The document presents a case study about a company called Verizon that was facing declining customer service ratings due to delayed customer feedback data. There was an 8-week delay in receiving customer service ratings, which hindered the ability to make timely improvements. The CEO challenged the manager Paul to find a solution to access real-time customer data. Paul was referred to CEMCorp, a company that could immediately funnel real-time customer data to frontline agents, allowing improvements to be made quickly. Within 30 days of using CEMCorp's services, Verizon's overall customer experience scores increased by 6%.

1. Slide 1
Potential
Hidden Value Assumptions.
• Declining customer service ratings due to delayed data.
• Over 30% of Data isn’t actionable because of staff turnover
• No decision is your largest competitor.
© 2012, Insight Demand Ltd.

2. Slide 2
The value assumptions are based on
research and insights gained
from our customers.
*fake company*
Company fact about CEMCorp.
CEM Corp is in the top quadrant for Forrester CEM for the past three years.
10-years of experience in a sunrise industry.
Global delivery with offices in North America, Europe and Asia.
Blah Blah
© 2012, Insight Demand Ltd.

3. Slide 3
Here’s a story about
how customer service ratings declined
due to delayed data.
*fake story*
Gabriella, the Manager of Customer Experience at Verizon, was looking for a faster way to
implement their Market Research findings to improve customer experience.
Although the quality of their Market Research was good, it took too long to be deployed
because their as an 8-week delay to know, for instance, what their current customer service
ratings were. And in the fast paced mobile technology sector, a customer could be long gone
before the Market Research department’s well intended, but stale, business process changes
took effect.
© 2012, Insight Demand Ltd.

4. Slide 4
*fake story*
The CEO always said that the customer service ratings of their call agents was an early indicator
of revenue trends, so unless Market Research could operate with current data, their initiatives
to reverse the company’s declining market share would be wasted.
That’s why the CEO told Paul he had until the end of the quarter to find a solution.
The obvious choice was for Paul to just pick a cross channel customer experience system
offering real time data by one of their three existing channel providers.
© 2012, Insight Demand Ltd.

5. Slide 5
*fake story*
Although having real time data was great, what Paul really needed, and the three providers
couldn’t offer, was the ability to immediately funnel the real time data back to the front-lines
call center agents. The agents needed more than standardised data, they needed individualized
data that applied immediately to their job. Paul knew the call agents wouldn’t look through a
300-page real time data report, they’d only read one page as long as it applied to them and
what they could do to improve.
Fortunately, Paul was referred to CEMCorp. by his end of quarter deadline.
The overall customer experience scores went up 6% in the first 30 days.
And the CEO was right, improving customer experience helped reverse their declining market
share.
© 2012, Insight Demand Ltd.

6. Slide 6
What’s your story?
But that’s Gabriella’s story, what’s your story?
Questions:
How long does it take you to get customer feedback data in the hands of your people that need
it most – the front-line staff?
© 2012, Insight Demand Ltd.

7. Slide 7
Share another story or two.
© 2012, Insight Demand Ltd.

8. Slide 8
Share a few proof slides like screen
shots, research, and/or greater detail
how your capabilities work.
© 2012, Insight Demand Ltd.