We-like project

1. Submitted By:
MR . DATTATRAY YASHWANT DHURI
1 year 1st project
Roll no :--2213
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2. MR . Yogesh Nike
Director ,
Research and Innovations
at iGate Patni
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3.  Director in Research and innovation
 BE Electronics form Mumbai Unniversity
 BITS – MS Software Systems
 RBS , Institute of Management , MBA in HR and Finance
Personal Values or ethics to be learned:
 Understanding of Emotional Intelligence is Key for technical managers
 Never satisfied with the progress keep doing
 Long term and broad strategic mindset is key to be employable
 Increase the reading habit for keeping updated
 Flexibility for the new opportunities
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4. IT Career: Opportunities and Challenges
 Indian IT industry is changing from outsource service driven to technology and
innovation industry.
 Reverse Innovation expected in technology and business solutions
 E-Business and e-Commerce is the booming area of IT
 E-commerce is subset of e-business
 E-commerce (business and governance) expected growth of 35% yearly
 Indian touch and feel psychology changing
 Could Computing: Answers to reduce high Capital Expenditure
 Employee become desk centered and introvert
 Learning and Development centers
 Culture hybridization
 NASCOM
 14000+ members, creating face of Indian IT industry globally
 Policy advocacy and formulations of initiatives to make IT industry sustainable in future
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5. MR. Kshitiz verma
Founder and CEO
Maple IT and software Solution
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6.  Founder and CEO of Maple IT software and solution
 Worked NEC and TCS
 1997, BE in Electronics and Telecommunication
 Very dedicated to make Maple, a future leader
Personal Values or ethics to be learned:
 New Definition PC: Personal Cloud. Its all about cloud computing
 Maple Punch Line: ‘Innovation Next’
 Hurdles are the learning, do not stop but move ahead.
 Having transparency and flexibility for employee is important. Every
Employee is valued and respected in Maple
 Maple make the customer relationship unique by supporting and
training them from day-1 till end
 Building trustworthy relationship with business partner
 Blind trust on anybody in professional life should be avoided
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7.  Maple formed in 2014 with HQ at Mumbai and development center in
Haryana. Current employee strength is 200
Core areas of business are
◦ Cloud computing
◦ Big Data Analytics
◦ Digital Marketing
◦ Technological Training Program: Enterprise Cloud Training and Certification
 Our vision is to be the best in industry for your business
 Customer: TATA Communication, AirTel, NEC, Robi Axiata etc.
 Maple make the customer relationship unique by supporting and training
them from day-1 till end
 Cloud computing is new in India so sales is difficult today but it will be future
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8.  Core sector for Maple is Cloud computing which is growing in India.
 Cloud computing allows company to concentrate to core sector and
outsourcing IT services to cloud computing. (Less Investment)
 Big Data Analytics allows a data mining to make good/correct strategic
decision faster
Challenges For Industry:
◦ Changing Technological Trends
◦ New Skill set requirement
◦ Adaption of new technology or trends by employee
 Indian Economy: Reforms are Good
 FDI allows job creation, technological collaboration and opportunity for
 Indian company to make global footprint
 Service Industry share is increasing in the GDP
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9. Mr. Sanjay Mehrotra
National Head
Da Vinci Robotics ( USA)
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10.  IIT, IIM student
 ACC Cement->Johnson n’ Johnsonà Da Vinci Robotics, as National Head
Personal Values or ethics to be learned:
 When you want to add values to the customer, do what is important for the customer.
 The success of the country depends upon the how the young talent is
nurtured within it.
 Honesty and high level of ethics allows business to grow with Indian
Government
 Whatever you do, do it with full belief and in sync with your value system.
 Message: Talent should be spread across the society, nobody knows how it will favors in
return to you.
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11.  The wide variety of experience in different industries demonstrate about the dynamic
and ready to learn values of the personality of speaker
 Initiatives in making surgeons expert in South East Asia
Skill labs, Expert Training and hands on with Expert
This allowed to increase the quality of life, number of surgeons in a region
and off course the business at the end
 Business strategy: Make a business from scratch, grow and sell it off
 Good Marketing plan need
◦ Why people want to buy
◦ Why people can not buy
 Building the enough capacity is required to create awareness about the
 product in layman.
 The viable and Good competition in fact allows company to grow faster
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12. DISTRIBUTION MANAGEMENT ( prof B.N.Chatterjee )
 Logistics
 Supply chain
 Criticality of distribution & logistic function
 Competitive advantage
 Logistics as an interface
 A Typical supply chain
 Distribution planning
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13. Arm or wings of management which services as a link between procurement purchase ,
manufacturing , marketing , sales & finance.
Proper functioning of which synergizes the effects of all these activities & absence of
which can , not only reduce efficiencies but can lead to chaos in the organization.
The management of the efficient transfer of goods from the place where they are sold
or used
Logistics
Management of material, services, information and capital Flows .
Including management of he increasingly complex information, communication and control
systems
Required in today’s business environment.
Supply chain
Process of delivering goods through the raw material stage. Supply, production, and
distribution of products to the customer.
Organizations have supply chains of varying degrees, depending upon the size of the
organizations and the type of product supplied these networks obtain supplies and
components, changes these materials into finished products and then distribute them to
the customer.
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14. Criticality of distribution & logistic function
 Process optimization better capacity utilization in manufacturing or better deals in
procurement
 Optimization in transportation more bulk movements better capacity utilization
 Proper location of distribution centres to reduce overall inventory/transportation costs
 Reducing overall inventory requirement
 Improving customer service levels
Competitive advantage
 Competitive advantage derives from the value a company create for its customer which
may be selling an equivalent product at below
 OR proving additional unique benefits to customers to offset premium price being
charged in the value chain diagram 2 out of 5 primary activities are in the area of
logistics and herein lies the criticality of distribution function in the value chain
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15. Logistics as an interface
 Timely and accurate forecasts can reduce areas of conflict allowing operation to better
plan productions
 Reducing performance cycle time reducing transportation time reducing response time
across the supply chain through strategic placement of mother /feeder depots
 Faster order processing can in turn improve customer services & reduce customer out
standings
Distribution planning
 Audit distribution performance: - where are we now
 Design distribution controls :- how do we know we have arrived
 Define distribution mission :- where do we want to be
 Develop distribution strategy :- how do we get there
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16. 16
where are
we now
where do we
what to do
How do we get
there
How do we
know we
have arried
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17. Branding basic part 1 Prof. Ashish Hathi
Content
 Salient aspects of any brand
 What is a brand ?
 Depth of a brand
 Brand terms
 Journey of a brand
 Advantages of branding
 Challenges in brand decisions
 Brand building steps
 New way of branding
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18.  Salient aspects of any brand
The sellers
The buyers
 What is a brand?
Definitions
Name
Term sign
Symbol
Design
A Brand is a game term sign symbol or design or a combination of them intended to
identify the goods if services of one seller or group of sellers and to differentiate them from
those of competitions
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19.  Brands are central to creating and sustaining the customer value ,Not images
 Creating – first Purchase
 Sustaining – repeat Purchases
 Customer Value – what he gets is more than what he pays
 ( Not ) Images – what you posturize / visualize
Brands do so by consistently and repeatedly providing an ideal combination Of attributes
 Tangible and intangible
 Practical and symbolic
 Visible and invisible
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20. Brand components
 Attributes speed across the world
 Benefits prompt assured delivery
 Value fail safe
 Culture technology adoption
 Personally -
 Users professional
Why brand components matter?
 It helps ou to determine DEPH OF YOUR BRAND
 However it helps to gauge brand awareness which is one of the constituents of brand
depth
 Depth of your brand means focusing your business on a specific product or category –
cake shop
 Photo frame shop Bisleri
 In other world you must go deep in every aspects of your brand
 Being Dept. means being a re-source
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21.  Type of new product
◦ New Category Entry (Videocon DTH)
◦ Addition to the Product Line (Airtel 4G)
◦ Product Improvement (iPhone 6)
◦ Repositioning (Blackberry as young choice).
Igor Ansoff Matrix
 Proposed in 1965
 E.g. Dish TV Rise in India
◦ 1.Offering discounts and freebies
◦ 2.More value added services
◦ 3.South India Package
◦ 4.Videocon
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22.  Steps of New Product Development
IDEA GENERATION
IDEA SCREENING
PROJECT PLANNING
PRODUCT DEVELOPMENT
TEST MARKATING
COMMERCIALISATION
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23. Success
 Superior and High Quality
 Economic advantages
 Overall Company and Dept fit
 Overall technology fit
 Identified market growth and size
 Competitive advantages
 Well defined opportunity and strategy from idea generation tocommercialization.
 Excellent customer care service
 Excellent marketing
E.g. iPod, LG washing machine, Moto G, Dhoom3
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24. Failures
 Poor Quality
 Time to Market delay high
 No value addition
 Poor Positioning/Not clearly
 defined opportunity
 Non delivery of promised benefits
 Price/Quality ratio is not justifiable
 Less marketing support
 Poor estimation of budget and
 business opportunities at product development stages
 Failed distribution channel
 Rapid changes in economy
e.g. TATA Nano, Samsung GalaxyS5,Pager,
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25. The magic stone of the Millenium
 Method of madness
 Telephone took 70years
 Radio took 40 year
 Television took 15 years
 Internet took 5 years
 Mobile took 3 years
A silent revolution
 Printing press
 Electricity
 Automobile
 Telephone
 Computer
 Internet
 Mobile
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26. What is internet ?
 A worldwide network of computer
 The fastest and the cheapest communication medium in the
world with global reach
 More than 1 Billion users around the globe and growing every
minute
 More than 350 million hosts & 3000 million pages of information
and growing by seconds
 Internet is a great leveller
 Internet is a marketing channel
 Internet is a distribution channel
 Internet increases business efficiency
 Internet is a business implementation tool
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27. What is internet apart?
 The only medium to offer interactivity with the client /consumer in the real sense
resulting in highly focused audience coverage and involvement
 No other medium will allow the personalized one – to - one reach with your clients
– wherever , whenever !
Internet is a ~ Pull ~ medium
 Conventional media follow push philosophy
 Every viewer sees the same content
 e g TV radio newspapers Magazines the inter net is a PULL Medium
 Viewer must solicit the marketing’s content
 The viewer will not find your marketing’s Content channel surfing or informed
browsing
 Mass Customization a unique message can be designed for each individual
customer
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28. Type of WEB PRESENCE
 Information
 Interactive
 Commerce Enabled
 Information web presence
Gives detailed information
Profile ,History ,Performance, products, Services
Benefits3
◦ Global presence
◦ 24*7 availability
◦ promote enquires /leads,
◦ increase in business opportunity ,
◦ 5 Enhanced image

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29. Interactive web presence
Facilitates interaction with
A) Visitors B) Prospects
C) Vendors D) Business associates E) Employees
Benefits
 faster response time
 improved customer services
 Reduced operational costs
Commerce Enabled
Enables commercial transition like
Negotiations ,Electronic Ordering Auctions
Logistics Management ,Electronic payment
Subscription
Benefits
 Choice of product /services
 Experience the product
 Complete business transaction
 Pay for the product
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30.  Kaizen Events Steps and PDCA Cycle.
 Step 0: Event Preparation
 Step 1: Scope and Goals of the event.
 Step 2: Training of team
 Step 3: Review of the event layout
 Step 4: Collection of Data
 Step 5: Brain Storming
 Step 6: Use multi-voting.
 Step 7: Sub-team to make idea implementation
PDCA Cycle:
Continuous Cycle
Planà Do àCheck àAct
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31. 5s Concept in kaizen
Method to organize the shared workplace
 Sort
 Simplify
 Sweeping
 Standardize
 Sustain
 Pit Falls in Application of Kaizen
 Reluctant the change/ to leave comfort zone
 Lack of Proper procedure to implement
 Too many cooks spoil the food. (Lot of suggestions only
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32. Budget
 Itemized summery of expected income and expenditure
 Simple and organized breakdown of expenditure.
Importance:
 Lesser expenditure and more savings
 Adaption for any unforeseen situation affecting income
 Sense of financial security and stress less life
 Identify and help to achieve short and long term financial goal
 Manage money and its flow
Without Budget…
 Surviving month to month
 No saving and investment
 In quicksand of debt
 In a dark
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33. SEVEN STEPS OF BUDGETING:
STEP-1
 Choose system to establish the budget.
 Key is to note and track the budget
STEP-2
 Determine all income sources
 Key not to overestimate the income
 Make average income
STEP-3
 Determine and categories expenses
 Fixed, Variable and Discretionary
 Track all small and big expanses
STEP-4
 Compare I ? E (<, =, >)
STEP-5
 Determine the financial goal short and long term goals and plan to achieve
 Establish budget and work hard to achieve.
STEP-6
 Improve financial health
 Avoid discretionary expense
STEP-7
 Review and evaluate the budget plan
 Continues monitoring and tracking
 Act immediately for any deviation
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34.  3.1 : HOW BRANDS FAIL AT CUSTOMER LOYALTY (AND WHAT TO LEARN FROM IT)
 3.2: HOW TO DEAL WITH A DIFFICULT CUSTOMER-SERVICE CONVERSATION
 3.3 : ARE YOU IN THE CUSTOMER SERVICE FAST LANE?
 3.4 : CUSTOMER-SERVICE MISTAKES YOU'RE ALREADY MAKING -- AND HOW TO CORRECT THEM
 3.5 : NEW CUSTOMER BEHAVIORS ALL CUSTOMER SERVICE MANAGERS NEED TO KNOW
 3.6 : CONSUMER CONVERGENCE - PROMOTING & POSITIONING BRANDS IN A GLOBALIZED WORLD
 3.7 : CUSTOMER EXPERIENCE: HOW TO CAPTURE THE RIGHT CUSTOMER INSIGHTS
 3.8 : HOW CAN THE UTILITY SECTOR REBUILD CONSUMER TRUST?
 3.9 : WHY IS 2015 THE YEAR OF THE EMPLOYEE FOR CUSTOMER-CENTRIC ORGANISATIONS?
 3.10 : IS CUSTOMER EXPERIENCE MANAGEMENT FUTILE WITHOUT AN EMPLOYEE ENGAGEMENT
STRATEGY?
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35. Loyalty
Reach held opposes loyalty to the actual profit-theory. This theory gathers the firm's resources
toward one unique goal: creation of profit. Reich held views loyalty as a value-creation theory.
The fundamental mission of a business is oriented toward the creation of value for the customer and profit
becomes a consequence of value creation. It turns out to be a mean rather than an end.
Customer loyalty
Customer loyalty is not always easy to construe and many definitions have been proposed. Let's
first settle what customer loyalty is not (Prus & Randall, 1995):
The most significant evolution of brand loyalty is the empowerment of the customer. Customers are
influencing every industry today – from banking to retail, through mobile payments, social engagement and
online shopping. When consumers are in control and connected in every which way, it is necessary for loyalty
initiatives to evolve.
 Marketing leaders are realising that loyalty is no longer solely synonymous with a “rewards program.”
Loyalty today requires building an emotional connection with customers, maximising the consumer
experience and adding real value to the brand-customer relationship. It is mandatory to engage customers
in a relevant, timely and individualised way.
 More than ever before, brands recognise and acknowledge the value of personalised communications
to allow for superior customer experiences that foster long-term customer relationships. By understanding
customers on a one-on-one level, brands ensure optimal customer experiences at multiple touch points
throughout the consumer’s journey.
 So, why do we continue to see marketing leaders lose their way on loyalty?
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36.  1. Failure to analyse customer data and make it actionable.
Brands have a plethora of their own first-party data (data they own about their customers) at their
fingertips. The key to unlocking value is organising the data, synthesising it and making it meaningful to act on.
The primary purpose of data is to drive better relevance in connection with each customer, so centralising data is
the biggest factor in using it successfully.
It’s time to look beyond the data points to the individual. Does your brand’s chief marketing officer (CMO) spend
time in your retail store, watching customers move and interact? Do you see customers engaging with products,
taking out their smartphones to take photos? These data points act as micro-moments in time that serve to
inform marketers well beyond a click or a call. Marketers must shift their perspective to see an individual person –
rather than aggregated data points – to enable engagement on a one-to-one level.
 2. Sticking to the standard and static one loyalty program for millions of customers.
The most prevalent programs generate bulk rewards for the customer, while successful ones identify and offer
highly relevant and individual rewards and offerings for the customer, such as Lux Deco’s personalised shopping
experience. Success here lies within the personal recognition the brand makes with the customer, knowing what
she wants and needs in a specific moment in time.
Ecommerce brands often have loyalty programs where the customer earns points for every dollar spent to redeem
at a later time. Far too often, brands then deliver a static, mass communication to the customer with one
message: “earn more points.” For a customer with high purchase frequency, this message is irrelevant. Instead,
the brand should identify the right story for the right customer.
Brands should focus on the characteristics that comprise their ideal customer profile in order to build effective
loyalty strategies. Deep loyalty for an Omni channel brand may mean driving purchases across product categories
in order to compete with pure-play retailers such as Amazon and ASOS.
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37.  3. Limiting focus on one-time transactions at a singular touch point. Too little, too late.
It’s not just about a one-time, in-store experience. Brands should focus on putting together a program
that creates an experience that builds a long-lasting relationship using trust as its foundation, and delivers a delightful
experience using shared information that is relevant and timely. Loyalty is no longer a siloed marketing strategy that
starts late in the customer lifecycle. Brands are acknowledging the impact of loyalty earlier in the customer lifecycle,
even at the first touch point, and its ability to drive product value and service knowledge in order to combat new
customer churn.
Loyalty needs to be infused throughout the entire customer lifecycle, and customer loyalty initiatives
should emerge even earlier in the customer-brand relationship – at the very onset, in the customer acquisition stages.
Brands need to have their loyalty strategies in place in these early acquisition stages, especially from a customer
experience perspective. If retargeted display ads or abandoned cart emails continue to inundate the customer even after
a transaction, it sets the relationship off on the wrong foot.
Because customer motivations evolve and change throughout the lifecycle, marketing leaders need to
anticipate them and engage the customer accordingly. It’s not about loyalty rewards anymore, but about the
relationship with the customer.
 4. Using the wrong channels.
If you’re not talking to your customers on the channels they use most, then your efforts are likely all for
nothing. Consumers today are available through so many channels; it’s impractical for marketers to favor one over
another. Create channel-agnostic content, such as personalised videos, to engage consumers at any point in the
customer lifecycle to distinguish your brand from the competition.
More and more brand loyalty programs today are supporting omnichannel initiatives and leveraging
transactions across the standard online and in-store channels, as well as across contact center interactive voice
response (IVR) systems, service and support channels. The key characteristics here are engaging customers in a
meaningful, relevant way that adds value for the customer and deepens the relationship with the brand. Marketers that
drive loyalty programs with customer data deliver a more personalised experience for deeper customer loyalty. A loyalty
program that works scores points with the customer, not amasses them.
As chief marketing officer, Jeff Hirsch oversees SundaySky’s messaging and positioning, product
marketing, demand generation and public relations. Hirsch has more than 30 years of management and marketing
experience including more than 18 years in the digital space, most recently as president of CPXi.
 - MY CUSTOMER
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38.  Tough conversations are generally difficult to initiate and respond to. Whether they occur in personal or
professional life, we are hard-wired to act, react and emotionally invest -- and that makes it difficult to
know how to resolve conflict. As a result, many people, especially younger or less experienced
individuals, struggle here.
 Those working in any profession will experience their share of difficult conversations. Whether a
customer’s cable service is not running properly, a new tablet is on the fritz or someone was
overcharged on her healthcare bill, things simply come up. They also occur on a daily basis at work as
managers and peers mentor, correct or bring tough news to others.
 Regardless of the context, when these types of things happen a live conversation is the most direct way
to address the issue. In many instances, this is done over the phone, and some of these people wind up
calling our company Dial America. As a result, I have gained a wealth of experience with conflict
resolution skills to help in navigating these tough situations.
 By following these conflict resolution techniques, you can get your way out of any tough conversation
and find a resolution that works for all parties:
 1. Don’t act on instinct
 Human nature tells us to go with our gut. When someone is upset, critical or yelling at us, our initial
reaction is to respond immediately. It is important that you do not try to hastily fix the issue. Listen for
a minute, because if someone feels you are talking over them, it only exacerbates their frustration.
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39.  Customer service is their focus, they have built their brands around it, and they’re amazingly good at it. You
could say they “stay in their lane”. Some examples are Ace Hardware, Nordstrom and Zappos.
 Are these companies known for being the low price leader? No, but that doesn’t mean that they are overpriced.
They compete fairly on price, but they deliver added value with their customer service.
 Of course, these companies do have promotions and sales. I have found great buys at Nordstrom’s semi-annual
sales. But their main focus is not on sales and discounted items. It’s the experience, and whether you shop
during the sale or any other time, you get the Nordstrom experience.
 On the other side of the spectrum, you have Dollar Stores. Their main goal is to offer an incredibly low-priced
product. What you don’t find there, though, are sales experts greeting you at the door like you would at Ace
Hardware, for example. The people are friendly as you interact with them at the cash register where they take
your money and bag up your purchase. And that’s OK. It is part of their plan. Low prices are their focus, and
they too, stay in their lane.
 I started thinking about all this when I heard that Radio Shack had decided to close about 20 percept of its
stores. Closing low-volume stores could be a savvy business move for a retail company, but it has been reported
for some time that the business is struggling. Radio Shack was once a retail industry icon, so what happened? I
may not have all the answers to that, but I do have a theory about what contributed to its current situation.
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40.  First let me say that I love Radio Shack and have great memories of going there as a kid to get items for
cool projects (OK, maybe I was a bit of a geek). I still visit Radio Shack on occasion to purchase
electronic accessories. Something has changed though. When I visit their store in the mall today I don’t
get the same impression that I did as a kid. You know, that they sold things that weren’t available
anywhere else – batteries, wires, cables. It was a cool place to find just what you needed. Do they still
have that “cool” factor and offer hard-to-find items for electronics, phones and TVs? Are they the
stores that come to mind when you are in the market for electronic items? Somewhere along the way,
they switched lanes, but I’m not sure what lane they’re in now.
 This is just an observation that made me think of companies that struggle because they can’t choose a
lane and stay in it. Radio Shack may struggling to find its lane, and this just highlights the importance
of that focus.
 The companies I mentioned earlier – Ace Hardware, Nordstrom, Zappos – are not weaving around in
traffic, shall we say. There is no confusion. We know what lane they are in and what they stand for. The
same goes for the Dollar Stores and Walmart. Whereas the customer-service focused companies are
firmly in their lane, the low-price stores are as well, and it works for them. There are yet other
companies that stick to their chosen lane of industry-specific merchandise or very high-end
merchandise.
 So, what lane are you in? Did the answer come to mind easily? Hopefully it did for you and would for
your customers as well. You can change lanes in business. It isn’t illegal and you won’t get a ticket. But
it must be done with caution or you will confuse the customer. This remind me of the saying: “A
confused customer won’t buy.”
- CUSTOMER SERVICE
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41.  There’s no shortage of endearing customer service stories -- the hotel chef who flew to Singapore for
special ingredients, the airline that went out of their way to let a grandfather say goodbye to his
grandson or the retailer that organized a small army to recover a diamond earring from the store’s
vacuum cleaners.
 But these happy ending stories don't always happen in the customer-service world. There are also the
nightmare tales – Time Warner 'robocalling' a customer 153 in a year and Comcast changing a
customer's name to an offensive term are just a few. Don’t be these companies.
 Here are four customer-service mistakes your company may be making and how to correct them, so
you can be on the path of providing a memorable experience for customers, rather than an awful one.
1. Customer service keeps different hours from your customers.
 Just because most people work 9 to 5, doesn’t mean your customer service team should keep the same
schedule. If your phone and chat lines are open strictly during normal business hours, you’re operating
under the belief that you expect customers to take time out of their busy work day to call you to solve a
problem. It’s inconsiderate and inconvenient. Stagger your customer service team’s hours to provide a
convenient and realistic range of service availability to those calling and live chatting -- and make sure
to maintain weekend time.
 The easier you make it to get in touch with you, the more they will enjoy an engaging and memorable
experience.
2. You’re not obsessed with social media.
 People are busy -- really busy -- and social media is an easy, quick, and direct point of contact with
your company. And if your company doesn't realize this and isn't "on" all the time on social media, you
are making a huge mistake.Reply to customer-service questions through your social channels
promptly. Train your social-media specialists about the ins and outs of your product or service and
maintain easy communication between your social and customer-service teams for fast problem
solving. The faster and more efficiently the interaction is, the quicker you can reply with an accurate
and helpful answer.
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42. 3. You think robots can replace people.
 Most people press “zero” the second they call a service line to connect directly with a human
being. Don't do this. Customers want to communicate with a person, not a pre-determined
flow-chart of scripted answers -- and certainly not a robot. An automated response should
always be your last resort.
 Train your team to know your product, company, brand and voice inside and out. Turn them
into users (in our case sleepers) of your product or service. Trust your team to communicate
clearly, efficiently and with a little bit of their own personality and experience to solve
problems and be brand advocates.
 At Casper, all our employees sleep on Caspers, providing first-hand accounts of how a Casper
feels. We also maintain organized time slots throughout the day for the team to rotate between
calls, live chats and emails. We allocate extra hands to be on standby to avoid any lines that
may form with customers calling in.
4. You treat it like 'just another call.'
 For a majority of your customers, this will be their only interaction with the company. This
short conversation may be the one point of direct contact with you as a company, so don't
treat them like they are just a number, another call in your day.
 Instead, treat each customer as the most important call (or tweet, email, chat, etc.) your team
takes all day. They have taken the time to contact you to provide feedback -- good or bad.
Listen carefully, empathize with the caller and work quickly to provide any solutions or further
information you can. Do everything for your customers that you’d want done for you if the
roles were reversed. For instance, at Casper, we call UPS on a customer’s behalf to resolve
shipping issues and send airbeds to those who might be stuck sleeping on the floor due to a
snowstorm.
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43.  The digital revolution has forced companies to re-evaluate their customer communication programs and
marketing tactics.
 From social media to customer portals and personalized account pages, companies have had to determine what
digital communication and support options make the most sense for their customers.
 Customer behaviour has changed tremendously and businesses have been slow to catch up. But what are these
behaviors, and how can companies cater to these new digital attitudes?
 Here are five new customer behaviors all customer service managers need to know:
1. Customers are problem sensitive. According to a study by Customer Care Measurement & Consulting, 50 percent
of consumers reported experiencing a problem with products or services in the past year. Customers are prone to
being sensitive in service environments – the key is to offer fast and easy solutions to reduce frustration.
2. Customers want to solve their problems themselves. Consumers nowadays are “always on” and “on-the-go,” and
expect to be able to find information at their fingertips (literally). Customer service managers need to consider
mobile app customer service options.
3. Today’s consumers go online when they have questions. A Forrester study shows that 67 percent of customer
support calls originate online. Customers prefer efficient over personalized service, and shouldn’t have to leave a
website to find answers to their questions.
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44.  4. Calling out a company on social media is commonplace nowadays. Consumers place high value on
the opinions of others when deciding to make a purchase. A customer calling out a company on
Facebook or Twitter, therefore, can be detrimental to the business. Companies have to push back
against this trend by having efficient service options on a multitude of channels.
 5. Consumers are willing to pay for a better experience. According to a survey from CEI, 86 percent of
buyers will pay more for a better experience. Consumers refuse to have a sub-par experience in digital
channels – so much so that they would be willing to spend more on it.
 By becoming aware of these new behaviours, customer service managers can adapt the strategies,
technology and most importantly, the mind-set needed to excel in today’s digital world.
-
CUSTOMER SERVICE MANAGER
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45.  Consumer convergence can be defined as reduction in the difference of consumer product
selection within a specified population, and therefore a growing similarity of preferences
(Darryl J. Mitry, David E.Smith). After the article published by Levitt in1983 on globalization and
standardization, consumer convergence has certainly become important between various
commentators. Levitt even goes on saying, “Multinational Corporation’s accommodating mode
to visible national difference is medieval”.
 Technological advancement is one of the pivotal reasons for consumer convergence.
Consumer preferences are considered one of the key parameters on basis of which marketing
strategies are devised. Hence the consumer convergence and the debate between
standardization vs. adaptation have become important. With globalization and cultural cross-
fertilization, it is reasonable to believe that societies are converging in many ways (Usunier,
2000).For example, people around the world are selecting and wearing mostly the same type of
clothing, paying to see many of the same films, watching typically the same type of programs
on television and youth are playing the same digital games on computers (Kjeldgaard and
Askegaard, 2006).
 Consumer convergence can be talked about in only those market segments which have access
to information and technology. An emerging market and a developed market consumer will
behave differently and cannot said to be converged across all the market segments. Consumer
convergence can be best talked about in global segments
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46. Segments Attributes
Price Quality Features
Global Global Global Global
Emerging Middle Class Global
Local
Global
Global
Local
Local
Local Local Local Local
Bottom Lowest Lowest Lowest
46
The global segments features infrastructure, tastes, talent and resources similar to those in developed
market based multinationals’ home markets. It thus offers these companies an easy entry points into
emerging markets. For example many western fashion houses entering China bought their standard global
lines with global pricing to retail outlets in the shopping plazas in five start hotels properties; in this way,
the fashion houses exploited their retail locations frequented by members of the country’s market segment
having wealth and global tastes ( Tarun Khanna, Krishna G Palepu).
Global convergence lead to homogeneous consumer needs tastes and lifestyles. For example, cross-border
music channels such as MTV, increased travel, and global communications have encouraged the notion of a
‘global teenager’ – that is, the notion that teenagers possess similar values, regardless of their country of
origin (Assael 1998).
This article has been authored by Ashwani Raturi from IMI Delhi.)
- MBA SKOOL
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47.  To facilitate the holy grail of the digital customer experience you need a lot more than just some
general online feedback or survey tools.
 What you need is a customer experience strategy with a focus on the customer journey, for proper
segmentation and ultimately relevant feedback. When this is in place correctly it is the first step to
turning insights into action.
The Four Phases
 There are four phases that companies go through in order to reach a mature stage of digital customer
experience management. In phase 1 the focus is primarily on web statistics and numbers, phase 2 has
a focus on periodic quantitative and qualitative research and phase 3, which is the point that
continuous feedback is collected real-time via onsite feedback forms. Phase 4 is all about turning
insight into action to reach a mature stage of digital customer experience management.
1. Capturing Feedback
 Capturing customer feedback can be done through periodic questionnaires, as happens in phase two of
this model, or as in phase 3, continuously through a “one size fits all” feedback form on the website. In
the latter case, there is usable feedback within, but that is not always related to what the visitor is
doing at that time. Why ask what a visitor is doing on your website when you can see it happening?
 A professional approach means looking at the goals of the customer, user or visitor, depending on the
online journey being made?? and then asking the right questions when it is relevant for a visitor to give
feedback. For example, when you detect a visitor has a problem with ordering the product. Just like in
real life, customers do not want store personnel bothering them with questions about customer service
or registration when they haven’t even bought the product yet!
2. Align with Customer Goals
 When feedback is too general it is hard to define what drives a customer. Taking action is possible, but
it is not as refined as it could be. The questions to be asked in order to capture relevant feedback
should therefore be linked to the goal that a customer or visitor has set themselves within your digital
channel. Does the customer want to order a product, adjust his account, solve a problem or maybe get
something done with a self-service tool? People use your website or mobile app to get a certain job
done.
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48.  3. Close Control
 Capturing feedback continuously that is focused on what the client is doing at that time, means having closer
control. If someone is stuck within an online ordering process you must be able to identify the problem directly
and immediately and ask the customer what goes wrong. And that mechanism should be in place on all digital
processes in such a way that a company is able to collect useful information to optimize the digital experience
continuously.
 Ultimately, a better customer experience is good for customers, and therefore also for companies – in both the
short term and long term. The easier an online shopper can achieve his goal, the sooner something is ordered in
the shop and how often they repeat their business. A better customer experience can lead to more sales in the
short term. Thanks to customer feedback the bottle necks within the digital customer journey can be removed
and customers reach the end of the journey more often. Make sure that the huge budgets that are spent on shiny
advertising campaigns are not useless because customers switch to your competitors faster than you can say
“feedback”, when the product is easier to order elsewhere!
 4. Brand Values
 In this digital age, churn is an increasing problem for large corporations. In the long-term, customer loyalty is
already vital will become more and more important. Customers expect the same experience online as offline. This
means a customer experience that matches the brand values ??of the organisation that they have chosen for. If
your product appears to evoke low involvement from your business, (such as an insurance product for example),
then offering better service than your competitor is something to excel at!
 Depending on those brand values a company chooses points within the customer journey to differentiate. This
also goes for customer journeys within digital channels. But there must be understanding in how you are scoring
on these parts. How do visitors experience the self-service tools on the website? The better the customers’
journeys are connected to the brand values, the better the customer experience and the more loyalty and in the
end a healthy and profitable organisation.
◦ - CUSTOMER SERVICE MANAGER
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49.  Utility companies not only lag other sectors when it comes to customer satisfaction but they have also
lost the trust of the public. The media continue to report on a 'broken' energy market which is failing to
provide for customers, and politicians have also helped stoke the debate by ensuring a highly
publicised grilling of energy company bosses by the Energy & Climate Change committee in October
2013. Yet, whatever your stance on the debate, it must be recognised that this storm of criticism
comes as our utility companies face a once-in-a-generation challenge. With a substantial proportion of
generating capacity scheduled for retirement over the coming decade, reducing our buffer to withstand
supply disruption at times of peak demand, energy companies must square this massive investment
requirement with the affordability agenda.
 Reversing this tide of negativity will not be easy. After all, utility companies alone cannot address the
structural and market factors that contribute to high energy prices. But they can take steps to rebuild
trust by improving communication and customer service. In fact, poor communication was cited by 94%
of respondents as one of the most significant factors driving energy customers to switch supplier,
second only to price (99%) and followed by lack of trust (91%).
 1. Invest in the correct infrastructure - for years, errors in bill estimations, re-assessment of payment
plans and inaccurate communication have contributed to low consumer confidence in the utilities
sector. Getting these simple things right has never been more important to restore trust. The smart use
of specific IT solutions can improve customer experience and more importantly, add real value to the
business. For instance, a focused root-cause-analysis followed by designing an algorithm targeted at
reducing exceptions, resulted in bringing down billing efforts by 70% while reducing the exceptions
backlog by over 14 million.
 2. Embrace social - apart from providing platforms to better engage with customers, social media
provides another exciting opportunity. It enables utility companies to track customer behaviour and use
debt propensity analytics to increase recovery rates. Despite this, utilities are reticent to engage with
customers on their own terms. Only a quarter of respondents felt it was very important to offer 24-
hour customer service channels even though 82% reported demand from customers to communicate
via social media and other non-traditional channels. There is a clear gap here that can be filled and
those who harness the power of social media will be better able to react quickly to customer concerns,
providing real-time reassurance and customer engagement.
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50. 50
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51.  3. Use data to make informed business decisions - there is a lot of truth in the old management adage
“you can’t manage what you don’t measure”. Simply put, getting to grips with big data has given
managers an unprecedented level of insight into current business processes, enabling them to learn
more about how well things work than ever before. Yet the reality is that the amount of data available
to organisations today - about customers, competitors, operations, risk, regulations and the market -
is overwhelming. The new information technology and operational technology (IT and OT) capabilities
that energy & utility companies will need to develop are the management and exploitation of that data,
creating information to enable predictive asset management, secure, optimal network operations, and a
'knowledge base' that will become increasingly essential to support the full life cycle of assets in the
new, more complex, operating model.
 Despite the often shrill and opportunistic tone of the public debate, the good news is that there is
scope for the utility sector to restore public trust and for many, working with an external partner to
address many customer concerns has now become a priority. More than half of respondents (53%) said
greater use of outsourcing and shared services could yield cost savings that could be passed on to the
consumer. Given an overwhelming majority (97%) identify price as the most important factor when
consumers switch energy supplier, any measures that can reduce the cost to the customer should be a
business priority. Ultimately, utility companies may have a long journey ahead when it comes to
restoring public faith, but there is a path that can be followed to achieve it.
 (Sulakshana Patankar is business unit leader, utilities, at WNS Global Services.)
 - MY CUSTOMER
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52.  While it may seem counterintuitive, any organisation that wants to deliver a great
customer experience shouldn’t focus on its customers first, but rather should focus on
its employees
 Engaged employees are valuable assets, and they trigger a virtuous cycle that drives
great customer experiences, leading to more loyal customers and stronger financial
results. Temkin Group’s Employee Engagement Benchmark, 2015 found that:
 Companies with above average customer experience (CX) in their industry benefit from
a workforce where 75% of their employees are highly or moderately engaged compared
to only 47% of employees at other companies. Employees working for CX leaders are
more committed to their jobs and work harder.
 · Engaged employees demonstrate a higher commitment to their work across a
spectrum of activities. For example, they are more than twice as likely to help someone
at work even if they are not asked, three times as likely to make a recommendation for
an improvement to the company, and over three times as likely to do something good
for the company that is not expected of them. They are also less likely to take a sick
day or look for a new job in the coming six months.
The current state of employee engagement activities
 Even for companies that recognise how important employees are to their CX efforts, the
road ahead is not easy. To understand how companies are working to improve
employee engagement, Temkin Group surveyed executives from more than 200 large
organisations. We found that while nearly all companies had at least some employee
engagement efforts underway, only 43% of respondents classified these as significant
efforts that are well-coordinated across the entire company.
 When it comes to identifying the top obstacles getting in the way of their efforts, 53%
of executives cited the lack of a clear employee engagement strategy, followed by
inconsistent buy-in from middle managers and the lack of a clear owner leading the
effort. The collective result? Only 19% of companies earned a strong or very strong
rating in a self-assessment that analyses how effectively companies apply employee
engagement approaches across their organisation.
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53.  Making this the Year of Your Employees
Companies interested in benefitting from the numerous advantages that an engaged workforce brings to
their customer experience efforts need to fuel the front-end of the employee engagement virtuous cycle.
While a number of factors influence how a company approaches employee engagement - including its
existing culture, size and customer experience maturity - there are some universal practices that all
companies should apply when seeking to engage employees in the customer experience journey. We call
these the Five I’s of Employee Engagement:
o Inform. Ad hoc, inconsistent communication messages are not effective in engaging employees.
Instead, organisations should develop a thorough communication plan and deliver key customer
experience messages through multiple channels on a regular basis. CX leaders recognise the importance of
delivering their CX messages consistently and persistently to ensure they are heard, understood, and
internalised by employees.
o Inspire. Leaders play a key role in inspiring employees to believe in the company’s vision and values and
to understand how their role contributes to the company’s success. Whether it’s meeting directly with
employees to share organisational stories or demonstrating commitment by holding company leaders and
managers accountable for changing their own behaviours, successful organisations should identify specific
ways to tap into the positive influence of the senior executives to inspire and motivate employees.
o Instruct. Organisations cannot decide customer experience is important and think employees will
magically know what that means or how to behave. Training, coaching, and feedback are required for
employees to be successful. And this training should touch more than front-line employees. Middle
managers and those with little or no direct customer interaction need to be prepared to do their part in
helping the company become more customer-centric. This is a prime opportunity for CX professionals to
work with their colleagues in human resources to design and deliver training programmes that are aligned
with the customer experience strategy.
o Involve. Raising employee engagement isn’t a one-sided effort. Leading CX organisations find ways to
involve employees, whether it’s through a formal voice of the employee programme, customer journey
mapping, employee-driven improvement processes, or the company’s employee social network. Even if
early efforts are informal and simple, successful organisations take action to raise employee engagement
from the ground up, not only top down.
o Incent. One of Temkin Group’s Six Laws of Customer Experience is that employees do what is
measured, incented and celebrated. Employees and teams who deliver excellent customer experiences
should be celebrated with meaningful gestures of appreciation along with formal awards and incentives.
And if employee engagement is truly important, then organisations should establish and measure
engagement levels as a management metric with defined goals, action plans, and progress tracking on a
regular basis.
(Aimee Lucas is a customer experience transformist & vice president at Temkin Group.)
 - MY CUSTOMER
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54.  When it comes to the root causes of customer complaints, evidence demonstrates that
it is staff performance that is the biggest culprit. A recent survey of 3,000 consumers
by the Institute of Customer Service (ICS) reveals that staff attitude and staff
incompetence are rated the “most annoying or frustrating” service problem, while
“people-related issues” account for a whopping 62% of all complaints.
 This is quite logical – after all, “Your employees are the face of your company”.
However, despite every company being familiar with this phrase, the reality is that
employees are often an under-developed and overlooked aspect of the brand In fact,
research indicates that staff have been marginalised so long that most of today’s
employees are not engaged at their workplace at all, which has dramatic implications
for staff performance. Worse still, engagement levels continue to tumble.
 This concept of ‘employee engagement’ really came to the fore in the UK in 2009, with
the publication of the influential research paper ‘Engaging For Success’ by David
MacLeod and Nita Clarke. Tackling the myths and misconceptions around the issue, the
paper was so convincing in its demonstration that employee engagement is a
performance-driven concern, that it subsequently led to the creation of the UK
taskforce Engage For Success, backed by the Department for Business, Innovation and
Skills.
 Elsewhere, other outcomes have been touted – lower accident rates, for instance and
fewer conflicts. But there are also connections between employee engagement and
customer-focused outcomes.
Year of the employee
 Customer experience leader Bruce Temkin, who is also chair of the Customer
Experience Professionals Association, believes that employee engagement will also
feature far more prominently on the agenda of customer experience leaders in the
coming year.
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55. Thanks You
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