The document discusses a business challenge of delivering excellent customer experiences while reducing costs. It describes how current customer service environments have siloed systems and channels, making it difficult to provide unified, personalized service. The document then summarizes how the Pega software solution can help by providing an intent-driven, seamless cross-channel experience to improve satisfaction while increasing efficiency. It provides examples of three clients that achieved benefits like reduced resolution times, training costs, and increased retention through the Pega customer service solution.
Introduction to Reliable Business Case, the reliable method for investments in business improvement. the free RBC Excel Tool can be downloaded from http://www.reliablechange.eu and offer Return on Investment(ROI), benefit-Cost Ratio(BCR), cash flow, payback, Internal Rate of Return(IRR), benefits analysis, net present value (NPV) and more. The methodology increase the likeliness the benefits will occur in reality. Quick and easy business case method. The RBC Excel Tool can compare up to six alternatives, offer documentation of benefits, formulas, dependencies, risk, and more.
Successful Customer Communication with Adobe ADEPDieter Hovorka
How you can enforce successful Customer Communication by using Adobe solutions. Presented in November 2011 in Riyadh / Saudi Arabia to the Enterprise partner community.
Introduction to Reliable Business Case, the reliable method for investments in business improvement. the free RBC Excel Tool can be downloaded from http://www.reliablechange.eu and offer Return on Investment(ROI), benefit-Cost Ratio(BCR), cash flow, payback, Internal Rate of Return(IRR), benefits analysis, net present value (NPV) and more. The methodology increase the likeliness the benefits will occur in reality. Quick and easy business case method. The RBC Excel Tool can compare up to six alternatives, offer documentation of benefits, formulas, dependencies, risk, and more.
Successful Customer Communication with Adobe ADEPDieter Hovorka
How you can enforce successful Customer Communication by using Adobe solutions. Presented in November 2011 in Riyadh / Saudi Arabia to the Enterprise partner community.
Breakthroughs in Service Economics09 Opening KeynoteTSIA
Technology solution providers survived the beginning of the global downturn relatively unscathed. In 2008, top line revenues held and bottom line profits, on average, improved for hardware, software, and services providers. However, 2009 is proving a very different experience.
In this opening keynote, CEO JB Wood will discuss how leading service organizations will be breaking down organizational, financial and geographic barriers to maximize services success. He will start with a review of public and proprietary industry data that shows three distinct trends impacting technology providers in 2009. Product revenues and margins are clearly under pressure. With a decrease in product revenues, services revenues are becoming a larger percentage of overall company revenues. These economic forces are placing immense pressures on services organizations to secure revenues and improve profitability. However, there is little or no money to invest in traditional business optimization tactics that drive incremental improvements. Services organizations must identify tactics that create step function improvements in profitability.
In this keynote, Mr. Wood will layout a framework services organizations can apply to identify opportunities in both organizational and offering convergence that break down existing barriers in services delivery. Organizational convergence creates leverage between the historically stove piped services lines within product companies. Offering convergence changes the way customers consume technology solutions. Together, these approaches create new models for developing, selling, and delivering technology services to customers with ever tightening budgets. Finally, Mr. Wood will end with a roadmap for horizon 1, 2, and 3 activities services organizations can pursue to navigate these challenging times.
CEM Jewel is a perfect blend of software excellence and jewellery domain knowledge. CEM Jewel software is designed keeping your customers and your services to them, which is the key factor for your growth. CEM Jewel uses state of the art technology and integrates Finance, Sales, Inventory, Purchase, and Manufacturing, Sub-contracting, Point of Sale, RF-ID and Bar code. The product / item image visibility is provided across the software. CEM Jewel reports give you the right information at the right time.
Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
Breakthroughs in Service Economics09 Opening KeynoteTSIA
Technology solution providers survived the beginning of the global downturn relatively unscathed. In 2008, top line revenues held and bottom line profits, on average, improved for hardware, software, and services providers. However, 2009 is proving a very different experience.
In this opening keynote, CEO JB Wood will discuss how leading service organizations will be breaking down organizational, financial and geographic barriers to maximize services success. He will start with a review of public and proprietary industry data that shows three distinct trends impacting technology providers in 2009. Product revenues and margins are clearly under pressure. With a decrease in product revenues, services revenues are becoming a larger percentage of overall company revenues. These economic forces are placing immense pressures on services organizations to secure revenues and improve profitability. However, there is little or no money to invest in traditional business optimization tactics that drive incremental improvements. Services organizations must identify tactics that create step function improvements in profitability.
In this keynote, Mr. Wood will layout a framework services organizations can apply to identify opportunities in both organizational and offering convergence that break down existing barriers in services delivery. Organizational convergence creates leverage between the historically stove piped services lines within product companies. Offering convergence changes the way customers consume technology solutions. Together, these approaches create new models for developing, selling, and delivering technology services to customers with ever tightening budgets. Finally, Mr. Wood will end with a roadmap for horizon 1, 2, and 3 activities services organizations can pursue to navigate these challenging times.
CEM Jewel is a perfect blend of software excellence and jewellery domain knowledge. CEM Jewel software is designed keeping your customers and your services to them, which is the key factor for your growth. CEM Jewel uses state of the art technology and integrates Finance, Sales, Inventory, Purchase, and Manufacturing, Sub-contracting, Point of Sale, RF-ID and Bar code. The product / item image visibility is provided across the software. CEM Jewel reports give you the right information at the right time.
Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
There is a perception that Pegasystems PRPC can be used to create BPMN-compliant process models. However, I consider this perception to be incorrect.
This slide show takes you through my reasoning
For more training visit: http://noblesamurai.com/dojo This video is the recording of a LIVE Webinar where many of the common questions related to Article Samurai were answered.
2002 - Efficacia della Pubblicità On Line - Banner & Brand AwarenessPaola Furlanetto
Efficacia della Pubblicità on Line: Costruire Brand Awareness con Internet.
Presentazione (breve e divulgativa) per il Convegno ACP on Line di Gennaio 2002.
Ricerca realizzata da People SWG e Nielsen Net Ratings per ACP on Line.
Relatore e Responsabile per People SWG: Paola Furlanetto.
La ricerca è stata condotta nell'ultimo trimestre 2001.
Turning your resume into a visual resume could give you the edge over other applicants in a competitive jobs market.
Giving advice is easy for me as a HR Director, but what about writing my visual resume?
Oracle Enterprise Manager, OEM, SOA Management Pack, Business Transaction Management, Java Diagnostics, BPEL PM, OSB, Oracle Service Bus, SOA Governance, SOA Monitoring
Control Your Practice and Your Future. Today\'s revenue cycle encompasses countless activities in your practice. See how ALN can help you manage your revenue cycle and turn your good practice into a great business.
Customer Experience Management: Optimize your site to deliver a highly engagi...Janet Jaiswal
Presentation at the Predictive Analytics & Business Insight conference in San Francisco, CA.
Describes a 4 step framework to optimize your site to deliver a highly engaging customer experience.
Why do different customer segments have special needs to win customer. Presented in November 2011 in Riyadh / Saudi Arabia to the Enterprise partner community.
CASRO Client Conference - The Practical Application of a CUSTOMER EXPERIENCE Program
Contact me to explore design, development & implementation of similar program for your Firm or Clients.
Every Marketer’s Imperatives! • Relevancy and readiness • Customer understanding • Customer experience and relationship • Be ready when the customer is ready • Master especially the internet & mobile channel
To download visit:
blog.cequitysolutions.com and www.cequitysolutions.com
Roadmap to omnichannel customer excellenceEnrico Pruis
This is the age of the customer. How can we change our organisations in such a way that we can adapt to the omnichannel behaviour of generation Y. Tieto helps you to bridge the gap between McKinsey's integrated retail theory and a real transformation to all levels of your organisation. The consumer of today is omnichannel. We can help you becoming omnichannel customer excellent.
To keep pace with the ever increasing demand for real-time customer service, shifting to mobility has become inevitable for the insurance industry. In today's scenario, where real-time servicing of customer requests 'on the fly' has become a norm, mobile technology seems ideally positioned to
enable insurers gain a competitive advantage.
To keep pace with the ever increasing demand for real-time customer service, shifting to mobility has become inevitable for the insurance industry. In
today's scenario, where real-time servicing of customer requests 'on the fly' has become a norm, mobile technology seems ideally positioned to
enable insurers gain a competitive advantage. Mobile solutions enable faster and improved communications between customers, field agents,
and the central processing office of the insurer.
Adopting mobile technology can help insurers
enhance customers' experiences, increase
productivity, while keeping a check on costs, and
mitigating operational risks.