Vodafone Spain had historically taken an opportunistic approach to outsourcing customer operations, which resulted in working with over 10 vendors and sites operating differently. This fragmented approach and intense focus on cost led to declining customer satisfaction scores. Vodafone Spain restructured outsourcing by reducing vendors, emphasizing quality over cost, and treating vendors as partners rather than transactionally. This involved sharing more business data, aligning metrics around quality, and investing in agent development. The new approach improved first-call resolution rates, lowered costs, and increased customer satisfaction scores to make Vodafone Spain the highest ranked mobile provider in Spain.
Working with some of the world’s leading technology innovators, Steljes has developed the Business Productivity Suite to help you change the way you work for real and lasting benefit. The Business Productivity Suite comprises of the cream of today’s productivity technology, under one roof, designed to address five focus areas that businesses tell us they need to make more efficient: meetings, video and data conferencing, workspaces and flexible working, training and marketing and communications.
The document discusses key customer relationship management (KCRM) and its importance for businesses. KCRM helps integrate marketing, sales, and service functions to prioritize customers. It requires a shift in organization and culture to be customer-driven at all levels. KCRM is more effective when there is customization needed, new technology opportunities, and a need for partnerships for survival or risk reduction. Every customer can be considered its own market segment, so marketing success relies on identifying, analyzing, and selecting target customer segments and creating relevant products and services for their needs through coordinated sales activities.
This was a job application test for Xerox for a 6 page roll fold leaflet.
The first was to produce artwork from a brief within the strict company guidelines as regards logo placement, graphics, type and layout. Done as individual designer pages and then as printers pages.
The second was to produce a new design of the leaflet,from scratch with no constraints as regards the company guidelines. Again done as individual designer pages and then printer pages.
This document provides information about the Contact Center Executive Exchange conference happening from March 19-21, 2017 in Dallas, TX. The conference will focus on the key challenges and opportunities for contact center leaders to deliver frictionless, effortless customer care in today's business environment of escalating customer expectations across multiple interaction channels. Through sessions and discussions, the agenda will address topics like increasing efficiencies through data analytics, capturing customer sentiment, improving agent engagement, embracing omni-channel, analyzing artificial intelligence trends, and adding a human aspect to customer touchpoints. The document outlines the attendee qualifications, networking opportunities, and speaker lineup including executives from companies like Thomson Reuters, ZocDoc, Celgene and more.
This document discusses ways to evaluate the effectiveness of a company's corporate story or messaging across six key dimensions: alignment, relevance, uniqueness, consistency, memorability, and adaptability. It provides questions to assess how well a company's messaging aligns with its business strategy, resonates with customer needs, demonstrates differentiation from competitors, is delivered consistently across all channels, sticks in the minds of the audience, and adapts to changing market conditions over time. Evaluating messaging effectiveness across these six dimensions can help improve the impact messaging has on business performance.
This document discusses the challenges that companies face in achieving the desired outcomes of an omni-channel strategy. While omni-channel is important for customer satisfaction and loyalty, many companies struggle due to issues like a lack of alignment between technology investments and business operations, siloed data and insights, and an organizational structure not set up for an omni-channel approach. The document provides examples of leading omni-channel retailers and advises companies to assess their maturity level, update strategies and roadmaps to account for gaps, and ensure timely and precise execution of the strategy in order to fully realize the benefits of an omni-channel approach.
The CMO and Marketing's Role in the Customer ExperienceJames O'Gara
The customer experience has become the competitive battleground for business. By delivering a consistent, memorable experience, companies can create a competitive advantage that increases customer engagement, conversion, loyalty and advocacy.
Today, almost everyone in a company plays a role in the customer experience — from HR to finance, operations, sales, marketing, customer service, even general employee connections and interactions. As a result, ownership and management of the entire customer experience has been elusive. That is rapidly changing. Over the next three-to-five years, 75 percent of marketers say they will be responsible for the end-to-end customer experience.
This series will provide CMOs and business executives with a deeper understanding of the strategies and tactics required to deliver a superior end-to-end customer experience. This is the first of 10 executive education sessions.
Working with some of the world’s leading technology innovators, Steljes has developed the Business Productivity Suite to help you change the way you work for real and lasting benefit. The Business Productivity Suite comprises of the cream of today’s productivity technology, under one roof, designed to address five focus areas that businesses tell us they need to make more efficient: meetings, video and data conferencing, workspaces and flexible working, training and marketing and communications.
The document discusses key customer relationship management (KCRM) and its importance for businesses. KCRM helps integrate marketing, sales, and service functions to prioritize customers. It requires a shift in organization and culture to be customer-driven at all levels. KCRM is more effective when there is customization needed, new technology opportunities, and a need for partnerships for survival or risk reduction. Every customer can be considered its own market segment, so marketing success relies on identifying, analyzing, and selecting target customer segments and creating relevant products and services for their needs through coordinated sales activities.
This was a job application test for Xerox for a 6 page roll fold leaflet.
The first was to produce artwork from a brief within the strict company guidelines as regards logo placement, graphics, type and layout. Done as individual designer pages and then as printers pages.
The second was to produce a new design of the leaflet,from scratch with no constraints as regards the company guidelines. Again done as individual designer pages and then printer pages.
This document provides information about the Contact Center Executive Exchange conference happening from March 19-21, 2017 in Dallas, TX. The conference will focus on the key challenges and opportunities for contact center leaders to deliver frictionless, effortless customer care in today's business environment of escalating customer expectations across multiple interaction channels. Through sessions and discussions, the agenda will address topics like increasing efficiencies through data analytics, capturing customer sentiment, improving agent engagement, embracing omni-channel, analyzing artificial intelligence trends, and adding a human aspect to customer touchpoints. The document outlines the attendee qualifications, networking opportunities, and speaker lineup including executives from companies like Thomson Reuters, ZocDoc, Celgene and more.
This document discusses ways to evaluate the effectiveness of a company's corporate story or messaging across six key dimensions: alignment, relevance, uniqueness, consistency, memorability, and adaptability. It provides questions to assess how well a company's messaging aligns with its business strategy, resonates with customer needs, demonstrates differentiation from competitors, is delivered consistently across all channels, sticks in the minds of the audience, and adapts to changing market conditions over time. Evaluating messaging effectiveness across these six dimensions can help improve the impact messaging has on business performance.
This document discusses the challenges that companies face in achieving the desired outcomes of an omni-channel strategy. While omni-channel is important for customer satisfaction and loyalty, many companies struggle due to issues like a lack of alignment between technology investments and business operations, siloed data and insights, and an organizational structure not set up for an omni-channel approach. The document provides examples of leading omni-channel retailers and advises companies to assess their maturity level, update strategies and roadmaps to account for gaps, and ensure timely and precise execution of the strategy in order to fully realize the benefits of an omni-channel approach.
The CMO and Marketing's Role in the Customer ExperienceJames O'Gara
The customer experience has become the competitive battleground for business. By delivering a consistent, memorable experience, companies can create a competitive advantage that increases customer engagement, conversion, loyalty and advocacy.
Today, almost everyone in a company plays a role in the customer experience — from HR to finance, operations, sales, marketing, customer service, even general employee connections and interactions. As a result, ownership and management of the entire customer experience has been elusive. That is rapidly changing. Over the next three-to-five years, 75 percent of marketers say they will be responsible for the end-to-end customer experience.
This series will provide CMOs and business executives with a deeper understanding of the strategies and tactics required to deliver a superior end-to-end customer experience. This is the first of 10 executive education sessions.
PEEX Consulting is a consulting firm that provides commercial excellence consulting, training, and other services to pharmaceutical companies. They help clients innovate business processes, integrate initiatives, and inspire change. Their services include skills training, workshops, business intelligence solutions, remote experts, and recruitment/assessment. Their goal is to help clients improve customer engagement and commercial strategies through innovative solutions and training.
White paper on the success of modernized telesales approaches in large sales cycles. Telesales 2.0™ is the #1 way to engage with technology stakeholders, progress your pipeline and retain opportunities to realize revenue.
The document discusses customer relationship management (CRM) in the pharmaceutical industry. It defines CRM and explains its importance. It discusses key aspects of CRM including identifying customer needs, developing long-term relationships through trust and value, integrating customer data and channels, and the roles of salespeople in relationship building and management. The document also outlines factors driving the need for CRM and strategies to individualize CRM through customer segmentation, understanding, and integration across departments.
In the eyes of the customer, suppliers are only as good as their last transaction. That's why TELUS has made putting customers first its top corporate priority.
PLEASE MIND THE GAP BETWEEN THE GROSS & THE NETMandar Mungee
A study of several research papers on churn indicate that every year CSPs serving enterprises lose approximately 15% to 30% of annual revenues on account of churn. For CSPs serving enterprise customers, the journey of managing churn seems to have just started, while churn management by CSPs serving retail customers has evolved over time. Successful management of churn comes to the rescue of CSPs in achieving their revenue objectives, especially when revenues forecasted from new business fall short of plan. For successfully managing churn, CSPs need to orchestrate cross-functional efforts, enabled by the right processes & policies which in turn need to be powered by appropriate technology.
The document discusses common reasons why outbound telemarketing campaigns fail, including: utilizing price alone in vendor selection without considering other factors; not visiting potential vendors to evaluate their operations; setting unrealistic goals; having unclear lead criteria; poor data quality; offshoring campaigns without consideration of language/cultural barriers; overreliance on scripting without training agents; providing improper training materials to vendors; and not understanding or targeting the correct audience. The author argues that considering multiple factors in vendor selection, evaluating vendors, setting realistic goals, clearly defining lead types, utilizing collected data, balancing onshore/offshore options, combining scripting with agent training, working with vendors on materials, and targeting the right contacts are important for campaign success.
The One-Two Punch: How To Combine Email & Direct Mail For Knockout Marketing ...Aaron Corson
On April 1st, 2010 Tom Ruwitch of MarketVolt and Aaron Corson of MarketPath hosted a seminar for marketers called The One-Two Punch: How to Combine Email & Direct Mail for Knockout Marketing Results at Spazio's in St. Louis. The event and integrated campaign used to promote it, was a resounding success and ultimately led to over 170 leads for their respective businesses.
‘Pharmaceuticals in India’ is a never ending discussion over its growth potential, opportunities, strengths and how your organization can capitalize on them. At the same time, it is essential to know what obstacles you will face while doing so. To dissect this exciting opportunity, here's India’s first ever conference on commercial excellence in pharma
Eight Steps to Great Customer Experiences for Government AgenciesRightNow Technologies
This document outlines eight steps that government agencies can take to improve customer experiences despite constrained budgets. The steps are: 1) Establish a knowledge foundation to effectively manage and deliver knowledge; 2) Empower customers with self-service options via web and phone; 3) Empower frontline employees with access to extensive knowledge; 4) Offer service through multiple channels; 5) Listen to customer feedback; 6) Design seamless experiences across channels; 7) Proactively engage customers; 8) Continuously measure and improve experiences. Implementing these steps will allow agencies to fulfill rising expectations, comply with mandates, and increase productivity while reducing costs.
The channel sales model is a great way to scale up your business. But, that doesn't mean channel sales is easy. It comes with its own set of challenges. Download this whitepaper to learn more about the 7 steps to smoother channel management.
Debate: Does Procurement stifle Marketing’s Creativity?Petra Smith
The document discusses whether procurement stifles marketing creativity. It notes that while monitoring marketing ROI is important, predicting it is difficult. Some argue that procurement hinders creativity through long RFP processes and frequent agency repitches. However, others argue that procurement can help marketing by managing pitches, contracts and disputes to allow marketing to focus on creativity. When procurement focuses on commercial and risk factors rather than just cost, and collaborates with marketing, it need not stifle creativity. The debate participants ultimately voted that "good" procurement does not stifle marketing creativity.
Presented by Cecilia E. Samson at PAARL’s National Summer Conference on the theme "Superior Practices and World Widening Services of Philippine Libraries", held at Dao District, Tagbilaran City, Bohol, 14-16 April 2010
Client experience Workshop for Accounting FirmsCX Pilots
A simple, how-to manual for client success leaders in the accounting profession. A pragmatic strategy, program implementation, measurement and governance approach.
BUILDING YOUR CX STRATEGY: SEVEN DIMENSIONS FOR SUCCESSCorey Miller
This document discusses building a successful customer experience (CX) strategy and outlines seven dimensions for success. It notes that while improving CX is a strategic priority for many companies, few actually deliver an excellent CX. The document then discusses the current state of CX, how customers are in control and informed, and the importance of brand, loyalty, and consistency across all customer touchpoints to uphold the brand promise. It advocates developing a CX strategy that supports the company's mission and values to provide a meaningful, personalized experience for customers.
In a B2B scenario, with longer lead times, higher value outcomes and complex decision making units, telemarketing can help build the depth of relationship and
level of trust needed to take a prospect through to a sale.
Service quality dimensions are important factors to consider in marketing services like hospitality, entertainment, restaurants, and insurance. There are five key dimensions of service quality: tangibles, reliability, responsiveness, assurance, and empathy. The service quality model identifies five gaps between customer expectations and perceptions: 1) differences in management and customer expectations, 2) differences between management perceptions and service specifications, 3) differences between specifications and service delivery, 4) differences between communications and delivery, and 5) differences between expected and experienced service. Managing these gaps is important for customer satisfaction.
Implementing A CRM Proposal PowerPoint Presentation SlidesSlideTeam
For obvious reasons, a business cannot survive without a loyal fanbase. Therefore, fostering strong business relationships with clients is critical to a successful business venture. The development of customer relationship management software and framework makes this reasonably easy. Every firm with long-term goals needs a CRM strategy. This creates ample scope for CRM professionals to create value. But due to business dynamics, many CRM organizations continue to face problems in maintaining a steady flow of customers. However, SlideTeam’s latest offering- Implementing A CRM Proposal PowerPoint Presentation Slides can turn the situation on its head. Employ our PowerPoint business proposal slideshow to close more deals, and manage customer relations effectively. This proposal kicks off with a gripping cover letter. The state-of-the-art design positions your brand in the minds of the target audience. Briefly explain the CRM problems of your customers, such as outdated technology or lack of talent. Showcase a gist of your Customer Relationship Management strategy and elucidate the positive effects on the customer experience. Our business proposal PowerPoint layout assists you in virtually presenting the core aspects of CRM implementation. Walk your audience through various key steps involved in the plan of action. Elaborate on weekly and monthly project timeframe chronologically with the help of a linear diagram enlisting milestones. Portray the cost structure of CRM implementation as per various features. Represent a pricing list for common, unique, and new CRM system features. Our PowerPoint layout innovators have included a highly professional company intro. Easily personalize the details to reproduce the corporate identity of your firm, virtually. You may showcase details like firm background, vision, and the responsibilities you will undertake as a part of the deal. Introduce your clients to the key staff and members involved in the project. End the proposal with max impact by including what your past customers think about your company. Give a glimpse of your proficiency via a case study. Further, get access to an implementation agreement contact by hitting the download icon. Begin instant customization now. https://bit.ly/37NdN7A
This paper describes what it means to implement effective management campaigns. It also highlights how teleprospecting can be a key tactic in your marketing strategy.
The document discusses customer experience (CX) maturity models and how companies can progress through different stages of CX maturity. It begins by introducing a 5-level CX maturity model: Awareness, Mapping, Measurement, Process & Technology, and Culture. It then provides details on what each level entails and how companies can advance to higher levels of maturity by thoroughly implementing CX practices, measuring customer feedback, optimizing processes, and developing a customer-centric culture. The overall message is that CX has become a key differentiator and companies should take a staged approach to developing their CX capabilities.
Este documento presenta los métodos para realizar una exploración ginecológica y obstétrica, incluyendo el interrogatorio, exploración física y maniobras diagnósticas. Describe los pasos para examinar las mamas, abdomen y genitales de la paciente, así como para determinar la situación, posición y presentación del feto. Además, explica cómo calcular la edad gestacional y monitorear la frecuencia cardíaca fetal.
PEEX Consulting is a consulting firm that provides commercial excellence consulting, training, and other services to pharmaceutical companies. They help clients innovate business processes, integrate initiatives, and inspire change. Their services include skills training, workshops, business intelligence solutions, remote experts, and recruitment/assessment. Their goal is to help clients improve customer engagement and commercial strategies through innovative solutions and training.
White paper on the success of modernized telesales approaches in large sales cycles. Telesales 2.0™ is the #1 way to engage with technology stakeholders, progress your pipeline and retain opportunities to realize revenue.
The document discusses customer relationship management (CRM) in the pharmaceutical industry. It defines CRM and explains its importance. It discusses key aspects of CRM including identifying customer needs, developing long-term relationships through trust and value, integrating customer data and channels, and the roles of salespeople in relationship building and management. The document also outlines factors driving the need for CRM and strategies to individualize CRM through customer segmentation, understanding, and integration across departments.
In the eyes of the customer, suppliers are only as good as their last transaction. That's why TELUS has made putting customers first its top corporate priority.
PLEASE MIND THE GAP BETWEEN THE GROSS & THE NETMandar Mungee
A study of several research papers on churn indicate that every year CSPs serving enterprises lose approximately 15% to 30% of annual revenues on account of churn. For CSPs serving enterprise customers, the journey of managing churn seems to have just started, while churn management by CSPs serving retail customers has evolved over time. Successful management of churn comes to the rescue of CSPs in achieving their revenue objectives, especially when revenues forecasted from new business fall short of plan. For successfully managing churn, CSPs need to orchestrate cross-functional efforts, enabled by the right processes & policies which in turn need to be powered by appropriate technology.
The document discusses common reasons why outbound telemarketing campaigns fail, including: utilizing price alone in vendor selection without considering other factors; not visiting potential vendors to evaluate their operations; setting unrealistic goals; having unclear lead criteria; poor data quality; offshoring campaigns without consideration of language/cultural barriers; overreliance on scripting without training agents; providing improper training materials to vendors; and not understanding or targeting the correct audience. The author argues that considering multiple factors in vendor selection, evaluating vendors, setting realistic goals, clearly defining lead types, utilizing collected data, balancing onshore/offshore options, combining scripting with agent training, working with vendors on materials, and targeting the right contacts are important for campaign success.
The One-Two Punch: How To Combine Email & Direct Mail For Knockout Marketing ...Aaron Corson
On April 1st, 2010 Tom Ruwitch of MarketVolt and Aaron Corson of MarketPath hosted a seminar for marketers called The One-Two Punch: How to Combine Email & Direct Mail for Knockout Marketing Results at Spazio's in St. Louis. The event and integrated campaign used to promote it, was a resounding success and ultimately led to over 170 leads for their respective businesses.
‘Pharmaceuticals in India’ is a never ending discussion over its growth potential, opportunities, strengths and how your organization can capitalize on them. At the same time, it is essential to know what obstacles you will face while doing so. To dissect this exciting opportunity, here's India’s first ever conference on commercial excellence in pharma
Eight Steps to Great Customer Experiences for Government AgenciesRightNow Technologies
This document outlines eight steps that government agencies can take to improve customer experiences despite constrained budgets. The steps are: 1) Establish a knowledge foundation to effectively manage and deliver knowledge; 2) Empower customers with self-service options via web and phone; 3) Empower frontline employees with access to extensive knowledge; 4) Offer service through multiple channels; 5) Listen to customer feedback; 6) Design seamless experiences across channels; 7) Proactively engage customers; 8) Continuously measure and improve experiences. Implementing these steps will allow agencies to fulfill rising expectations, comply with mandates, and increase productivity while reducing costs.
The channel sales model is a great way to scale up your business. But, that doesn't mean channel sales is easy. It comes with its own set of challenges. Download this whitepaper to learn more about the 7 steps to smoother channel management.
Debate: Does Procurement stifle Marketing’s Creativity?Petra Smith
The document discusses whether procurement stifles marketing creativity. It notes that while monitoring marketing ROI is important, predicting it is difficult. Some argue that procurement hinders creativity through long RFP processes and frequent agency repitches. However, others argue that procurement can help marketing by managing pitches, contracts and disputes to allow marketing to focus on creativity. When procurement focuses on commercial and risk factors rather than just cost, and collaborates with marketing, it need not stifle creativity. The debate participants ultimately voted that "good" procurement does not stifle marketing creativity.
Presented by Cecilia E. Samson at PAARL’s National Summer Conference on the theme "Superior Practices and World Widening Services of Philippine Libraries", held at Dao District, Tagbilaran City, Bohol, 14-16 April 2010
Client experience Workshop for Accounting FirmsCX Pilots
A simple, how-to manual for client success leaders in the accounting profession. A pragmatic strategy, program implementation, measurement and governance approach.
BUILDING YOUR CX STRATEGY: SEVEN DIMENSIONS FOR SUCCESSCorey Miller
This document discusses building a successful customer experience (CX) strategy and outlines seven dimensions for success. It notes that while improving CX is a strategic priority for many companies, few actually deliver an excellent CX. The document then discusses the current state of CX, how customers are in control and informed, and the importance of brand, loyalty, and consistency across all customer touchpoints to uphold the brand promise. It advocates developing a CX strategy that supports the company's mission and values to provide a meaningful, personalized experience for customers.
In a B2B scenario, with longer lead times, higher value outcomes and complex decision making units, telemarketing can help build the depth of relationship and
level of trust needed to take a prospect through to a sale.
Service quality dimensions are important factors to consider in marketing services like hospitality, entertainment, restaurants, and insurance. There are five key dimensions of service quality: tangibles, reliability, responsiveness, assurance, and empathy. The service quality model identifies five gaps between customer expectations and perceptions: 1) differences in management and customer expectations, 2) differences between management perceptions and service specifications, 3) differences between specifications and service delivery, 4) differences between communications and delivery, and 5) differences between expected and experienced service. Managing these gaps is important for customer satisfaction.
Implementing A CRM Proposal PowerPoint Presentation SlidesSlideTeam
For obvious reasons, a business cannot survive without a loyal fanbase. Therefore, fostering strong business relationships with clients is critical to a successful business venture. The development of customer relationship management software and framework makes this reasonably easy. Every firm with long-term goals needs a CRM strategy. This creates ample scope for CRM professionals to create value. But due to business dynamics, many CRM organizations continue to face problems in maintaining a steady flow of customers. However, SlideTeam’s latest offering- Implementing A CRM Proposal PowerPoint Presentation Slides can turn the situation on its head. Employ our PowerPoint business proposal slideshow to close more deals, and manage customer relations effectively. This proposal kicks off with a gripping cover letter. The state-of-the-art design positions your brand in the minds of the target audience. Briefly explain the CRM problems of your customers, such as outdated technology or lack of talent. Showcase a gist of your Customer Relationship Management strategy and elucidate the positive effects on the customer experience. Our business proposal PowerPoint layout assists you in virtually presenting the core aspects of CRM implementation. Walk your audience through various key steps involved in the plan of action. Elaborate on weekly and monthly project timeframe chronologically with the help of a linear diagram enlisting milestones. Portray the cost structure of CRM implementation as per various features. Represent a pricing list for common, unique, and new CRM system features. Our PowerPoint layout innovators have included a highly professional company intro. Easily personalize the details to reproduce the corporate identity of your firm, virtually. You may showcase details like firm background, vision, and the responsibilities you will undertake as a part of the deal. Introduce your clients to the key staff and members involved in the project. End the proposal with max impact by including what your past customers think about your company. Give a glimpse of your proficiency via a case study. Further, get access to an implementation agreement contact by hitting the download icon. Begin instant customization now. https://bit.ly/37NdN7A
This paper describes what it means to implement effective management campaigns. It also highlights how teleprospecting can be a key tactic in your marketing strategy.
The document discusses customer experience (CX) maturity models and how companies can progress through different stages of CX maturity. It begins by introducing a 5-level CX maturity model: Awareness, Mapping, Measurement, Process & Technology, and Culture. It then provides details on what each level entails and how companies can advance to higher levels of maturity by thoroughly implementing CX practices, measuring customer feedback, optimizing processes, and developing a customer-centric culture. The overall message is that CX has become a key differentiator and companies should take a staged approach to developing their CX capabilities.
Este documento presenta los métodos para realizar una exploración ginecológica y obstétrica, incluyendo el interrogatorio, exploración física y maniobras diagnósticas. Describe los pasos para examinar las mamas, abdomen y genitales de la paciente, así como para determinar la situación, posición y presentación del feto. Además, explica cómo calcular la edad gestacional y monitorear la frecuencia cardíaca fetal.
Creating policies that will sustain your organization and your community
How to create policy templates that can be used and modified by a new leader
Best practices and lessons learned for proper succession management
This document contains a summary of an individual's career experience and objectives. It includes:
1) Over 30 years of experience in culinary and managerial roles in 5-star hotels and restaurants in Indonesia, Saudi Arabia, and the United States.
2) Most recent role was as Executive Sous Chef at Pullman Zam-zam Grand Suite Manage from 2010-2015.
3) Career objective is to secure a rewarding senior management position to lead 5-star hotels to higher standards through leadership, training, and motivation.
This document contains before and after photos from various laser lipolysis procedures performed by different doctors on different areas of the body. The photos show reductions in fat and skin tightening on areas like the abdomen, back, arms, thighs, flanks and face. Specific procedures shown include laser lipolysis on the abdomen, back, arms and thighs with reductions seen within days to months. Face lifting procedures like laser lipolysis on jowls and nasolabial folds, and fat grafting are also shown with improvements evident within weeks. The document serves to demonstrate the clinical results that can be achieved through laser lipolysis and associated procedures.
Excel can be a useful initial tool for compliance management, but has limitations. It works well for a single domain in the first year, but struggles as the compliance scope expands to multiple domains or years. Key challenges with Excel include lack of central evidence repository, version control, oversight of the control mapping process, and ensuring all teams use consistent processes. The document provides tips on when Excel is no longer sufficient and recommends a more comprehensive compliance solution for programs with 3 or more domains or that have expanded in scope beyond the initial launch.
This document is a seminar report on femtocell technology submitted by a student named Hareesh P. It provides an introduction to femtocells, defining them as low-power wireless access points that use a home broadband connection to connect mobile devices to a mobile network operator's network. It discusses the need for femtocells to improve indoor coverage and capacity as more users access mobile networks at home. The document also classifies femtocells based on their bearer connection and initial access information capabilities. It provides a basic overview of how femtocells function by connecting to the operator's core network via broadband and operating at low power for indoor coverage while handing off to the macro network outdoors.
A view on canada healthcare sector and go to market strategy formulationSuman Mishra
An overview on
- Canada Healthcare Market , how it compares with other common wealth countries and US
- Deep Dives into Canada Government Healthcare Market
- The Value chain of Canada Healthcare Market
- The market size and key players
- The trends observed in the market
- Some Key Recommendations while formulating the "Go to Market"
A empresa de tecnologia anunciou um novo smartphone com câmera aprimorada, maior tela e melhor processador. O novo aparelho custará US$ 100 a mais que o modelo anterior e estará disponível para pré-venda em 1 mês. Analistas esperam que o novo smartphone ajude a empresa a aumentar suas vendas e receita no próximo trimestre.
A empresa de tecnologia anunciou um novo smartphone com câmera avançada, bateria de longa duração e processador rápido para competir no mercado. O dispositivo custará menos do que os principais concorrentes e estará disponível em várias cores para atender a diferentes gostos. A empresa espera que o novo aparelho ajude a aumentar sua participação no mercado de smartphones.
Customer Relationship Management (CRM) aims to create competitive advantage through understanding, communicating with, and developing relationships with existing and new customers. CRM has emerged as a buzzword with different meanings, from one-to-one marketing to call centers to technology solutions. Historically, merchants built businesses on trust and personalized relationships with customers, but industrialization separated manufacturers from customers. Now, CRM leverages advanced technology to maintain constant communication and meet rapidly changing customer demands.
This document discusses how niche contract labor suppliers can create value for their MSP partners and become a "20% supplier". It identifies 7 key approaches to value creation: 1) Collaborative account growth, 2) Collaborative opportunity development, 3) Transparency and communication, 4) End-user engagement, 5) Educating the MSP, 6) Fulfillment and validation, and 7) Strategic relationships. The document emphasizes that MSPs prioritize growth, efficiency, compliance, and meeting client needs. Suppliers who can tangibly help MSPs in these areas through the identified value creation approaches will become trusted strategic partners.
The document discusses four key strategies for companies to achieve profitable and sustainable revenue growth during an economic downturn: 1) Focus on existing customer accounts by deepening relationships and tailoring offers; 2) Ensure every sales opportunity is captured through efficient upselling and cross-selling; 3) Reduce the cost to serve customers by empowering associates with tools to work smarter; and 4) Maintain a strong focus on service quality to differentiate the brand in the marketplace.
1) The document discusses how companies can achieve profitable and sustainable revenue growth, even during economic downturns.
2) It recommends focusing on existing customer accounts, capturing every sales opportunity, maintaining service quality, and reducing customer service costs.
3) Specific tactics include communicating appreciation to customers, targeting promotional offers, optimizing sales conversions, and providing associates with tools and technologies to improve efficiency.
What we know_about_managing_advertising_agenciesAdCMO
Managing advertising agencies is complex and involves several key aspects:
1) The relationship between brands and agencies is changing as disintermediation increases and agencies must adapt their business models.
2) Finding and replacing agencies requires careful management of risks and costs for both clients and agencies through processes like agency searches and reviews.
3) Evaluating agency performance through clear briefs, measurable metrics, and continuous feedback cycles can help build sustainable client-agency relationships.
This document discusses customer relationship management (CRM) and how it can help companies improve their one-to-one marketing strategies. CRM involves tracking all customer interactions, including marketing, sales, and customer service, to better understand customer needs and provide personalized experiences. It allows companies to manage the entire customer lifecycle in a unified way. The document argues that selecting a CRM solution requires considering both the necessary processes and software products that can help automate processes to improve marketing and sales efficiency.
The document summarizes the results of a 2014 salary survey of copier sales representatives. It finds that most reps have transitioned from selling standalone copiers to managed print services (MPS), which has increased their incomes and satisfaction levels. Specifically, the number of "account executives" decreased by over half as most shifted to become "MPS/solution sales reps". Average total compensation was $116,431, with MPS reps earning $121,841. The survey indicates copier sales has become a stable, long-term career as the industry has transformed to focus on technology solutions.
This document discusses how to structure an agile team for real-time marketing. It recommends teams comprised of "Renaissance junkies" with broad interests and expertise across many areas. Team members should collaborate more tightly throughout the process, with activities blending together and everyone involved in social listening, content development, and engagement. A trial-and-error approach is needed as real-time marketing is still experimental. Teams require flexibility and a willingness to take risks and iterate quickly without attached to single concepts.
This document provides advice for technology solution providers on expanding their service offerings to include an "as-a-service" model. Some key points:
- Moving to an as-a-service model with recurring monthly revenue from services like SaaS and HaaS can provide more predictable cash flow and make businesses more profitable and competitive over time.
- Adding new practice areas like cloud services, managed services, and security monitoring allows businesses to develop recurring revenue streams and reduce customer churn. This builds a more valuable legacy that is easier to sell.
- Transforming capital expenditures into affordable monthly operating expenses for clients through an as-a-service model can help close more deals.
- Establishing recurring
This document discusses the evolving role of the customer marketer. It begins by contrasting the traditional role of customer marketer, which focused on campaigns, to the current role, which emphasizes ongoing customer relationships and engagement. The modern customer marketer is challenged with measuring the impact of engagement activities and proving the value of customer marketing. Key metrics for success discussed include renewal rates, referrals, references, and advocacy/engagement. Overall, the role of the customer marketer is shifting from campaigns to building deep, long-term customer relationships and experiences.
1. Aquila Insight helped a UK insurer better understand customer sentiment and brand perception to transform their renewal pricing approach.
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LEADS provides inside sales and lead generation services to help clients increase revenue. They work as an extension of the client's sales team to qualify leads, set appointments, and develop relationships. Outsourcing these functions allows clients to focus on core business while LEADS handles cold calling, data collection, and presenting client benefits to prospects. LEADS trains specialized inside sales representatives and works closely with clients to customize services that meet their unique needs and industry.
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2. 2
Cheaper, simpler, better for customers:
Outsourcing without trade-offs
Instead of “insourcing” or “reshoring,” a revamped approach to outsourcing
can improve customer experience, explains Vodafone Spain’s Carmen
López-Suevos Hernández in an interview.
Carmen López-Suevos Hernández:
Although outsourcing has always been strategically
important for us, historically our approach to it
was opportunistic. Each major subunit within
customer operations, such as the customer-care
help desk or customer retention, managed its own
vendor relationships. As a result, across the whole
customer-operations group, I’d estimate that we
were working with at least ten major customer-
operations vendors with dozens of different sites
all operating very differently.
McKinsey: What caused the fragmentation?
Carmen López-Suevos Hernández:
Initially, much of our outsourcing focus was on
supporting rapid growth. But as a pricing war
started to take hold in Spain after the 2008
financial crisis, cost became the overriding
concern. Every subunit within the company was
making practical decisions to try to rein in costs,
moving contracts from vendor to vendor or from
site to site, all in an attempt to stay within strict
budget limits.
McKinsey: What effect did that have on customers?
Carmen López-Suevos Hernández:
Our customer-experience scores were the lowest
among the major mobile providers in Spain.
Because we resolved comparatively few customer
problems in one call—our “first-contact resolution”
rate was low—our call volumes were growing. That
meant our costs were actually increasing despite
our efforts to control them.
As a key player in Spain’s intensely competitive
mobile-telecommunications market, Vodafone
Spain had long worked with vendors in both Spain
and Latin America to support its customer-service
operations, until they were almost fully outsourced.
However, as price competition increased and
customer expectations rose, cracks started to
emerge in the model. Managing a large number of
vendors, often working on relatively short-term
contracts, made customer-experience standards
difficult to achieve—let alone to improve as the
market changed. Yet despite leaders’ concerns
about the company’s competitive position in service
quality, relentless pricing pressures made moving
the work back in-house a daunting prospect.
Rather than abandon outsourcing and offshoring,
the company decided that the concepts needed
a complete rethinking. Carmen López-Suevos
Hernández, recently appointed Vodafone Spain’s
director of customer experience, led a team that
completely restructured the way the company’s
outsourcing works. Three years later, the company
raised its customer-satisfaction ranking from last
among major Spanish mobile providers to first,
even as operating costs fell by double digits.
López-Suevos spoke with McKinsey’s Raffaella
Bianchi and Christian Johnson from her office
in Madrid.
McKinsey: It sounds as though outsourcing has
played an essential customer-operations role for
Vodafone Spain. How has the model evolved over
the years?
3. 3
service quality. For us, it meant that whatever cost
benefit we earned up front we ended up losing in
the end because the volume of calls kept rising.
The other way to reduce overall cost to serve is by
reducing volume. Better-quality customer service
would let us resolve more calls the first time, so the
number of calls would fall. We could then allow a
higher price per call, which vendors could reinvest
in further quality improvements—and we would
still come out ahead.
But to make that switch, we needed to change
a lot about how we operated. And we needed to
change our mind-sets about the role of vendors,
our performance expectations of them, and how to
interact with them on a daily basis.
McKinsey: So this is more than just eliminating
a few low-performing vendors.
Carmen López-Suevos Hernández:
Much more. We certainly needed to simplify, to
reduce the number of vendors and sites—and
become leaner, more effective. But first we needed
a new working model.
Fundamentally, in the end, we wanted contact
agents who could turn customers into promoters
for us, not just handle calls.
McKinsey: That’s a significant step up in the
capabilities you needed, no?
Carmen López-Suevos Hernández:
Yes, and we knew that we needed vendors
who could work with us as partners along this
journey; not all of them had that capacity. But the
implications were much broader than that. For
example, in the past, our managers evaluated
vendors based only on a narrow set of efficiency-
based key performance indicators [KPIs]. Changing
the focus to quality meant that we needed a
McKinsey: How did vendors find working with
Vodafone Spain at that time?
Carmen López-Suevos Hernández:
Very difficult. The intense focus on cost meant that
the governance model for our vendor relationships
was almost entirely transactional, emphasizing
volumes and fixed prices above everything else.
Annual negotiations were very tough; vendors
disliked the constant price pressures.
Moreover, vendors that had multiple contracts
with us found it was like working with different
companies. They could never be entirely clear
on what our priorities were, because there was
very little coordination among different subunits
working with the same vendor.
It all added up to a black box, both for the vendors
and, to be honest, for us as well.
McKinsey: How did you start changing these
relationships?
Carmen López-Suevos Hernández:
We realized that we had to refocus on the quality
of service that the vendors were providing, not just
cost. That meant reevaluating our relationships
with the vendors and, most important, with the
frontline agents who were serving our customers.
Our goal has always been to reduce our overall
cost to serve. On paper at least, one way to do that
is to reduce the cost per call, which is what we had
been trying to do in the past. But when you squeeze
your vendors on price, they squeeze back, usually
on the people side of the equation—reducing the
qualifications of the people they hire, the amount of
training and coaching people get, the ratio of team
leaders to team members, and the attention given
for development and retention. As a consequence,
attrition increases while people’s skills fall—and
you resolve fewer calls on first contact, damaging
4. 4
cascade down to the weekly and daily meetings
that monitor ongoing performance, so everything
happens in a smooth and coordinated way.
McKinsey: How has the day-to-day working
environment changed?
Carmen López-Suevos Hernández:
Almost everything is different now; the
connections between Vodafone and the sites are
much tighter. We revamped the vendors’ KPIs so
they align more closely with our service-quality
strategy. Then, to help the vendors monitor the
same metrics for their agents, we built a database
that the vendors can independently see and
manage in real time, rather than waiting for
reports at the end of the month.
In parallel, we developed a range of analytic
tools to help the vendors manage their people
more effectively, such as speech analytics that
help the agents resolve questions more quickly
and thoroughly. Together we’ve defined a new
continuous-improvement methodology as well,
using voice-of-the-customer data and frontline
agents’ experiences. We provide the vendors with
the customer-feedback data we gather, so that they
can improve their policies and processes. And in
turn, their frontline agents make suggestions to us
on what we could change in our processes.
Finally, each site now includes a Vodafone
representative who is evaluated on exactly the
same metrics as the vendor. That person has
every incentive to help the vendor improve its
performance, and can also see day to day what is
working well and what could be improved.
McKinsey: What does this mean for the agents?
Carmen López-Suevos Hernández:
We pay much closer attention to their development,
because high attrition rates are not compatible
whole new set of metrics. Given that the vendors’
personnel are the closest people to our customers,
we needed them to be measured and rewarded on
quality metrics, and to be empowered to provide
better quality to clients.
McKinsey: So you had to share a lot more about
your business with the vendors.
Carmen López-Suevos Hernández:
And we had to change our mentality about the
vendors’ role, understanding that our customer
relationships were too important to reduce to a
yearly transaction based mainly on target cost per
call. We needed these vendors to be our partners,
and we needed them to understand that we were
serious about treating them as partners rather than
just fighting them on economics.
McKinsey: How did the change from
transactional to relationship-based vendor
management play out with respect to structuring
the customer-service operation?
Carmen López-Suevos Hernández:
Our new strategy centers on a smaller number of
highly capable vendors. For most major areas, we
identify a “champion” and a “challenger” to foster
healthy competition and improve performance. We
also worked with the vendors to articulate guiding
principles for reducing the number of locations,
again with the goal of improved customer experience.
On our side, we created a centralized, commercial-
operations vendor-management team, which helps
ensure alignment in working with each of our
vendors. All of our customer-operations areas now
participate in an annual vendor meeting, during
which we spend a whole day with our vendors in
refining our vendor strategy. The results are then
the basis for monthly meetings, which each area
conducts together with its vendors to evaluate
the contract process. The data and expectations
5. 5
The most important shift was the concept of
investing now (in the form of a higher price per
call) in order to allow vendors to work on quality,
so that more calls could be resolved the first time.
The committee had to understand that the price
per unit might not be as low as it once was, but
our total costs would fall in tandem with the call
volume. They and the CEO became real promoters
of this program.
McKinsey: What was the vendors’ response to
the new relationship model?
Carmen López-Suevos Hernández:
At the beginning, some of them were concerned
about the added complexity: it was no longer
a simple matter of calculating the number of
employees needed to handle a given volume of calls.
Now they would have to change their mind-sets and
focus their actions around quality.
Early successes built trust. One of the first areas
we targeted, high-priority customers, achieved a
quick quality turnaround. The vendor was very
pleasantly surprised—and its experience showed
the other vendors that the changes would make
them proud to be working with Vodafone.
with high-quality customer service. We therefore
set clear standards for all sites, regardless of
vendor, for building employees’ capabilities,
providing adequate supervisory support, and
designing career paths.
McKinsey: How did you persuade the top
leadership team to support this transformation?
Carmen López-Suevos Hernández:
Look, this process won’t produce results in a
month. My belief is always that if we do the right
thing, we will get the results we want—but it takes
some patience.
Our CEO is very focused on customer experience,
so that was a good starting point for us. But we also
needed the executive committee’s support, so that
other functions, such as IT and marketing, would
make it a priority to help remove potential barriers
to reducing our call volume. We were therefore very
clear with the executive committee: “These are the
facts about our service and our costs, and this is what
it will take to fix them for the long run.” We knew that
some of the consequences would be painful, and we
made sure the committee members understood our
reasoning, so that they could explain it if asked.
Carmen López-Suevos Hernández
Carmen López-Suevos Hernández, Vodafone
Spain’s director of customer experience, has more
than 20 years of experience in telecommunications.
Before assuming her current role in late 2016, she
was Vodafone Spain’s consumer care director, and
previously held a variety of leadership roles with the
company in customer management. She started her
career as a consultant at American Management
Systems in European telecom projects, and later
joined the fixed-line operator “R” and the mobile
operator Yoigo. She holds a degree in physics from
Complutense University of Madrid and an executive
MBA from the IE University, Madrid.
6. 6
Carmen López-Suevos Hernández:
The numerical results have been more than we
expected: our first-contact-resolution rate has
increased by more than 30 percent, and our call
volumes are down by almost 50 percent. But to me
what’s truly rewarding is that vendors and frontline
agents feel proud of working for Vodafone customers,
of what they’re doing and what they deliver. Agents
will tell me that they want our customer-satisfaction
score or our first-contact-resolution rate to rise even
higher. I think many people would be surprised to
hear that from a vendor.
McKinsey: How has this experience changed
Vodafone Spain’s perception of outsourcing?
Carmen López-Suevos Hernández:
I’ve heard many people say that you shouldn’t
outsource for core operations, because it will
never be the same culture and the same quality
results. But we’ve worked hard to make sure that
it’s one culture, not two, and what our vendors
are achieving upends the stereotype of an
unbridgeable gap.
We wanted everyone to feel they are part of
Vodafone, and our color is red, so our vendors are
our Red Teams. We wanted our vendor personnel
to use our products and services, so we gave all
our Red Team community the same discount we
give our employees. We include them in the same
concerts and sporting events that we host. And
even little things, like sending everyone an SMS on
their birthday—that’s a big change from when we
were only negotiating on price and had no idea who
the agents were.
McKinsey: When did you sense that the
organization had really changed?
Carmen López-Suevos Hernández:
It was the first time I overheard vendor people
McKinsey: What do customers experience today,
compared with before the transformation?
Carmen López-Suevos Hernández:
There are actually four major changes that
you should feel as a customer, starting with
personalization. That doesn’t mean that the
same agent will work with you every time, but it
does mean that the agent will know more about
your situation even as your call arrives. So, if you
ordered a new handset two days ago, the agent
will see that and be prepared to give you a status
update on the order. If there’s a problem, that agent
is responsible for resolving it: one customer, one
issue, one agent, from beginning to end.
That leads to the second change: proactivity. The
goal is for the agent to be able to resolve your
question 95 percent of the time on first contact. But
if that isn’t possible, the agent will call you back;
you should not have to call again.
Third, you should never have the same problem
twice. Customers can understand a mistake, but
not the same mistake two times. If you call us with a
billing question one month, we will contact you the
next month to make sure the question is still solved.
The fourth and final change is “no escalation.”
Customers should not have to wait for several levels
of approvals, so a frontline representative is now
empowered to solve all customer issues. The only
limiting factor is that they are subject to auditing.
And one of the major benefits of better service is
that empowering our front line in this way has
helped reduce the number of refunds we have to
give in order to retain our customers.
McKinsey: What parts of this journey have been
the most surprising or rewarding to you and
your team?
7. 7
I also think this experience illustrates a larger
lesson about how business is evolving: it’s more
important than ever to have very good people and
to invest in people. We decided to go for better skills
and a lower volume of calls, and I’m sure this will
happen more and more. Already chatbots can take
care of a lot of really basic transactional work, so
what people will handle will become more complex.
That means you will need to give people a lot of
empowerment, with an attitude that you work
jointly with them. And you will need very good
managers as well, with skills in attracting and
retaining high performers.
Raffaella Bianchi is an alumna of McKinsey’s Milan
office, and Christian Johnson is a senior editor in the
Hong Kong office.
saying “we,” meaning all of us together, and not
“you” referring to Vodafone and “we” referring to
the vendor. And then I heard people from Vodafone
and our vendors sharing pride in achievements
they made together, such as a recent breakthrough
in customer-satisfaction rates among our highest-
value customers.
McKinsey: Now that you’re about three years
into the transformation, is there anything you
think you would do differently if you were starting
the process today?
Carmen López-Suevos Hernández: At the
beginning, people naturally hesitate, wondering
if people can make the change. My advice: don’t
be afraid. Especially right now, with so much
upheaval—the pressures from digital and from new
business models—the world is more open to change
than just a few years ago, and keeps demanding
higher and higher quality.