQPC’S 2ND LeaN SIx SIGMa the World’s On Best Buy ly Combined Cust aND PrOCeSS IMPrOveMeNt FOr omer Bayview Process Manag CUStOMer exPerIeNCe SUMMIt tO ement Financial LP DISCUSS hOW tO: and Process Improvement ev Turn indifferent customer into loyal ent Kaplan Higher Education ambassadors of your product or service by moving towards 1st time resolution Nationwide Improve customer perception of your product/service Insurance by transforming the way you measure and manage TELUS Communications customer satisfaction Corporation Move away from functional silos to seamless ABB Concise collaborative process improvement culture by assessing and developing Global Crossing appropriate strategies targeting The ServiceMaster specific customer related Company processes enhance effectiveness of Quest Diagnostics your core customer related CIBC Mellon processes and gain significant cost savings by improving Liberty Mutual Group your current relationship Integrated Broadband with your customer Services eMaIL: enquire@sixsigmaiq.com | teL: +1 646-378-6026 or tOLL Free teL: +1 800-882-8684 Fax: +1 646-378-6025 | Web: www.lsscustomerexperience.com
    • Applying process MAnAgeMent for iMproved custoMer experience FEBRUARY 21-23, 2011. MIAMI, FL about the ers’ organizer: If you are able to improve your custom experiences then don’t stop reading… ely at all customer touch points and Companies today are looking very clos Six Sigma and Process effective and efficient as possible. A channels to ensure all processes are as t challenges facing process improvemen Excellence IQ facilitates access to a wealth of relevant content recent study revealed one of the biggest rket share information to increase ma practitioners is an inability to use VOC for Process Excellence, Lean, and Six Sigma practitioners. too? In addition to this, many companies and revenues - do you experience this strategies that will improve customer Further enhanced with an online community of your peers, we are struggling to build comprehensive ultimately customer loyalty. will provide you with the tools and resources to help you experience, customer satisfaction and ches companies can use to tackle these There are however a number of approa perform more effectively and s, efficiently, while enhancing market surveys, new baselines for CTQ challenges: Net Promoter Score, targeted se strategies require Lean Six Sigma the quality operations within your organization. As our and customer-related processes. All the Customer Management, Marketing and professionals to work in collaboration with aboration is not always successful. industry becomes more and more dependent on the web coll for information, Six Sigma and Operations experts, but it seems that this Process Excellence IQ has been ologies need to be applied to achieve So the question remains: What method e the customer experience? How can developed to provide six sigma professionals with instant access superior results and significantly enhanc t all processes are aligned to improving you build strategies that will ensure tha to information. Leveraging our strength and foundation in results are sustainable? education, IQPC and Six Sigma customer experience and all achieved and Process Excellence IQ are emed speaker faculty have found to be Join us in Miami to learn what our este llenges, it is set to be a discussion and uniquely positioned to provide a comprehensive library of webcasts gathered from our the most effective solutions to these cha events, as well as exclusive knowledge rich two days, content from leaders in the P.S. learnMaximiz industry. e by ating exper your Website: www.sixsigmaiq.com how- tending ience to wo Sponsorship rksh our See p ops! and exhibition regis age 3 ter to and Opportunities Henry Dickson, day! Conference Director Sponsorships and exhibits Henry.Dickson@iqpc.co.uk are excellent opportunities for your company to showcase its products and services to high-level, targeted decision Who Will you Meet at the Conference? makers attending the 2nd Process Management for here’s a sample of the sort of job titles attending the meeting… Customer Experience Summit. IQPC and Six Sigma & Process VP Business Process Director for VP/Director of Excellence IQ help companies Improvement Continuous Customer like yours achieve important Improvement Management sales, marketing and branding VP Process objectives by setting aside Excellence Six Sigma Master VP/Director of a limited number of event Black Belt/Black Belt Call Center sponsorships and exhibit VP Customer spaces – all of which are tailored Satisfaction & Quality Lean VP/Director of to assist your organization in creating a platform to maximize Leader Marketing VP for Quality/ its exposure at the event. For more information on Quality Leader Change VP/Director of sponsoring or exhibiting at this Agent Operations or upcoming events, please Global/Regional contact ben Manders at Process Owner VP/Director of ben.Manders@iqpc.co.uk. Customer Experience eMaIL: enquire@sixsigmaiq.com | teL: +1 646-378-6026 or tOLL Free teL: +1 800-882-8684 | Fax: +1 646-378-6025 | Web: www.lsscustomerexperience.com
    • Applying process MAnAgeMent for iMproved custoMer experience FEBRUARY 21-23, 2011. MIAMI, FL Day 1: Pre-CONFereNCe WOrkShOPS – FOCUS WOrkShOP Day MONDay, FebrUary 21, 2011 8.15 - 11.15 WOrkShOP a. Ix LeaN S ND Creating appropriate Measurements for vOC and l Translating VOC into CTQ aa SIGM Mer Customer Feedback Data: translating Company Goals l Prioritize CTQs for each category with the project sponsor/process owner CUStO NCe into Customer experience kPIs for your Process using Six Sigma tools exPerIe Improvement Projects Every Lean Six Sigma project leader has to determine how how Will you benefit: products or services affects customer behavior and enhanced l Improve your ability to build measurable and accurate CTQs VOC data collection process can improve project execution and l Familiarize yourself with some techniques that might help you to analyze make the project leader’s job easier. However, project leaders generally and collect raw VOC data struggle with how to extract “raw” VOC data. Collecting the raw VOC data and l Successfully translate newly learned methodologies and approaches into customer feedback data varies from project leader to project lead er, resulting your company environment in frustration, poor process capability, and projects that take too much time to complete, leaving a less than delighted customer. about your Workshop Leader: What Will you Learn: Sagar kukarni, l Customer relationship stages and their relation to the listening methods Master Black Belt, (VOC tools) Quest Diagnostics 11.45 - 2.30 WOrkShOP b – LUNCh WILL be ServeD. LOGy When and What Input Should technology have in your l Process simulation tools teChNOtOMer Process Improvement for Customer experience efforts l Output reports S aND CUrIeNCe When it comes to technology, companies are always l Surveys exPe reluctant to spend money on anything that is viewed l Business Process Management tools as unnecessary. And given the cost of some process improvement solutions it’s harder to obtain management buy- how Will you benefit: in when the management team does not understand the benefits l Familiarize yourself with various tools available on today’s market of the relevant technology. However, many process leaders understand that l Compare the tools and their benefits to be able to choose the one that technology is the tool that might enable them to implement, execute and would be the best fit for your business sustain their process improvement initiatives in the most efficient way. During l Gain an understanding of how complexity and scope of the processes this interactive workshop you will have an opportunity to learn about the impacts your technology choice following solutions: l Customer Experience Management tools about your Workshop Leaders: l Dashboards thomas Cantwell, Manager, Software Development, Liberty Mutual Group ryan Mayrand, Performance Improvement Consultant, Liberty Mutual Group 3.00 - 5.30 WOrkShOP C. er CUStOM eNt Creating appropriate Measurements for Customer easily attached to the final results GeM MaNa StOMer Satisfaction and Customer Feedback l How to generate actionable reports for management aND CUrIeNCe As markets shrink, companies are scrambling to boost exPe customer satisfaction and keep their current customers how Will you benefit: rather than devoting additional resources to chase potential l Measure customer satisfaction with an understanding of the gap between new customers. Measuring customer satisfaction is a customer expectations and attribute performance perceptions relatively new concept to many companies that have been focused l Develop a clear connection between customer satisfaction exclusively on income statements and balance sheets. Competitors that measurement and bottom-line results are prospering in the new economy recognize that measuring customer l Gain understanding of various types of satisfaction is the key. Only by doing so can they hold on to customers they satisfaction (on-time delivery, adherence to have and understand how to better attract new customers. specifications and many others) What Will you Learn: about your Workshop Leader: l How to build a customer satisfaction surveying systems that is relatively Suzanne Dunham, easy to design and understand SVP Customer Service, Integrated l How to ensure that employee performance and compensation can be Broadband Services Very good presenters, and fresh information! terhi kaipanen, Head of Customer Experience Management, Nokia – past attendee to an IQPC event eMaIL: enquire@sixsigmaiq.com | teL: +1 646-378-6026 or tOLL Free teL: +1 800-882-8684 | Fax: +1 646-378-6025 | Web: www.lsscustomerexperience.com
    • Applying process MAnAgeMent for iMproved custoMer experience FEBRUARY 21-23, 2011. MIAMI, FL Day 2: MaIN CONFereNCe SeSSIONS tUeSDay, FebrUary 22, 2011 7:30 reGIStratION & COFFee 8:00 ChaIrPerSON’S WeLCOMe aND OPeNING reMarkS 8:15 OPeNING PaNeL DISCUSSION Lean Six Sigma and Customer experience: Where Cooperation and l Re-design your processes with the customer in mind Collaboration turn into Delighted Customers and Increased Profits l Apply Lean Six Sigma methodology to decrease cycle time, hence increase Retaining and attracting customers is a major concern for every major customer service business today. This overall goal makes customer satisfaction the number one priority. However, increasing customer satisfaction at a time when bonnie Pollack, Sagar ryan Silva, customers have the upper hand and can easily switch to another service/ Sr. Mgr. Process kukarni, Head Process product provider is not an easy task. Join this interactive panel discussion Excellence of Continuous Improvement and learn how to: Partnerships, West Improvement, Quest Leader, CIBC Mellon l Identify your main customer touch points to ensure that process Pharmaceuticals Diagnostics improvement initiatives target the right processes Services 9:00 UNDerStaNDING CUStOMer PerCePtION OF yOUr PrODUCt/ServICe tO IMPrOve the Way yOU MeaSUre aND MaNaGe CUStOMer SatISFaCtION One of the challenges companies deal with is assessing how customers l Evaluate how your company currently creates and delivers value to identify perceive their products and services and how he or she rates them in gaps between your perception and customers comparison to similar products and services. A breakdown on any level can be detrimental to a company’s success. The customer’s positive perception, benefits Gained as a result of Discussed Methodology: along with an effective sales process will help the customer make the l Net Promoter Score increased from 6.4 to 8.78 due to projects that appropriate buying decision. YES, NO or even worse MAYBE, will largely increased consistency and accuracy at every touchpoint be determined by the value your offering adds in relation to either solving l Reduced customer criticisms from 46.94% of those surveyed to 13.33% 12 the buyers problem or fulfilling their aspirations with this in mind. Are your months later by improving talent management customers getting the right message? l Pipeline growth by 20% plus a 20% reduction in cycle time due to Join this interactive case study presentation and learn how to: constructive competition created by site-based performance reporting l Ensure correct value perception of your product or service to increase their value Darin Philips, Director, l Push your offering’s relevance and importance, over and above that of your Customer Experience, competitors Bayview Financial LP 10:00 MOrNING NetWOrkING aND reFreShMeNt break IN the exhIbIt haLL 10:45 PaNeL DISCUSSION Stakeholders in Focus: assessing Who Impacts your Customer experience Join this panel discussion and learn how to: to Identify Processes you Need to address l Identify all stakeholders that have an impact on customer-related processes To ensure that your projects are endorsed by all stakeholders including l Develop a clear strategy for improving customer experience involving all suppliers and partners you need to build a business case that reflects their stakeholders and their respective processes/responsibilities individual needs. The main challenge; however, is how to avoid potential l Develop clear communication strategies to bridge the gap between various contradictions while staying in line with the main objectives of your process stakeholders excellence efforts. This ‘unconference’ style panel discussion will be facilitated by a pair of dynamic foreward thinkers – forget powerpoint, this is all about interaction! 11.30 Peer-tO-Peer DISCUSSIONS During these peer-to-peer discussions you will have an opportunity to discuss specifics of your process improvement initiatives relative to your role in the business. this session provides you with an excellent opportunity to raise your concerns, share success stories and identify potential challenges as well as opportunities. Pick one discussion from the following three: Developing and applying vOC Collection and Developing and applying vOC Collection and applying Customer experience Management analysis techniques in the b2b environment. analysis techniques in the b2C environment Solutions to Maximize the effectiveness of During this roundtable discussion you will During this roundtable discussion you will applied Lean Six Sigma Strategies: learn how to: learn how to: During this roundtable discussion you will learn l Improve your customer experience by l Identify best strategies for developing how to: identifying main points of pain as well as marketing surveys to identify customer l Familiarize yourself with various Customer gaps in service provided to your customer preferences and customer dissatisfaction Experience Management solutions to identify l Increase your customer satisfaction by l Identify most common touch points with the ones that might bring best result in your adding “extra” services and reducing your customers to select processes that company business environment resolution time become part of Lean Six Sigma projects l Assess various Customer Experience l Develop workgroups to monitor customer l Develop strategies to bridge the gap between Management solutions and the investments satisfaction to ensure sustainability of your marketing, operations and customer they require efforts experience to ensure seamless integration of l Evaluate Customer Experience Management new strategies and tactics solutions against other customer management and Business Process Management technologies Moderator: Savie Fiorini, Vice Moderator: Gary kucera, Executive Moderator: Jonathan hall, Process President, Business Initiatives & Director, MBB, Kaplan Higher Improvement Leader, Project Manager, Support, CIBC Mellon Education Cox Communications eMaIL: enquire@sixsigmaiq.com | teL: +1 646-378-6026 or tOLL Free teL: +1 800-882-8684 | Fax: +1 646-378-6025 | Web: www.lsscustomerexperience.com
    • Applying process MAnAgeMent for iMproved custoMer experience FEBRUARY 21-23, 2011. MIAMI, FL 12:30 NetWOrkING LUNCheON 1:15 PaNeL DISCSUSSION 1:15 WOrkING GrOUP vOC and vOb – Constant Struggle or an Opportunity to Strengthen your assessing and Developing Strategies to Move away from Functional business? Silos to Seamless Collaborative Process Improvement Culture – Part 1 It is very clear that Voice of the Customer and Voice of Business should This working group is designed for those Lean Six Sigma professionals complement each other. In fact, many leading companies will never who would like to enhance their understanding of every component of consider one without the other. However, internal stigma of VOB having a value chain. you will have a chance to work with representatives of the higher priority still prevails. Join this interactive session and learn how to: following departments: l Translate VOC into specific products and services that carry the most l New Product Development value to the customer and therefore are the main profit drivers for the l Operations business l Call Center l Demonstrate a clear connection between VOC and VOB, connecting l Customer Management financial goals to superior service and value of products This session will help you understand the needs and wants of various l Ensure that the established connection between VOB and VOC is process owners as well as learn how to collaborate with them in the most sustainable and long term efficient and effective way Panelists: karen hobbs, Director, Suzanne Dunham, Mike Fisher, Sr. Director, David Shields, MBB, Customer Service, SVP Customer LSS MBB, Enterprise Global Continuous ABB Concise Service, Integrated Capability Lead, Best Buy Improvement, Wal-Mart Broadband Services 2:15 reINveNtING CUStOMer exPerIeNCe WIth bPM: 2:15 WOrkING GrOUP applying bPM Initiatives to help Drive Customer experience assessing and Developing Strategies to Move away from Functional Improvement Silos to Seamless Collaborative Process Improvement Culture – Part II Today, many companies are realizing that their current Lean Six Sigma During this part you will have an opportunity to analyze the information methodologies are not the only methodologies they need to apply to received in part 1 of the exercise and create a short list of what to do deliver the desired level of customer experience. Rather than focusing and not to do while working with various process owners. Questions to exclusively on Lean Six Sigma, Process Improvement professionals should discuss are the following: consider applying Business Process Management that includes various l How to align KPIs used to measure the effectiveness of various methodologies as well as technology. Such an approach helps companies processes that contribute to overall customer experience? to be more flexible yet more focused in their process improvement l How to align various methodologies that are used by various initiatives. Join this interactive session and learn how to: departments to ensure that strategic objectives are being met? l Understand how Business Process Management initiatives and l How to ensure continuous collaboration between various divisions technologies impact customer experience l Evaluate how Business Process Management can increase an effectiveness of your initiatives targeted towards improved customer experience l Encompass various methodologies and technologies to maximize the results of your Process Improvement projects ryan Mayrand, Performance Improvement Consultant, Neshat Soofi, Liberty Mutual Group Head of Process Improvement, Sherry klawsky, Director of Product Development and Customer Target Corporation Experience, Global Crossing 3:00 aFterNOON NetWOrkING aND reFreShMeNt break IN the exhIbIt haLL 3:45 SPeCIaL exteNDeD WOrkING GrOUP When and What Input Should technology have in your After familiarizing yourself with some of the solutions that exist on the market N Process Improvement for Customer experience efforts. ICIPatIO Part NtIaL you will have an opportunity to assess pros and cons of every discussed eSSe Enhancing Customer Experience is not an easy task and solution and assess how they might fit your current business needs. requires input from various internal customers, suppliers, partners and, of course, external customers. And that means only one thing – ONE SIZE DOES NOT FIT ALL Join this interactive technology show case and learn about: Moderator: l Customer Experience Management tools thomas Cantwell, Personal Markets IT, Distribution & Products, l Dashboards Liberty Mutual Group l Surveys Sherry klawsky, Director of Product Development and Customer Experience, l Business Process Management tools Global Crossing 5:00 ChaIrPerSON’S CLOSING reMarkS aND eND OF Day ONe eMaIL: enquire@sixsigmaiq.com | teL: +1 646-378-6026 or tOLL Free teL: +1 800-882-8684 | Fax: +1 646-378-6025 | Web: www.lsscustomerexperience.com
    • Applying process MAnAgeMent for iMproved custoMer experience FEBRUARY 21-23, 2011. MIAMI, FL Day 3: MaIN CONFereNCe SeSSIONS WeDNeSDay, FebrUary 23, 2011 7:45 reGIStratION & COFFee 8:00 ChaIrPerSON’S reCaP OF MaIN CONFereNCe Day ONe 8:15 OPeNING keyNOte: Creating a Centralized Process to Drive root Cause analysis of business Join this interactive case study presentation and learn how to capture and Problems categorize key root cause data points: The need for root cause analysis data to support continuous improvement l Tier 1: Foundational Call Statistic Data projects across the contact center environment has increased exponentially l Tier 2: Root Cause Analysis Data in recent years and has been satisfied mainly by short term studies from l Tier 3: Behavioural and Experience Data either internal or external resources. These call studies can be useful, but are Learn what steps can be taken to use this Voice of the Customer and Voice not an efficient use of company resources long term. of Process data to achieve improved customer experience and increased operational efficiencies. Sean kennedy, Lean Six Sigma Director of Process Improvement, Nationwide Insurance 9:15 PaNeL DISCUSSION: On the Journey to “1st time resolution”: exceeding Customer expectations l Track back to processes that need improvement First time resolution is an ambitious goal but can be achieved. l Apply Lean Six Sigma and process improvement methodology to create a The challenge quite often lies in how to catch all the touch points that a seamless process that leads to 1st time resolution customer has with a company and which processes are responsible for delays and redundancies! The next step is to educate your customer to get Panelists: the first time resolution when possible! Join this interactive case study and reggie Crenshaw, Senior Savie Fiorini, Vice learn how to: Vice President, Innovation & President, Business l Identify customer expectations and common channels of interactions with Process Improvement, The Initiatives & Support, CIBC your company ServiceMaster Company Mellon 10:00 MOrNING NetWOrkING aND reFreShMeNt break IN the exhIbIt haLL 10:30 PrOCeSS IN FOCUS: applying Lean Six Sigma Methodology to your Customers Processes to l Gain significant cost savings, measured through benchmarking results Increase value of your Services l Improve customer satisfaction as well as build employee engagement When your customer is a large corporation, you can increase the value of your benefits Gained as a result of applied Methodology, aLL to be Discussed services, be competitive in the market, and at the same time improve internal During this Session: processes as well as benchmarking results by applying Lean Six Sigma and l 90% Improvement to the Mean in the HR Contact Centre Project Process Improvement methodology. But to do it well, you need to measure l Average Resolution Cycle Time improved by 90% and for the Off Shore Call and benchmark the results of your process improvement initiatives. By doing Centre Improvements have had a positive impact on margins and savings so, you will set your company aside from any competitors and increase the (handle time, and cost per call) value of your services. attend this interactive session and learn how to: l Identify core business, your critical process, and where are your problems Patti rogers, Senior Analyst, areas Head of Lean Six Sigma Initiatives, l Apply Lean Six Sigma to your operations TELUS Communications Corporation 11:15 CUStOMer PrOCeSS IN FOCUS applying Lean Six Sigma Methodology to Operations and Logistics l Increase transparency and understanding of your customers and your own Very often, the operations division works with the customer more than any processes by building relationships between internal Operations and Sales other; yet, often is not seen as a customer facing process. There are multiple and external Operations and Supply Chain departments ways, though to ensure that operations increases its effectiveness and l Realize the potential financial and non-financial benefits to your own and more importantly customer satisfaction. Join this interactive case-study your customers’ business using standard Lean Six Sigma tools presentation and learn how to: l Improve the total cost of ownership by increasing collaboration with the bonnie Pollack, Sr. Mgr. customer Process Excellence Partnerships, West Pharmaceuticals Services 12:15 NetWOrkING LUNCheON 1:15 CreatING aPPrOPrIate MeaSUreMeNtS FOr vOC aND CUStOMer FeeDbaCk Data: translating Company Goals into Customer experience kPIs for your Process Join this interactive case study presentation and learn how to: Improvement Projects l Analyze customer feedback data Without accurate data any process improvement project is doomed to fail. l Measure impact of processes and focus on customer satisfaction and Very often, though the data collected from your customers is unstructured. customer retention In order to analyze it properly you need to apply appropriate measurements l Develop an action plan that would enable you to build projects based on and metrics. This session will focus on clear and tangible how tos that will the goals set for increasing customer satisfaction allow you to measure your company performance against the data collected Jonathan hall, Process from your customers. Improvement Leader, Project Manager, Cox Communications eMaIL: enquire@sixsigmaiq.com | teL: +1 646-378-6026 or tOLL Free teL: +1 800-882-8684 | Fax: +1 646-378-6025 | Web: www.lsscustomerexperience.com
    • Applying process MAnAgeMent for iMproved custoMer experience FEBRUARY 21-23, 2011. MIAMI, FL 2:00 rOUNDtabLe DISCUSSIONS: MethODOLOGIeS thINk taNk these roundtable discussions will provide you an opportunity to assess those Pe methodologies that have proven successful when applied to customer related processes. Methodologies to be discussed are the following: Net Promoter Score: Detractors vs. advocates; NPS in comparison to hoshin kanri Planning Process: how effective is this communication other metrics technique There is much debate on the value of customer loyalty metrics. What is There are number of ways to ensure that company policies and strategies the value of a relatively simple metric and how can you use it to drive are communicated to everyone in the company but Hoshin Kanri is one of appropriate behaviors that will translate into improved customer loyalty the methodologies that has proven to be most effective by many leading and revenue. Join this interactive session and discuss the following: companies. attend this roundtable discussion and discuss how to: l Detractors vs. advocates: clear or not clear differentiation l Ensure understanding and implementation of strategic plans of the l Impact of NPS in comparison to other metrics enterprise l Level of loyalty behavior prediction l Streamline the direction of improvement projects l Establish systems 9-10 10 LeveraGING Net PrOMOter SCOre Objectives to check the promoters 9 On a scale of 0-10, How willing would Corporate progress and ensure Strategy you be to recommend Company X to a Level accountability of 7-8 8 passively satisfied 7 colleague? every involved Objectives 6 % net division % promoters - % detractors = business Responsibilities Strategy Measures 5 promoters 4 Level Moderator: 0-6 Objectives detractors 3 Gary kucera, 2 Responsibilities Strategy Measures Executive 1 Division Director, MBB, 0 Level Objectives Kaplan Higher Responsibilities Strategy Measures Education Moderator: Mike Fisher, Sr. Director, Lean Unit Six Sigma Master Black Belt, Level Responsibilities Measures Enterprise Capability Lead, Best Buy 3:00 PaNeL DISCUSSION building an effective Survey to Collect the accurate and Most Critical Data l Develop marketing surveys that would lead to collecting most critical data on and from your Customer: areas of focus, do’s and dont’s and provide you with most accurate customer feedback Surveys are often the only way that can help you to receive the customer l Avoid most common mistakes made when creating surveys feedback. One of the challenges is to come up with incentives for your customers to fill out the survey; the other one is how to create the survey Panelists: that will enable you to gauge customer needs. Next steps are translating reggie Crenshaw, Senior Patti rogers, Senior the results into actionable steps that will bring desired results. Join this Vice President, Innovation & Analyst, Lean Six Sigma interactive session and learn how to: Process Improvement, The Black Belt, Head of Lean l Collaborate with your marketing team linking their strategies and ServiceMaster Company Six Sigma Initiatives, TELUS methodologies with your expertise Communications Corporation 3:45 QUICk FIre braINStOrM SeSSION Main takeaways from the Conference l Most innovative ways to retrieve, analyze A panel of experts will break down the key tools and activities that have had and measure VOC and Customer the greatest impact on their respective business models. The panel will also Feedback data brainstorm next-steps and outline potential solutions for the conference Moderator: participants to take with them and apply to their own processes. topics for Sherry klawsky, Director of Product discussion include the following: Development and Customer Experience, l Best ways to apply Lean Six Sigma Methodologies to customer-related Global Crossing processes l Most effective ways to incorporate technology into your customer experience initiatives 4:15 CLOSING reMarkS OF the ChaIrMaN aND eND OF CONFereNCe Get aCCeSS tO braND NeW aND reLevaNt CONteNt Visit the Lean Six Sigma download centre on www.lsscustomerexperience.com to access the latest in industry interviews, case studies, videos and webinars. All content is free to access so make sure you take a look to get up to scratch on the next evolution in Business Process Excellence in advance of the Summit. eMaIL: enquire@sixsigmaiq.com | teL: +1 646-378-6026 or tOLL Free teL: +1 800-882-8684 | Fax: +1 646-378-6025 | Web: www.lsscustomerexperience.com
    • FEBRUARY 21-23, 2011. MIAMI, FL DO yOU FOr the kNOW Or WOrk aS ONe SaMe COMPa OF O Ny Get IN t Ur SPeake tODa OUCh W Ith t rS? y tO FIN heM D OUt PrICeS reGIStratION CarD OUr Pr IOrIty S abOUt reGIStr Pea atION r ker For team subscription please copy ateS! INDIvIDUaL DISCOUNtS - beSt SUIteD tO PraCtItIONerS reGISterING aLONe this page and submit details for each individual subscriber early booker Name Discount - register Last Minute Discount and pay by December - register and pay by Standard Job Title 22nd 2010* January 28th 2011* Pricing Organization Conference Only $1,199 $1,399 $1,799 Approving Manager Address all access $1,799 $1,999 $2,199 Individual booked CityState $349 $349 $349 workshops* Zip Phone Fax * Please select your choice of workshop: a b C E-mail Please keep me informed via email about this and other related teaM DISCOUNtS - beSt SUIteD tO teaMS OF PraCtItIONerS reGISterING tOGether events. 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Date___/___ CVM code___ 20% off standard Details for making payment via EFT or wire transfer can be found teaMS OF 4-6 without senior leader (decision maker/c-suite) attending below. prices I cannot attend, but please keep me informed of all future events. 50% off standard I agree to IQPC’s cancellation, substitution and payment terms teaMS OF 7+ with senior leader (decision maker/c-suite) attending prices 30% off standard Signature teaMS OF 7+ without senior leader (decision maker/c-suite) attending prices yOUr CUStOMer reGIStratION CODe IS: Please add 6% sales tax if you are a Connecticut resident or are employed in the state of may qualify for prior to registration. l All team members must register at the same PDFW Connecticut. time to receive team discounts. l Team discounts are applicable to standard WheN reGISterING, PLeaSe PrOvIDe the CODe abOve * To qualify for discounts, bookings must be pricing only networking package. received with payment by close of business on l Existing customers may not receive any form Details for making payment via eFt or wire transfer: JPMorgan Chase Penton Learning Systems LLC dba IQPC: 957-097239 ABA/Routing #:021000021 the discount deadline specified. of discount or offer retrospectively. reference: Please include the name of the attendee(s) and the event number: 19551.001 l No Delegate Solution Provider Pricing Payment Policy: Payment is due in full at the time of registration and includes lunches, refreshments and l Only one discount/offer applicable per available – for solution provider package detailed conference materials. Your registration will not be confirmed until payment is received and may be subject to cancellation. person. Registration fee includes conference information please call the business terms and Conditions: Please read the information listed below as each booking is subject to IQPC Ltd documentation, lunch and refreshments. development team on +44(0)2073689500 or standard terms and conditions. Payment terms: Upon completion and return of the registration form, full l Please determine the maximum discount you email sponsorship@iqpc.co.uk payment is required no later than 5 business days from the date of invoice. Payment of invoices by means other than by credit card, or purchase order (UK Plc and UK government bodies only) will be subject to a $99 (plus VAT) per delegate processing fee. Payment must be received prior to the conference date. We reserve the right to refuse admission to the conference if payment has not been received. Make CheCkS PayabLe IN Please go online to: www. For more information about Reserved. The format, design, Discounts: All ‘Early Bird’ Discounts require payment at time of registration and before the cut-off date in order to receive any discount. Any discounts offered whether by IQPC (including team discounts) U.S. DOLLarS tO: IQPC iqpc.com/cancellation to scholarships to this event, content and arrangement must also require payment at the time of registration. All discount offers cannot be combined with any * CT residents or people view our cancellation policy please call Customer Service of this brochure constitute other offer. employed in the state of CT Scholarships Available: IQPC at 1-800-882-8684. a trademark of IQPC. IQPC Cancellation, Postponement and Substitution Policy: You may substitute attendees at any time must add 6% sales tax. sets aside a limited number of Special Dietary Needs: If you Unauthorized reproduction by providing reasonable advance notice to IQPC. For any cancellations received in writing not less than All registrations from discounts that may be applied have a dietary restriction, will be actionable under the eight (8) days prior to the AGM, you will receive a 90% credit to be used at another IQPC conference which must occur within one year from the date of issuance of such credit. An administration fee of 10% companies operating outside to its networks for subscribers please contact Customer Lanham Act and common law of the contract fee will be retained by IQPC for all permitted cancellations. No credit will be issued for any the US will be subject to 17.5% from the non-profit sector, Service at 1-800-882-8684 to principles. cancellations occurring within seven (7) days (inclusive) of the event. In the event that IQPC cancels an UK VAT Registration #: GB government and military discuss your specific needs. event for any reason, you will receive a credit for 100% of the contract fee paid. You may use this credit 799 2259 67 organizations and academia. ©2010 IQPC. All Rights for another IQPC event to be mutually agreed with IQPC, which must occur within one year from the date of cancellation. In the event that IQPC postpones an event for any reason and the delegate is unable or unwilling to attend in on the rescheduled date, you will receive a credit for 100% of the contract fee paid. You may use this credit for another IQPC event to be mutually agreed with IQPC, which must occur within one year from the date of postponement. Except as specified above, no credits will be issued for CONFIrM yOUr SUbSCrIPtION 4 eaSy WayS tO reGISter cancellations. There are no refunds given under any circumstances. IQPC is not responsible for any loss or damage as a result of a substitution, alteration or cancellation/postponement of an event. IQPC shall 1 teL: 378 6026 3 eMaIL: assume no liability whatsoever in the event this conference is cancelled, rescheduled or postponed due to a fortuitous event, Act of God, unforeseen occurrence or any other event that renders performance of +1 646 info@iqpc.com this conference impracticable, illegal or impossible. For purposes of this clause, a fortuitous event shall include, but not be limited to: war, fire, labour strike, extreme weather or other emergency. Please note that while speakers and topics were confirmed at the time of publishing, circumstances beyond the 2 Fax 378 6025 +1 646 4 Web: www.lsscustomerexperience.com control of the organizers may necessitate substitutions, alterations or cancellations of the speakers and/ or topics. As such, IQPC reserves the right to alter or modify the advertised speakers and/ topics if or necessary without any liability to you whatsoever. Any substitutions or alterations will be updated on our web page as soon as possible. veNUe aND aCCOMODatION Details of the venue will be announced in the New Year – it will be either downtown Miami conference code is 19551.001 or the beautiful South Beach. Watch this space! Please visit: www.lsscustomerexperience.com eMaIL: enquire@sixsigmaiq.com | teL: +1 646-378-6026 or tOLL Free teL: +1 800-882-8684 | Fax: +1 646-378-6025 | Web: www.lsscustomerexperience.com