Day 2 0930_harriet_hounsell
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The document discusses employee engagement and vision at John Lewis. It emphasizes that the partnership's ultimate purpose is the happiness of its members through worthwhile and satisfying employment. As an employee-owned business, members share the responsibilities and rewards of ownership, including profit, knowledge and power. The partnership model aims to give employees influence and ensure their voices are heard on issues like pay policies and store operations. However, the external context currently presents challenges for how the company can continue changing and evolving its approach to employee engagement.
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Comment créer sa startup de [0] à [1] par Oussama Ammar
- Va plus loin dans ton projet de startup avec Koudetat.co : http://bit.ly/1CyU3cQ
- Ne rate aucun événement de TheFamily, inscris-toi sur http://www.thefamily.co/education
- Youtube : http://buff.ly/1gjPz4s
Dans cette vidéo, TheFamily veut t'aider à aller de 0 à 1, donc de rien à quelque chose. C'est bien le grand défi de la création de startup ! On te donne quelques clés pour t'aider à te lancer.
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- Toujours partir des coûts pour construire ton plan financier. Dans un monde exponentiel (0 to 1), il est plus facile de connaître les coûts que d'anticiper les revenus futurs.
- Va plus loin dans ton projet de startup avec Koudetat.co : http://bit.ly/1CyU3cQ
- Ne rate aucun événement de TheFamily, inscris-toi sur http://www.thefamily.co/education
- Youtube : http://buff.ly/1gjPz4s
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Employee Ambassadorship Ii, July, 2009
This presentation details the linkage and behavioral impact of employee commitment to the enteprise, to the company\'s product and service value proposition, and to customers. It also points out key differences between employee ambassadorship (advocacy) and employee engagement, which has less customer focus.
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The document discusses the importance of having a clear business vision and mission. It provides examples of vision and mission statements from different companies. An effective vision statement declares what the business aspires to be, while the mission statement defines the organization's purpose and distinguishes it from others. Key components of a strong mission statement include identifying customers, products/services, markets, and addressing concerns like survival, growth, profitability, social responsibility and employees. Having a well-defined vision and mission can help motivate employees and guide strategic decisions.
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Comment créer sa startup de [0] à [1] par Oussama Ammar
- Va plus loin dans ton projet de startup avec Koudetat.co : http://bit.ly/1CyU3cQ
- Ne rate aucun événement de TheFamily, inscris-toi sur http://www.thefamily.co/education
- Youtube : http://buff.ly/1gjPz4s
Dans cette vidéo, TheFamily veut t'aider à aller de 0 à 1, donc de rien à quelque chose. C'est bien le grand défi de la création de startup ! On te donne quelques clés pour t'aider à te lancer.
Points-clés:
- Pour qu'une startup devienne leader sur son marché, elle doit être scalable, répétable, et profitable.
- Business Canvas = outils pour voir comment créer de la valeur sur différents leviers
- Il est plus simple de partir d'un problème que d'une solution. Le rôle de l'entrepreneur n'est pas de convaincre mais de trouver ce qui marche.
- Une bonne idée qui paraît être mauvaise l'est souvent pour une raison de perspective. C'est pourquoi il faut bien définir qui sont tes utilisateurs et t'adresser uniquement à eux pour tester ton idée.
- Success is obvious. Si tu n'es pas sûr que ton idée marche, c'est que tu n'y es pas encore.
- Il est maintenant très facile de tester rapidement une idée avec Google ads (l'intention) et Facebook ads (démographie)
- Tout ce qu'on mesure s'améliore. L'optimisation passe par la répétition.
- Une startup se doit d'être irréprochable en customer experience. Il faut bâtir une relation intime avec ses utilisateurs.
- Toujours partir des coûts pour construire ton plan financier. Dans un monde exponentiel (0 to 1), il est plus facile de connaître les coûts que d'anticiper les revenus futurs.
- Va plus loin dans ton projet de startup avec Koudetat.co : http://bit.ly/1CyU3cQ
- Ne rate aucun événement de TheFamily, inscris-toi sur http://www.thefamily.co/education
- Youtube : http://buff.ly/1gjPz4s
DTP Portfolio
This document provides information about Sally Parker-Boyd, an established London-based provider of business graphics services since 2000. It specializes in presentation production, template creation, and training. The company prides itself on its flexible approach and ability to tailor its process to client needs to ensure high quality results even under tight deadlines and confidential conditions. The team is described as young, dynamic, experienced and client-focused, and passionate about maximizing the impact of client presentations. An end-to-end solution is provided for presentation needs.
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Mission statement.ppt strategic management
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Mmcs
Midas Management & Consulting Services aims to provide innovative consulting solutions across all sectors. Its vision includes total client satisfaction, excellence, employee growth, integrity, and a balanced quality of life. The company is committed to superior performance through profitable growth as an independent firm responsible to clients, employees, and shareholders. Its goals include benefiting clients through collaboration, sustainable growth, returns on investment, and employee development guided by shared values.
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Lesley Harvey presented on building an effective employee value proposition (EVP). An EVP describes the mix of benefits, characteristics, and ways of working that an organization offers employees. It is important for differentiation, appealing branding, and ensuring reality matches promises. Benefits of a strong EVP include attracting and retaining talent, standing out beyond compensation, engaging current employees, and creating a strong employer brand. An effective EVP clearly articulates offers, differentiates from competitors, targets desired talent, and is integrated across the organization. The presentation outlined key elements an EVP should contain and the process for creating one, from collecting and analyzing data to revising and launching the proposition.
Building an employee value proposition
Lesley Harvey presented on building an effective employee value proposition (EVP). An EVP describes the mix of benefits and characteristics that make an organization appealing for employees. It is important because it differentiates an employer and ensures the reality matches the branding. Benefits of a strong EVP include attracting and retaining talent, standing out beyond compensation, and engaging current employees. An effective EVP clearly articulates the offer, differentiates the organization, and is integrated across processes and touchpoints. The presentation provided steps for creating an EVP including collecting data, analyzing it, developing and testing a proposition, and revising and launching it.
Book review firms of endearment how world class companies profit from passion...
This document discusses the concept of "Firms of Endearment" which are companies that focus on all stakeholders including customers, employees, suppliers, and society. It describes how these companies prioritize relationships and have a guiding vision of service. It provides details on how these companies create loyal customers through quality, reliability, services and focus on employees through benefits like stock ownership plans and discounts. The review at the end notes these companies challenge traditional capitalism by not just focusing on profits but putting customers and employees first to create more value for all stakeholders including shareholders.
Values
The document outlines the six core values of Bevan Brittan:
1. Commitment to supporting clients in the public, private, and third sectors.
2. A people-centric approach that respects diversity and treats all with fairness and equality.
3. A passion for excellence in all work done within the firm and for clients.
Strategic+management+5
This document discusses key concepts in strategic management including vision, mission, goals, and objectives. It provides definitions and examples of each. A vision describes what an organization wants to become in the future, while a mission captures the essence of why an organization exists. Goals are intended outcomes that support the mission and vision, and objectives are specific, measurable targets that compel action. The document evaluates components of effective statements and examples of good and bad statements. It emphasizes the importance of alignment between goals and objectives across all levels of an organization.
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The below presentation showreel includes presentations by:
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Ryan Cheyne - VIPs are both your employees and customers
Robert Ordever - Engaging those on the edge
Sarah Barrett - ‘Walk the talk’
Karine Del Moro - The Power of Linkage: Drawing Connections between Employee and Customer Engagement to Drive Business Performance
Yves Duhaldeborde - Advances in linkage analyses: Bridging data sources to drive business performance
Alison Innes-Farquhar - ‘Role of Learning and Development in delivering business Change’
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EFG 2013 [Keynote] David MacLeod - Engage for success - why employee engageme...
This document discusses employee engagement and its importance. It identifies four key enablers of engagement: 1) strong leadership that provides a clear strategic narrative, 2) engaging managers who treat employees as individuals, 3) employee voice throughout the organization, and 4) organizational integrity where values are reflected in daily behaviors. Engagement requires trust between employees and an organization, which integrity helps enable. The document also lists sponsors of an organization called Engage for Success.
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- SAcsi was created in partnership with the global leader in customer satisfaction measurement, the American Customer Satisfaction Index (ACSI), to provide a national indicator of customer evaluations.
- It has begun measuring satisfaction levels in various industries such as telecommunications, banking, retail, and is expanding to cover all major industries.
- Preliminary results show a relationship between higher customer satisfaction scores and greater willingness from customers to purchase additional products/services.
ICEW 2013 Rob Collins - Mind and Mood: how to keep the customers coming back ...
Tsogo Sun is one of SA’s premiere Hospitality, Gaming and Entertainment companies. Find out how using the senses and structuring one’s business generates repeat visits and keeps the guests entertained.
ICEW 2013 Wilfred Emmanuel-Jones - Building the Brand and Influence of Social...
Wilfred is the only black farmer in the UK, who has used social media and entrepreneurial skills to build a well-known brand in the UK stocked in all major outlets. He is an inspirational speaker with a social conscience.
ICEW 2013 Amanda Cromhout - Big Data: the key to making customer-centric cha...
Regardless of the type of organisation, you need to mine your data to provide a truly customer-centric offering. Your data should be at the heart of your product strategy. Amanda encourages organisations to explore under the tip of the iceberg, diving deep into the data you hold on them to maximise your sales and profits.
Day+1+ +1440+-+carlton+hood
The document discusses Old Mutual's efforts to create a customer-centric culture through strategic initiatives. It outlines five key tools and three enablers to drive culture change, with the goal of developing winning customer propositions. Regular communication, customer examples, employee workshops, and recognition programs are identified as important for embedding the new culture. The brand promise is to enable positive futures for customers through an easy, valued experience.
Day1 track session_1_a_tom_allason
This document summarizes information about the Shutl delivery service. It discusses that Shutl uses a network of couriers and partners with retailers to provide fast same-day delivery for online orders. Shutl aims to convert more shoppers by offering a better delivery experience than traditional options. Data shown suggests Shutl significantly increases customer satisfaction scores and the portion of customers who complete their purchase.
ECEW 2013 Jo Moran - Shop Your Way
Marks and Spencers is transforming itself into an international multi-channel retailer, as part of their 3 year plan laid out in 2010. Jo provides an update on progress, and how the delivery of Customer Experience is localised across countries that they operate in.
ECEW 2013 Keith Schorah - Customer Experience: is it still the strategic inve...
With only 8% of leading business’s able to use their customer feedback to create true change and the discipline's faltering ability to evidence ROIs, should CEOs continue to invest in major CX programs? Can the other 92% really afford to risk their customers leaving in a blaze of apathy?
Drawing on his experience of delivering global customer experience programs, Keith will reveal how the true innovators are able to quantify ROI from their cx program, providing examples of customer satisfaction driving gains in financial metrics such as life-time customer value, average spend, share of wallet and profitability.
Day1 track session_1_b_ryan_cheyne
This document discusses how treating employees like VIPs (very important people) at the pet store Pets at Home has led to increased engagement, lower turnover, and higher customer loyalty and sales. A simple equation is presented: engaged employees lead to loyal customers which drives sales, profit, and growth. Specific strategies that contributed to employee engagement include recruitment, training, and recognition. Metrics such as engagement scores, turnover, and customer net promoter scores increased as employee engagement rose. Treating employees well is argued to benefit not just retailers but companies across different industries.
ECEW 2013 Anthony Thomson - The proven benefits of Metro Bank's CE strategy
Anthony stepped down as Chair of Metro Bank in December 2012. He outlines how the effect the customer experience-driven policies of MetroBank have had on performance, and on the aim of turning customers into advocates / fans. Introduction: about Metro Bank, founding ideas and ideals, history, growth throughout the South East, forward strategy; Customer Experience strategies: rewarding employees for satisfaction levels, not sales targets; These strategies have lead to: customer satisfaction scores, rates of recommendations, organisational growth How the use of social media / different channels (“touch points”) supports the CE-based strategy of the bank.
The human touch
The document discusses how companies can provide exceptional customer experiences through innovation and a human touch. It argues that 21st century competitive advantage comes from how companies do things, not just what they do. Companies need to focus on understanding the customer viewpoint, turning employees into fans of the company to better serve customers, and creating next generation customer experiences through insight, collaboration, and agility. The future of customer experience is managing both the present business and exploring innovation to continuously improve through an aligned culture and personalization.
Day2 track session_1_b_susie_rivett
The document discusses employee engagement in the workplace. It emphasizes fostering inclusion, empowerment, and appreciation of employees by providing channels for their voices, time, and resources. When employees feel valued and have shared goals with their organization, individual and business success are more likely to be achieved.
ECEW 2013 Cris Beswick & Derek Bishop - The human touch
Cris Beswick & Derek Bishop describe how moving away from a procedure based environment to an innovation focussed culture where employees can apply personal judgement is a must for 21st Century competitive advantage. Too often companies focus on operational excellence and standardisation to save costs but this approach can be at odds with employee/customer engagement and innovation. Cris & Derek will talk about how you can have the best of both worlds, achieving culture change without abandoning all internal discipline and structure in order to drive innovation and in turn exceptional customer experience.
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ICEW 2013 Rene Otto - Providing Leadership to influence Customer Experience
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ICEW 2013 Rob Collins - Mind and Mood: how to keep the customers coming back ...
ICEW 2013 Rob Collins - Mind and Mood: how to keep the customers coming back ...
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ICEW 2013 Amanda Cromhout - Big Data: the key to making customer-centric cha...
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ECEW 2013 Anthony Thomson - The proven benefits of Metro Bank's CE strategy
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Day 2 0930_harriet_hounsell
- 1. Employee Engagement – What’s your vision? Harriet Hounsell Divisional Registrar, John Lewis
- 2. (pbop)(pbop) ‘Partners are our competitive advantage’ (pbop)(pbop) The Partnership’s ultimate purpose is the happiness of all its members, through their worthwhile and satisfying employment in a successful business. Because the Partnership is owned in trust for its members, they share the responsibilities of ownership as well as its rewards – profit, knowledge and power.
- 3. Why are we different? Definition of belief - noun An acceptance that something exists or is true, especially one without proof: something one accepts as true or real; a firmly held opinion: 2 (belief in) trust, faith, or confidence in (someone or something): a belief in democratic politics
- 4. Constitution Trustees The Partnership Model Chairman How are we different? Divisional Boards Partner’s Counsellors’ Directorate Divisional Councils Managers Forums Partnership Board Partnership Council Partners / Public Opinion
- 5. Examples of impact… • Change Pay Policy • Feedback on Managing Change • Challenging Opening Hours
- 6. External context is challenging
- 7. How are we changing? (pbop)(pbop) The Partnership’s ultimate purpose is the happiness of all its members, through their worthwhile and satisfying employment in a successful business. Because the Partnership is owned in trust for its members, they share the responsibilities of ownership as well as its rewards - profit, knowledge and power. (pbop)(pbop) The Partnership’s ultimate purpose is the happiness of all its members, through their worthwhile and satisfying employment in a successful business. Because the Partnership is owned in trust for its members, they share the responsibilities of ownership as well as its rewards - profit, knowledge and power.
- 8. 2 weeks after launch… 835 page views!
- 9. Powerful Consumer Brands Determined to stay compelling and relevant to customers Strong sense of who they are Enduring values Appetite to evolve Willingness to back their ambition Foundations of powerful brands… A clear and confident position in their customers minds They remain true to, and protect, what their customers truly value “It’s not a value until it costs you” employee’s employee’s employee’s vision employee’s Determined to stay compelling and relevant to employee’s Strong sense of who they are Enduring values Appetite to evolve Willingness to back their vision A clear and confident position in their employee’s minds They remain true to, and protect, what their employee’s truly value “It’s not a value until it costs you” Foundations of powerful employee brands… Powerful Employee Brands
- 10. Employee Engagement – What’s your vision? Harriet Hounsell Divisional Registrar, John Lewis