This document summarizes a webinar presented by Ron Pickett on customer service for lab managers. The webinar covered trends in customer service, including anticipating customer needs, personalized service, and the impact of the internet. It discussed how concepts from top customer-focused companies can be applied in labs, including focusing on internal and external customers. The webinar also addressed bringing customer service principles to labs and overcoming challenges to organizational change.
Customer Insight Findand Keepthe Customers You WantAnil Kumar
This document discusses how companies can improve customer acquisition and retention by developing stronger insights into their customers. While many companies have invested in CRM systems, capabilities for generating and acting on customer insights are still lacking. The document examines how a single customer view can provide a more complete understanding of customers. It also provides examples of companies that have improved marketing, sales, service and operational effectiveness by developing robust customer insight capabilities, including a country's postal service. Overall, the key message is that deep customer understanding is needed to build loyal, profitable customer relationships.
1) Superior customer service is critical for high-tech companies to ensure repeat business and loyalty, but many companies overestimate how satisfied their customers are with the service.
2) Research shows that customers who have an extremely high satisfaction experience are nearly 300% more loyal than those with average satisfaction and those with average satisfaction are unlikely to purchase from the provider again.
3) There is a large disparity between how companies perceive their customer service capabilities and customer satisfaction, with customers generally being more angry and seeking alternative providers.
The Perfect Call2006 Customer Service Survey ReportAnil Kumar
The survey found that customers still strongly prefer personal customer service interactions over technology-based options. Most respondents were satisfied with in-person service and phone support with a live representative. While email was also popular, automated phone systems and online chat were less satisfactory. The human touch in customer service remains important. Additionally, having a knowledgeable representative who can resolve all issues without transfers was cited as a key priority. Customers are frustrated by long hold times, repeating information, and representatives lacking answers or trying to sell additional products. Poor customer service has led many to switch providers in various industries.
Engaging connected shoppers armed with virtually unlimited technology requires updated loyalty practices that reflect individual preferences, affinities, and interactions. This presentation discusses the state of loyalty today as well as tips for developing programs that lead to loyalty-building engagement.
The document discusses how social media is becoming an important customer service channel and how companies can integrate social media into their CRM. It provides examples of how the Buzzient social CRM platform allows companies to monitor social media for mentions, respond to customer issues, track responses in CRM, and analyze social media sentiment. Integrating social media helps improve the customer experience and drive greater customer loyalty and advocacy.
Verde is a market research consultancy that has been in the industry for over 17 years, with strong experience in numerous therapeutic areas and a client base that includes numerous global pharma clients. Clients hire Verde to solve for specific business issues: Increasing market share, gaining insights into the marketplace for product launch, sales force effectiveness, etc. Our methodologies provide clients with a holistic and granular view of the relationships customer facing employees (reps, reimbursement specialists, etc.) have with key stakeholders, but also an understanding of competitors’ relationships with those same stakeholders so that competitive advantages can be realized.
www.verdegroup.com
This document discusses the importance of human touch in customer service. It provides examples showing that customers remember interactions based on how human they felt they were treated, not just product or price. The document advocates treating the development of human touch as a science with key aspects being high-order human communication, consistent processes across the organization, and technology that enhances rather than reduces humanness. It shows that consistent human touch can increase customer satisfaction, loyalty, and significantly impact financial results.
Conexus is a South African company that specializes in customer relationship management, customer experience feedback, and contact center management. They have extensive experience running both inbound and outbound contact centers. Conexus works with Synovate, a global market research firm, to provide integrated customer experience and voice of the customer programs using various online survey and reporting tools. They aim to help clients better understand their customers to improve experiences and build strong, long-lasting relationships.
Customer Insight Findand Keepthe Customers You WantAnil Kumar
This document discusses how companies can improve customer acquisition and retention by developing stronger insights into their customers. While many companies have invested in CRM systems, capabilities for generating and acting on customer insights are still lacking. The document examines how a single customer view can provide a more complete understanding of customers. It also provides examples of companies that have improved marketing, sales, service and operational effectiveness by developing robust customer insight capabilities, including a country's postal service. Overall, the key message is that deep customer understanding is needed to build loyal, profitable customer relationships.
1) Superior customer service is critical for high-tech companies to ensure repeat business and loyalty, but many companies overestimate how satisfied their customers are with the service.
2) Research shows that customers who have an extremely high satisfaction experience are nearly 300% more loyal than those with average satisfaction and those with average satisfaction are unlikely to purchase from the provider again.
3) There is a large disparity between how companies perceive their customer service capabilities and customer satisfaction, with customers generally being more angry and seeking alternative providers.
The Perfect Call2006 Customer Service Survey ReportAnil Kumar
The survey found that customers still strongly prefer personal customer service interactions over technology-based options. Most respondents were satisfied with in-person service and phone support with a live representative. While email was also popular, automated phone systems and online chat were less satisfactory. The human touch in customer service remains important. Additionally, having a knowledgeable representative who can resolve all issues without transfers was cited as a key priority. Customers are frustrated by long hold times, repeating information, and representatives lacking answers or trying to sell additional products. Poor customer service has led many to switch providers in various industries.
Engaging connected shoppers armed with virtually unlimited technology requires updated loyalty practices that reflect individual preferences, affinities, and interactions. This presentation discusses the state of loyalty today as well as tips for developing programs that lead to loyalty-building engagement.
The document discusses how social media is becoming an important customer service channel and how companies can integrate social media into their CRM. It provides examples of how the Buzzient social CRM platform allows companies to monitor social media for mentions, respond to customer issues, track responses in CRM, and analyze social media sentiment. Integrating social media helps improve the customer experience and drive greater customer loyalty and advocacy.
Verde is a market research consultancy that has been in the industry for over 17 years, with strong experience in numerous therapeutic areas and a client base that includes numerous global pharma clients. Clients hire Verde to solve for specific business issues: Increasing market share, gaining insights into the marketplace for product launch, sales force effectiveness, etc. Our methodologies provide clients with a holistic and granular view of the relationships customer facing employees (reps, reimbursement specialists, etc.) have with key stakeholders, but also an understanding of competitors’ relationships with those same stakeholders so that competitive advantages can be realized.
www.verdegroup.com
This document discusses the importance of human touch in customer service. It provides examples showing that customers remember interactions based on how human they felt they were treated, not just product or price. The document advocates treating the development of human touch as a science with key aspects being high-order human communication, consistent processes across the organization, and technology that enhances rather than reduces humanness. It shows that consistent human touch can increase customer satisfaction, loyalty, and significantly impact financial results.
Conexus is a South African company that specializes in customer relationship management, customer experience feedback, and contact center management. They have extensive experience running both inbound and outbound contact centers. Conexus works with Synovate, a global market research firm, to provide integrated customer experience and voice of the customer programs using various online survey and reporting tools. They aim to help clients better understand their customers to improve experiences and build strong, long-lasting relationships.
Make money with big data by organizing your company around your customers. I presented this deck at the Cybera Big Data #cybersummit 2012 in Banff, Canada. In it, I talk about customer loyalty, how to use driver and linkage analysis to sort out both what's important to your customers and what will drive sustainable revenue for your business. Case studies include a SaaS software company, and U.S. Hospital patient experience data based on HCAHPS patient surveys from 4,610 health care facilities nationwide.
Boston Presentation Mdi Rodes May 12th Finalpeterrodes
This document discusses how health insurance companies can improve their sales processes in preparation for healthcare reform. It outlines common gaps in sales processes, such as a lack of coordination between sales and marketing. It then provides recommendations to address these gaps, including lead scoring, multi-touch lead nurturing, and rigorous data reporting. Implementing the recommendations could increase conversion rates by 2-5% and generate over $3.1 million in additional revenue.
Strategic Management- New Music Venue in Bridgewater, MABCronin2
This Powerpoint presentation is the work of Patrick McHugo, student at Bridgewater State University, along with myself, Brendan Cronin. McHugo and I presented this slideshow in our Strategic Management course, to show the steps in the corporate decision-making process.
While the details in this document are specific to this music venue idea, the process can be used in determining whether or not to start up any kind of business. This includes: Thorough Environmental Scanning, Strategy Formulation, and Strategy Implementation. If this were an existing business or evaluation criteria were in place, there would also be Strategy Evaluation.
This slideshow shows, in detail, the specific charts & steps in making any large, strategic decision.
*While I do claim ownership to the Excel-generated diagrams in this slideshow, I do not claim ownership to the other images found in this presentation.
Closing rates for new vehicle sales in Canada average 32%, ranging from 20-42% by brand. However, focusing only on closing rates risks overlooking customer satisfaction, as research shows satisfaction declines as closing rates rise. Specifically, dealers who rush the vehicle delivery process in order to make more sales achieve lower customer loyalty and return rates for service. Prioritizing customer experience during the entire dealership relationship, including delivery, leads to higher customer retention and long-term value for dealerships.
Accenture 2009 Global Consumer Satisfaction ReportTRG
This document summarizes key findings from Accenture's 2009 global consumer satisfaction survey. The survey found that customer expectations and demands are higher than ever, while many companies are not keeping pace, resulting in increased switching between providers. Younger consumers have even higher expectations and are more likely to switch providers due to poor service. The document recommends that companies differentiate their customer service experiences based on individual customer segments and value to improve satisfaction and performance.
Interactive White Paper Webcast: Increase content marketing effectivenessAlinean, Inc.
White papers remain the most important content to help buyers make purchase decisions – helping buyers to understand opportunities, understand solution options and understand the competitive differences of your solution vs. others.
However, in today's world of information overload, white paper download rates have declined, and your investment in traditional white paper marketing campaigns is not as effective as it used to be.
Customer Experience Self-assessment: Belgian Benchmark 2010Geert Martens
What is customer experience? Why have most market leaders been investing in customer experience? How have they aligned their organization to consistently deliver a deliberate customer experience? The "Naïve-to-Natural" model is a maturity assessment that shows organizations to what extent they are capable of delivering a customer experience. This presentation includes a Belgian benchmark study.
A utility company wanted to measure customer satisfaction to improve operations. They surveyed customers about importance and satisfaction of various touchpoints. Results showed moderately high overall satisfaction but lower satisfaction with customer service representatives. Addressing issues with representatives, response times, and knowledge could improve loyalty and reduce defections. This informed contract negotiations with an outsourced provider, resulting in operational changes and $400,000 annual savings.
Sweet Sensors describes small, inexpensive diagnostic devices that can detect a variety of biological markers through quantitative tests adapted to many targets, including recreational drugs, heavy metals, toxins, bacteria, viruses, pharmaceuticals, and environmental and food safety hazards. The devices are described as having small form factors and being able to detect targets through adaptable tests in a quantitative manner.
The document discusses managing the customer experience across different touchpoints. It notes that influencing a customer to consider a purchase happens through channels like advertising, word of mouth, direct mail, and social media. Moving a customer from consideration to purchase occurs through direct sales, physical stores, contact centers, and social media. After a sale, leveraging touchpoints like installation, customer service, warranties, surveys, maintenance, upgrades, and portfolio can improve the customer experience and brand. The key is managing all these touchpoints effectively across the customer journey from pre-purchase to post-purchase.
The document discusses reducing costs through automation, error control, and optimizing operations. It outlines challenges to cost reduction and industry trends showing opportunities in digital printing, variable data, and print outsourcing. The presentation proposes that the company can help assess needs, implement solutions, produce quality output, and continuously optimize processes to reduce costs over time.
Ruth Stevens and Bernice Grossman analyzed the relative quality of prospecting databases available to B-to-B marketers. Based on research in 2010 on compiled data, with 5 vendors participating (Demandbase, D&B, Infogroup, Jigsaw and Netprospex), and in 2011 on response data, with 3 vendors (Infogroup, Mardev DM2 and Worldata), we also offer tips on how to pre-test vendor options and make sensible vendor selection decisions.
This document discusses customer engagement and provides a pragmatic approach for measuring customer engagement at the Bolton Group. It introduces customer engagement modeling, which assigns weighted values to customer actions like website visits, coupon printing, and social media interactions. These interactions are tracked in a customer database to calculate a customer engagement score. Calculating engagement scores allows companies to better understand customer preferences and target communications more personally.
This document summarizes a presentation about developing a strategic relationship with a banking advisor. It defines a strategic advisor as someone who offers industry expertise, solutions, and acts as an extension of the treasury team. An effective advisor can help with business strategy, competitive intelligence, and leveraging their resources. The presentation outlines how to evaluate a banking relationship, look for "yellow flags", and use tools like service level agreements to maintain a productive partnership. It emphasizes regular communication and understanding each other's needs to develop a mutually beneficial win-win relationship.
The document summarizes several Power BI dashboards and reports created to solve business problems:
1) A PowerPivot dashboard combining data from multiple sources to decrease monthly reporting costs for marketing campaign analysis.
2) A PowerPivot tool applying selection criteria to multiple data sources, delivering partner segmentation for 5% of prior costs.
3) A SQL and Reporting Services solution automating monthly reporting from 3 weeks to 3 days with better data.
The document discusses real-time speech analytics and multi-channel analytics technologies. It explains that real-time speech analytics allows analysis of audio conversations as they occur, identification of important events, and triggering of guidance or alerts. Multi-channel analytics involves analyzing interactions from multiple channels like phone, web, email, but does not provide a holistic view across channels like cross-channel analytics does. The document also outlines use cases for how these technologies can help with revenue growth, customer satisfaction, and operational efficiency.
In this presentation, Bob Hayes delivers an overview of his upcoming ebook "TCE - Total Customer Experience: Building Business Through Customer-Centric Measurement and Analytics." How can companies gain deeper customer insights to help them improve the customer experience and increase customer loyalty?
Download the full report here: http://bit.ly/2tmiJgS
For a copy sent directly to you, email us at info@ccwdigital.com
You’re investing in the customer experience. But is the experience you’re creating the one your customers actually want? Our CCW Digital Executive Report on the Customer Experience will answer that question.
CCW Digital surveyed everyday consumers about what they demand when it comes to the customer experience.
Some questions answered in this report:
- How many bad experiences will make a customer switch to a competitor?
- Will customers really pay more for a good experience?
- What are customers’ Top 5 demands when interacting with a business?
- What factors prevent businesses from meeting those demands?
- What are the most common customer complaints?
- How well do businesses respond to customer feedback?
- How do customers really feel about calling for customer service?
Get the report: http://bit.ly/2tmiJgS
This document summarizes a keynote presentation discussing the increasingly difficult operating environment for social housing providers in the UK. It notes challenges such as the housing supply crisis, economic pressures like rent cuts and the need for continued efficiency, and changing customer expectations. The presentation discusses how providers' business plans are becoming more market-facing while some difficult questions around risk, stress testing, and effective regulation remain. It also examines sector forecasts around demand for social housing and pressures on social rents. Overall, the document outlines the complex challenges facing UK social housing providers and uncertainties around how best to address these issues going forward.
- Companies are throwing resources at customer experience innovation in an attempt to differentiate themselves, but most are not achieving meaningful innovation. They copy competitors or rely on new technologies without understanding customer needs.
- True innovation requires solving real customer problems and aligning innovations with business models and brands to ensure relevance and longevity. Successful innovations encompass customer needs, business impacts, and brand attributes.
- To innovate successfully, companies must ground their efforts in customer understanding, rigorously design new experiences, and strategically measure business outcomes rather than blindly following competitors or technology trends.
Make money with big data by organizing your company around your customers. I presented this deck at the Cybera Big Data #cybersummit 2012 in Banff, Canada. In it, I talk about customer loyalty, how to use driver and linkage analysis to sort out both what's important to your customers and what will drive sustainable revenue for your business. Case studies include a SaaS software company, and U.S. Hospital patient experience data based on HCAHPS patient surveys from 4,610 health care facilities nationwide.
Boston Presentation Mdi Rodes May 12th Finalpeterrodes
This document discusses how health insurance companies can improve their sales processes in preparation for healthcare reform. It outlines common gaps in sales processes, such as a lack of coordination between sales and marketing. It then provides recommendations to address these gaps, including lead scoring, multi-touch lead nurturing, and rigorous data reporting. Implementing the recommendations could increase conversion rates by 2-5% and generate over $3.1 million in additional revenue.
Strategic Management- New Music Venue in Bridgewater, MABCronin2
This Powerpoint presentation is the work of Patrick McHugo, student at Bridgewater State University, along with myself, Brendan Cronin. McHugo and I presented this slideshow in our Strategic Management course, to show the steps in the corporate decision-making process.
While the details in this document are specific to this music venue idea, the process can be used in determining whether or not to start up any kind of business. This includes: Thorough Environmental Scanning, Strategy Formulation, and Strategy Implementation. If this were an existing business or evaluation criteria were in place, there would also be Strategy Evaluation.
This slideshow shows, in detail, the specific charts & steps in making any large, strategic decision.
*While I do claim ownership to the Excel-generated diagrams in this slideshow, I do not claim ownership to the other images found in this presentation.
Closing rates for new vehicle sales in Canada average 32%, ranging from 20-42% by brand. However, focusing only on closing rates risks overlooking customer satisfaction, as research shows satisfaction declines as closing rates rise. Specifically, dealers who rush the vehicle delivery process in order to make more sales achieve lower customer loyalty and return rates for service. Prioritizing customer experience during the entire dealership relationship, including delivery, leads to higher customer retention and long-term value for dealerships.
Accenture 2009 Global Consumer Satisfaction ReportTRG
This document summarizes key findings from Accenture's 2009 global consumer satisfaction survey. The survey found that customer expectations and demands are higher than ever, while many companies are not keeping pace, resulting in increased switching between providers. Younger consumers have even higher expectations and are more likely to switch providers due to poor service. The document recommends that companies differentiate their customer service experiences based on individual customer segments and value to improve satisfaction and performance.
Interactive White Paper Webcast: Increase content marketing effectivenessAlinean, Inc.
White papers remain the most important content to help buyers make purchase decisions – helping buyers to understand opportunities, understand solution options and understand the competitive differences of your solution vs. others.
However, in today's world of information overload, white paper download rates have declined, and your investment in traditional white paper marketing campaigns is not as effective as it used to be.
Customer Experience Self-assessment: Belgian Benchmark 2010Geert Martens
What is customer experience? Why have most market leaders been investing in customer experience? How have they aligned their organization to consistently deliver a deliberate customer experience? The "Naïve-to-Natural" model is a maturity assessment that shows organizations to what extent they are capable of delivering a customer experience. This presentation includes a Belgian benchmark study.
A utility company wanted to measure customer satisfaction to improve operations. They surveyed customers about importance and satisfaction of various touchpoints. Results showed moderately high overall satisfaction but lower satisfaction with customer service representatives. Addressing issues with representatives, response times, and knowledge could improve loyalty and reduce defections. This informed contract negotiations with an outsourced provider, resulting in operational changes and $400,000 annual savings.
Sweet Sensors describes small, inexpensive diagnostic devices that can detect a variety of biological markers through quantitative tests adapted to many targets, including recreational drugs, heavy metals, toxins, bacteria, viruses, pharmaceuticals, and environmental and food safety hazards. The devices are described as having small form factors and being able to detect targets through adaptable tests in a quantitative manner.
The document discusses managing the customer experience across different touchpoints. It notes that influencing a customer to consider a purchase happens through channels like advertising, word of mouth, direct mail, and social media. Moving a customer from consideration to purchase occurs through direct sales, physical stores, contact centers, and social media. After a sale, leveraging touchpoints like installation, customer service, warranties, surveys, maintenance, upgrades, and portfolio can improve the customer experience and brand. The key is managing all these touchpoints effectively across the customer journey from pre-purchase to post-purchase.
The document discusses reducing costs through automation, error control, and optimizing operations. It outlines challenges to cost reduction and industry trends showing opportunities in digital printing, variable data, and print outsourcing. The presentation proposes that the company can help assess needs, implement solutions, produce quality output, and continuously optimize processes to reduce costs over time.
Ruth Stevens and Bernice Grossman analyzed the relative quality of prospecting databases available to B-to-B marketers. Based on research in 2010 on compiled data, with 5 vendors participating (Demandbase, D&B, Infogroup, Jigsaw and Netprospex), and in 2011 on response data, with 3 vendors (Infogroup, Mardev DM2 and Worldata), we also offer tips on how to pre-test vendor options and make sensible vendor selection decisions.
This document discusses customer engagement and provides a pragmatic approach for measuring customer engagement at the Bolton Group. It introduces customer engagement modeling, which assigns weighted values to customer actions like website visits, coupon printing, and social media interactions. These interactions are tracked in a customer database to calculate a customer engagement score. Calculating engagement scores allows companies to better understand customer preferences and target communications more personally.
This document summarizes a presentation about developing a strategic relationship with a banking advisor. It defines a strategic advisor as someone who offers industry expertise, solutions, and acts as an extension of the treasury team. An effective advisor can help with business strategy, competitive intelligence, and leveraging their resources. The presentation outlines how to evaluate a banking relationship, look for "yellow flags", and use tools like service level agreements to maintain a productive partnership. It emphasizes regular communication and understanding each other's needs to develop a mutually beneficial win-win relationship.
The document summarizes several Power BI dashboards and reports created to solve business problems:
1) A PowerPivot dashboard combining data from multiple sources to decrease monthly reporting costs for marketing campaign analysis.
2) A PowerPivot tool applying selection criteria to multiple data sources, delivering partner segmentation for 5% of prior costs.
3) A SQL and Reporting Services solution automating monthly reporting from 3 weeks to 3 days with better data.
The document discusses real-time speech analytics and multi-channel analytics technologies. It explains that real-time speech analytics allows analysis of audio conversations as they occur, identification of important events, and triggering of guidance or alerts. Multi-channel analytics involves analyzing interactions from multiple channels like phone, web, email, but does not provide a holistic view across channels like cross-channel analytics does. The document also outlines use cases for how these technologies can help with revenue growth, customer satisfaction, and operational efficiency.
In this presentation, Bob Hayes delivers an overview of his upcoming ebook "TCE - Total Customer Experience: Building Business Through Customer-Centric Measurement and Analytics." How can companies gain deeper customer insights to help them improve the customer experience and increase customer loyalty?
Download the full report here: http://bit.ly/2tmiJgS
For a copy sent directly to you, email us at info@ccwdigital.com
You’re investing in the customer experience. But is the experience you’re creating the one your customers actually want? Our CCW Digital Executive Report on the Customer Experience will answer that question.
CCW Digital surveyed everyday consumers about what they demand when it comes to the customer experience.
Some questions answered in this report:
- How many bad experiences will make a customer switch to a competitor?
- Will customers really pay more for a good experience?
- What are customers’ Top 5 demands when interacting with a business?
- What factors prevent businesses from meeting those demands?
- What are the most common customer complaints?
- How well do businesses respond to customer feedback?
- How do customers really feel about calling for customer service?
Get the report: http://bit.ly/2tmiJgS
This document summarizes a keynote presentation discussing the increasingly difficult operating environment for social housing providers in the UK. It notes challenges such as the housing supply crisis, economic pressures like rent cuts and the need for continued efficiency, and changing customer expectations. The presentation discusses how providers' business plans are becoming more market-facing while some difficult questions around risk, stress testing, and effective regulation remain. It also examines sector forecasts around demand for social housing and pressures on social rents. Overall, the document outlines the complex challenges facing UK social housing providers and uncertainties around how best to address these issues going forward.
- Companies are throwing resources at customer experience innovation in an attempt to differentiate themselves, but most are not achieving meaningful innovation. They copy competitors or rely on new technologies without understanding customer needs.
- True innovation requires solving real customer problems and aligning innovations with business models and brands to ensure relevance and longevity. Successful innovations encompass customer needs, business impacts, and brand attributes.
- To innovate successfully, companies must ground their efforts in customer understanding, rigorously design new experiences, and strategically measure business outcomes rather than blindly following competitors or technology trends.
0442.q3 -2012--ee info session sept 18 draft 005Preston2k6
The document provides a business update from Morris Nord and Leza Muir of an insurance company. It includes the following highlights:
- Financial results for 2012 YTD are better than budget and the prior year across key metrics like revenue, claims, expenses, and net income.
- Group health and dental for small business has seen the most growth over the past 3 years among the company's key product areas.
- There is a discussion of how the company's products, services, claims processing, and market share compare to competitors.
- Improving customer experience and satisfaction is a priority, including enhancing digital capabilities and addressing changing customer expectations around convenience.
The document discusses ways to measure return on investment (ROI) from customer experience initiatives. It provides examples of calculating ROI through general models, company-specific research, case studies from other companies, and cost savings. One case study describes a call center that reduced callback rates from 75% to 3% by being more transparent with customers about document delivery times, saving on costs.
This document discusses the importance of customer satisfaction surveys and provides guidance on conducting them. It recommends measuring both customer satisfaction levels and expectations/importance across a range of specific attributes. Surveys should interview the key decision makers and include customers, lost customers, and potential customers. Both high-level and detailed attribute-level questions are needed. Surveys can be conducted by mail, phone or in-person, with tradeoffs for each. The results should be used to develop an action plan to address weaknesses and build on strengths.
This document discusses a survey of executives about modern customer service. Key findings include:
- 88% of executives think they offer modern customer service, and 75% think they perform better than peers. However, customer service is a strategic goal for only 38% of companies.
- Companies see customer service primarily as a way to retain existing customers rather than a strategic differentiator.
- While companies are adopting new technologies, many still feel most comfortable with traditional channels. Barriers to new channels include cost and integration challenges.
- Knowledge management is the top investment area as only 35% of organizations currently deploy this capability.
The document summarizes Intuit's journey in developing better metrics to measure customer satisfaction and loyalty through the Net Promoter Score (NPS). It discusses how Intuit shifted from using vague satisfaction statistics to the NPS, which asks customers how likely they are to recommend the company. This led Intuit to gain insights into detractors versus promoters. While the NPS helped Intuit improve customer experience and growth, some critics argue it is not the single best metric and other measures may provide better predictions of customer behaviors.
CX Action Management Study - How Good Are Companies at Converting Customer Fe...Andy Mura
Download the full study here: https://www.zenloop.com/en/resources/whitepaper/action-management-study/
How effective are companies in converting customer insights into action and triggering initiatives to improve customer experience, products, processes, and services? Action Management pioneers zenloop studied and surveyed a global community of CX professionals and customer-centric organizations to find out.
The purpose of the study was to link Action Management with specific internal processes at companies that collect customer data. We wanted to measure how effective and fast companies of different sizes are when reacting to customer feedback.
To give an adequate overview of the hurdles companies face when improving processes, products, or services based on customer data, this study focused on the following topics:
How reactive companies are to customer feedback
How companies collect and manage insights
What the main obstacles of customer-driven actions are.
How to measure your customer experienceDanielaGuido
TeleFaction offers companies tools to increase customer satisfaction, loyalty, and sales through real-time customized feedback. They listen to customers to understand their experiences. The presentation discusses why managing customer experiences is important, compares customer experience management to customer relationship management, and provides a case study of how Danske Bank uses feedback to improve customer satisfaction. It also provides tips on how to successfully manage customer experiences.
The document discusses managing customer experience to increase loyalty, retention, and acquisition. It provides an overview of TeleFaction, a company that offers tools to measure customer satisfaction in real-time through closed-loop feedback. Examples are given of Danske Bank's use of TeleFaction's tools to measure customer experience and improve service based on customer feedback.
As digital innovation blurs the lines between traditional sectors, TCS and Marketforce investigated how businesses delivering cutting-edge customer experience are raising the bar for all.
This report provides a pan-sector snapshot of current customer experience practice in Europe. We look at those sectors getting it right, why the rest are getting it wrong, and chart a course to customer-centric success through an holistic CX approach that will satisfy even the most high maintenance customer."
Hiring is the most important thing we do for our businesses.
So why do we leave it to chance?
The most successful businesses take no chances. They have experts help them develop the whole process; from job description to the new-hire\'s first day.
Watch the presentation to learn more.
This document provides information on how to hire the best employees using assessments and tests. It discusses:
1) Traditional hiring methods like resumes and interviews often fail to identify the most qualified candidates, with over 30% of hiring decisions ending in failure.
2) Assessments can predict job success over 50% better than interviews alone by measuring important attributes like work habits that are difficult to identify otherwise.
3) When companies invest more in candidate selection using tools like validated assessments, they hire more top performers and experience lower turnover costs from bad hires.
[Series] Critical Channels of Choice - Part 1: CX Now…CX How? Explore the StackPrecisely
As a CX and marketing professional, you are responsible for communicating and
engaging with your prospects and clients in their moment of need. We’d like to
introduce you to our powerful portfolio of digital solutions designed for CX and
marketing professionals.
View this on-demand webinar to explore the key channels where your customers
want to engage with you – and how as a customer-obsessed organization, you can
embrace new market opportunities and exceed their expectations.
How to measure customer experience to improve satisfaction and loyaltydigbyj
This document discusses how to improve customer experience to increase satisfaction and loyalty. It recommends measuring customer experience through real-time feedback to identify issues and opportunities. Customer experience management focuses on individual customer needs rather than just sales and profits. Metrics and feedback should guide how the company redesigns customer interactions. Technology can also optimize experiences if used to enhance service quality rather than just monitor compliance. The key is using feedback to change employee behaviors to better satisfy customers.
This document discusses the concepts of sustainable versus transient competitive advantages. It provides examples of companies that pursue each approach. Sustainable advantages involve defending a strong position for an extended period, while transient advantages involve continuously starting new strategic initiatives to build and exploit many advantages simultaneously. The document also discusses the stages a transient company goes through when launching a new initiative - launch, ramp up, exploitation, reconfiguration, and disengagement. It notes the types of skills and talents needed at each stage.
After two years, the majority of companies implementing CRM systems saw benefits across key areas like faster transactions, improved financial management, and better decision making. However, simply installing software was not enough - companies had to make CRM a core part of their operations to achieve substantial value. Additionally, good customer service was the top factor in customer loyalty, while poor call center experiences would cause over half of customers to stop doing business with a company. Finally, personalizing websites did not effectively increase sales and often deterred customers due to privacy concerns.
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.
Paying attention: how to turn your customers from deluded to devoted webMind Gym
When it comes to customer service, we’re deluded. 80% of organisations believe they deliver excellent customer service, but only 8% of their customers agree.
This is a fact that leaders at Santander understood well and, with declining performance against multiple measures, propelled them to act to reverse the statistics. The key, they discovered, lay in getting frontline employees to take responsibility for how a customer feels.
Get an inside view of their transformative journey through the award-winning Customer FIRST programme, which has seen a tremendous turnaround of ‘Britain’s worst bank’ (The Guardian, February 2011) to scooping the Moneywise ‘Most Improved Customer Service’ award (June 2012).
In this 30 minute webinar you will discover:
-The principles on which the award-winning Santander Customer FIRST programme was built: the 5 employee drivers to customer devotion
-Focusing on customers pays more in the long-term than focusing solely on profit or product
-Identify what’s going wrong and how to get it right
Speaker: Sebastian Bailey, PhD, President, Mind Gym Inc.
This document outlines a training session for identifying and developing high-potential staff members into future managers. It discusses reviewing a competency model for managers and assessing current staff based on those competencies. It provides suggestions for opportunities to observe staff in leadership roles and questions to consider about their skills and qualities. The goal is to identify development opportunities and create individual plans to coach and nurture staff members' management capabilities.
Identifying and selecting_the_best_managers_labmgr3-19Ronald Pickett
This document discusses identifying and selecting the best managers from a laboratory staff. It begins by outlining key management competencies including strategic orientation, networking, sharing responsibility, concern for political impact, and organizational awareness. The document then provides suggestions for assessing current staff against these competencies, including developing a staff assessment matrix. It proposes opportunities to observe staff in leadership roles and provide coaching to help nurture their management skills. The overall goal is to compare candidates, select those with the best potential, and develop a plan to help assess, coach, and prepare them to become future managers.
The document discusses the role of a leader in helping employees embrace change through an eight stage process. It identifies common reasons for employee unreadiness to change, such as too many initiatives at once, past problems with change efforts, and the belief that change is unnecessary. It also outlines stages employees may experience when facing change, including shock, denial, anger, bargaining, depression, testing, and acceptance. Finally, it discusses dynamics, readiness factors, and tactics for successful change implementation.
This document discusses the role of a leader in helping employees embrace change. It outlines an eight stage process for creating major change, including un-readiness factors like too many initiatives at once or past problems. It also describes the stages employees go through in response to change, from shock and denial to acceptance. Additionally, it discusses dynamics, readiness indicators, and characteristics of successful change efforts, providing leaders with strategies and tools to guide their employees through the change process.
This document summarizes an organizational politics presentation. It discusses how politics exists in all organizations and can be understood and managed. It provides research findings on how political activity increases at higher levels and in larger organizations. It also discusses the ethical use of political power and influence strategies like rational persuasion. Overall, the presentation aims to help people become better "organizational politicians" by understanding sources of power, gaining political skills, and using their influence in an ethical manner for the benefit of their departments and organizations.
The document summarizes a webinar on power and influence for lab managers. It defines different types of power, sources of power, and strategies for increasing influence without abusing power. It discusses how personal attitudes and uses of power can help or harm organizations. Key strategies mentioned include persuading others through rational arguments, seeking participation, building trust, and focusing power on group goals rather than self-aggrandizement. Historical experiments on obedience to authority are also referenced to show how people may prioritize complying with figures of power over moral judgments.
This document summarizes a webinar presented by Ron Pickett on customer service for lab managers. The webinar covered trends in marketing and customer service, analyzing their implications for laboratories. Pickett discussed how laboratories can apply concepts from customer-focused organizations by focusing on anticipating customer needs, providing personalized service, and measuring customer satisfaction. He emphasized that excellent customer service starts from the top and requires continual improvement efforts. The webinar highlighted how customer service principles can help laboratories improve interactions with both external customers like funding agencies as well as internal customers within the organization.
2. Liquid Handling
Manual pipettes Electronic pipettes Pipette tips Pipette calibration Automated pipetting Dispensers Combitips Bottle-top
dispensers
Cell Handling
Fermentors/ CO2 incubators Biological shakers Micromanipulators Microinjectors Microcapillaries Electroporators Micro
bioreactors fusion
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Sample Handling
N Centrifuges Ultra-low temp- Spectrometer,
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erature freezer Photometer deepwell plates
and cuvettes
W
!
3. Objectives
Review the trends in marketing and
customer service
Analyze the implications for laboratories
What does a laboratory have in
common with a Customer Focused
Organization?
Spot Quiz - ___ % of dissatisfied customers will not
return.
4. Define Customer Service
What the Customer wants;
When the Customer wants it;
Provided in the way the Customer
expects.
All of you are designated
Customer Service EXPERTS!
Spot Quiz: Satisfied customers tell an average of
_____ friends.
5. Customer Service Hall of
Shame/Fame (2012 Zagat
Survey)
1. Amazon 1. Bank Of America
2. Google 2. AOL
3. Apple 3. Comcast
4. UPS 4. Time Warner Cable
5. Hilton Worldwide 5. Dish Network
5. Sony 6. Sprint
7. FEDEX 6. Wells Fargo
8. Marriott International 8. J. P. Morgan
9. American Express 9. Citigroup
10. Southwest Airlines 10. Capitol One
6. 3 Keys to Success
Good service starts at the top. Companies with great
service have chief executives who make it their mission. They're not
afraid to spend money, hire experts and structure the corporation
around the goal of sterling service.
Service is seen as a continual challenge.
Companies with outstanding customer service are more eager to talk
about their continuing efforts than to accept praise for a job well done.
These are companies where people want to
work. Companies that excel at customer service are often also
known for providing relatively good pay and benefits. They trust their
employees to make decisions, then routinely stand behind those
decisions.
Hint: Do these make sense in other settings?
7. Trends in Customer Service
Old concept:
Who are our customers?
What do we owe them?
What they don’t know . . . .
Spot Quiz: Each dissatisfied customer tells _____
friends about their experience.
8. Ronald, Amazon.com has new recommendations
for you based on 30 items you purchased or told us you own.
Building the The Appreciative Don't
Learning Strategy- Team Sabotage Your
Organization Focused Building : Success! Make
Organization: Positive Office
How Questions to Politics Work
Balanced Bring Out
Scorecard the Best of Your
Companies Team
Thrive in the
New Business
Environment
The Appreciative
Inquiry Summit: A Strategy Maps: The Oral B 8850 DLX
Practitioner's Converting Power of Professional Care
Guide for Intangible Assets into Alignment Oral
Leading Tangible Outcomes : How Great
Large-Group Companies Stay
Change Centered and
Accomplish
Extraordinary
Things
9. Trends in Customer Service
Emerging view
Minority Report
British Airways
Amazon
Netflicks
Social Media
Other examples
Spot Quiz: For every customer who complains,
___ disgruntled customer’s don’t.
10. Question?
What trends do you see from these
examples?
How do they apply to your lab?
Spot Quiz: It costs ___ times more to acquire a new
customer than to keep one we already have.
11. Trends
Event or situation related
Anticipate needs
Highly personalized
Impact of the Internet
External Customers
Internal Customers
- Everybody has a customer!-
12. Laboratory Environment
Patients, Grantors and Contractors
Stakeholders – Patients, Students,
University, Government etc.
Kaiser-Permanente
Emerging Capability
On-line education
“One third of the cost of health care goes for laboratory
tests.” Dean, UC Berkley School of Engineering
13. How can we exceed
expectations?
UPS
IBM
How do we use customer service
concepts?
What’s standing in the way?
19. 20 Important Customer
Experience Statistics for 2012
1. 40% of organizations cite ‘complexity’ as the greatest barrier to improving multichannel customer
experience, overtaking ‘organizational structure’ since 2010.
2. Only 37% of brands received good or excellent customer experience index scores this year. 64% of
brands got a rating of “OK,” “poor,” or “very poor” from their customers.
3. RyanAir received less than 1 complain per 1,000 passengers in January 2012. It answered 99% of
complaints within 7 business days.
4. Poor customer experiences result in an estimated $83 Billion loss by US enterprises each year because
of defections and abandoned purchases.
5. Just 47% of US contact centers reward their agents based on customer satisfaction ratings.
6. 50% of smartphone users would prefer to use a mobile customer service application to try to resolve
their customer service issue before calling into the contact center.
7. Customers who engage with companies over social media spend 20% to 40% more money with those
companies than other customers.
20. 20 Important Customer
Experience Statistics for 2012
8. 89% of consumers began doing business with a competitor following a poor customer experience.
9. 84% of US adults who have conducted an online transaction through a mobile device in the last year report
experiencing a problem.
10. Customer power has grown, as 73% of firms trust recommendations from friends and family, while only
19% trust direct mail (from Forrester report “Consumer “Ad-itudes” Stay Strong”).
11. The verticals with the lowest percentage of calls that are complaints are entertainment / leisure (1.7%) and
manufacturing (2%).
12. Over 60% of customer service managers select customer satisfaction as the key metric for determining the
success of their support organization. Secondary priorities include first call resolution, average handle time,
and wait time.
13. $289 – Average annual value of each customer relationship lost to a competitor or abandoned.
14. 63% percent of online adults are less likely to buy from the same company via other purchase channels if
they experienced a problem with a transaction on their mobile phones.
21. 20 Important Customer
Experience Statistics for 2012
15. 86% of consumers will pay more for a better customer experience.
16. Only 26% of companies have a well-developed strategy in place for improving customer experience.
17. 50% of consumers give a brand only one week to respond to a question before they stop doing
business with them.
18. 18% of US smartphone users would consider switching providers immediately after an initial poor
customer service experience.
19. 24% of consumers who had unsatisfactory service interactions shared their experiences through
social networks in 2010, a 50% increase over 2009.
20. US consumers prefer to resolve their customers service issues using the telephone (90%), face to
face (75%), company website or email (67%), online chat (47%), text message (22%), social networking
site (22%).
22. Discussion
Spot Quiz: Customers leave because: 1% DIED;< 3%
moved away; 5% influenced by friends
9% were lured away by the competition,
___ were dissatisfied with the product,
___ were turned away by the attitude of an
employee.
23. Bringing it Home
What can you do now?
What preparation can you do for
tomorrow?
Who do you need to involve?
24. Answers to Spot Quiz
91% of dissatisfied customers will never return.
Satisfied customers tell an average of 5 - 7 friends.
Each dissatisfied customer tells 15 – 17 friends about
their experience.
For every customer who complains, 26 disgruntled
customer’s don’t.
It costs 5 times more to acquire a new customer than to
keep one we already have.
14% were dissatisfied with the product, 68% were turned
away by the attitude of an employee.
25. Summary
Apply the concepts from the best.
Think of the Cycle of Service– Moments
of Truth
What can you learn from Customer
Service to apply in other areas?
(Quality, employee involvement, etc)
26. References
Albrecht, K. The Only Thing That Matters: Bringing the Power of the
Customer into the Center of your Business
Albrecht, K. Service America: Doing Business in the New Economy
Collier, M. The Ultimate Online Customer Service Guide
Goodman, J. Strategic Customer Service John A. Goodman
Harvard Business Review on Increasing Customer Loyalty
Pickett, R. Beyond Customer Service. CLMR Nov/Dec 2006
Sanders, B. Fabled Service: Ordinary Acts, Extraordinary
Outcomes [Paperback]
27. Customers - Stakeholders
What are the ethical issues in tests that have
serious implications to your bottom line?
Can you Not recommend a test that is called
for by the results of other tests?
What are the implications of OTC testing,
mail-in testing, “super-blood panels”?
To whom are you ultimately responsible,
legally responsible?
28. Organizational Change
History
How do you begin the process of
expanding the way in which Labs are
viewed?
Who will be your advocate?
Who will be your detractors?
Who will you be threatening?
29. Beyond Customer Service for Lab Managers
The webinar video will be available at
www.labmanager.com/customerservice
If you have a follow up question for Ron Pickett he can be
reached at ronp70000@aol.com