A new perspective devoted to customer satisfaction, a key driver to increase a company’s value. By Alberto Griselli and Charles Monteux of the São Paulo office
CRM Implementation in Indian Telecom Industry – Evaluating the Effectiveness ...Waqas Tariq
With the liberalization and internationalization in telecommunication, service quality has become an important means of differentiation and path to achieve business success. Such differentiation based on service quality is seen as a key source of competitiveness for many Indian firms and hence have implications for leadership in such organizations. Faced with a growing market and increasing competition, companies in the telecom business are adopting to new technological imperatives in order to outperform their competitors. These companies adapt continuously to the dynamic environment so as to survive competition. The emphasis here lies in identifying critical value adding processes and redesigning them to become customer centric. One such approach in the adoption of an IT to move towards customers is the Customer Relationship Management (CRM). The Indian Mobile Service Providers are using CRM extensively to identify the needs of the customers and stretching out ways and means to satisfy them. In this context, it is absolutely essential to study the effectiveness of the CRM being practiced by the mobile service providers. This study specifically analyses the extent to which CRM is being practiced by the mobile service providers, and identifies the effect of the service quality of the mobile service providers on the Customer Loyalty. As CRM focuses on being customer centric, it becomes essential to measure the effectiveness of CRM in terms of the degree to which the customers are advocates of the mobile service provider as well as to measure the degree to which they participate in the cross selling and up selling of the various products and services of the provider. To evaluate the effectiveness, there are lots of quantitative techniques available and some work in this area has already been done. But there is a dearth of literature focusing on the relative efficiency. One advanced operations research technique which evaluates the relative efficiency is the Frontier Analysis or Data Envelopment Analysis (DEA). This paper attempts to use Data Envelopment Analysis to assess the effectiveness of Mobile Service Providers, specifically a set of the providers offering services in Chennai, Tamil Nadu, India. The research has identified a set of input and output parameters for each Service Provider, from which the efficient frontiers (DMUs) are determined. The relative efficiency of the Service Providers are measured with respect to the efficient frontier and then analyzed. Detailed recommendations are set forth, for appropriate interventions to address the specific gaps identified through the gaps analysis. The analysis further provides useful information and opens up new avenues for future research.
UNIT - IV SERVICE DELIVERY, PRICING AND PROMOTIONVARUN KESAVAN
THIS UNIT MAINLY DEALS WITH THE VITAL ASPECTS OF SERVICE DELIVERY, PRICING AND PROMOTIONAL TOOLS, WHICH IS ESSENTIAL FOR A BUSINESS TO SURVIVE IN THE ,MARKET ARENA.
1st Module of Services Marketing
Reasons for the growth of the services sector and its contribution; the difference in goods and service marketing; characteristics of services; the concept of service marketing triangle; service marketing mix; GAP models of service quality.
Consumer behavior in services: Search, Experience and Credence property, consumer expectation of services, two levels of expectation, Zone of tolerance, Factors influencing customer expectation of services.
Customer perception of services-Factors influencing customer perception of service, Service encounters, Customer satisfaction, Strategies for influencing customer perception.
CRM Implementation in Indian Telecom Industry – Evaluating the Effectiveness ...Waqas Tariq
With the liberalization and internationalization in telecommunication, service quality has become an important means of differentiation and path to achieve business success. Such differentiation based on service quality is seen as a key source of competitiveness for many Indian firms and hence have implications for leadership in such organizations. Faced with a growing market and increasing competition, companies in the telecom business are adopting to new technological imperatives in order to outperform their competitors. These companies adapt continuously to the dynamic environment so as to survive competition. The emphasis here lies in identifying critical value adding processes and redesigning them to become customer centric. One such approach in the adoption of an IT to move towards customers is the Customer Relationship Management (CRM). The Indian Mobile Service Providers are using CRM extensively to identify the needs of the customers and stretching out ways and means to satisfy them. In this context, it is absolutely essential to study the effectiveness of the CRM being practiced by the mobile service providers. This study specifically analyses the extent to which CRM is being practiced by the mobile service providers, and identifies the effect of the service quality of the mobile service providers on the Customer Loyalty. As CRM focuses on being customer centric, it becomes essential to measure the effectiveness of CRM in terms of the degree to which the customers are advocates of the mobile service provider as well as to measure the degree to which they participate in the cross selling and up selling of the various products and services of the provider. To evaluate the effectiveness, there are lots of quantitative techniques available and some work in this area has already been done. But there is a dearth of literature focusing on the relative efficiency. One advanced operations research technique which evaluates the relative efficiency is the Frontier Analysis or Data Envelopment Analysis (DEA). This paper attempts to use Data Envelopment Analysis to assess the effectiveness of Mobile Service Providers, specifically a set of the providers offering services in Chennai, Tamil Nadu, India. The research has identified a set of input and output parameters for each Service Provider, from which the efficient frontiers (DMUs) are determined. The relative efficiency of the Service Providers are measured with respect to the efficient frontier and then analyzed. Detailed recommendations are set forth, for appropriate interventions to address the specific gaps identified through the gaps analysis. The analysis further provides useful information and opens up new avenues for future research.
UNIT - IV SERVICE DELIVERY, PRICING AND PROMOTIONVARUN KESAVAN
THIS UNIT MAINLY DEALS WITH THE VITAL ASPECTS OF SERVICE DELIVERY, PRICING AND PROMOTIONAL TOOLS, WHICH IS ESSENTIAL FOR A BUSINESS TO SURVIVE IN THE ,MARKET ARENA.
1st Module of Services Marketing
Reasons for the growth of the services sector and its contribution; the difference in goods and service marketing; characteristics of services; the concept of service marketing triangle; service marketing mix; GAP models of service quality.
Consumer behavior in services: Search, Experience and Credence property, consumer expectation of services, two levels of expectation, Zone of tolerance, Factors influencing customer expectation of services.
Customer perception of services-Factors influencing customer perception of service, Service encounters, Customer satisfaction, Strategies for influencing customer perception.
An enterprise wide information backbone for 4W & 2W dealerships, which encompasses all the branches and all users who are part of the dealership. Provides an accurate source of information related to each and every customer and their entire interaction lifecycle with the dealership.
Provides insights into data points which were hitherto undiscovered and were buried within your existing data.
For a FREE and no-obligations demo & consultation please contact us at -
Email - enquiry@crosscode.in
Call - +91.99169.65415
The Changing Nature of the Customer Relationshipmichellereape
This paper explores considerations on how to harness the power of the customer relationship on the front lines to power our clients’ competitive edge through to their bottom line
This presentation provides an insight into the new Customer Relationship Management App, Perfecto CRM App which helps the users to maintain a record of the leads and the opportunities. The dashboard provides all the necessary information about the upcoming events,tasks, successful lead conversions and the amount earned.
In this slide presentation know about “Services Marketing”, which is an integral part of even the developed economies. The developed economies thus called as service economies reveal that the service sector accounts for more employment, contribution in GDP and more consumption than manufactured goods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
In this presentation, we will discuss the marketing procedure in the services, how to organize marketing planning and analyze marketing opportunities. We will also talk about the selection process of target market, developing the service marketing mix and managing marketing effort.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Customer care for Telecom operators: from management headache to source of co...Value Partners
As fixed and mobile markets mature and approach saturation, customer care is rapidly becoming a strategic priority for telecom operators: customer satisfaction and loyalty are critical to enhance the top line, while maximum efficiency in cost-to-serve
is imperative to sustain the bottom line. Traditional models are however ill equipped to deal with the present challenge as they hinge on the perennial trade-off between quality and efficiency, thus forcing management in deadlock. Over the past 18-24 months Value Partners has supported operators to design and deliver paradigm shifts in their customer care models, generating consistently higher customer satisfaction while achieving substantial cost efficiencies. In one example, our client shot from being a distant #3 to a clear #1 in
independent quality ratings and concurrently reduced costs by 17% in the first year. By Davide Tesoro Tess, senior manager of Value Partners Milan, and Max Parry, consultant of Value Partners Hong Kong.
An enterprise wide information backbone for 4W & 2W dealerships, which encompasses all the branches and all users who are part of the dealership. Provides an accurate source of information related to each and every customer and their entire interaction lifecycle with the dealership.
Provides insights into data points which were hitherto undiscovered and were buried within your existing data.
For a FREE and no-obligations demo & consultation please contact us at -
Email - enquiry@crosscode.in
Call - +91.99169.65415
The Changing Nature of the Customer Relationshipmichellereape
This paper explores considerations on how to harness the power of the customer relationship on the front lines to power our clients’ competitive edge through to their bottom line
This presentation provides an insight into the new Customer Relationship Management App, Perfecto CRM App which helps the users to maintain a record of the leads and the opportunities. The dashboard provides all the necessary information about the upcoming events,tasks, successful lead conversions and the amount earned.
In this slide presentation know about “Services Marketing”, which is an integral part of even the developed economies. The developed economies thus called as service economies reveal that the service sector accounts for more employment, contribution in GDP and more consumption than manufactured goods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
In this presentation, we will discuss the marketing procedure in the services, how to organize marketing planning and analyze marketing opportunities. We will also talk about the selection process of target market, developing the service marketing mix and managing marketing effort.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Customer care for Telecom operators: from management headache to source of co...Value Partners
As fixed and mobile markets mature and approach saturation, customer care is rapidly becoming a strategic priority for telecom operators: customer satisfaction and loyalty are critical to enhance the top line, while maximum efficiency in cost-to-serve
is imperative to sustain the bottom line. Traditional models are however ill equipped to deal with the present challenge as they hinge on the perennial trade-off between quality and efficiency, thus forcing management in deadlock. Over the past 18-24 months Value Partners has supported operators to design and deliver paradigm shifts in their customer care models, generating consistently higher customer satisfaction while achieving substantial cost efficiencies. In one example, our client shot from being a distant #3 to a clear #1 in
independent quality ratings and concurrently reduced costs by 17% in the first year. By Davide Tesoro Tess, senior manager of Value Partners Milan, and Max Parry, consultant of Value Partners Hong Kong.
Hanging on: A new look at commercial insurance customer retentionAccenture Insurance
Core market strategies around consistent underwriting risk appetite and pricing are critical drivers of high customer retention. But in themselves they are not sufficient to achieve strong retention. Instead, carriers need to define and execute a dedicated strategy that includes four distinct areas: distribution management, customer stickiness, the renewal experience and M&A responses.
AI for customer success - An Overview.pdfStephenAmell4
Customer success is a strategic approach where businesses proactively guide customers through a product journey to ensure they achieve their desired outcomes, thereby enhancing customer satisfaction, loyalty, and advocacy. It involves dedicated teams or individuals focusing on customer objectives from the initial purchasing phase through onboarding, usage optimization, and renewal, often utilizing data-driven methods to predict and respond to customer needs.
Moving Beyond Customer Experience Towards Customer EngagementSeymourSloan
In a changing market, we need to look at how customers are managed within businesses. For too long the debate was around experience, which ignored the richness of the opportunities available to really build relatioinships with customers. Rather, we suggest looking at the model from an engagement perspective and understanding how to make the relatioinship multi-way.
Slide share Institute for Quality Assurance London - QualityWorld Customer ...Dr. Ted Marra
Another classic article on Customer Focus - while a number of approaches have evolved over the years, the foundation elements remain unchanged. Again, many organisations 'talk a good game' when it comes customers, customer focus or customer centricity. But as we all know, 'talk is cheap' and 'talk' alone doesn't get the job done. One needs to understand the true requirements for being customer focused. One needs a 'strategic customer relationship management' system as discussed in other of my SlideShare uploads. Hopefully you will find that this article helps to continue to provide a 'directionally correct' viewpoint! Enjoy!
Slide share British Quality Foundation UK - Customer Relationship ExcellenceDr. Ted Marra
Here is 'an oldie but goodie' I wrote for the British Quality Foundation in London - keeper of the EFQM Business Excellence framework. You will be able to see how things have evolved by comparing to recent materials on this subject - but still lots of nuggets! Enjoy
Beyond Omnichannel: Determining the Right Channel MixCognizant
Many companies believe that simply adding more customer channels or reducing the time it takes to handle customer queries will boost customer satisfaction and enhance the customer experience. Yet the proliferation of digital technologies and touchpoints have made it more difficult to track customer preferences and purchasing traits. By identifying customers’ preferred contact channels, companies can more effectively engage, serve, and retain them while driving profitable growth.
Innovative Customer Service for Building Loyalty - Mindtreesamirandev1
Mindtree provides innovative customer service by building loyalty among customers. It gives the best solutions and strategies for delivering the best customer service in this digital era. Click here to know more.
Best Innovative Customer Service | Mindtree AnikeyRoy
Mindtree provides all the innovative customer service by building loyalty among customers. It gives the best solutions and strategies for delivering the best customer service in this digital era.
How to transform your customer experience by making your customer service pro...BrightCultures
Traditionally customer service is reactive, but reactive customer service is both expensive and un-engaging. Meanwhile, proactive customer service offers cost savings and customer engagement opportunities.
This white paper highlights the business case for offering proactive customer service, showcases some great examples of organisations already doing this, how they are benefiting and outlines a process for getting started and for developing ideas and initiatives for improvement.
Similar to Customer Service: Achieving excellence through a company-wide approach (20)
The European Commission’s new rule on credit cards will cut 200 million commissions in Italy: will a subscription fee be introduced? With a contribution by Gabor Friedenthal, Dep. Managing Director, and Daniele Pontecorvo, SEM
The policy and prospects of China’s fixed broadband Market liberalizationValue Partners
By Jane Hou , Partner, and Adam Meng, Associate of the Beijing office, and Taylor Lam, SEM of the Hong Kong office
A new perspective devoted to the “policy on the pilot of fixed broadband market liberalization” in China, that encourages civil capital to enter fixed broadband market in various models, a milestone of state monopolized industries’ opening up
Dynamic ticket pricing. Squeezing more juice from half time oranges Value Partners
A new perspective devoted to the benefits of the dynamic ticket pricing (DTP) in the sport industry. It is a pricing strategy according to which companies set flexible (dynamic) prices based on market demands.
Online to offline. What is in for traditional retailers? Value Partners
A new perspective devoted to O2O and the latest approaches adopted by retailers trying to integrate online resources with their offline physical assets
Magazine Publishers' Transformation: The Time to Act is Now! Value Partners
By Demetrio Di Martino, Partner of the Singapore office, Charles Monteux, Senior Engagement Manager of the São Paulo office and Mark Weston, Business Analyst of the London office. January
Un nuovo perspective dedicato all'importanza della trasparenza nel settore sanità, con un confronto internazionale - A cura di Daniela Scaramuccia, Partner, e Nunzio Guida, Associate dell'ufficio di Milano Dicembre
A new perspective devoted to forecasting: demand planning is a very challenging job, that is why multinationals manage forecasting poorly. How can they improve it?
A perspective devoted to Private Equity firms: to be successful they should adopt an innovative business model and control the richest parts of the value chain
Learn about Inspect Edge, the leading platform for efficient inspections, featuring the advanced NSPIRE Inspection Application for seamless property assessments. Discover how the NSPIRE Inspection Application by Inspect Edge revolutionizes property inspections with advanced features and seamless integration.
Elevate Your Brand with Digital Marketing for Fashion IndustryMatebiz Pvt. Ltd
Matebiz Pvt. Ltd. specializes in providing cutting-edge digital marketing for Fashion Industry. Our comprehensive strategies ensure that your brand stands out in the competitive fashion landscape. From targeted social media campaigns to search engine optimization tailored for fashion keywords, we cover it all. With a deep understanding of industry trends and consumer behavior, we craft compelling content and engaging visuals to enhance your online presence. Trust Matebiz Pvt. Ltd. to elevate your fashion brand through strategic digital marketing initiatives.
Unlocking Insights: AI-powered Enhanced Due Diligence Strategies for Increase...RNayak3
Explore how a risk-based approach to Enhanced Due Diligence can deliver effective Anti-Money Laundering (AML) compliance and monitoring in banking and financial services.
Maximizing Efficiency with Integrated Water Management SystemsIrri Design Studio
Integrated water management systems are essential for improving irrigation design sustainability and efficiency. Irri Design Studio helps customers maximize water consumption, reduce waste, and encourage responsible stewardship of water resources by utilizing cutting-edge technology like drone-based construction updates and BIM modeling. The increasing issues of water shortage and environmental protection require an all-encompassing strategy to water management. Irrigation systems may be planned to optimize water consumption efficiency while guaranteeing the safety of people and the environment by putting new ideas and concepts into practice. Visit our website https://www.irridesignstudio.com/ for more information.
All Trophies at Trophy-World Malaysia | Custom Trophies & Plaques Supplier. Come to our Trophy Shop today and check out all our variety of Trophies available. We have the widest range of Trophies in Malaysia. Our team is always ready to greet your needs and discuss with you on your custom Trophy for your event. Rest assured, you will be with the best Trophy Supplier in Malaysia. The official Trophy Malaysia. Thank you for your support.
Upvc Bathroom Doors Price and Designs In Keralabpshafeeque
UPVC Bathroom Doors Price in Kerala
When renovating or designing a bathroom, the choice of doors plays a pivotal role in ensuring both functionality and aesthetics. In Kerala, UPVC (Unplasticized Polyvinyl Chloride) bathroom doors have gained popularity for their durability, water resistance, and modern designs. This article delves into the pricing of UPVC bathroom doors in Kerala and why they are a preferred choice for homeowners.
#### Benefits of UPVC Bathroom Doors
UPVC bathroom doors offer several advantages, making them an ideal choice for the humid climate of Kerala:
1. **Water Resistance**: Unlike wooden doors, UPVC doors do not swell or warp when exposed to moisture, making them perfect for bathrooms.
2. **Durability**: These doors are resistant to termites and corrosion, ensuring a long lifespan.
3. **Low Maintenance**: UPVC doors require minimal upkeep, saving homeowners time and effort.
4. **Energy Efficiency**: They provide good insulation, helping maintain a comfortable bathroom temperature and reducing energy costs.
5. **Aesthetic Variety**: Available in various colors and designs, UPVC doors can complement any bathroom decor, from modern to traditional.
#### Price Range of UPVC Bathroom Doors in Kerala
The cost of UPVC bathroom doors in Kerala varies depending on factors such as size, design, and additional features. Here's a general overview of the price range:
- **Basic Models**: Simple UPVC bathroom doors start from ₹2,500 to ₹5,000. These doors are functional and offer essential benefits like water resistance and durability.
- **Mid-Range Models**: For more intricate designs or additional features such as frosted glass panels or metallic handles, prices range between ₹5,000 and ₹10,000.
- **Premium Models**: High-end UPVC bathroom doors, which may include custom designs, advanced locking systems, and superior finishes, can cost anywhere from ₹10,000 to ₹20,000 or more.
#### Conclusion
UPVC bathroom doors are an excellent investment for homes in Kerala, offering a blend of practicality and style. With a wide range of prices and designs available, homeowners can easily find a UPVC door that fits their budget and enhances their bathroom’s aesthetic appeal. When choosing a UPVC bathroom door, consider the specific needs of your space and the long-term benefits these doors provide. Investing in a quality UPVC bathroom door ensures a durable, low-maintenance, and stylish addition to your home.
Courier & Package Tracking System Actually WorksIn Targos
In the world of modern logistics, the courier and package tracking system stands as a pivotal tool, offering transparency and efficiency throughout the shipping process. Let’s delve into the intricacies of courier and package tracking systems and explore how INTARGOS plays a key role in this domain.
Earth moving equipment refers to heavy-duty machines used in construction, mining, agriculture, and other industries to move large amounts of earth, soil, and other materials. These machines include excavators, bulldozers, loaders, and backhoes, which are essential for tasks such as digging, grading, and leveling land.
Earthmovers is a leading brand in the industry, known for providing reliable and high-performance earth moving equipment. Their machines are designed to handle the toughest jobs with efficiency and precision, ensuring optimal productivity on any project.
BEst VASHIKARAN SPECIALIST 9463629203 in UK Baba ji Love Marriage problem sol...gitapress3
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Nature’s Paradise Glamorous And Sustainable Designs For Your Outdoor Living S...Landscape Express
Create a harmonious blend of luxury and sustainability in your outdoor living space with eco-friendly kitchens, enchanting water features, and lush plant landscaping. Embrace energy-efficient appliances, solar lighting, rainwater harvesting, and native plants to enhance beauty while reducing environmental impact. Transform your space into a glamorous, eco-conscious retreat for relaxation and social gatherings.
Are Gutters Necessary? Explore the details now!AmeliaLauren3
Gutters are typically installed at a slight downward slope to allow water to flow freely towards downspouts or drains – the downspout being the vertical pipe attached to the gutters. The water is subsequently transported by the downspout to either the ground or an underground drainage system. Maintaining a gutter system that is free of blockages and functional requires regular maintenance.
But, many wonder in what situations gutters are required and not required. In this ppt we will discuss in detail the matter, ‘Are Gutters Necessary?’
Islamabad No 1 Amil Baba In Pakistan amil baba kala ilm.docxamilabibi1
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Business Solutions with .NET Development in Quantum Computing.pdfQServices Inc.
Unlock the power of quantum computing with QServices. Our .NET experts deliver cutting-edge solutions to drive your business forward. Experience the future of computing and gain a competitive edge today.
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Colors of Wall Paint and Their Mentally Properties.pptxBrendon Jonathan
Discover how different wall paint colors can influence your mood and mental well-being. Learn the psychological effects of colors and find the perfect hue for every room in your home.
Get your dream bridal look with top North Indian makeup artist - Pallavi KadalePallavi Makeup Artist
Achieve your dream wedding day look with renowned North Indian bridal makeup artist, Pallavi Kadale. With years of experience, her expert techniques and skills will leave you looking flawless and radiant. Book today for your perfect bridal makeover.
Are Seamless Gutters Worth It? Explore nowacadiaborton
Seamless gutters live up to their name: they are uncomplicated gutters that flow freely without needless joins or seams. They do have seams, but they are limited to the downspouts and corners. Painted metal is used to make seamless gutters. If you're wondering why seamless gutters could be preferable to traditional ones, keep reading this ppt for the advantages.
DOJO Training Center - Empowering Workforce ExcellenceHimanshu
The document delves into DOJO training, an immersive offline training concept designed to educate both new hires and existing staff. This method follows an organized eight-step process within a simulated work setting. The steps encompass safety protocols, behavioral coaching, product familiarity, production guidelines, and procedural understanding. Trainees acquire skills through hands-on simulations and rehearsal prior to transitioning to actual shop floor duties under supervision. The primary aim is to minimize accidents and defects by ensuring employees undergo comprehensive training, preparing them effectively for their job roles.
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At Securex UK Ltd we are dedicated to providing top-rated security solutions tailored to your specific needs. With a team of highly trained professionals and cutting-edge technology, we prioritize your safety and peace of mind.
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3. PERSPECTIVE CUSTOMER SERVICE
INTRODUCTION 5
BEYOND THE BOUNDARIES OF CUSTOMER SERVICE 7
THE CHALLENGES TO ACHIEVE A NEW PARADIGM 8
GUIDING PRINCIPLES FOR CUSTOMER SERVICE EXCELLENCE 9
CONCLUSIONS 13
AUTHORS 14
CONTENTS
4. EXHIBIT 1
Benchmarking matrix: cost-to-serve vs. customer satisfaction
Players from the Telco sector; Latest available data (2011-2013)
Source: Value Partners analysis
Note: Data has been normalized to make it comparable; (1) Customer satisfaction index refers to customer satisfaction surveys results; (2) Cost-to-serve index refers to average annual caring costs per subscriber
CUSTOMER SATISFACTION INDEX (1)
LOW
LatAm 1
LatAm 4
Asia 3
Middle East 1
LatAm 3
Asia 2
Asia 1
Asia 4
LatAm 2
Europe 1
HIGH
COST-TO-SERVE INDEX (2)
LOW
HIGH
4 – 5
5. PERSPECTIVE CUSTOMER SERVICE
INTRODUCTION
It is common knowledge that within al-most
all industries, from financial services
to telecoms providers and retailers, satis-fied
customers generate more value to
companies than their less happy counter-parts.
High quality customer service
is a key lever in driving this satisfaction
and generating loyalty, and is thus criti-cal
in safeguarding revenue growth.
However, there are times when customer
care gets overlooked, particularly during
periods of rapid market expansion, yet
as markets begin to approach maturity it
becomes of paramount importance.
In recent years, successfully serving
customer needs has presented greater
challenges than ever before. Products and
service offerings have rapidly increased,
both in terms of number and complexity.
Consumers are more demanding, in-formed
and sophisticated, often expecting
immediate, ‘on-demand’ support for their
queries. This has been further compli-cated
as traditional customer segments
have been divided into sub-segments,
each with their own unique particularities.
Touch points have also proliferated, with
consumers using multiple channels to
complete their transactions. As a result,
companies have tough decisions to make
in order to find the right balance between
the quality of service delivered and the
corresponding ‘cost-to-serve’.
This balance is becoming particularly
critical in emerging economies,
such as those in Latin America, where
a burgeoning middle class has recently
gained access to a range of new serv-ices.
Between 2003 and 2009, the size of the
middle class in Latin America and the
Caribbean grew by 50% (World Bank1),
and is expected to grow even further,
from approximately 300 million in 2010
to 360 million by 2020 (BBVA Research2).
Despite their interest and excitement
in these newly available services, these
customers have typically experienced low
service levels, especially when compared
to more developed markets.
In Brazil, for instance, the ratio of com-plaints
by customers in PROCON3, a con-sumer
protection agency, grew 15% per
year between 2009 and 2012 for a group
of leading companies in the telecoms and
banking industry sectors.
In these markets, whilst the quality of
service may be low, the cost-to-serve is
relatively high, exposing how companies
are struggling to address this trade-off
(Exhibit 1).
Over the past few years, Value Partners
has supported a wide range of companies
from different industries to evolve their
customer care models in order to achieve
excellence. This paper provides insights
on the required steps to deliver this trans-formation
journey.
1 Economic mobility and the rise
of Latin American middle class,
World Bank Latin American and
Caribbean Studies, 2013.
2 Emerging middle class in “fast
track” mode, BBVA Research,
2013.
3 Boletim Sindec, Sistema
Nacional de Informações de
Defesa do Consumidor, 2012.
6. EXHIBIT 2
A well-defined customer care lifecycle exists, with clear expectations
for clients and companies
Customer Care Lifecycle Framework
Source: Value Partners analysis
2
CONTACT CHANNEL
CUSTOMER CARE LIFECYCLE
CUSTOMER EXPERIENCE
MULTICHANNEL / CROSS-CHANNEL
INFRASTRUCTURE / SYSTEMS
CROSS-FUNCTIONAL
COORDINATION
PROCESSES / PEOPLE
PRODUCT CONCEPT
...
...
...
CONVENIENCE
EFFICIENCY
CLIENT
COMPANY
SOLVE PROBLEM
ACCESS
NO CALL
REDUCE DEMAND
1
3
NEED
ISSUE
RESOLUTION
6 – 7
CLIENT
Expectation
Improvement
Levers
7. PERSPECTIVE CUSTOMER SERVICE
From a customer’s perspective, a well-defined
customer care lifecycle exists
that can be classified into three sepa-rate
steps, ‘need’, ‘contact channel’ and
‘issue resolution’. The customer’s need
is generated from an enquiry, request
or issue that they may face during the
exchange of goods/services.
The process then advances to the
contact channel phase. This may be a
single, multiple or cross-channel interac-tion,
either determined by the cus-tomer’s
convenience requirements or
influenced by the company’s desire to
maximize efficiency. It is the customer
expectation that the process
then concludes with the successful
and timely resolution of the request
(Exhibit 2).
Traditionally, the primary focus of cus-tomer
service has been the efficient and
appropriate resolution of client queries.
Major attention has thus been given to
indicators such as average call handling
time, abandon rate, IVR retention, con-tact
unit costs and satisfaction indices
which are all designed to improve the
operational performance of the contact
center, while reducing costs and manag-ing
customer satisfaction.
The proliferation of touch points and
ongoing changes in customer prefer-ences
have raised many questions
surrounding channel management.
While the initial approach was to simply
move customers to low cost channels
and thus improve profitability, there has
been an increasing focus on the optimal
use of multiple channels which lead to
an improved customer experience.
As a result, new digital methods of
communication are considered more
and more as complementary channels
instead of replacements to traditional
ones (multichannel approach).
However, although the above are all
important measures, it is necessary
to go beyond the boundaries of the cus-tomer
service department to achieve
excellence in customer care. A key
aspect of this is for companies take a
more holistic end-to-end approach to
delivering customer service. In doing
so, companies would begin to better
understand the genesis of customer
queries and thus proactively address,
and hence reduce, the number that
must be dealt with.
BEYOND
THE BOUNDARIES OF
CUSTOMER SERVICE
8. 8 – 9
Whilst the benefits of this holistic approach may be clear, Value Partners believes there are a number of challenges that companies typically face in embracing this new approach to customer service:
The task is perceived as monumental: accountability for customer service needs to widen to include the entire company rather than a few select functions within the organization. However, the required mobilization to achieve this appears too large - people, organizational structure, governance model, processes and technologies - and potentially distracting from short-term priorities and objectives.
Solutions require end-to-end coherence: when a client makes a specific query, its solution typically involves multiple functions or departments within the organization. Effective solutions require alignment across all of the building blocks within a company. It is therefore common to set-up ad-hoc multifunctional working teams to address the most critical occurrences (in terms of customer satisfaction or volumes/costs). Nonetheless this approach is limited in scope and time, often tactical in nature and without proper empowerment, is limited in its effectiveness and sustainability.
It is difficult to quantify impact:
organizations struggle to link internal performance and quality metrics
to customer satisfaction. As a result,
it may be difficult to quantify the connection between the large short term costs of deploying organization-wide change and the corresponding long term influence on customer loyalty, attractiveness and, ultimately, revenue growth.
As a consequence, commitment from top levels of management is not certain: whilst awareness of the importance
of developing customer service from
a different perspective undoubtedly
exists, it is not necessarily matched
by the willingness to embark on
the required long-term journey.
It is our view, however, that the aforementioned barriers can, and should,
be broken so that companies in emerging markets could achieve a new paradigm in customer service, both in terms of improved customer satisfaction
and a reduced cost-to-serve. In order
to do this successfully, Value Partners believes that companies willing to
embark on such a journey and reap
the benefits of such actions will need to abide by a set of guiding principles.
THE CHALLENGES
TO ACHIEVE
A NEW PARADIGM
9. PERSPECTIVE CUSTOMER SERVICE
a) Priorities and actions should be
determined by a complete rethink of
customer contact reasons
It is our experience that many compa-nies
devote the majority of their effort
to figure out how to manage and opti-mize
the treatment of any given custom-er
contact, though may often neglect
the root-cause of the query itself.
This effect is often exacerbated by
the fact that companies often classify
customer requests using an inappropri-ate
system or taxonomy, as such the
true nature of the issue may be lost as
the request is processed. In order to
address the limitations of this approach,
it is critical to completely “rethink” and
redesign customer contact codes in
order to ensure:
• a clear link between the contact code
and the reason for the contact
• ownership and accountability within
the organization to address the root-cause
of the contact
This point is illustrated well with an
example from Latin America where it is
relatively common among service com-panies
to receive a large number of en-quiries
that “request a second invoice”.
However, such a generic contact code
can hide the true cause of the issue and
makes it difficult to assign ownership of
the problem’s solution.
Once the motivations for the calls are
analysed, it becomes clear that the
causes of these requests can vary
greatly between customers. Some are
related to a “change in address”, others
to a “late invoice arrival” and yet others
to “incorrect charges”. From a simple
root-cause analysis it is thus clear that a
range of solutions are required to solve
this problem. However, these solutions
would only be made possible through
the introduction of new classification
systems which would enable the deliv-ery
of clear accountability to different
parts of the organization.
GUIDING PRINCIPLES
FOR CUSTOMER SERVICE
EXCELLENCE
10. CUSTOMER CONTACT RATE
CUSTOMER CARE COSTS
EXHIBIT 3
Case study: Latam player results
Source: Value Partners analysis
POSITIVE EBITDA CONTRIBUTION IN THE RANGE OF 20-60 BPS
-40%
Q1
Q4
-30%
Q1
Q4
SATISFACTION
Q1
Q4
Q3
Q2
10%
10 – 11
11. PERSPECTIVE CUSTOMER SERVICE
c) Accountability needs to be re-allocated
to include all functions and
external partners that contribute to
the generation of customer queries
Last but not least, the responsibility
for reducing the number of customer
queries should be held by the relevant
parts of the organization where these
claims originate (including third parties
covering activities within the value-chain).
As part of this, the directors,
who are responsible for specific contact
categories, should be held accountable
for the reduction of query rates within
their control.
Whilst the “tight” activity of the Cus-tomer
Service Committee should be
sufficient to ensure the relevant transi-tion
in accountability, the ‘stickiness’
and compliance of these changes may
need to be further reinforced through
the review of management incentives,
including potential charge-back of
customer service costs to responsible
functions and/or third parties.
b) A company-wide governance model
is required, with strong commitment
from top-level management
As previously mentioned, company-wide
engagement is critical to address
the root-cause of client requests.
Grouping queries by ownership is the
first step to build quantitative aware-ness
of the origin of customer service
requests, yet widespread engagement
needs to be ensured for systematic solu-tions
to be designed and implemented.
One effective possibility is to set-up a
permanent “Customer Service Com-mittee”
(e.g. CEO/managing director
and first line of directors) to define the
program’s ambition, its targets and
priorities, and to monitor its progress on
a regular basis. The Committee should
also steer the change management
program required to promote the wider
participation of the organization in the
reduction of query rates.
Whilst working for a leading mobile
operator in Latam, the results of this
approach were very impressive: a 40%
reduction in customer contact rate, a
30% reduction in customer care costs
and a 10% improvement in customer
satisfaction during a nine month period
(Exhibit 3).
12. Amazon.com, the omnipresent online retailer, consistently strives for customer services excellence, aiming “to be Earth’s most customer-centric company”.
As such, Amazon does not simply focus on resolving customer issues, the company takes a more proactive approach by seeking to avoid the need for customer queries in the first instance (and as part of this strategy, Amazon also educates customers
in the use of self-service channels).
In short, Amazon has created an organizational culture which drives the company
to drill-down to the root causes of customer issues, thereby reducing their occurrence in the first instance. Amazon achieved a staggering 85% reduction in contact
per order rate, whilst simultaneously handling a 12-fold increase in revenues.
AMAZON.COM CASE
Amazon contact per order index
YEAR 0
YEAR 4
YEAR 8
1
5
12
Revenues index
100
45
15
12 – 13
Source: The Best Service is No Service – How to Liberate Your Customers from Customer Service, Keep Them Happy
and Control Costs, Bill Price and David Jaffe; Value Partners analysis
13. PERSPECTIVE CUSTOMER SERVICE
It is our view that the
aforementioned barriers can,
and should be broken in order
for companies in emerging
markets to achieve customer
care excellence
CONCLUSIONS
The approach described within this
perspective is one that has been tried,
tested and proven in markets with high
expectations for customer service
around the world.
As such, its implementation will al-low
companies in the Latam region to
achieve a new paradigm in customer
satisfaction and cost-to-serve.
Whilst the journey to implementation
requires commitment, discipline and
hard work, the potential rewards are
significant and include double-digit
reductions in query rates per year, con-current
increase in customer satisfac-tion
and positive EBITDA contribution in
the range of 20-60 basis points.
Bibliography
Anton, J., Belfiore, B., 2010,
BenchmarkPortal, LLC. & Purdue
Research Foundation. “Banking
industry benchmark report: Best-in-
class call center performance”
Duncan, E., Jones, C., Rawson, A.,
2013, Harvard Business Review.
“The truth about customer
experience”
Echo Research, prepared for
American Express, 2012. “Global
Customer Service Barometer”
Gitomer, J., 2010. “Customer
satisfaction is worthless,
customer loyalty is priceless”
Price, B., Jaffe, D., 2008. “The
best service is no service: how
to liberate your customers from
customer service, keep them
happy, and control costs”
Tess, D., Parry, M., 2010, Value
Partners Perspective. “Customer
care for Telecom operators: from
management headache to source
of competitive advantage”
14. 14 – 15
AUTHORS
ALBERTO GRISELLI
Director, São Paulo Office
alberto.griselli@valuepartners.com
CHARLES MONTEUX
Senior Engagement Manager, São Paulo Office
charles.monteux@valuepartners.com
15. PERSPECTIVE CUSTOMER SERVICE
High quality customer service
is a key lever in driving this
satisfaction and generating loyalty,
and is thus critical in safeguarding
revenue growth.