This document provides information about a two-day customer experience management training event taking place in Atlanta, GA on August 9-10, 2010. The training will teach attendees how to design memorable customer experiences to improve customer satisfaction, loyalty and profitability. Over the two days, participants will learn how to define their customer experience strategy, understand customer perspectives and expectations, engage employees, utilize metrics to measure experience, and execute and maintain a customer-focused experience. The event will be led by Roy Barnes, a consultant specializing in customer experience design and change management. The document provides an agenda and overview of what will be covered each day of the training.
This document provides information about a two-day customer experience management training event taking place on January 25-26, 2010 in Arlington, VA. The training will teach attendees how to define customer experience intent, understand experience disconnects from the customer perspective, engage employees in experience creation, and utilize metrics to monitor customer experience. Speakers will provide hands-on exercises and discuss integrating customer experience into product design, measuring ROI, and engaging employees. Attendees include C-level executives, VPs, managers and directors from various customer-facing roles. In-house trainings are also available for customization.
The document provides information about a two-day training on customer experience management to be held on January 25-26, 2010 in Arlington, VA. The training will teach attendees how to define customer experience intent, identify customer wants and needs, understand experience disconnects, engage employees, and utilize metrics to measure experience. Speakers will discuss experience design, execution, and achievement measurement. Attendees include C-level executives, VPs, managers and directors. In-house training and group discounts are also available.
This document provides information about a two-day customer experience management training event held on July 13-14, 2009 in Washington, DC. The training will teach attendees how to maximize the customer experience to improve satisfaction, loyalty, and profitability. Specific topics to be covered include understanding the customer experience, utilizing metrics to measure experience, generating buy-in for initiatives, and designing memorable experiences. The agenda lists the schedule, topics, and speakers for each day of the event.
This document provides information about a two-day training on customer experience management held on July 13-14, 2009 in Washington, DC. The training will teach attendees how to create a sustainable customer advantage by designing meaningful customer experiences. Attendees will learn to understand customer touchpoints, utilize metrics to measure the customer experience, and generate organizational buy-in for customer experience initiatives. The agenda outlines sessions on various topics over the two days, including analyzing the customer experience, enabling the customer experience, and measuring experience achievement.
This two-day training workshop focuses on maximizing the customer experience to improve customer satisfaction, loyalty, and profitability. Participants will learn to understand the customer experience, identify touchpoints, objectively assess the current experience, and utilize metrics to monitor performance. The training will involve hands-on exercises to design memorable customer experiences and generate organizational buy-in. It will be held in Arlington, VA and feature a trainer experienced in customer experience strategy and change management.
The document provides information about a two-day training event on customer experience management to be held in Atlanta, Georgia from August 9-10, 2010. The training will teach attendees how to design memorable customer experiences, engage employees, and utilize metrics to measure customer experience. Attendees will learn how to define customer experience intent, understand experience disconnects, and execute and measure experience achievement.
This document provides information about Taylor Performance, a company that offers consulting, training, and coaching solutions. It lists Taylor Performance's contact information and describes the types of customized solutions it provides, including increasing sales, strengthening client relationships, and enhancing the customer experience. It then provides examples of projects Taylor Performance has worked on, such as designing training programs for a community bank, a software firm, a security company, and a savings bank.
Here are my rankings for the call center motivation factors from 1 (highest importance/most difficult) to 10 (lowest importance/least difficult):
1. Management Style
2. Working Environment
3. Salary
4. Incentives
5. Benefits
6. Training
7. Career Development
8. Recognition
9. Work/Life Balance
10. Diversity/Equality
I ranked management style and working environment highest because establishing the right culture and leadership is so important for motivation but also one of the most challenging aspects to get right. Salary, incentives and benefits are also highly important for motivation but may be easier to address through policies. Training, career development, recognition, work/life
This document provides information about a two-day customer experience management training event taking place on January 25-26, 2010 in Arlington, VA. The training will teach attendees how to define customer experience intent, understand experience disconnects from the customer perspective, engage employees in experience creation, and utilize metrics to monitor customer experience. Speakers will provide hands-on exercises and discuss integrating customer experience into product design, measuring ROI, and engaging employees. Attendees include C-level executives, VPs, managers and directors from various customer-facing roles. In-house trainings are also available for customization.
The document provides information about a two-day training on customer experience management to be held on January 25-26, 2010 in Arlington, VA. The training will teach attendees how to define customer experience intent, identify customer wants and needs, understand experience disconnects, engage employees, and utilize metrics to measure experience. Speakers will discuss experience design, execution, and achievement measurement. Attendees include C-level executives, VPs, managers and directors. In-house training and group discounts are also available.
This document provides information about a two-day customer experience management training event held on July 13-14, 2009 in Washington, DC. The training will teach attendees how to maximize the customer experience to improve satisfaction, loyalty, and profitability. Specific topics to be covered include understanding the customer experience, utilizing metrics to measure experience, generating buy-in for initiatives, and designing memorable experiences. The agenda lists the schedule, topics, and speakers for each day of the event.
This document provides information about a two-day training on customer experience management held on July 13-14, 2009 in Washington, DC. The training will teach attendees how to create a sustainable customer advantage by designing meaningful customer experiences. Attendees will learn to understand customer touchpoints, utilize metrics to measure the customer experience, and generate organizational buy-in for customer experience initiatives. The agenda outlines sessions on various topics over the two days, including analyzing the customer experience, enabling the customer experience, and measuring experience achievement.
This two-day training workshop focuses on maximizing the customer experience to improve customer satisfaction, loyalty, and profitability. Participants will learn to understand the customer experience, identify touchpoints, objectively assess the current experience, and utilize metrics to monitor performance. The training will involve hands-on exercises to design memorable customer experiences and generate organizational buy-in. It will be held in Arlington, VA and feature a trainer experienced in customer experience strategy and change management.
The document provides information about a two-day training event on customer experience management to be held in Atlanta, Georgia from August 9-10, 2010. The training will teach attendees how to design memorable customer experiences, engage employees, and utilize metrics to measure customer experience. Attendees will learn how to define customer experience intent, understand experience disconnects, and execute and measure experience achievement.
This document provides information about Taylor Performance, a company that offers consulting, training, and coaching solutions. It lists Taylor Performance's contact information and describes the types of customized solutions it provides, including increasing sales, strengthening client relationships, and enhancing the customer experience. It then provides examples of projects Taylor Performance has worked on, such as designing training programs for a community bank, a software firm, a security company, and a savings bank.
Here are my rankings for the call center motivation factors from 1 (highest importance/most difficult) to 10 (lowest importance/least difficult):
1. Management Style
2. Working Environment
3. Salary
4. Incentives
5. Benefits
6. Training
7. Career Development
8. Recognition
9. Work/Life Balance
10. Diversity/Equality
I ranked management style and working environment highest because establishing the right culture and leadership is so important for motivation but also one of the most challenging aspects to get right. Salary, incentives and benefits are also highly important for motivation but may be easier to address through policies. Training, career development, recognition, work/life
Customer Experience Management in Telecoms - North AmericaTelecomsIQ
This document is an invitation and agenda for the Customer Experience Management in Telecoms North America conference happening February 14-16, 2012 in Miami, Florida. The conference will focus on how telecom companies can improve customer experience to increase loyalty and reduce costs. It will include keynote speakers from major telecom companies discussing how to establish a customer-centric culture and case studies on improving first contact resolution rates, engagement through social media, and more. A pre-conference workshop on February 14th will address establishing a customer-centric organization and reducing total customer service costs.
Devine Tech Ltd provides customer contact solutions such as outbound calling, response handling, customer satisfaction research, and virtual assistant services. They offer customized solutions tailored to each client's unique needs with expertise in areas like software development, IT infrastructure, data management, and content development. Devine Tech enhances customer experiences through services like customer research, response handling, database solutions, and virtual assistants to free up clients' time.
This document provides an agenda and details for the "Maximising Customer Loyalty & Profitability" conference taking place from May 21-24, 2012 in Berlin, Germany. The conference will focus on learning innovative strategies for developing profitable customer loyalty programs, increasing customer lifetime value, and stimulating brand loyalty despite declining customer spend. Speakers will include CMOs, VPs, and Directors from telecommunications companies who will present case studies on their successful customer retention and loyalty initiatives. Sessions will address topics such as using customer segmentation for personalised campaigns, calculating customer lifetime value, leveraging customer data for insights, and measuring the impact of loyalty programs. The conference aims to provide operators with solutions for driving tangible results from their investments in customer
The document outlines plans to improve employee motivation and development at a company. It proposes developing a strategy to reinforce employee commitment to the company's mission. Specific proposals include improving the work environment, recognizing employee achievements, and implementing a targeted training program for employees and supervisors focused on skills like communication, problem solving, and customer service. The goal is to treat employees as partners rather than just staff by developing their skills and aligning individual goals with the company's objectives.
Convexus is a niche consulting firm that provides expertise in developing customer acquisition, management, and retention processes. It was founded by three entrepreneurs with over 50 combined years of experience in sales, marketing, and operations at companies like Castrol and Asian Paints. Convexus focuses on understanding client needs, constraints, and environments to provide unique solutions that improve process efficiencies. Its services include consulting, learning solutions, and technology tools to enhance productivity and monitoring in areas like customer management, sales processes, channel strategies, and product communication development.
Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 2HDI Orange County
The first step in implementing a Customer Quality Environment (CQE) is to understand the current state of the organization and how it views customer satisfaction. It is important for all departments, from product development to sales, to be aligned on prioritizing customer satisfaction. Customer satisfaction champions should be identified within each group to help implement business processes focused on quality customer service. Through understanding gaps between the current and desired states, a plan can be developed and roles defined to strategically align the company around prioritizing customer satisfaction.
The document outlines the vision and goals of the Centre for Workforce Intelligence (CfWI). It discusses establishing CfWI as the primary source of workforce intelligence for health and social care in England. It also mentions bringing together best-in-class organizations to provide complementary specialisms and using innovative methods to improve available intelligence for workforce planning. The success of CfWI will be secured through engagement with stakeholders.
Fujitsu provides global service desk solutions to help enterprises meet their needs for responsive, personalized IT support across locations and time zones. Their service desks offer high-quality, multi-channel support in multiple languages through a standardized platform compliant with ITIL and ISO processes. Fujitsu aims to continuously improve service through their lean "Sense and Respond" philosophy which focuses on eliminating waste and understanding what matters most to customers.
This two-day training provides 14 PDUs and teaches the leadership skills needed for effective project management. Day one focuses on becoming a high-performing team member, improving leadership and communication skills, and identifying tools for project success. Day two covers motivating teams, making good decisions, managing conflict, negotiating, and implementing change. Attendees will learn strategies to effectively lead project teams and increase work productivity.
1. The document discusses improving an organization's customer experience across multiple channels. It highlights that customers now care more about experience than in the past and expect consistency across channels.
2. Seven types of projects are outlined that can improve customer experience, such as listening to feedback, identifying weak points, and designing memorable experiences. Measurement metrics for customer satisfaction, loyalty, and brand are also covered.
3. A strategy for customer experience improvement involves understanding the starting point, setting goals to move above average or stay on top, and looking outside the industry for inspiration. Technologies can help with various project types, though no single vendor dominates.
Westcon is a $4 billion global distributor present in 40 countries with over 60 offices. They are the leading distributor of Avaya, with over 200 Avaya accreditations. Westcon provides onboarding, marketing, sales, pre-sales, training, and logistical support to accelerate the growth of their partners. They have dedicated account management and financial solutions. Partners appreciate Westcon's expertise, support, and ability to help achieve their goals.
Putting customer insight into practice, Peter Gadsdon, Lewisham Councillocalinsight
The document discusses using customer insight to drive service improvement in local government. It provides examples of how one local borough in London used various customer insight methodologies such as interviews, focus groups, and usability testing to better understand customer needs, behaviors, and experiences. They used this insight to redesign services and processes in a way that is more customer-centric. The insight was also used to influence staff culture and achieve buy-in for changes. Case studies describe how customer journey mapping and prototyping led to specific service improvements like reducing homelessness.
This document discusses improving patron experience at arts organizations. It argues that while the performance or show is important, mediocre customer service can negatively impact perceptions of the experience. Good customer service is controllable through hiring and training friendly staff to ensure queries are promptly answered. In contrast, customer reactions to performances are not fully controllable. The document outlines a customer service management cycle and frameworks for understanding customer needs, wants, and experiences in order to improve satisfaction and loyalty.
Dubai Airports is changing its HR strategy to support growth plans and a competitive landscape. It needed to align HR with organizational strategy, resource growth internally, develop skills, and drive accountability. Dubai Airports drivers include funding changes, unprecedented growth, and a dynamic market. The HR journey included reorganizing strategically, engaging employees in vision/mission, embedding values through reward, and creating a sustainable internal rebrand focused on culture change. Metrics show improved engagement, innovation, and being recognized as a top employer and innovator in HR. Customers recognize Dubai Airports through ACI awards.
InteliSpend provides customized prepaid card solutions for businesses through its deep product platform. It can create tailored solutions to exactly match a business's needs, rather than using generic gift cards. InteliSpend has unique network flexibility and its patented DirectSpend technology allows controlling where cards can be redeemed. It also offers top-tier program management to deliver flexible and effective prepaid programs.
InteliSpend provides customized prepaid card solutions for businesses through its deepest product platform. Its patented DirectSpend technology allows customers to control where cards can be used. InteliSpend offers top-tier program management and works with multiple card networks to create the most tailored solutions that meet each customer's unique needs and challenges.
The document provides information about a two-day training on customer experience management to be held on January 25-26, 2010 in Arlington, VA. The training will teach attendees how to define customer experience intent, identify customer wants and needs, understand experience disconnects, engage employees, and utilize metrics to measure experience. Speakers will discuss experience design, execution, and achievement measurement. Attendees include C-level executives, VPs, managers and directors. In-house training and discounts are also available.
The document is an agenda for a two-day training on customer experience management. Day one focuses on understanding the customer experience through mapping touchpoints and objectively assessing the current experience. It also covers generating buy-in for customer experience initiatives. Day two focuses on designing memorable customer experiences, executing the customer experience, and measuring experience achievement through metrics. The training is intended to help organizations improve customer satisfaction, loyalty, and profitability.
Clearworks Customer Experience and UsabilityClearworks
The document discusses customer experience design and putting customers at the center of product strategy, design, and execution. It emphasizes that understanding customer needs, wants, aspirations, and contexts for interactions is critical for success. The customer experience is defined by numerous touchpoints between customers and a company, offerings, and brand. All parts of an organization contribute to the customer experience. Improving the customer experience starts with understanding customer-facing processes, products, and services through process mapping. Direct customer research is important to understand customer goals, intentions, and emotions at each touchpoint. Usability testing is a key part of customer experience design.
Customer Experience Management in Telecoms - North AmericaTelecomsIQ
This document is an invitation and agenda for the Customer Experience Management in Telecoms North America conference happening February 14-16, 2012 in Miami, Florida. The conference will focus on how telecom companies can improve customer experience to increase loyalty and reduce costs. It will include keynote speakers from major telecom companies discussing how to establish a customer-centric culture and case studies on improving first contact resolution rates, engagement through social media, and more. A pre-conference workshop on February 14th will address establishing a customer-centric organization and reducing total customer service costs.
Devine Tech Ltd provides customer contact solutions such as outbound calling, response handling, customer satisfaction research, and virtual assistant services. They offer customized solutions tailored to each client's unique needs with expertise in areas like software development, IT infrastructure, data management, and content development. Devine Tech enhances customer experiences through services like customer research, response handling, database solutions, and virtual assistants to free up clients' time.
This document provides an agenda and details for the "Maximising Customer Loyalty & Profitability" conference taking place from May 21-24, 2012 in Berlin, Germany. The conference will focus on learning innovative strategies for developing profitable customer loyalty programs, increasing customer lifetime value, and stimulating brand loyalty despite declining customer spend. Speakers will include CMOs, VPs, and Directors from telecommunications companies who will present case studies on their successful customer retention and loyalty initiatives. Sessions will address topics such as using customer segmentation for personalised campaigns, calculating customer lifetime value, leveraging customer data for insights, and measuring the impact of loyalty programs. The conference aims to provide operators with solutions for driving tangible results from their investments in customer
The document outlines plans to improve employee motivation and development at a company. It proposes developing a strategy to reinforce employee commitment to the company's mission. Specific proposals include improving the work environment, recognizing employee achievements, and implementing a targeted training program for employees and supervisors focused on skills like communication, problem solving, and customer service. The goal is to treat employees as partners rather than just staff by developing their skills and aligning individual goals with the company's objectives.
Convexus is a niche consulting firm that provides expertise in developing customer acquisition, management, and retention processes. It was founded by three entrepreneurs with over 50 combined years of experience in sales, marketing, and operations at companies like Castrol and Asian Paints. Convexus focuses on understanding client needs, constraints, and environments to provide unique solutions that improve process efficiencies. Its services include consulting, learning solutions, and technology tools to enhance productivity and monitoring in areas like customer management, sales processes, channel strategies, and product communication development.
Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 2HDI Orange County
The first step in implementing a Customer Quality Environment (CQE) is to understand the current state of the organization and how it views customer satisfaction. It is important for all departments, from product development to sales, to be aligned on prioritizing customer satisfaction. Customer satisfaction champions should be identified within each group to help implement business processes focused on quality customer service. Through understanding gaps between the current and desired states, a plan can be developed and roles defined to strategically align the company around prioritizing customer satisfaction.
The document outlines the vision and goals of the Centre for Workforce Intelligence (CfWI). It discusses establishing CfWI as the primary source of workforce intelligence for health and social care in England. It also mentions bringing together best-in-class organizations to provide complementary specialisms and using innovative methods to improve available intelligence for workforce planning. The success of CfWI will be secured through engagement with stakeholders.
Fujitsu provides global service desk solutions to help enterprises meet their needs for responsive, personalized IT support across locations and time zones. Their service desks offer high-quality, multi-channel support in multiple languages through a standardized platform compliant with ITIL and ISO processes. Fujitsu aims to continuously improve service through their lean "Sense and Respond" philosophy which focuses on eliminating waste and understanding what matters most to customers.
This two-day training provides 14 PDUs and teaches the leadership skills needed for effective project management. Day one focuses on becoming a high-performing team member, improving leadership and communication skills, and identifying tools for project success. Day two covers motivating teams, making good decisions, managing conflict, negotiating, and implementing change. Attendees will learn strategies to effectively lead project teams and increase work productivity.
1. The document discusses improving an organization's customer experience across multiple channels. It highlights that customers now care more about experience than in the past and expect consistency across channels.
2. Seven types of projects are outlined that can improve customer experience, such as listening to feedback, identifying weak points, and designing memorable experiences. Measurement metrics for customer satisfaction, loyalty, and brand are also covered.
3. A strategy for customer experience improvement involves understanding the starting point, setting goals to move above average or stay on top, and looking outside the industry for inspiration. Technologies can help with various project types, though no single vendor dominates.
Westcon is a $4 billion global distributor present in 40 countries with over 60 offices. They are the leading distributor of Avaya, with over 200 Avaya accreditations. Westcon provides onboarding, marketing, sales, pre-sales, training, and logistical support to accelerate the growth of their partners. They have dedicated account management and financial solutions. Partners appreciate Westcon's expertise, support, and ability to help achieve their goals.
Putting customer insight into practice, Peter Gadsdon, Lewisham Councillocalinsight
The document discusses using customer insight to drive service improvement in local government. It provides examples of how one local borough in London used various customer insight methodologies such as interviews, focus groups, and usability testing to better understand customer needs, behaviors, and experiences. They used this insight to redesign services and processes in a way that is more customer-centric. The insight was also used to influence staff culture and achieve buy-in for changes. Case studies describe how customer journey mapping and prototyping led to specific service improvements like reducing homelessness.
This document discusses improving patron experience at arts organizations. It argues that while the performance or show is important, mediocre customer service can negatively impact perceptions of the experience. Good customer service is controllable through hiring and training friendly staff to ensure queries are promptly answered. In contrast, customer reactions to performances are not fully controllable. The document outlines a customer service management cycle and frameworks for understanding customer needs, wants, and experiences in order to improve satisfaction and loyalty.
Dubai Airports is changing its HR strategy to support growth plans and a competitive landscape. It needed to align HR with organizational strategy, resource growth internally, develop skills, and drive accountability. Dubai Airports drivers include funding changes, unprecedented growth, and a dynamic market. The HR journey included reorganizing strategically, engaging employees in vision/mission, embedding values through reward, and creating a sustainable internal rebrand focused on culture change. Metrics show improved engagement, innovation, and being recognized as a top employer and innovator in HR. Customers recognize Dubai Airports through ACI awards.
InteliSpend provides customized prepaid card solutions for businesses through its deep product platform. It can create tailored solutions to exactly match a business's needs, rather than using generic gift cards. InteliSpend has unique network flexibility and its patented DirectSpend technology allows controlling where cards can be redeemed. It also offers top-tier program management to deliver flexible and effective prepaid programs.
InteliSpend provides customized prepaid card solutions for businesses through its deepest product platform. Its patented DirectSpend technology allows customers to control where cards can be used. InteliSpend offers top-tier program management and works with multiple card networks to create the most tailored solutions that meet each customer's unique needs and challenges.
The document provides information about a two-day training on customer experience management to be held on January 25-26, 2010 in Arlington, VA. The training will teach attendees how to define customer experience intent, identify customer wants and needs, understand experience disconnects, engage employees, and utilize metrics to measure experience. Speakers will discuss experience design, execution, and achievement measurement. Attendees include C-level executives, VPs, managers and directors. In-house training and discounts are also available.
The document is an agenda for a two-day training on customer experience management. Day one focuses on understanding the customer experience through mapping touchpoints and objectively assessing the current experience. It also covers generating buy-in for customer experience initiatives. Day two focuses on designing memorable customer experiences, executing the customer experience, and measuring experience achievement through metrics. The training is intended to help organizations improve customer satisfaction, loyalty, and profitability.
Clearworks Customer Experience and UsabilityClearworks
The document discusses customer experience design and putting customers at the center of product strategy, design, and execution. It emphasizes that understanding customer needs, wants, aspirations, and contexts for interactions is critical for success. The customer experience is defined by numerous touchpoints between customers and a company, offerings, and brand. All parts of an organization contribute to the customer experience. Improving the customer experience starts with understanding customer-facing processes, products, and services through process mapping. Direct customer research is important to understand customer goals, intentions, and emotions at each touchpoint. Usability testing is a key part of customer experience design.
Clearworks provides messaging and positioning services to help companies craft compelling messages using customer insights. Their methodology includes reviewing existing materials, conducting secondary research and customer interviews, facilitating workshops, drafting frameworks, and testing messages. Customer research is essential to understand pain points and desired benefits, uncover differentiators, and ensure messaging resonates. Clearworks leverages experience in research and product messaging to quickly develop effective strategies and plans.
This is an example of the 21 Call Center Best Practices that I and my staff designed, developed and deployed to Call Centers. These practices delivered increased focus on the customers, increased agent morale, improved productivity, increased revenue and reduced turn-over. Within this presentation I have only presented the marketing data but we developed procedures, and training materials to go along with all the Call Center Best Practices we deployed globally. See the attached presentation for how all the Best Practices fit together to drive Customer Delight. For additional information please feel to contact Brian Hughes.
The document outlines a plan to improve performance excellence at Jason's Deli. Key focus areas include operational excellence, hospitality, and standardized processes. Strategic targets include increasing customer retention and satisfaction scores. Key performance measures include retention rates, customer satisfaction, cleanliness, and order accuracy. Supporting strategies involve streamlining communication, establishing best practices for operations and training, and creating a customer-focused culture of accountability and continuous improvement.
Oman Customer Service Week conference to be held 1-4 December 2012 in Muscat, Oman. The conference will focus on developing and implementing a customer service culture to improve organizational performance. Top speakers will provide insights on customer service excellence. Pre-conference workshops on 1 December will allow interactive sessions on creating customer connections and identifying value moments in the customer experience. The two-day conference on 2-3 December will include case studies and panels on topics such as delivering world-class customer service, measuring the customer experience, and empowering employees. Post-conference workshops on 4 December will cover achieving customer engagement and building alignment through a common customer service vision. Attendees can learn strategies to raise service standards, increase customer satisfaction and
How UX Strategy can bridge the gap between brand promise and customer reality, presented by Tim Loo, Strategy Director and Partner at Foolproof, Europe's leading experience design company.
The webinar presentation was first broadcast 13 December 2011.
Engaging Employees to Deliver a Branded Customer Experiencecplray
The document discusses engaging employees to deliver a branded customer experience. It outlines that engaging employees requires strategic planning, dialogue and collaboration across functions. It also notes that employee engagement is critical to driving loyalty and business performance as employees are the ones who create memorable customer experiences. The document then provides a five step process for engaging employees which includes: 1) Engaging leadership as role models, 2) Involving key employees, 3) Developing a communications strategy, 4) Aligning the organization around the brand, and 5) Providing the right tools and training.
The document outlines plans to improve employee motivation and development at a company. It proposes developing a strategy to reinforce employee commitment to the company's mission. Specific proposals include improving the work environment, recognizing employee achievements, and implementing a targeted training program for employees and supervisors focused on skills like communication, problem solving, and customer service. The goal is to treat employees as partners rather than just staff by developing their skills and aligning individual goals with the company's objectives.
The document provides information about an upcoming three-day sales management training forum to be held from March 22-24, 2010 in Arlington, VA. The training will provide sessions on developing sales strategy, building a strong sales team, improving customer service, and managing sales performance. Additional information is provided about session topics, speakers, logistics, tuition costs, and registration.
This document provides information about an upcoming three-day sales management training forum hosted by the American Strategic Management Institute (ASMI). The forum will take place from March 17-19, 2010 in Arlington, VA and feature interactive trainings on advanced sales management, building a strong sales team, and customer service excellence. Each day will include sessions on related topics led by industry experts and will offer up to 6 continuing education credits. The document provides details on session topics, logistics, registration, and sponsorship opportunities.
The document announces a 3-day sales management training forum taking place in Arlington, VA featuring sessions on advanced sales management, building a strong sales team, and customer service excellence to help participants improve sales performance and customer relationships through various sales techniques and strategies. Each day covers different topics through interactive trainings and features breakfast, breaks, and lunch. The forum is aimed at sales executives, directors, managers, and other sales professionals.
The document announces a three-day sales management training forum taking place in Arlington, VA, featuring sessions on advanced sales management, building a strong sales team, and customer service excellence, with topics including developing sales strategies, measuring performance, and dealing with difficult customers. Attendees can earn up to 18 CPE credits and the forum is aimed at sales executives, directors, managers, and other sales professionals.
Rob Kleier - "Driving Customer Experience Quality from the Front Line", Part 1HDI Orange County
The document discusses establishing a Customer Quality Environment (CQE) by leveraging existing systems and processes to enhance the customer experience, with the goal of understanding customers and providing the highest levels of satisfaction. It recommends implementing guiding principles like employing a "Fix it Once and Forever" mentality, ensuring full transparency of key metrics, and communicating with clients succinctly and often to drive organizational alignment around customer satisfaction. The challenge is to create a CQE that enhances the customer experience through tweaking existing processes and changing organizational expectations.
This document discusses building a high performance organization through tools, best practices, and mentoring. It provides an overview of key elements like vision, strategy, engagement, implementation, delivery, and measurement. Specific tools are mentioned for tasks like customer lifetime value
This resource guide demonstrates how a well-planned, comprehensive recognition and reward program can energize, empower, and rally employees to be more productive. It also shows how a R&R program can enrich a company culture and effectively align employees with corporate goals and objectives.
Cite Up Ltd is a customer experience company operating in the Caribbean. It helps clients improve customer experience through a three phase process: 1) Discovery to understand customers, 2) Empowerment to train staff to meet customer needs, and 3) Expression to create memorable brand experiences. Cite Up has worked with companies across sectors to enhance their customer service and branding.
This document is an image file without any text content. Therefore, I am unable to provide a meaningful summary in 3 sentences or less based on the information given. The document appears to be an image but I cannot determine the subject or essential details of the image from the file itself.
The document discusses five common workplace legal pitfalls and provides strategies to avoid them. It addresses issues related to employee classification, health and safety litigation, equal employment opportunity laws, social media use, and limiting supervisor liability. For each pitfall, it provides tips such as carefully auditing employee classifications, establishing clear expectations and accountability, asking consistency questions during EEO investigations, defining appropriate social media use policies, and conducting harassment training for supervisors.
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and drive business results. The conference will provide an overview of Lean Six Sigma and the DMAIC process, techniques for selecting and managing Six Sigma projects in IT, and case studies on implementing Six Sigma in IT departments. Sessions will also address change management, integrating Six Sigma with ITIL, and migrating from waterfall to lean development models. Attendees can earn up to 18 CPE credits. The conference will be held in Arlington, VA on September 29-30, 2010.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This 3-day course provides comprehensive exam preparation for the Project Management Professional (PMP)® certification exam. Participants will learn the essential terminology, tools, and techniques to navigate the five process groups and nine knowledge areas of the PMBOK® Guide. The course covers key topics like scope, time, cost, quality and risk management, and communication skills. Participants receive a complimentary copy of the PMBOK® Guide and take practice questions and a full-length mock exam to prepare for the real PMP® exam.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and functions. The conference will provide an overview of Lean Six Sigma and the DMAIC process, discuss specific case studies, and offer a pre-conference certification option. Sessions will address topics such as change management, process transformation, and integrating Six Sigma with other frameworks like ITIL. Attendees will learn techniques for enhancing the quality, efficiency and results of their IT operations through Lean Six Sigma.
This document provides information about a 3-day training course on preparing for the Project Management Professional (PMP) certification exam. The course will cover the key concepts and processes needed to understand the PMP exam, provide sample questions and a practice exam, and help attendees create a personalized study plan. It will be held in Arlington, VA in October 2010. Attendees will learn about the latest PMBOK guide, tips for passing the exam, and how to apply and prepare to take the PMP exam.
This document provides an agenda for a three-day training on implementing a balanced scorecard for government. The training will cover developing a strategy map, identifying key performance measures, building balanced scorecards, setting targets, and creating strategic initiative maps. Attendees will learn best practices for rolling out a balanced scorecard and creating a strategy-focused organization through presentations, exercises and case studies.
This 3-day training event provides government employees with the skills to implement a balanced scorecard performance management system. Attendees will learn how to create strategy maps, develop performance measures, link individual performance plans, and build organizational strategies. The training will cover building scorecards, setting targets, prioritizing initiatives, and communicating results. Attendees can earn 18 continuing education credits, and the training is offered at the Performance Institute in Arlington, VA from October 18-20, 2010.
The document announces an environmental performance summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on measuring and improving environmental performance in government through workshops on developing quality performance measures, performance-based budgeting, and selecting the right performance measures for environmental programs. Featured speakers will discuss renewable energy contributions to environmental sustainability and innovations for utilizing performance measures. Attendees include environmental managers, specialists, researchers, and sustainability coordinators.
The document describes a Lean Six Sigma Yellow Belt certification course that will teach participants to apply Six Sigma tools and the DMAIC process to solve organizational challenges and improve processes. The 2-day course will cover Six Sigma concepts and methods, process mapping, project management, and tools for defining problems, measuring performance, analyzing causes of defects, improving processes, and controlling gains. Attendees will learn techniques to support continuous improvement through team problem solving and complete a work-related project.
The document announces an upcoming training event on auditing and evaluating government program performance held from September 27-30, 2010 in Arlington, VA. The event features two interactive courses on performance auditing and program evaluation. Performance auditing focuses on achieving maximum impact through relevant program measures and improving program objectives. Program evaluation teaches how to determine if a program is accomplishing its intended outcomes and how to build an evaluation system. Attendees will learn how to use performance information to drive decision making and capture accurate data to prove government programs are achieving their goals.
The document announces an upcoming training event on auditing and evaluating government program performance held from September 27-30, 2010 in Arlington, VA. The event features two interactive courses on performance auditing and program evaluation, with the goal of helping participants use performance information to drive decision making and prove that government programs are achieving intended outcomes. The performance auditing course will cover creating successful auditing strategies, developing relevant program measures, and learning how to improve program objectives. The program evaluation course will teach how to determine if a program is accomplishing its goals and how to build an evaluation system within an organization.
The document describes two interactive courses on performance auditing and program evaluation taking place from September 27-30, 2010 in Arlington, VA. The performance auditing course will focus on creating strategies to improve performance auditing and developing relevant program measures. The program evaluation course will teach how to determine if a program is achieving its intended outcomes and how to build an evaluation system. The courses will provide techniques for using performance data to drive decision making, assessing risks and vulnerabilities, developing audit objectives, and selecting appropriate data collection and analysis methods. Attendees include government auditors, inspectors general, program managers, and other professionals.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
This document provides information about a two-day conference on applying Lean Six Sigma methodology to improve IT processes and functions. The conference will provide an overview of Lean Six Sigma and the DMAIC process, discuss specific case studies, and offer a pre-conference certification option. Sessions will address topics such as change management, process transformation, innovation, and combining Six Sigma with the ITIL framework. Attendees include IT professionals seeking to enhance quality, efficiency and results. CPE credits are offered.
This document provides an agenda and information for the "Budgeting and Forecasting Conference 2010" event being held from September 13-15, 2010 in San Diego, CA. The agenda outlines keynote speeches and sessions on each day that will discuss implementing tools for budgeting and forecasting, utilizing balanced scorecard techniques, developing rolling forecasts, and identifying key business drivers to improve forecasts. A post-conference workshop on September 15th will focus on modeling and forecasting key business drivers. The document provides information on registration, CPE credits, hotel accommodations, and pricing for the conference and workshop.
The document provides information about a conference on implementing balanced scorecards effectively that will take place from August 23-25, 2010 in Washington DC. The conference will include workshops on the first day covering balanced scorecard fundamentals and using business intelligence to enable strategy-aligned scorecards. Day two will focus on developing key measures and cascading scorecards throughout an organization. Speakers will provide guidance on topics such as change management, strategy mapping, monitoring performance, and motivating employees. Attendees include CEOs, CFOs, and other executives seeking to transform strategy into action using balanced scorecards.
This document provides information about a 5-day training seminar on project management titled "Project Management for Results". The seminar will be held from October 4-8, 2010 in Arlington, VA and offers 35 PDUs and 30 CPE credits. Over the 5 days, participants will learn about project initiation, planning, execution, closing, tracking projects, using earned value management tools, understanding the project life cycle, developing estimates and schedules, and more. The seminar is aimed at project managers, program managers, procurement managers, IT specialists, and others involved in project management. Attending the seminar will help professionals bring projects from initiation to execution, develop performance measurements, understand factors for improving troubled projects, and prepare
1. Maximize the Customer
Experience to Improve
Customer Satisfaction,
Loyalty and Profitability
August 9–10, 2010
Atlanta, GA
Customer Experience
Management Training 2010
Learn How to Design a Performance-Driven and Memorable Customer Experience
YOU WILL LEARN TO: Develop a
DEFINE YOUR CUSTOMER EXPERIENCE INTENT
Purposeful,
Identify the customer’s wants and needs to design your approach towards
enhanced customer experience and improved profits Deliberate and
UNDERSTAND “EXPERIENCE DISCONNECTS” FROM THE CUSTOMER PERSPECTIVE Measurable
Learn how poor experiences influence customer satisfaction and ways to avoid
under-delivering on consumer expectations Customer
LEARN HOW TO ENGAGE EMPLOYEES IN EXPERIENCE CREATION AND DELIVERY Experience
Enable employees to work towards creating memorable customer experiences
UTILIZE KEY METRICS TO MONITOR AND MEASURE CUSTOMER EXPERIENCE
Incorporate customer and employee performance metrics into your existing performance
management system for improved results
www.ASMIweb.com/Customer
2. DAY ONE
Monday, August 9, 2010
CUSTOMER EXPERIENCE MANAGEMENT TRAINING 2010
WHO should attend: 8:00
Registration and Continental Breakfast
All C-Level, VP’s, Managers 9:00
and Directors of: BE PROACTIVE WITH THE CUSTOMER EXPERIENCE
Build a business case for enhancing customer experience
Customer Experience
Integrate experience into product design
Customer Service, Identify and communicate the ROI of the computer experience
Care and Support
10:15
Customer Loyalty,
Satisfaction and Retention Break and Refreshments
Training and Development 10:30
LIVE YOUR CUSTOMER’S EXPERIENCE TODAY
Strategy and Development
Determine your current customer touch points
Communications
Understand touch point transactions
Operations Map the current state experience
Technical Support 12:00
Sales Lunch Break
1:00
ANALYZE THE CUSTOMER EXPERIENCE
Objectively assess the current customer experience
Place yourself in the mind set of the customer
Utilize customer data and determine new methods of
generating customer profiles
2:15
Break and Refreshments
2:30
ENABLE THE CUSTOMER EXPERIENCE
Integrate the human factor in enabling and promoting
the customer experience
Educate employees on the value of the customer experience
and engage them to act
Build a supportive reward and recognition system
4:30
Day One Adjourns
2
3. DAY TWO
Tuesday, August 10, 2010
CUSTOMER EXPERIENCE MANAGEMENT TRAINING 2010
8:30 TOP five reasons
Continental Breakfast
to attend:
9:00
1
DESIGN THE CUSTOMER EXPERIENCE Sell the value great
Recognize the difference between physical and emotional customer experience
experience design has on profitability
Segment experiences by customer types and customer values
Prioritize touch point experiences and avoid technology traps
Measure the ROI of
10:15
Break and Refreshments
10:30
2
enhancing the customer
experience in both
products and services
USE A HANDS-ON APPROACH TO CUSTOMER EXPERIENCE
3
Integrate the customer
Take the knowledge learned so far and apply it using a experience into product
hands-on approach design and marketing
Create your own experience design
Set experience standards along the way
Develop employee
12:00
Lunch Break
1:00
4
performance metrics
into existing performance
management initiatives
EXECUTE THE CUSTOMER EXPERIENCE Engage employees on
5
Generate buy-in from the executive suite down to the shop floor the value of the customer
Communicate the need for a memorable customer experience experience with a reward
with your employees
and recognition system
Maintain focus and engagement through the customer
experience process
2:45
Break and Refreshments
2:30
MEASURE EXPERIENCE ACHIEVEMENT
Set experience performance metrics for the customer and the employee
Refer to Balanced Scorecards and performance monitoring systems to
track measures and metrics
Utilize historical data to improve your customer experience
4:30
Day Two Adjourns
3
4. About the Speaker
CUSTOMER EXPERIENCE MANAGEMENT TRAINING 2010
SPONSORSHIP Roy A. Barnes
Opportunities: Former Senior Vice-President
– Customer Experience and
As a conference and training Development, Marriott Vacation
Club International, Principal– Blue
provider, The Performance
Space Consulting
Institute is an expert in bringing
together leaders to share Mr. Barnes is currently head of Blue Space
and discuss best practices Consulting, an Orlando-based consulting firm
and innovations. We connect specializing in strategic planning, customer
experience design and change management.
decision-makers with respected
solution providers. As the former Senior Vice-President for Customer Experience and
Development with Marriott, Roy was responsible for global strategic
management and customer vacation experience strategy for Marriott
Vacation Club International (MVCI), the leisure/vacation ownership division
The Institute offers four of Marriott International.
different pre-designed
sponsorship packages: A twenty year veteran of the hospitality business, Roy led successful efforts
both within Marriott International and MVCI to improve operations and
process management and performance accountability at all organizational
Event Co-Sponsor
levels. He co-directed efforts at Marriott International on Sales 2000, a
Session Sponsor top to bottom restructuring of the Sales and Marketing effort as well
as leading the process re-engineering work with MVCI’s Customer
Luncheon Sponsor Relationship Management effort,
Exhibit Booth Sponsor
Mr. Barnes is well acquainted with all aspects of the organizational
challenges of customer focused business transformation.
For more information on
sponsorships or to get started,
contact Meredith Mason at
202-739-9707 or
Meredith.Mason@
PerformanceInstitute.org
4
5. In-House Training
CUSTOMER EXPERIENCE MANAGEMENT TRAINING 2010
One of the more popular vehicles for accessing the Institute’s educational offerings is the delivery of on-site
trainings and management facilitations. Bringing a training or facilitation in-house gives you the opportunity
to customize a program that addresses your exact challenges and provides a more personal learning
experience, while virtually eliminating travel expenses. Whether you require training for a small group or for an
organizational-wide initiative, the advanced learning methods employed by the Institute will create an intimate
training atmosphere that maximizes knowledge transfer to enhance the talent within your organization.
CUSTOMIZATION
We realize that not all obstacles can be overcome by applying an “off-the-shelf” solution. While many training
providers will offer you some variation of their standard training, the Institute’s subject matter experts will work
with you and your team to examine your programs and determine your exact areas of need. The identification
of real life examples will create a learning atmosphere that resonates with participants while at the same time
providing immediate return on your training investment. Using interactive exercises that employ actual projects
or scenarios from your organization, instructors can address specific challenges and align the curriculum of each
session to your objectives. While the majority of on-site trainings are focused on smaller groups, the Institute also
has the ability to accommodate organizational-wide training initiatives. Utilizing multiple instructors, the Institute
has the capacity to deliver courses to groups of up to 300 participants per day.
AREAS OF EXPERTISE
On-site delivery of single courses, certification programs and entire packages of
specialized courses are available in the following areas:
Strategic Planning Performance Reporting
Project Management Program Evaluation
Lean Six Sigma Administrative Management
Workforce Management Change Management
Budgeting and Forecasting Balanced Scorecard
Contracting
For more information about in-house training options available to you please contact
Jennifer Mueller at 202-739-9619 or email her at Jennifer.Mueller@PerformanceInstutite.org
5
6. Logistics & Registration
CUSTOMER EXPERIENCE MANAGEMENT TRAINING 2010
VENUE AND HOTEL: QUALITY ASSURANCE
Customer Experience Management Training 2010 will ASMI strives to provide you with the most productive
be held at The Westin Buckhead Atlanta. A continental and effective educational experience possible. If after
breakfast, lunch, and refreshments will be provided each completing the course you feel there is some way we can
day of the event. improve, please write your comments on the evaluation form
provided upon your arrival. Should you feel dissatisfied with
Conference Address:
your learning experience and wish to request a credit or
The Westin Buckhead Atlanta
refund, please submit it in writing no later than 10 business
3391 Peachtree Road, NE
days after the end of the training to: ASMI: Corporate
Atlanta, GA 30326
Headquarters; 805 15th Street NW, 3rd Floor; Washington,
(877)992-9521 D.C. 20005
A limited number of rooms have been reserved at The
Westin Buckhead Atlanta at the prevailing rate of $169.00 Note: As speakers are confirmed six months before the
until July 8, 2009. Please call the hotel directly and event, some speaker changes or topic changes may occur in
reference code “Customer Experience” when making the program. ASMI is not responsible for speaker changes,
reservations to get the discounted rate. but will work to ensure a comparable speaker is located to
participate in the program.
TUITION
If for any reason ASMI decides to cancel this conference,
The tuition rate for attending the Customer Experience ASMI accepts no responsibility for covering airfare, hotel
Management Training 2010 is as follows: or other costs incurred by registrants, including delegates,
Rates Early Bird* Regular Rate sponsors and guests.
Conference *1299 $1399 DISCOUNTS AND PAYMENT
* For the Early Bird Rate, please register by May 31, 2010. • All ‘Early Bird’ Discounts must require payment at time of
registration and before the cut-off date in order to receive any
discount.
GROUP DISCOUNTS • Any discounts offered whether by ASMI (including team
discounts) must also require payment at the time of registration.
For more information on group discounts for Customer
• All discount offers cannot be combined with any other offer.
Experience Management Training 2010 please contact
• Discounts cannot be applied retroactively
Dave Yerks at 760-637-5045 or email him at
David.Yerks@ASMIweb.com
Payment must be secured prior to the conference. If
payment is not received by the conference start date, a
method of payment must be presented at the time of
registration in order to guarantee your participation
at the event.
6
7. Logistics & Registration
CUSTOMER EXPERIENCE MANAGEMENT TRAINING 2010
to register
Call Fax this Form to Visit
877-992-9522 866-234-0680 www.ASMIweb.com/Customer
Registration Form
Yes! Register me for Customer Experience Management Training 2010
Please call me. I am interested in a special Group Discount for my team
Delegate Information
Name Title
Organization Dept.
Address
City State Zip
Telephone Fax Email
Payment Information:
Check Purchase Order / Training Form Credit Card
Credit Card Number Expiration Date Verification no.
Name on Card Billing Zip
Please make checks payable to: The Performance Institute
CANCELLATION POLICY: ASMI will provide a full refund less a $399 administration fee for cancellations requested four weeks prior
to the event start date unless cancellation occurs within two weeks prior to the event start date. If a cancellation is requested less than
two weeks prior to the event start date, no refund will be issued. Registrants who fail to attend and do not cancel prior to the event
will be charged the entire registration fee. All cancellations must be requested through the cancellation link found in your attendance
confirmation email. Please note that cancellation is not final until you receive a cancellation confirmation email.
I have read and accepted the Cancellation Policy above.
ACKNOWLEDGED AND AGREED
By: __________________________________________________________________________________________ Date: _______________________
Priority Code: B317-WEB
7
8. ASMI’s vision
In this challenging economic landscape, organizations must develop and execute innovative
strategies to survive and thrive. Performance and process improvement methodologies give
managers the tools they need to run leaner, more efficient businesses. The mission of the
American Strategic Management Institute (ASMI) is to connect business leaders with best-in-
class practices and training to address management challenges and improve results. ASMI has
grown into one of the nation’s most innovative training providers, combining market research
and industry insight to deliver experiences and tools to inspire leaders and grow businesses.
Through virtual sessions, national summits, training programs and consulting services, ASMI
brings together leaders to share insights, ideas and actions to transform organizations.
Areas of Focus:
Performance Management: Using business analytics to drive strategy
Process Improvement: Leaning processes for efficiency and quality improvement
Financial Management: Budgeting and forecasting for better decision-making
Project Management: Managing projects to deliver results on time, within scope and in budget
Leadership Development: Building leadership skills to manage in times of change and conflict
Services:
Virtual Training Briefings 90-minute training sessions for the latest tools and
techniques to deliver results.
National Summits National events allowing business leaders to share
best practices and strategies for success.
Training Programs Methodology-based training modules in management
competencies, offered publicly or custom-designed for your organization.
Consulting Services Field experts who can bring bold change to
your workforce, planning processes.
ASMI Corporate Headquarters
805 15th Street, NW, 3rd Floor
Washington, DC 20005
Ph: 877-992-9522 Fax: 866-234-0680
www.ASMIweb.com