Customer experience is a major differentiator today, however, offering outstanding experiences is complex. This presentation presents a systematic and effective approach to designing and implementing change in any organisation.
This document discusses Cisco's strategy to transition IT functions from a cost center to a strategic business partner. It outlines Cisco's IT evolution, from a reactive support process to a proactive enabler of business strategy. The document also provides a case study of how Cisco used a Collaborative Problem Resolution process to address complex, cross-functional business issues. A second case study describes Cisco IT's transformation to become a more consultative and value-adding partner through changes to its strategic plan, culture, and communication.
The document discusses mentor-protégé programs, which provide incentives for large government contractors to assist and guide small businesses. The purpose is to help small businesses enhance their capabilities and participate in more contracts. Under these programs, an experienced mentor firm is matched with a protégé small business to provide management guidance, technical assistance, and other resources over time to help the small business grow. Both parties can benefit from new opportunities and relationships. Commitment is needed from both sides for the partnership to succeed.
Customer Experience Differentiation: Innovation for Mutual Value CreationClearAction
This document discusses differentiating customer experience and viewing it from the customer's perspective. It discusses understanding the outcomes customers desire and do not desire, in order to maximize value. It also discusses analyzing current customer programs to determine how customer-centric they are. The presentation provides tools and frameworks to prioritize customers and offerings based on delivering superior value and meeting customer needs, outcomes, and circumstances in order to achieve profitable differentiation.
Basics of consulting skills | Amar MajhuAmar Majhu
This document provides an overview of consulting skills and the consulting process. It defines internal and external consultants and their objectives. Key consulting skills include technical skills like time management and teamwork, as well as interpersonal skills like listening and building trust. The consulting process involves five stages: entry and contracting, discovery and data collection, feedback and deciding to act, engagement and implementation, and recycling, extending, or terminating the engagement. The document also discusses consultant roles, styles, and common ethical issues in consulting.
Escape the shackles of ROI: Measure Channel EffectivenessBirch Worldwide
This document provides strategies for increasing the effectiveness and efficiency of channel marketing investments. It introduces the "Zee Principle" which states that choosing the right behaviors, effective activities, and efficient processes can maximize returns. It analyzes funding models, partner segmentation, activity cost drivers, and implementing feedback loops to continually improve marketing ROI while reducing budgets. The goal is to double benefits for partners with a 20% reduced budget through strategic changes.
Customer experience surveys are typically company-focused more than customer-focused. This is why response rates are challenging. To maximize customer engagement, actionability, and value to all involved, re-design your voice-of-the-customer instruments to capture what matters most to customers, in the ways they prefer to share with you.
See https://ClearAction.com
It’s a well known fact: More companies focus on customer service effectiveness during a downturn than when sales are buoyant and the economy is on the boil. The approach is right. Customer retention becomes a key focus area during a downturn, as it is 10 times more expensive to create a totally new customer than selling some more of your existing product portfolio to existing customers. Most companies lose some 20-25% of their customer base annually for a variety of reasons. An effective retention strategy will in fact be able to squeeze growth out of arresting attrition! Many companies will also take the approach that the existing customer base is an asset worth protecting and what better way to keep customers than by providing exceptional customer service!
Lean-Six Sigma may conjure up visions of a complex production / logistics based initiatives designed to improve industrial processes and drive costs out. Little is in fact known about lean-Six Sigma applied to the customer service environment. In this paper we will explore some approaches and find some pretty good arguments why lean-six sigma based programs are particularly effective in the customer service environment.
This document discusses Cisco's strategy to transition IT functions from a cost center to a strategic business partner. It outlines Cisco's IT evolution, from a reactive support process to a proactive enabler of business strategy. The document also provides a case study of how Cisco used a Collaborative Problem Resolution process to address complex, cross-functional business issues. A second case study describes Cisco IT's transformation to become a more consultative and value-adding partner through changes to its strategic plan, culture, and communication.
The document discusses mentor-protégé programs, which provide incentives for large government contractors to assist and guide small businesses. The purpose is to help small businesses enhance their capabilities and participate in more contracts. Under these programs, an experienced mentor firm is matched with a protégé small business to provide management guidance, technical assistance, and other resources over time to help the small business grow. Both parties can benefit from new opportunities and relationships. Commitment is needed from both sides for the partnership to succeed.
Customer Experience Differentiation: Innovation for Mutual Value CreationClearAction
This document discusses differentiating customer experience and viewing it from the customer's perspective. It discusses understanding the outcomes customers desire and do not desire, in order to maximize value. It also discusses analyzing current customer programs to determine how customer-centric they are. The presentation provides tools and frameworks to prioritize customers and offerings based on delivering superior value and meeting customer needs, outcomes, and circumstances in order to achieve profitable differentiation.
Basics of consulting skills | Amar MajhuAmar Majhu
This document provides an overview of consulting skills and the consulting process. It defines internal and external consultants and their objectives. Key consulting skills include technical skills like time management and teamwork, as well as interpersonal skills like listening and building trust. The consulting process involves five stages: entry and contracting, discovery and data collection, feedback and deciding to act, engagement and implementation, and recycling, extending, or terminating the engagement. The document also discusses consultant roles, styles, and common ethical issues in consulting.
Escape the shackles of ROI: Measure Channel EffectivenessBirch Worldwide
This document provides strategies for increasing the effectiveness and efficiency of channel marketing investments. It introduces the "Zee Principle" which states that choosing the right behaviors, effective activities, and efficient processes can maximize returns. It analyzes funding models, partner segmentation, activity cost drivers, and implementing feedback loops to continually improve marketing ROI while reducing budgets. The goal is to double benefits for partners with a 20% reduced budget through strategic changes.
Customer experience surveys are typically company-focused more than customer-focused. This is why response rates are challenging. To maximize customer engagement, actionability, and value to all involved, re-design your voice-of-the-customer instruments to capture what matters most to customers, in the ways they prefer to share with you.
See https://ClearAction.com
It’s a well known fact: More companies focus on customer service effectiveness during a downturn than when sales are buoyant and the economy is on the boil. The approach is right. Customer retention becomes a key focus area during a downturn, as it is 10 times more expensive to create a totally new customer than selling some more of your existing product portfolio to existing customers. Most companies lose some 20-25% of their customer base annually for a variety of reasons. An effective retention strategy will in fact be able to squeeze growth out of arresting attrition! Many companies will also take the approach that the existing customer base is an asset worth protecting and what better way to keep customers than by providing exceptional customer service!
Lean-Six Sigma may conjure up visions of a complex production / logistics based initiatives designed to improve industrial processes and drive costs out. Little is in fact known about lean-Six Sigma applied to the customer service environment. In this paper we will explore some approaches and find some pretty good arguments why lean-six sigma based programs are particularly effective in the customer service environment.
Client Experience for Professional Services - KeynoteCX Pilots
Experience for Client Services is different. Law firms, consultancies, engineering firms, management consultancies have to plan for and deliver experiences where the relationship is the core product. This keynote was delivered by Steven Keith from CX Pilots at CXPS 2017. It details what Client Services professionals need to thinking and doing to succeed in Professional Services today.
It explores the difference between CX/CEM (customer experience) and Client Experience.
Customer Experience: Customer Experience is the sum total of all feelings and interactions a customer has with a brand over time. It’s a volume concern. Lower incremental stakes.
Sure, it’s about relationships, but it’s a lot more about removing friction from discrete interactions.
Client Experience: Client Experience has a similar sum but it is far more concerned with longevity and depth of relationships.While discrete interactions are important, it’s more about qualitative relationships where highly-skilled services are the “product” delivered, personally.
This document provides an overview of BEE-Easy's business including:
- Their offices located across South Africa and project sites.
- Their 7 core business principles of trust, transparency, fair exchange, etc.
- Their values of love, respect, and high integrity.
- Their partnerships with various organizations focused on skills development, enterprise development, and community projects.
- The services they offer related to verification, skills development, ownership solutions, enterprise and supplier development, and socio-economic development.
Continuous planning enables FP&A, operational, and executive teams to make data-driven decisions that help organizations respond more quickly and effectively to changing market conditions. In this slide deck, discover how Lineage Logistics accelerated its journey to continuous planning with help from Workday.
Writing a owesome winning business plan contents case studyBhawani N Prasad
This document outlines the key components of a business plan framework:
The People section addresses questions about the founders' backgrounds, experience, skills, commitment to the venture, and ability to recruit a strong team.
The Opportunity section profiles the business, including details about customers, pricing, costs, competition, growth potential, and risks.
The Competition section analyzes current and potential competitors' strengths, weaknesses, and likely responses to help develop strategies.
The Context section considers the external environment factors like regulations, economic conditions, and how management can influence these.
The Risk and Reward section discusses future uncertainties and exit options, with an emphasis on risk management strategies to mitigate threats and maximize the chances of success.
8 Building Blocks for Customer Advisory Board SuccessGeehan Group
The document discusses eight key building blocks for successful customer advisory boards (CABs). It covers:
1) Executive involvement for buy-in and sponsorship.
2) Aligning CABs with company strategy.
3) Designing effective membership models, including inviting the right customers, optimal size, and rotation.
4) Recruiting high-level members and ensuring their commitment.
5) Developing quality content and meeting experiences.
6) Following up on actions from meetings.
7) Measuring results like increased retention, growth, and references.
How to Crack the C-Suite Code in 2010: Secrets for Selling to the TopLandslide Technologies
Leaders at the highest corporate levels don’t always avoid sales pitches—in fact, research shows that executives welcome them- provided the salesperson approaches them in the right way.
What is the correct way to approach a senior-level sales pitch?
Please join presenter Dr. Steve Bistritz, co-author of Selling to the C-Suite and President of SellXL, as he brings to life over 10 years of research revealing what C-Suite leaders in 500 diverse companies and government bodies said about their relationships with professional salespeople. This ground breaking research has been presented to thousands of salespeople at the SellXL workshop and in other venues, and has been used by sales professionals around the world to help close top dollar deals.
The document discusses how leading financial market firms are re-engineering their operations to respond to volatile market conditions and increased regulatory requirements. It finds that these "Leader" firms design their operating models to be more client-focused, agile, scalable, and collaborative. They excel at both innovation and compliance and outperform other firms by bringing together their front, middle, and back offices to better serve customers.
With the emergence of new operating models, the office of procurement has changed from a cost-management function to a key player in mitigating risk, unlocking insight, and enabling agility. This slide deck explores the Workday vision for elevating procurement to the level of a strategic partner in driving business transformation.
Idea Management at State Farm involves systematic programs to promote targeted innovation through challenges that allow groups to capture, collaborate on, develop, and rate ideas. There are two types of Idea Management campaigns - broad-based campaigns across multiple departments and local campaigns run within a specific unit. Successful companies that have used Idea Management campaigns include IBM, Starbucks, Dell, and State Farm's vendor clients have claimed over $350 million in cost savings. The phases of an Idea Management campaign include planning, idea harvesting, submission, collaboration, peer rating, review, selection of ideas for implementation, and communication of results.
CXCUSTOMER EXPERIENCE
The document discusses customer experience (CX) and its importance for businesses. It defines CX as a customer's holistic perception of their experience with a business or brand resulting from every interaction. A good CX is achieved through listening to customers, using feedback, and reducing friction. Measuring CX through metrics like Net Promoter Score and Customer Satisfaction Score allows businesses to analyze the CX and improve areas that create negative experiences for customers. The document outlines the CX cycle customers go through and how implementing a CX strategy can positively impact each stage of a customer's journey.
Getting the funds you need to run and grow a channel organization can be a struggle. Often channel teams are the key path to much or all of a company’s revenue, yet are often woefully underfunded. You may be a superstar at partner marketing or sales strategy, but why do you often hear ‘no’ when trying to fund what you know you need to be successful?
The good news is you don’t need to be a financial or legal expert to run and grow a program. But you do need to understand what to pay attention to, and how to measure it, and how to talk about it with the rest of the company.
Karthic consistently delivered quality work and helped the bank avoid potential fines by meeting a 7AM SLA for publishing Credit Studio, which was a great achievement given the circumstances and pressure. He was nominated for and received a Platinum award from Bank of America's Global Recognition program in recognition of his dedication, capability, and hard work.
Delivering consistent national services at multiple locations requires balancing local needs with brand standards. Customer satisfaction should be the top priority, as retaining customers is critical for business success. Building strategic relationships requires listening to customers, addressing their real needs, and ensuring both internal and external customers have a positive experience.
The document discusses the importance of executive coaching for developing competencies critical for senior-level business leaders. It notes that 70% of executive development comes from on-the-job experience, while 20% comes from coaching and 10% from formal training. Replacing an executive can cost an estimated $800,000 due to separation, vacancy, replacement, socializing, and ramp-up costs. Executive coaching helps maximize performance, enhance retention, and strengthen competencies like strategic orientation, customer impact, and change leadership. Coaching addresses blind spots, builds on strengths, and improves leadership approaches through activities like diagnostic assessments, development planning, and meetings.
Coping and Leading the Change Rapid and breathtaking technology advances are forcing radical changes in how IT delivers serviced, the Service Desk supports these services and the business utilizes these services. "If you don't like change, you'll like irrelevance even less" stated four-star US General (Ret.) Eric Shineski reflecting on the consequences of not embracing change. This session explores the impact of rapidly changing technology and business trends on the Service Desk strategy, structure, services, processes, tools and most importantly – the Service Desk professionals. In coping with this accelerated change, Service Desk leaders must take action now. McGarahan will share lessons learned from Service Desks who are incorporating practices in supporting mobility, social knowledge, multi-generational and cultural customers, virtual and cloud computing and the change in service level expectations. Please join Peter McGarahan he relates insights into:
• The urgent and undeniable need for Service Desk leaders to assess their current strategy, structure, services and skills against the current realities of business and technology advances.
• Recent game-changing developments, including virtual and cloud computing (hosted services and software solutions) mobile computing, strategic sourcing, and remote / virtual workers.
• The resulting impact in designing services with the customer top-of-mind, delivering resolution closest to the customer and knowledge at the ‘speed of conversation’ by integrating best practices with the tools, people, and existing processes.
Finance business partner and financial planning g7Edward Harvey
This document advertises three vacant finance roles within the Department for Business, Innovation and Skills (BIS). The roles are for Finance Business Partners and a Financial Planning Manager based in London and Northern England with a salary range from Grade 7. Successful candidates will support BIS's finance objectives over the next spending review period by ensuring accurate financial information and credible advice is provided to policy teams and partner organizations. The jobs can be full-time, part-time or flexible arrangements. Interested and qualified candidates should contact Robert Shaw by March 7th to discuss the roles and submit a short personal statement.
The document discusses CEO and executive coaching services offered by Conceptlogic that can help businesses grow by assisting newly appointed CEOs and executives with leadership, strategic planning, sales and marketing, finance, operations, and other areas of business management. It provides an overview of common challenges faced by CEOs and executives that coaching can help address, as well as topics and areas the company's coaching expertise covers to help clients succeed.
BRM Role Clarity. BRM COI Gathering hosted by Business Development Bank of Mo...Svetlana Sidenko
Business Relationship Management community of interest (COI) gathering presentation March 12. Presented by BDC, IT Chapter, and Projissima. Discussion related to the clarity of BRM Role in Business and IT organisations.
Customer Advisory Board Recruitment Strategies and TipsRob Jensen
The document provides an overview of strategies and tips for effectively recruiting and managing members of a Customer Advisory Board (CAB). It discusses creating a mutually beneficial CAB by ensuring there is value for both the company and customers. Key elements of the recruitment process include defining criteria for ideal members, gathering nominations, creating recruitment documents, and establishing a recruitment process. After recruiting members, the document outlines onboarding members through interviews and agenda setting, as well as continuously engaging members through subcommittees and meetings. It also provides tips for ranking and retiring CAB members over time. The overall document aims to help companies design and optimize an effective CAB program.
Why, When and How Do I Start a Digital Transformation?Acquia
The document discusses digital transformation and provides guidance on how to execute it. It emphasizes defining a clear digital ambition and envisioning how digital can provide new advantages for the business. It recommends assessing customer needs, known and unknown, and using these to develop projects and a roadmap. Finally, it outlines a framework for imagining, delivering, and scaling the digital transformation through iterative development and close monitoring of results.
- Intuit aims to be a premier innovative growth company and accelerate results through delivering awesome product experiences, enabling network effects, using data to create delight, and expanding globally.
- Operational priorities include amazing first use experiences, reimagining mobile-first design, solving multi-sided problems, and enabling customer data.
- The goal is to grow the customer base from 5 million to 10 million in 5 years through offerings like QuickBooks Online globally.
- Intuit is well positioned in tax preparation and aims to accelerate the shift to cloud and mobile experiences.
Client Experience for Professional Services - KeynoteCX Pilots
Experience for Client Services is different. Law firms, consultancies, engineering firms, management consultancies have to plan for and deliver experiences where the relationship is the core product. This keynote was delivered by Steven Keith from CX Pilots at CXPS 2017. It details what Client Services professionals need to thinking and doing to succeed in Professional Services today.
It explores the difference between CX/CEM (customer experience) and Client Experience.
Customer Experience: Customer Experience is the sum total of all feelings and interactions a customer has with a brand over time. It’s a volume concern. Lower incremental stakes.
Sure, it’s about relationships, but it’s a lot more about removing friction from discrete interactions.
Client Experience: Client Experience has a similar sum but it is far more concerned with longevity and depth of relationships.While discrete interactions are important, it’s more about qualitative relationships where highly-skilled services are the “product” delivered, personally.
This document provides an overview of BEE-Easy's business including:
- Their offices located across South Africa and project sites.
- Their 7 core business principles of trust, transparency, fair exchange, etc.
- Their values of love, respect, and high integrity.
- Their partnerships with various organizations focused on skills development, enterprise development, and community projects.
- The services they offer related to verification, skills development, ownership solutions, enterprise and supplier development, and socio-economic development.
Continuous planning enables FP&A, operational, and executive teams to make data-driven decisions that help organizations respond more quickly and effectively to changing market conditions. In this slide deck, discover how Lineage Logistics accelerated its journey to continuous planning with help from Workday.
Writing a owesome winning business plan contents case studyBhawani N Prasad
This document outlines the key components of a business plan framework:
The People section addresses questions about the founders' backgrounds, experience, skills, commitment to the venture, and ability to recruit a strong team.
The Opportunity section profiles the business, including details about customers, pricing, costs, competition, growth potential, and risks.
The Competition section analyzes current and potential competitors' strengths, weaknesses, and likely responses to help develop strategies.
The Context section considers the external environment factors like regulations, economic conditions, and how management can influence these.
The Risk and Reward section discusses future uncertainties and exit options, with an emphasis on risk management strategies to mitigate threats and maximize the chances of success.
8 Building Blocks for Customer Advisory Board SuccessGeehan Group
The document discusses eight key building blocks for successful customer advisory boards (CABs). It covers:
1) Executive involvement for buy-in and sponsorship.
2) Aligning CABs with company strategy.
3) Designing effective membership models, including inviting the right customers, optimal size, and rotation.
4) Recruiting high-level members and ensuring their commitment.
5) Developing quality content and meeting experiences.
6) Following up on actions from meetings.
7) Measuring results like increased retention, growth, and references.
How to Crack the C-Suite Code in 2010: Secrets for Selling to the TopLandslide Technologies
Leaders at the highest corporate levels don’t always avoid sales pitches—in fact, research shows that executives welcome them- provided the salesperson approaches them in the right way.
What is the correct way to approach a senior-level sales pitch?
Please join presenter Dr. Steve Bistritz, co-author of Selling to the C-Suite and President of SellXL, as he brings to life over 10 years of research revealing what C-Suite leaders in 500 diverse companies and government bodies said about their relationships with professional salespeople. This ground breaking research has been presented to thousands of salespeople at the SellXL workshop and in other venues, and has been used by sales professionals around the world to help close top dollar deals.
The document discusses how leading financial market firms are re-engineering their operations to respond to volatile market conditions and increased regulatory requirements. It finds that these "Leader" firms design their operating models to be more client-focused, agile, scalable, and collaborative. They excel at both innovation and compliance and outperform other firms by bringing together their front, middle, and back offices to better serve customers.
With the emergence of new operating models, the office of procurement has changed from a cost-management function to a key player in mitigating risk, unlocking insight, and enabling agility. This slide deck explores the Workday vision for elevating procurement to the level of a strategic partner in driving business transformation.
Idea Management at State Farm involves systematic programs to promote targeted innovation through challenges that allow groups to capture, collaborate on, develop, and rate ideas. There are two types of Idea Management campaigns - broad-based campaigns across multiple departments and local campaigns run within a specific unit. Successful companies that have used Idea Management campaigns include IBM, Starbucks, Dell, and State Farm's vendor clients have claimed over $350 million in cost savings. The phases of an Idea Management campaign include planning, idea harvesting, submission, collaboration, peer rating, review, selection of ideas for implementation, and communication of results.
CXCUSTOMER EXPERIENCE
The document discusses customer experience (CX) and its importance for businesses. It defines CX as a customer's holistic perception of their experience with a business or brand resulting from every interaction. A good CX is achieved through listening to customers, using feedback, and reducing friction. Measuring CX through metrics like Net Promoter Score and Customer Satisfaction Score allows businesses to analyze the CX and improve areas that create negative experiences for customers. The document outlines the CX cycle customers go through and how implementing a CX strategy can positively impact each stage of a customer's journey.
Getting the funds you need to run and grow a channel organization can be a struggle. Often channel teams are the key path to much or all of a company’s revenue, yet are often woefully underfunded. You may be a superstar at partner marketing or sales strategy, but why do you often hear ‘no’ when trying to fund what you know you need to be successful?
The good news is you don’t need to be a financial or legal expert to run and grow a program. But you do need to understand what to pay attention to, and how to measure it, and how to talk about it with the rest of the company.
Karthic consistently delivered quality work and helped the bank avoid potential fines by meeting a 7AM SLA for publishing Credit Studio, which was a great achievement given the circumstances and pressure. He was nominated for and received a Platinum award from Bank of America's Global Recognition program in recognition of his dedication, capability, and hard work.
Delivering consistent national services at multiple locations requires balancing local needs with brand standards. Customer satisfaction should be the top priority, as retaining customers is critical for business success. Building strategic relationships requires listening to customers, addressing their real needs, and ensuring both internal and external customers have a positive experience.
The document discusses the importance of executive coaching for developing competencies critical for senior-level business leaders. It notes that 70% of executive development comes from on-the-job experience, while 20% comes from coaching and 10% from formal training. Replacing an executive can cost an estimated $800,000 due to separation, vacancy, replacement, socializing, and ramp-up costs. Executive coaching helps maximize performance, enhance retention, and strengthen competencies like strategic orientation, customer impact, and change leadership. Coaching addresses blind spots, builds on strengths, and improves leadership approaches through activities like diagnostic assessments, development planning, and meetings.
Coping and Leading the Change Rapid and breathtaking technology advances are forcing radical changes in how IT delivers serviced, the Service Desk supports these services and the business utilizes these services. "If you don't like change, you'll like irrelevance even less" stated four-star US General (Ret.) Eric Shineski reflecting on the consequences of not embracing change. This session explores the impact of rapidly changing technology and business trends on the Service Desk strategy, structure, services, processes, tools and most importantly – the Service Desk professionals. In coping with this accelerated change, Service Desk leaders must take action now. McGarahan will share lessons learned from Service Desks who are incorporating practices in supporting mobility, social knowledge, multi-generational and cultural customers, virtual and cloud computing and the change in service level expectations. Please join Peter McGarahan he relates insights into:
• The urgent and undeniable need for Service Desk leaders to assess their current strategy, structure, services and skills against the current realities of business and technology advances.
• Recent game-changing developments, including virtual and cloud computing (hosted services and software solutions) mobile computing, strategic sourcing, and remote / virtual workers.
• The resulting impact in designing services with the customer top-of-mind, delivering resolution closest to the customer and knowledge at the ‘speed of conversation’ by integrating best practices with the tools, people, and existing processes.
Finance business partner and financial planning g7Edward Harvey
This document advertises three vacant finance roles within the Department for Business, Innovation and Skills (BIS). The roles are for Finance Business Partners and a Financial Planning Manager based in London and Northern England with a salary range from Grade 7. Successful candidates will support BIS's finance objectives over the next spending review period by ensuring accurate financial information and credible advice is provided to policy teams and partner organizations. The jobs can be full-time, part-time or flexible arrangements. Interested and qualified candidates should contact Robert Shaw by March 7th to discuss the roles and submit a short personal statement.
The document discusses CEO and executive coaching services offered by Conceptlogic that can help businesses grow by assisting newly appointed CEOs and executives with leadership, strategic planning, sales and marketing, finance, operations, and other areas of business management. It provides an overview of common challenges faced by CEOs and executives that coaching can help address, as well as topics and areas the company's coaching expertise covers to help clients succeed.
BRM Role Clarity. BRM COI Gathering hosted by Business Development Bank of Mo...Svetlana Sidenko
Business Relationship Management community of interest (COI) gathering presentation March 12. Presented by BDC, IT Chapter, and Projissima. Discussion related to the clarity of BRM Role in Business and IT organisations.
Customer Advisory Board Recruitment Strategies and TipsRob Jensen
The document provides an overview of strategies and tips for effectively recruiting and managing members of a Customer Advisory Board (CAB). It discusses creating a mutually beneficial CAB by ensuring there is value for both the company and customers. Key elements of the recruitment process include defining criteria for ideal members, gathering nominations, creating recruitment documents, and establishing a recruitment process. After recruiting members, the document outlines onboarding members through interviews and agenda setting, as well as continuously engaging members through subcommittees and meetings. It also provides tips for ranking and retiring CAB members over time. The overall document aims to help companies design and optimize an effective CAB program.
Why, When and How Do I Start a Digital Transformation?Acquia
The document discusses digital transformation and provides guidance on how to execute it. It emphasizes defining a clear digital ambition and envisioning how digital can provide new advantages for the business. It recommends assessing customer needs, known and unknown, and using these to develop projects and a roadmap. Finally, it outlines a framework for imagining, delivering, and scaling the digital transformation through iterative development and close monitoring of results.
- Intuit aims to be a premier innovative growth company and accelerate results through delivering awesome product experiences, enabling network effects, using data to create delight, and expanding globally.
- Operational priorities include amazing first use experiences, reimagining mobile-first design, solving multi-sided problems, and enabling customer data.
- The goal is to grow the customer base from 5 million to 10 million in 5 years through offerings like QuickBooks Online globally.
- Intuit is well positioned in tax preparation and aims to accelerate the shift to cloud and mobile experiences.
Gerent spotlight - Reinventing the Insurance Customer JourneyThe Digital Insurer
This document summarizes a webinar about reinventing the insurance customer journey and delivering a customer-centric digital experience. The webinar included a roundtable discussion with insurance industry leaders on changing customer expectations and how technology can help meet those expectations. It also featured presentations from The Gerent Solution and Salesforce on how their digital solutions can help insurers transform customer experiences. Attendees were offered a complimentary workshop from Gerent to discuss challenges and opportunities for digital transformation.
Corporate Services by S&C (CSSC) will provide various corporate services using a hybrid service convenience business model. This model allows customers to complete transactions remotely. CSSC aims to be the leading service provider for MSMEs in Jamaica. Key strategies include increasing returning customers and profits while expanding services. CSSC will differentiate through competitive pricing, high customer service, and building relationships. Market research and partner support will help CSSC validate demand and maintain a competitive edge.
Harnessing The Power of Design in an EnterpriseUXDXConf
Successful cross-functional team requires all team members to have equal voices, responsibilities and stake in the the of the product, including product, engineering and design individuals.
In this talk by Preethi will discuss how by changing the mindset of designers to step-up, have interest in the business decisions and deploying their design skills outside the world of design can creates a stronger and customer centered products.
Harnessing The Power of Design in an EnterpriseUXDXConf
Successful cross-functional team requires all team members to have equal voices, responsibilities and stake in the the of the product, including product, engineering and design individuals.
In this talk by Preethi will discuss how by changing the mindset of designers to step-up, have interest in the business decisions and deploying their design skills outside the world of design can creates a stronger and customer centered products.
She will touch on:
How to encourage T-shaped designers in product teams
Using design thinking in business and product objectives creates better products
Having a truly cross functional teams allows for more efficient teams
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdfeprentise
Mergers, acquisitions, and divestitures are full of opportunities to take advantage of complementary resources, discover new market opportunities, reinvent processes, and capitalize on excitement. Familiarize yourself with best practices to ensure your organization is getting the most value out of the deal.
Having supported over $400 billion worth of merger, acquisitions and divestiture transactions with Oracle E-Business Suite (EBS) customers our speaker and industry-expert, CEO and Founder of eprentise, Helene Abrams discusses key integrations and considerations when undertaking M&A projects to help avoid transitional pitfalls.
With over 20 years of experience, technology specialist and influencer Husein Fazal, the Head of Financials and Procurement at Claremont, has delivered many successful enterprise-level programmes, with a strategic vision and the ability to translate that vision to an operational solution, providing an engaging narrative for stakeholders throughout the merger, acquisition, and divestment process.
This document summarizes a customer experience strategies summit in Toronto on November 13-14, 2012. It features presentations from leaders of companies like ING Direct Canada, WestJet, Microsoft, Dell, Intuit, and BC Hydro on achieving strategic alignment, managing social media, seamless omni-channel experiences, and integrating customer insights. The summit provides 10 solutions for customer experience excellence and discusses metrics, digital strategy, and transforming organizational culture to be customer-centric. It is aimed at professionals from various industries looking to improve customer experience.
How to Measure success of eLearning initiativeAims Digital
Aims Digital Learning Solution Webinar Series “How to measure success of the eLearning initiative in your Organization”. Learn Importance of measuring the success of your eLearning program? Which metrics should you use? Does your eLearning program have specific goals? Learning and Growth Metrics Etc.
Metrics that Wow! How Coremetrics Became the Customer Service Model of SuccessParature, from Microsoft
A customer-centric culture has never been more important to organizations than it is today, and the most successful customer service organizations have realized the criticality of the customer experience, as well as the need to make organizational changes to improve it.
But how do you facilitate an organizational shift? How do you recognize the need for change, develop a plan, determine customer & business impact, and get results? How do you achieve key support metrics such as?
:: Customer satisfaction improved to 90%
:: Agent responsiveness is up to 92%
:: Agent product knowledge grew to 91%
:: Customer loyalty jumped to 93%
This eye-opening webinar helps you to discover how organizations can reduce their cost to provide service while increasing customer satisfaction by investing in technology and implementing internal change.
Customer Experience is one, or even the only source of
sustainable competitive advantage going forward.
We at Tieto We believe in creating a more customer-centric world, where there is seamless and mutually
rewarding interaction between our clients and
their customers.
The document outlines a business plan for a consulting firm called Stalwart Associates. It will provide legal, taxation, incorporation, accounting, marketing, and event management services as a "one-stop shop" for corporate clients. The firm aims to become India's top consulting provider through a team of experienced professionals from different fields. It will follow a revenue-sharing model and grow from a small partnership to a nationwide public limited company over several years.
The document summarizes presentations from a CFO leadership breakfast on technology, tools, and trends for finance leaders. Linda Pinion discusses how CFOs can become more tech-savvy by making metrics timely, relevant, accurate and actionable for managers using cloud ERP systems. David Marroncelli then discusses the new ASC 606 revenue recognition standard and how it establishes a five-step approach that differs from previous GAAP guidelines. The standard takes effect for private companies after December 2018.
This document discusses starting an IT consulting practice. It outlines why consulting is a valuable proposition that does not depend on specific technologies and can provide sustainable competitive advantages. The Indian consulting market is growing significantly. Key areas of consulting include IT strategy, enterprise architecture, and business agility. Top technologies to focus on include cloud computing, analytics, social computing and security. An effective business model involves key partnerships, developing expertise in industries/processes/technologies, and packaging consulting with existing product/service offerings to build the practice. The document recommends initially offering free consulting to existing customers to build the practice.
Customer Success Plans - Value Realization MethodologiesShawn Hank
Disha Gosalia is the VP of Customer Success at New Relic, a cloud-based observability platform company with over 17k customers. She discusses New Relic's customer success strategies, including:
1) Creating success plans mapped to customers' business objectives and measured across workstreams to drive adoption, usage, and value realization.
2) A digital customer success portfolio that provides success plans digitally for smaller customers and customized success plans created by a CSM for larger customers.
3) A new customer handshake process including account intake and a kickoff meeting to validate goals and KPIs for an initial success plan.
The document discusses implementing a Voice of the Customer (VoC) strategy to better align companies with customer needs and improve business performance. It provides guidance on collecting customer feedback through multiple channels, analyzing insights in real-time, and using the information to optimize processes and drive innovation. A case study is presented of an insurance company that increased member retention and return per member by implementing a VoC software solution to gather multi-channel feedback.
The document discusses voice of the customer (VoC) strategies and their importance for customer-centric organizations. It provides guidance on implementing an effective VoC program with the following key steps: 1) understanding all customer touchpoints, 2) optimizing customer journeys, 3) surveying customers at relevant touchpoints, 4) building relevant surveys, 5) designing survey triggers, 6) implementing surveys, 7) analyzing feedback, and 8) optimizing processes based on feedback. It also stresses the importance of including employee and stakeholder feedback in VoC programs for a holistic view of processes.
Design for Innovation with Business IntelligenceIain Sanders
The document discusses Design for Innovation (D4I) with Business Intelligence (BI), which involves discovering, capturing, applying, and refining game-changing analytics to continuously improve and innovate throughout a business. It emphasizes learning about customers faster than competitors and turning that learning into action faster. D4I uses BI to develop customer partnerships, optimize processes, maximize performance, and innovate business models. The key is implementing BI properly through iterative releases of data and functionality.
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We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
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3. “The secret sauce of Amazon – the number one
thing that’s made us successful, by far –
is obsessive compulsive focus
on the customer
as opposed to obsession over the competitor.”
(Jeff Bezos)
Welcome
Purpose: highlight the importance of customer experience and how organisations can design and implement in an effective way
What is customer experience
Agenda:
Intro
What is customer experience
Value proposition
Process and approach
Experience
Next steps
Disconnect between what CEO’s think and what their customers think
CEOs often think they provide an outstanding CX, however it’s common for fewer of their customers agree
We need to get real
Spoken a lot about technology. In this presentation we will highlight importance of
How has COVID-19 impacted?
CX is as important as it’s every been
Now organisations need to quickly adapt to changing conditions and continue to provide a good or great experience
Risk losing customers and bad press
How has COVID-19 impacted?
CX is as important as it’s every been
Now organisations need to quickly adapt to changing conditions and continue to provide a good or great experience
Risk losing customers and bad press
How has COVID-19 impacted?
CX is as important as it’s every been
Now organisations need to quickly adapt to changing conditions and continue to provide a good or great experience
Risk losing customers and bad press
CX is the front stage
CX is the front stage
CX is the front stage
How well do business capabilities support the current CX?
Is they don’t support well, we should start with the design of an outstanding CX and work backwards
Align the business capabilities to support the CX
The value proposition from Emergent Consulting is:
Specifically design the CX based on customer research
Implement the CX incrementally