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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.
Marketing IT to the Business Strategic Insights Reportpatmisasi
The IT Media Group interviewed several IT executives to find out how they are raising the profile and stature of IT and gaining buy-in from all levels of the organization. What we discovered were a remarkable and highly diverse group of strategies for doing so. This report examines three of these strategies in detail, and provides insightful commentary from the CIOs responsible as well as a wide range of best practices used by several other IT executives.
Many brands become stale and loose their sheen over years if they can't connect and keep pace with changing customer preferences and market dynamics. Many iconic brands lose their market share and relevance. In this presentation, Browne & Mohan consultants share what is required to resurrect a stale service brand. Resurrecting a service brand must go beyond logo change and consider a complete rehaul of service design, customer experiences, product/service mix and consumption 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.
Have we let advertising agencies become dinosaurs? Marketers are looking for effective business solutions, speed and low cost. While many agencies are still enamored by growth in size, stature and heft.
Here are some thoughts on how agencies can close this gap.
Key Performance Indicators (KPIs) are typically used to measure the performance of a firm both at the strategic and operational level. KPIs often form the basis of a firm's goal management system: Each KPI is assigned and owner in the firm's top management, who is then responsible for reaching a particular target.
This case study shows that in order to find realistic targets for KPIs the firm's management needs a clear understanding of how the KPIs really measure the firm's performance, how they depend on each other and how KPI targets need to change over time in order to ensure the firm's ultimate goals are reached.
Our client in this case is a successful IT professional service firm that approached us because they wanted to find ways of increasing their growth rates organically. We took a holistic approach to analysing the firm's business model and KPIs using System Dynamics. The case study illustrates this using concrete examples, in particular regarding KPIs such as the firm’s leverage, the average fee, the utilisation, and the profit margin.
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In boardrooms around the world, senior executives are discussing a common dilemma: how to create transformative experiences and business models that improve their customers’ lives, drive growth, and boost profitability and efficiency. Now is the time for leaders to reflect and consider the fundamentals of value creation in the business – to go beyond the immediate, incremental change.
In this 200-page book, we explore how CEOs, boards and executives should compete in the digital age with a combination of experience, management consulting and technology expertise.
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Have we let advertising agencies become dinosaurs? Marketers are looking for effective business solutions, speed and low cost. While many agencies are still enamored by growth in size, stature and heft.
Here are some thoughts on how agencies can close this gap.
Key Performance Indicators (KPIs) are typically used to measure the performance of a firm both at the strategic and operational level. KPIs often form the basis of a firm's goal management system: Each KPI is assigned and owner in the firm's top management, who is then responsible for reaching a particular target.
This case study shows that in order to find realistic targets for KPIs the firm's management needs a clear understanding of how the KPIs really measure the firm's performance, how they depend on each other and how KPI targets need to change over time in order to ensure the firm's ultimate goals are reached.
Our client in this case is a successful IT professional service firm that approached us because they wanted to find ways of increasing their growth rates organically. We took a holistic approach to analysing the firm's business model and KPIs using System Dynamics. The case study illustrates this using concrete examples, in particular regarding KPIs such as the firm’s leverage, the average fee, the utilisation, and the profit margin.
How professional services firms (management consulting, accounting, law firms,etc) can build their brands to stand out from their competitors - and so attract the right clients and the right staff
Insights Success has shortlisted "20 Most Admired Companies of the Year 2019 with an intent to acknowledge & admire the novel approaches of these businesses
Help me don't sell to me - The business case for being a helpful brand in the...David Gyertson
The way businesses engage with the current and potential customers needs to fundamentally change. In difficult times, we want organisations who are going to help us, not sell to us.So how do you make this shift? And what could you be doing to be the most helpful brand?
In boardrooms around the world, senior executives are discussing a common dilemma: how to create transformative experiences and business models that improve their customers’ lives, drive growth, and boost profitability and efficiency. Now is the time for leaders to reflect and consider the fundamentals of value creation in the business – to go beyond the immediate, incremental change.
In this 200-page book, we explore how CEOs, boards and executives should compete in the digital age with a combination of experience, management consulting and technology expertise.
Editor: Hilding Anderson
How Strategic Account Management helped a "small" Swiss company grow globallyDev Sharma
How Strategic Account Management helped a small Swiss company grow globally. A first-hand story for any SAM leader (or leader-to-be) that is starting to build a SAM program in a smaller business with high aspirations of growth.
The Road to Digital Maturity for Investment ManagersKurtosys Systems
Digital maturity is one way of gauging a company's level of success on their road to digital transformation; and there are many factors involved in assessing this. In this white paper we focus on five areas that, from our experience, play a vital role in theroad to digital maturity with investment managers in mind.
This Altimeter Group webinar explores the findings of our latest research report on digital transformation. Attendees will learn what digital transformation is, how companies are embracing change, the challenges and opportunities that emerge throughout the process, and how to refocus and reorganize teams to modernize, optimize, and integrate digital touchpoints.
Watch the webinar: https://www.slideshare.net/Altimeter/webinar-digital-transformation-with-brian-solis
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Becoming Customer Centric: A Business and IT RoadmapPlus Consulting
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Without setting the right goals and following the right steps Digital Transformation can turn out to be nothing more than digitizing without accomplishing much.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
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Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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The effects of customers service quality and online reviews on customer loyal...
Decoding The Chief Customer Officer: How forward thinking retailers are evolving
1. Decoding the
Chief Customer Officer
This abbreviated report details some of the background,
rationale and implications of appointing a Chief Customer Officer
as per original research conducted by ORESA Executive Search
2. www.oresa.co.uk +44 (0)203 675 1459
Introduction
Socio-economic change and advances in technology have
given rise to an increasingly demanding and empowered
global consumer.
This new paradigm means that, to be a market-leading
consumer brand, companies need to:
Differentiate
& Innovate
Compete
Innovation does not apply only to systems and models but
also to having a customer-centric organisational design that
enables operational excellence.
For some organisations this has necessitated a change
in the construction of their boards and senior leadership.
In some cases this has led to the appointment of a
Chief Customer Officer (herein referred to as CCO).
“Customer first was once and must again
be the mantra for businesses.”
Orlando Martins, CEO, ORESA
Methodology
The results in this report were originated from (1) a survey
of ‘C Suite’ leaders from Retail, Technology, Brand and
Agency (2) interviews with hundreds of candidates in relevant
disciplines and (3) commentary from our debate on the CCO
in December 2015.
The Journey to Customer Centricity
As per the ORESA series on the Changing Customer
(Published online in April-May 2015) and, according to
Forrester Research, we are in ‘the age of the customer’.
“A 20 year business cycle in which the most successful
enterprises will reinvent themselves to systematically
understand and serve increasingly powerful customers”.
Over the last decade, consumer businesses have had to evolve
from ‘stock shifters’ to experiential omni-channel retailers
and brands. This has fundamentally changed the way
customers are addressed.
Why change is required
By 2014 a rising voice recognised that
• Board and leadership structures were not delivering
• Siloed single channel empires were delivering sales but not
holistic experiences
• Customer data should be used to drive insight, not just
used as a trading tool
• The shift from insight-backed brand marketing to
metric-based digital trading meant customers were
connected but emotionally separated
Most importantly, organisations were waking up to the fact that
they needed to listen to, and truly address, customer needs.
As Jeanne Bliss, author of The Chief Customer Officer 2.0 said:
“To make customers the strategic core of the
business, company leaders need to personally
take on the job...”
As such, companies require a customer focused director
aligned to the mission. Enter the CCO.
The Need for a CCO
Our respondents were in no doubt that:
the role of the CCO will
increase in importance
over the next five years
90%
there is a need for the
role of the CCO
66%
The Purpose of a CCO
Our respondents suggests that the CCO should take an holistic
view over the proposition and ensure customer needs are met.
“Responsibility for the end-to-end customer journey
and ensuring a maximised mutual exchange of value
between customer & business”.
Kate Simon, MD, New Business, Majestic Wine PLC
3. www.oresa.co.uk +44 (0)203 675 1459
toP 4 KPis for the cco
80% customer satisfaction e.g. nPs
75% customer retention
70% customer Acquisition
60% number of Active customers
if companies want to drive customer centricity, they need to
ensure that there are shared KPis for the company and cco.
having linked KPis will ensure there is a single view of what
good looks like; whilst operational KPis will drive the sales and
P&l performance of the business.
WhAt comPetencies Does A
chief customer officer neeD?
this person should be able to translate data into actions
and drive profitable outcomes via the development
of a customer-centric strategy.
It’s someone that understands consumer data, understands the
journey from beginning to end, and has the strategic horsepower
to influence the entire organisation.”
Beth Butterwick, ceo, Bonmarché
Whilst there were some sectorial variations, our respondents
across retail, technology, fmcg, Agency and Brands were
in agreement that the soft skills required of a cco are:
influencing
communication
visionary leadership
interpretation
they believe that the cco needs to use a range of softer and
more intuitive skills; which reflect the growing call for less
‘command and control’ and more authentic and intuitive
leadership.
www.oresa.co.uk +44 (0)203 675 1459
functionAl resPonsiBility
there are at least six different potential structures, including
variants where sales responsibility is held by the cco. We have
included two examples below, of which example two is the most
popular at this stage.
Example One
marketing
Brand
ecommerce
Example Two
marketing
ecommerce
Data, insight and loyalty
Brand
customer proposition
it is essential to set the right organisational design and ensure
clarity of responsibility and accountability. for advice on the
most appropriate structure and/or advice on building the
perfect job specification please contact us.
“Clarity of what this role enables versus what
this role does is really important.”
matt Atkinson, cmo, saga
metrics for success
it can be difficult to measure the effectiveness of fledgling
boardroom positions as companies attempt to get a handle on
what success looks like. once established, companies have to
consider how these KPis contribute and align to the overall
business objectives.
4. www.oresa.co.uk +44 (0)203 675 1459
So who should you promote?
“There are a lot of what I would call traditional marketers,
still at the top and they’re doing a good job, but actually
they’ve not got a broad enough skillset, so the only way to get
around that is to create a different role”
Susan Aubrey-Cound, Consultant
Functional backgrounds from which CCOs typically
come from are:
Marketing
DigitalBrand
Sales
The CEO of tomorrow?
Currently there are CCOs sitting on the Executive Board,
Operating Board and within senior leadership.
Our view is that as boards re-shape to meet the needs of their
customers, and where the role encapsulates sales as well as
other functions, increasingly this role will become a key part
of the C-Suite.
of those polled believe the Chief Customer
Officers of today are the Chief Executives
of tomorrow.
Having considered the holistic dynamic we believe that the
CCO should become a part of corporate succession plans.
Conclusions
Competitive advantage
through change
The speed of change for dynamic customer businesses will
continue at a tortuous pace. It is evident that the customer
landscape is changing and, to survive, businesses need to adapt.
If holistic customer experience is the key to competitive
advantage then businesses must ensure that they listen and
address their customers’ real, not perceived needs.
Every business needs to assess how they are meeting these
needs and consider the potential benefit of developing this
role as part of the senior leadership team, if not the
‘C-Suite’ itself.
Any company taking this seriously, must appoint someone
with the responsibility, accountability and ‘bite’ to make
it happen.
It is therefore crucial that businesses have a clear definition
of what this role looks like, where functional responsibilities
end, and, importantly, where this role fits in with the overall
proposition.
6 Recommendations for Change
• Focus on how you can engineer your business to deliver
a customer centric proposition
• Use competitor led structural and talent insight to inform
your decisions
• Be bold but be aware: take calculated risks
• Bespoke the right organisational design for your company
• Be creative: consider agile and lean structures that include
outsourcing as well as internal builds
• Align your internal talent to the business plan, to ensure
it all joins up!
56%
JOIN THE DEBATE
@oresaexecsearch Oresa Executive Search
5. www.oresa.co.uk +44 (0)203 675 1459
“I provided ORESA with a brief and they exceeded my
expectations, enabling me to understand my internal talent
capability and see what was possible. They then recruited the
team that is now delivering my vision.”
tom Joule, ceo
recent Assignments
Chief Customer Officer
NEDChief Financial Officer
Chief Marketing OfficerB&M Director
MD Commercial Director
Head of CRMBrand Communications
Global
Marketing
Director
Customer Director
Group HRD
Group Supply Chain & Logistics
CEO Designate
“ORESA have a great reputation, they spent time
to understand our culture, skillsets and the brief.
Myself and the senior management team can depend
on their confidence, discretion and expertise
…I cannot recommend them highly enough.”
Beth Butterwick, ceo
ABout oresA
founded eight years ago, we provide executive search,
organisational Analysis & Design and consultancy services
for retail, fashion & digital clients who need to attract and
retain world-class commercial teams.
We are chosen for our market-leading expertise in digital and
multi-channel business and our deep knowledge is matched
by our genuine passion for these sectors.
We will work with you to look beyond the obvious, to inspire
business solutions and find the leadership personalities
that will shine. this way you can stay cutting edge today
and tomorrow.
our research aims to, prompt debate, drive change and offer
guidance and support to clients in the fashion, retail
and digital industry.
services
candidate validationexecutive search
consultancy
team Buildingorganisational Design
neXt stePs
If you would like to receive or discuss the full report,
require help on defining a CCO vacancy/related structures
or to discuss any of the points raised in this report
please contact us:
ceo, founder orlando@oresa.co.uk
senior consultant John@oresa.co.uk
consultant leandro@oresa.co.uk
see WhAt’s PossiBle