This document summarizes the key findings of a study on customer complaints conducted by the consulting firm Beyond Philosophy. The study found that most customers do not think companies understand their expectations and that complaints and negative social media comments occur when customers feel their expectations were not met. It also notes that complaints can go viral online and discusses the high costs of customer defection compared to customer retention. Additionally, the document reports that most complaints are made directly to companies rather than through social media and come from specific sectors such as telecommunications, utilities and retail. It concludes with a poll asking whether organizations monitor complaint satisfaction.
Our CEO John Foley, Jr. spoke at the 2012 PMA@CES conference to the DIMA group.
In this presentation, "Transforming Your Photo Business", John discusses how companies can adapt to changes in the worlds of technology and communications.
He discusses current and upcoming trends, but he also presents strategies to help businesses benefit from those.
Digital Display throught the eyes of the consumerShane Smith
This document describes a research study that used eye tracking methodology to analyze how consumers interact with digital displays and advertising. Key findings include:
- Creative content significantly impacted consumer engagement, with time spent viewing varying widely between ads.
- On average, consumers spent 11% of their time on a page viewing ads, but this ranged from 5-22.5% depending on the ad.
- It took consumers 4.5 seconds on average to fixate on ads, but this also varied widely by up to 7.5 seconds based on the creative.
- Brand recall was 8 points higher for those exposed to ads versus the control group, showing creative impacts recall beyond just user interactions.
The documents summarize survey results from Raddon Financial Group about consumers' confidence in and use of social networks for financial advice and services. The key findings are:
- Less than half of consumers would feel confident obtaining financial advice from a social network.
- Only 1% said social network advice influenced a financial product purchase.
- Facebook is the most commonly accessed social network, used by 52% of consumers monthly.
- Bankrate.com is the most used site for comparing financial product rates and features.
Overview of distribution of financial produtsVikrant Pande
An overview showing how one can achieve innovation in distributing financial products. Challenges faced in distributing some of the products. Some real life and some examples with changed names used
Critical 5 process thinking strategy in customer serviceThe Jamilah H
Putting Process Thinking is a Customers Service operations. This is a presentation at Malaysia's 3rd Lean Six Sigma Summit held at Swiss Garden Hotel, KL in November 2012.
Mkt - achieving service recovery and obtaining customer feedbackTahsin Noor
1) Service recovery occurs when an organization addresses a customer problem following a service failure to regain trust.
2) Common causes of service failures include human, organizational, and customer factors.
3) Effective service recovery through complaint resolution can increase customer loyalty and advocacy. Gathering customer feedback is important for continuous service improvement.
The document summarizes a webinar presented by Beyond Philosophy on bridging the experience gap between organizations and customers. It discusses research findings that show large gaps between what organizations think customers experience and feel versus what customers actually experience and feel. The research found organizations are out of touch with customer emotions and expectations. The webinar explores how organizations can better understand customers' emotional and subconscious perspectives to improve experiences and address the experience gaps.
Our CEO John Foley, Jr. spoke at the 2012 PMA@CES conference to the DIMA group.
In this presentation, "Transforming Your Photo Business", John discusses how companies can adapt to changes in the worlds of technology and communications.
He discusses current and upcoming trends, but he also presents strategies to help businesses benefit from those.
Digital Display throught the eyes of the consumerShane Smith
This document describes a research study that used eye tracking methodology to analyze how consumers interact with digital displays and advertising. Key findings include:
- Creative content significantly impacted consumer engagement, with time spent viewing varying widely between ads.
- On average, consumers spent 11% of their time on a page viewing ads, but this ranged from 5-22.5% depending on the ad.
- It took consumers 4.5 seconds on average to fixate on ads, but this also varied widely by up to 7.5 seconds based on the creative.
- Brand recall was 8 points higher for those exposed to ads versus the control group, showing creative impacts recall beyond just user interactions.
The documents summarize survey results from Raddon Financial Group about consumers' confidence in and use of social networks for financial advice and services. The key findings are:
- Less than half of consumers would feel confident obtaining financial advice from a social network.
- Only 1% said social network advice influenced a financial product purchase.
- Facebook is the most commonly accessed social network, used by 52% of consumers monthly.
- Bankrate.com is the most used site for comparing financial product rates and features.
Overview of distribution of financial produtsVikrant Pande
An overview showing how one can achieve innovation in distributing financial products. Challenges faced in distributing some of the products. Some real life and some examples with changed names used
Critical 5 process thinking strategy in customer serviceThe Jamilah H
Putting Process Thinking is a Customers Service operations. This is a presentation at Malaysia's 3rd Lean Six Sigma Summit held at Swiss Garden Hotel, KL in November 2012.
Mkt - achieving service recovery and obtaining customer feedbackTahsin Noor
1) Service recovery occurs when an organization addresses a customer problem following a service failure to regain trust.
2) Common causes of service failures include human, organizational, and customer factors.
3) Effective service recovery through complaint resolution can increase customer loyalty and advocacy. Gathering customer feedback is important for continuous service improvement.
The document summarizes a webinar presented by Beyond Philosophy on bridging the experience gap between organizations and customers. It discusses research findings that show large gaps between what organizations think customers experience and feel versus what customers actually experience and feel. The research found organizations are out of touch with customer emotions and expectations. The webinar explores how organizations can better understand customers' emotional and subconscious perspectives to improve experiences and address the experience gaps.
The webinar discussed research findings from a customer experience trend tracker survey. It found large gaps between how organizations perceive customer experience and emotions versus customers' actual experiences. For example, only 5% of customers felt experience improved versus 29% of organizations thinking so. The webinar recommends organizations understand customers' emotional and subconscious links to value, conduct pilots to prove customer experience improvements generate revenue, and establish new customer-focused measures. Senior leadership must also be educated on the opportunity customer experience provides.
This document appears to be a list of potential book information including the book title, subtitle, author and numbering. It contains brief entries for 8 potential books without providing any further details about the content or topics of each book.
The webinar discussed research findings from a customer experience trend tracker survey. It found large gaps between what organizations think about customer experience and what customers actually experience. For example, only 5% of customers felt experience had improved while 29% of organizations thought it had. The webinar recommends organizations understand customer emotions better, establish customer-focused measures, define the experience they aim to deliver, and build a business case to secure senior leadership buy-in for improving customer experience. The presenters concluded that failing to respond to changes in customer experience would be a recipe for organizational failure.
This document discusses neuroexperience, which is mapping customer experience directly from brain activity. It is presented by Qaalfa Dibeehi of Beyond Philosophy. Neuroexperience uses tools like EEG and fMRI to understand customer triggers and insights at the neurological level, providing a more direct view of what drives customer behavior and attitudes than traditional surveys. Currently neuroexperience is an emerging area, and the document discusses how tools like biometrics can provide insights and how neuroexperience could be further developed in the future through tools like portable EEG.
Pfizer Study Tour Presentation - Steven Walden & Kalina JanevskaBeyond Philosophy
This document discusses customer experience and the experience economy. It provides examples of how different companies can stage experiences for their customers from undifferentiated commodities to differentiated experiences. These include examples for cakes, credit cards, healthcare, and libraries. It also discusses the importance of customer experience measurement and culture for driving change. Key takeaways are that themes alone do not differentiate companies and that the interpretation and follow through of themes is important. A case study shows how a slight shift in priorities at a grocery chain led to a major decline in customer experience and business.
Beyond Philosophy is a company that uses its Emotional Signature methodology to analyze customer experiences. It identifies the 20 emotions that drive or destroy business value through customer surveys and structural equation modeling. This reveals the conscious and subconscious factors that influence customers and prioritizes which attributes of an experience should be focused on to improve value outcomes like retention, satisfaction and loyalty. Beyond Philosophy has applied this process for clients across industries to help optimize their customer experiences.
1) The document describes the world's largest database of emotions containing 25,000 data points collected by Beyond Philosophy over several years of research.
2) The database shows reductions in advocacy and recommendation emotions among customers from 2005-2011, while attention levels have remained the same. There have also been significant reductions in negative emotions.
3) Maintaining a positive customer experience is important to avoid the costs of negative experiences such as customer defections, which can amount to millions of dollars in lost revenue for large enterprises.
1) The document describes the world's largest database of emotions containing 25,000 data points collected by Beyond Philosophy over several years of research.
2) The database shows reductions in advocacy and recommendation emotions among customers from 2005-2011, while attention levels have remained the same. There have also been significant reductions in negative emotions.
3) Maintaining a positive customer experience is important to avoid the costs of negative experiences such as customer defections, which can amount to millions of dollars in lost revenue for large enterprises.
This document discusses research on emotions in business contexts. It summarizes findings from a database of 25,000 assessments that identified four clusters of emotions that drive or destroy business value. The research found that business-to-business contexts are more attentive to risk and uncertainty than business-to-consumer contexts. It also found differences in emotional profiles between the US and European financial services industries, with the US scoring lower on positive emotions and higher on negative emotions. The document advocates measuring emotions to improve business decision-making.
What emotions are you trying to evoke in your Customers? Building on this it is also critical you select emotions that drive value. ie: Customer Loyalty; Customer retention; Net promoter etc. During the presentation I showed examples of how Clients have used our Emotional Signature research methodology to define the emotions and the actions you should take.
If you would like to talk further please contact us here www.beyondphilosophy.com/contact
The document discusses future trends in customer experience, focusing on the importance of emotional and subconscious factors over just rational aspects. It notes that senior business leaders say differentiation based only on rational factors is no longer sustainable. The document examines questions around understanding customers and designing customer experiences to evoke the right emotions. It also explores how customer experiences are changing with social media and the importance of considering how customers feel when using social media platforms.
The webinar discussed research findings from a customer experience trend tracker survey. It found large gaps between how organizations perceive customer experience and emotions versus customers' actual experiences. For example, only 5% of customers felt experience improved versus 29% of organizations thinking so. The webinar recommends organizations understand customers' emotional and subconscious links to value, conduct pilots to prove customer experience improvements generate revenue, and establish new customer-focused measures. Senior leadership must also be educated on the opportunity customer experience provides.
How to build an emotinal connection with your customersBeyond Philosophy
This document summarizes key findings from a study on building emotional connections with customers. The study found that keeping existing customers is less expensive than acquiring new ones, yet many customers switch providers regularly. Traditional segmentation focuses on behavior, but emotional segmentation is more effective long-term. The study suggests focusing on engaging customers emotionally to encourage loyalty and reduce switching. Building "lovemarks" in the customer experience can help imprint strong, positive emotional connections that drive customer retention.
From the Customer Experience Trend tracker this presentation is the one used for the webinar addresed by Qaalfa Dibeehi, Kalina Janevska and Colin Shaw: A well
The document discusses strategies for managing customer relationships and building loyalty. It covers four stages of brand loyalty, why loyalty is important for profitability, assessing the value of loyal customers, and reasons why customers become loyal. It also discusses strategies for developing loyalty bonds such as rewarding customers, reducing customer defections, handling complaints and recovering from service failures. The importance of service guarantees and how to design effective guarantees is also covered.
Achieving patient experience excellence through cultural transformationBeyond Philosophy
What are the key ingredients to building sustainable and growing patient experience excellence? How do you create a culture that keeps excelling and innovating? To sign up our latest webinar visit here http://www.beyondphilosophy.com/thought-leadership/webinars
This document summarizes a presentation about creating an effective Voice of the Customer (VOC) process. The presentation covered:
1) Eight factors leading to an effective VOC process, including well-defined ownership, unified data collection, integration of multiple data sources, and clear revenue/profit implications.
2) Recent survey results showing that most companies primarily use traditional survey and complaint data, underutilize operational data, and only a third integrate data to provide a full view of the customer experience.
3) Why most VOC processes lack impact - they do not estimate revenue effects, focus on root causes, or determine if actions had impact. An effective process addresses these issues.
Customers are irrational: Stop fighting it!
This document discusses how customers can act irrationally and provides strategies for dealing with irrational customer behavior. It summarizes a presentation by Beyond Philosophy on rethinking how organizations approach customer experience. The presentation argues that customers' emotional experiences and subconscious perceptions significantly influence their behaviors and decisions, more so than rational considerations. It provides examples and strategies to design customer experiences that positively influence customers on an emotional level.
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.
The webinar discussed research findings from a customer experience trend tracker survey. It found large gaps between how organizations perceive customer experience and emotions versus customers' actual experiences. For example, only 5% of customers felt experience improved versus 29% of organizations thinking so. The webinar recommends organizations understand customers' emotional and subconscious links to value, conduct pilots to prove customer experience improvements generate revenue, and establish new customer-focused measures. Senior leadership must also be educated on the opportunity customer experience provides.
This document appears to be a list of potential book information including the book title, subtitle, author and numbering. It contains brief entries for 8 potential books without providing any further details about the content or topics of each book.
The webinar discussed research findings from a customer experience trend tracker survey. It found large gaps between what organizations think about customer experience and what customers actually experience. For example, only 5% of customers felt experience had improved while 29% of organizations thought it had. The webinar recommends organizations understand customer emotions better, establish customer-focused measures, define the experience they aim to deliver, and build a business case to secure senior leadership buy-in for improving customer experience. The presenters concluded that failing to respond to changes in customer experience would be a recipe for organizational failure.
This document discusses neuroexperience, which is mapping customer experience directly from brain activity. It is presented by Qaalfa Dibeehi of Beyond Philosophy. Neuroexperience uses tools like EEG and fMRI to understand customer triggers and insights at the neurological level, providing a more direct view of what drives customer behavior and attitudes than traditional surveys. Currently neuroexperience is an emerging area, and the document discusses how tools like biometrics can provide insights and how neuroexperience could be further developed in the future through tools like portable EEG.
Pfizer Study Tour Presentation - Steven Walden & Kalina JanevskaBeyond Philosophy
This document discusses customer experience and the experience economy. It provides examples of how different companies can stage experiences for their customers from undifferentiated commodities to differentiated experiences. These include examples for cakes, credit cards, healthcare, and libraries. It also discusses the importance of customer experience measurement and culture for driving change. Key takeaways are that themes alone do not differentiate companies and that the interpretation and follow through of themes is important. A case study shows how a slight shift in priorities at a grocery chain led to a major decline in customer experience and business.
Beyond Philosophy is a company that uses its Emotional Signature methodology to analyze customer experiences. It identifies the 20 emotions that drive or destroy business value through customer surveys and structural equation modeling. This reveals the conscious and subconscious factors that influence customers and prioritizes which attributes of an experience should be focused on to improve value outcomes like retention, satisfaction and loyalty. Beyond Philosophy has applied this process for clients across industries to help optimize their customer experiences.
1) The document describes the world's largest database of emotions containing 25,000 data points collected by Beyond Philosophy over several years of research.
2) The database shows reductions in advocacy and recommendation emotions among customers from 2005-2011, while attention levels have remained the same. There have also been significant reductions in negative emotions.
3) Maintaining a positive customer experience is important to avoid the costs of negative experiences such as customer defections, which can amount to millions of dollars in lost revenue for large enterprises.
1) The document describes the world's largest database of emotions containing 25,000 data points collected by Beyond Philosophy over several years of research.
2) The database shows reductions in advocacy and recommendation emotions among customers from 2005-2011, while attention levels have remained the same. There have also been significant reductions in negative emotions.
3) Maintaining a positive customer experience is important to avoid the costs of negative experiences such as customer defections, which can amount to millions of dollars in lost revenue for large enterprises.
This document discusses research on emotions in business contexts. It summarizes findings from a database of 25,000 assessments that identified four clusters of emotions that drive or destroy business value. The research found that business-to-business contexts are more attentive to risk and uncertainty than business-to-consumer contexts. It also found differences in emotional profiles between the US and European financial services industries, with the US scoring lower on positive emotions and higher on negative emotions. The document advocates measuring emotions to improve business decision-making.
What emotions are you trying to evoke in your Customers? Building on this it is also critical you select emotions that drive value. ie: Customer Loyalty; Customer retention; Net promoter etc. During the presentation I showed examples of how Clients have used our Emotional Signature research methodology to define the emotions and the actions you should take.
If you would like to talk further please contact us here www.beyondphilosophy.com/contact
The document discusses future trends in customer experience, focusing on the importance of emotional and subconscious factors over just rational aspects. It notes that senior business leaders say differentiation based only on rational factors is no longer sustainable. The document examines questions around understanding customers and designing customer experiences to evoke the right emotions. It also explores how customer experiences are changing with social media and the importance of considering how customers feel when using social media platforms.
The webinar discussed research findings from a customer experience trend tracker survey. It found large gaps between how organizations perceive customer experience and emotions versus customers' actual experiences. For example, only 5% of customers felt experience improved versus 29% of organizations thinking so. The webinar recommends organizations understand customers' emotional and subconscious links to value, conduct pilots to prove customer experience improvements generate revenue, and establish new customer-focused measures. Senior leadership must also be educated on the opportunity customer experience provides.
How to build an emotinal connection with your customersBeyond Philosophy
This document summarizes key findings from a study on building emotional connections with customers. The study found that keeping existing customers is less expensive than acquiring new ones, yet many customers switch providers regularly. Traditional segmentation focuses on behavior, but emotional segmentation is more effective long-term. The study suggests focusing on engaging customers emotionally to encourage loyalty and reduce switching. Building "lovemarks" in the customer experience can help imprint strong, positive emotional connections that drive customer retention.
From the Customer Experience Trend tracker this presentation is the one used for the webinar addresed by Qaalfa Dibeehi, Kalina Janevska and Colin Shaw: A well
The document discusses strategies for managing customer relationships and building loyalty. It covers four stages of brand loyalty, why loyalty is important for profitability, assessing the value of loyal customers, and reasons why customers become loyal. It also discusses strategies for developing loyalty bonds such as rewarding customers, reducing customer defections, handling complaints and recovering from service failures. The importance of service guarantees and how to design effective guarantees is also covered.
Achieving patient experience excellence through cultural transformationBeyond Philosophy
What are the key ingredients to building sustainable and growing patient experience excellence? How do you create a culture that keeps excelling and innovating? To sign up our latest webinar visit here http://www.beyondphilosophy.com/thought-leadership/webinars
This document summarizes a presentation about creating an effective Voice of the Customer (VOC) process. The presentation covered:
1) Eight factors leading to an effective VOC process, including well-defined ownership, unified data collection, integration of multiple data sources, and clear revenue/profit implications.
2) Recent survey results showing that most companies primarily use traditional survey and complaint data, underutilize operational data, and only a third integrate data to provide a full view of the customer experience.
3) Why most VOC processes lack impact - they do not estimate revenue effects, focus on root causes, or determine if actions had impact. An effective process addresses these issues.
Customers are irrational: Stop fighting it!
This document discusses how customers can act irrationally and provides strategies for dealing with irrational customer behavior. It summarizes a presentation by Beyond Philosophy on rethinking how organizations approach customer experience. The presentation argues that customers' emotional experiences and subconscious perceptions significantly influence their behaviors and decisions, more so than rational considerations. It provides examples and strategies to design customer experiences that positively influence customers on an emotional level.
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.
7 factors for building extreme customer loyalty rita schnarr pptDeltaChamber
Customer Loyalty depends on factors such as satisfaction, performance, economic value and alignment, but also on dependence that is emotional, structural and business-related. Come and learn some new marketing techniques for your business and assess those you are using now with Rita Schnarr .
Rita Schnarr is President of Schnarr & Associates and a Partner with Profiles International Inc ~ the world’s innovator in online employment assessments and talent management solutions serving over 40,000 companies worldwide.
This document discusses social media marketing in B2B contexts. It begins by noting that marketing and consumers have changed, with consumers now being emotional, interconnected, and trusting word-of-mouth over ads. It then discusses the importance of social media communities, brand advocates, the intersection of social and mobile, location-based services, and provides several B2B case studies. It emphasizes starting engagement by listening to target groups, identifying brand ambassadors within the company, and gaining management support.
www.brand-camp.com We realise that lots of entrepreneurs are struggling with how to get more clients and customers, so we have created this presentation to help you do just that! It was originally a webinar, so if you would like clarification of any points, please contact me directly.
The counterintuitive nature of customer experience managementGeert Martens
Beyond Philosophy is a consulting firm that helps companies improve their customer experience management. They address tough questions about defining the customer experience, understanding customer expectations, measuring the experience gaps, and ensuring employees are engaged in delivering the desired experience. Improving the customer experience can result in increased customer satisfaction, reduced costs, and higher revenues and profits for companies. The customer experience is both a rational interaction and emotional experience for customers.
The document provides a summary of a social marketing breakfast event. It discusses 4 myths about social media marketing, 3 common pitfalls or "plagues", and provides 2 examples of companies that have successfully used social media (Starbucks and Danone). The document also outlines a 4-step method for conversational engagement on social media and provides 7 tips for social media conversations. It encourages attendees to sign up for the next social marketing breakfast event.
This document provides tips for small businesses on managing their online reputation to protect their bottom line. It notes that negative online reviews or a lack of reviews could hurt a business, as consumers increasingly search and make purchasing decisions based on reviews. It offers three key steps for businesses: 1) proactively gather online reviews on sites like Google and Yelp, 2) monitor reviews and social media mentions, and 3) promote positive reviews through various online and offline channels. The goal is to incorporate online reputation marketing into a business's existing PR and word-of-mouth strategies.
Venture For America Customer ExperienceLewis Goldman
The document outlines the schedule and content for a marketing module focusing on customer experience. It includes exercises on best and worst customer experiences, mapping customer touchpoints and failpoints, and presentations on acquisition and lifetime customer value. Key topics covered are defining customer experience, measuring customer satisfaction, importance of customer experience, and case studies on companies like Twitter, 1800flowers, Zappos and Comcast.
Design Your Customer Community For Maximum EngagementGet Satisfaction
http://ow.ly/hsc9k, 5 Mistakes Companies Make When Using Customer Communities
Kim Celestre of Forrester Research and Matt Wallace from Volunteer Match talk about leveraging a customer community to drive engagement and provide an excellent customer experience.
This webcast provides you with a playbook to help transform your online community into a thriving, interactive network of customers and best practices to create a healthy and active online customer community. Then you will hear from VolunteerMatch, a nonprofit organization about leveraging customer community to gather feedback, provide self-service support and engage with your customers.
Learn how to:
•Identify and incentivize brand advocates
•Turn fleeting social conversations into valuable resources that are discoverable by customers, prospects, and search engines
•Drive innovation based on the feedback of your most active customers
•Enable self-service, community-based support
ABOUT THE PRESENTERS:
Kim Celestre, Senior Analyst Forrester - Kim serves Technology Marketing Professionals. Her analysis on social trends, issues, and best practices helps marketers create social strategies and tactics that increase customer value. Her research focuses on B2B marketing, with a specific emphasis on the use of social networks and online communities to drive technology adoption and shape buying behaviors.
Matt Wallace, VolunteerMatch - Matt joined VolunteerMatch as a Community Support associate in July 2011. Currently, he works on the Communications team as Senior Associate in charge of Nonprofit Relations. He is responsible for engaging VM’s network of nonprofits through webinars, blogs, social media and online content found in the Learning Center. A certified online moderator, Matt helped launch the VM Community Page and established it a successful support platform for the website’s network of users. Before joining VolunteerMatch, Matt worked as an online advertising consultant.
The document discusses future trends and insights in customer experience, with a focus on social media. It identifies three areas with the biggest opportunities: experience psychology, neuroexperience, and social media. The rest of the document discusses how customer experience is defined, the role of subconscious signals, stages of social media maturity for organizations, what drives value in social media experiences, and insights from research into personal, business, and customer social experiences. Key findings include that social media is driven by emotions, esteem and feelings of acceptance are important, and customers expect more from social experiences than normal customer experiences.
A presentation originally given to final year university students in Hong Kong on the subject of issues management in the digital age. Includes: recent APAC examples, key learnings and best practice.
Proximity BBDO Sweden presents: Digital Day 2011, Feb 10.
NICK ORSMAN
ROI and Social Media -- why are companies investing in social media, how do companies measure their investment and what are some of the best examples of using social media to meet marketing objectives.
The presentation can be seen:
http://www.youtube.com/watch?v=Z9TBeCVjReM
Get to know Proximity BBDO Sweden here:
http://www.facebook.com/ProximityBBDOSweden
http://www.proximity.se
The document discusses challenges companies face with social media and information sharing. It notes that by 2015, 80% of enterprises will lack an approach for dealing with social media information, and that social media is shifting power to customers. The document advocates that Capgemini can help companies address these challenges through collaboration technologies, social media solutions, and knowledge management services.
Social Media for Recruitment CompanieseSocialMedia
The document discusses how companies can use social media for recruitment. It outlines that business decision makers have little time and place more trust in their own research than salespeople. It also notes that today's buyers conduct most of their technology purchasing research online and through social media. The document then provides a five step process for small to medium enterprises to implement a social media strategy for recruitment: plan, build infrastructure, listen, target, and engage. It also discusses how some multinational companies are using tools like Skype and Twitter for social recruitment.
7 pitfalls of using social media as a lead source and how to avoid themInfusionsoft
The document outlines 7 common pitfalls of using social media as a lead source, such as lack of engagement, improper engagement, and engaging the wrong audience. It then provides strategies for effective social media marketing, including understanding your target market, using relevant content, and having a posting strategy that focuses on providing value to your audience. The document concludes by listing 10 action items for successfully using social media for lead generation.
xperience Psychology is a new ‘ology’ and key trend in Customer Experience Management. This ties together the latest psychological principles that are both customer and employee focused to inform you about how you can change the Experience that you control to generate value.
We will deep dive into some key and easy to execute frameworks you must learn to compete in this area
As part of the 2011 'Social Media in Pharma' virtual conference, this four member panel was charged with speaking about Social Media in Pharma: How to get started, who in Pharma is doing a good job using social media and outlining some industry best practices navigating the complex regulatory environment. Presentation slides are a collaboration between Eileen O'Brien, Siren Interactive and Ellen Hoenig, AdvanceMarketWoRx.
Can Pharma Embrace Social Media? Social Media in Pharma July 12, 2011 Panel:Alex Butler, EMEA Marketing Communications Manager, Janssen Daisy Chhatwal, Senior Manager Regulatory Affairs, MedImmune Ellen Hoenig-Carlson, Founding Partner, AdvanceMarketWoRx Eileen O’Brien, Director of Search & Innovation, Siren Interactive
How to Join Conversations About Your Brand, presented by Jason DutyWordofMouth.org
PRESENTED BY: Jason Duty, Director of Global Social Outreach Services at Dell
RECORDED AT: WordofMouth.org's Crash Course conference in Austin, TX on May 10, 2012
Best Practices for Building a Market-Leading Customer ExperienceBeyond Philosophy
You already know you need a customer experience management program, but how do you justify it? And once you clear that hurdle, how do you implement it?
Subhra Das knows. As senior vice president, marketing and customer experience for du, the UAE’s premiere telecom company, he played a key role unseating the market leader and earning 42 percent market-share. It all happened within four years of the company’s launch, in the world’s most highly penetrated mobile market.
Join Das and co-presenter Qaalfa Dibeehi, chief operating and consulting officer of Beyond Philosophy, on Thursday, October 27, as they walk through the steps du took when building its deliberate, highly-regarded customer experience.
In this free webinar, Das will outline the seven aspects of du’s customer experience transformation program.
What is Your Competition Doing? Are You an Industry Customer Experience Leader? Join Beyond Philosophy to See the Results of the 2011 Global Customer Experience Management Survey
• Current insights on customer experience from experts and CxOs from across the globe
• Analysis of 8,000 customer experience leaders
Program
Join Steven Walden, Beyond Philosophy's Senior Head of Research, and Colin Shaw, Founder and CEO, as they reveal the results of the 2011 Global Customer Experience Management Survey. The research will pull back the curtain on where the industry stands today, answering questions such as:
• Which industries and regions spend the most on customer experience?
• What are the drivers and challenges the customer experience industry faces as it further develops?
• What companies have seen the biggest customer experience growth, by industry?
• Where is customer experience management most needed? What industry? What country? What companies?
In addition, they discuss topics such as:
• What industries will see the greatest growth in customer experience over the next several years?
• What will be the next great customer experience advancement?
• What is the valuable element of a company's customer experience program? How does it differ by industry or region?
• How will social media affect the way companies approach customer experience?
Learning Objectives
• Learn about the Beyond Philosophy 7-stage Customer Experience Maturity model.
• Discover which industries and countries are concentrating on enhancing the customer experience.
• Learn how to overcome common problems that get in the way of successful customer experiences.
• Explore the pace of growth and the state of customer experience development, broken down by geographic regions.
Delta satisfaction how to avoid unintended bias when you research customer sa...Beyond Philosophy
This document discusses Delta Satisfaction, an alternative approach to measuring customer satisfaction that aims to avoid unintended bias. It introduces the concept of Delta Value and Delta Satisfaction, which measure both satisfaction and dissatisfaction on separate scales to provide a more complete picture. The document includes examples of how Delta Satisfaction has identified important drivers of dissatisfaction that traditional customer satisfaction scores miss. It argues that Delta Satisfaction is a more psychologically and conceptually valid measure of customer experience.
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.
The document discusses employee experience and satisfaction. It begins by defining employee experience and noting that satisfied employees are linked to better business outcomes like customer loyalty, safety, and productivity. It then discusses common metrics used to measure employee experience, such as employee satisfaction surveys and Net Promoter Score. The document suggests digging deeper into employee experience through examining the emotional signature of experiences and using biometric tools. The overall summary is that the document examines how to define, measure, and gain insights into improving employee experience.
The document outlines next steps from a Pfizer study tour, including investigating why LinkedIn has not been used as much as hoped and what other tools have shared information. It also lists creating a regional action plan, presenting to the PBE team and revisiting a past presentation slide deck. Additional next steps include distributing a colleague's book, using customer experience language, influencing managers, and ensuring staff meet with customers annually.
Progressive Insurance successfully implemented new customer measures and engaged its organization by adopting Net Promoter Score (NPS) to measure customer satisfaction and loyalty. It gained executive support, invested resources, and involved employees. NPS provided a common metric across functions and improved processes through feedback. As a result, Progressive's NPS and financial results increased as customer advocacy became embedded in its culture.
Seven Philosophies to build a great customer experienceBeyond Philosophy
The document discusses seven philosophies for building a great customer experience. It states that great customer experiences 1) provide long-term competitive advantage, 2) exceed customer expectations in important areas, 3) are differentiated by stimulating planned emotions, 4) are enabled through inspirational leadership and empowered employees, 5) are designed from the outside-in considering the customer perspective, 6) generate revenue and reduce costs, and 7) embody the company brand by delivering on brand promises. The document is presented by Colin Shaw of Beyond Philosophy and promotes their customer experience consulting services.
The document discusses how organizations can become more customer-centric by moving along a continuum from a "Naive" to a "Natural" orientation. It outlines the key traits of each orientation, from being very product-focused with no customer experience measurement to having customer experience fully integrated into the organizational DNA. The document also notes that true progress requires alignment between an organization's orientation and the executive understanding of customer experience.
The document summarizes the brand and strategy of Mandarin Oriental Hotel Group. It discusses that the brand is defined by luxury, amazing locations, and excellent service. It emphasizes that culture drives employee behavior, which drives the brand. The strategy is to create engaged employees through a colleague engagement program focused on quality experiences for employees mirroring what guests receive. This is intended to result in profitable growth through loyal customers and employees.
The document discusses seven key strategic questions for improving customer experience. It focuses on understanding the customer experience an organization aims to deliver, the emotions it wants to evoke, and whether the customer experience is deliberate. It also addresses understanding what customers want, where organizations provide the most value, and how customer-centric the organization is. The document advocates taking a holistic, coordinated approach to deliberately designing an emotionally engaging customer experience.
This Emotional Signature® research reveals the emotions people feel when using social media; what they desire and what drives value. We also reveal the ‘subconscious experience’ people have using social media and the messages intentionally or unintentionally people are giving in social media. Finally, we will discuss how organizations are making a huge mistake in the way they are designing their social media experiences and make recommendations of what they need to do.
Organizations may think they know their customers, but Beyond Philosophy’s latest thought leading research demonstrates that customers feel very differently. In many cases there is a significant gap between the experience organizations think they are providing, and the experience customers actually receive
The webinar discussed research findings from a customer experience trend tracker survey. It found large gaps between how organizations perceive customer experience and emotions versus customers' actual experiences. For example, only 5% of customers felt experience improved versus 29% of organizations thinking so. The webinar recommends organizations understand customers' emotional and subconscious links to value, conduct pilots to prove customer experience improvements generate revenue, and establish new customer-focused measures. Senior leadership must also be educated on the opportunity customer experience provides.