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This document discusses TomTom's online community engagement and its business value. It notes that TomTom has worked with third-party communities since 2005 and launched its first community forum in 2011. The forum now receives 300,000 monthly visits and has over 50,000 registered users. The document outlines TomTom's strategy for building support among internal stakeholders and selecting the right community solution. It describes factors for a successful launch, including community structure, participation guidelines, and promotion. The value of highly engaged "superuser" members is highlighted, such as providing cost-effective support and meaningful product feedback. Results so far include a global multi-language community and support contact reduction of 15% due to community assistance.
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2.willem boom
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For more information:
Pendo http://www.pendo.cc
Premium http://edlab.nl/excellence/premium/
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EFG 2013 - Presentations as a showreel
The below presentation showreel includes presentations by:
Graeme Martin - Organizational Trust: What is it and does it matter anyway?
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
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Caroline Hopkins - Inspirational and Caring Leadership
David Macleod - Engage for Success
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.
Ecew 2013
This document provides information about the European Customer Experience World (ECEW) 2013 conference. It discusses why attendees should go, who should attend, what attendees will learn, and the benefits of attending. The key points are:
1) ECEW 2013 will explore how to deliver great customer experiences in the current business environment of new customers, channels, and challenges. It will cover the customer journey and experience strategy.
2) The conference is aimed at those responsible for customer experience, including brand leaders, executives, and CEOs. Attendees will learn practical information to improve customer experience, satisfaction, loyalty and profits.
3) Sessions will cover topics like social media, customer centricity, customer service
ECEW 2013 Derek Allison - Bringing Customer Centricity to Life
Sony believe that understanding what the customer wants and needs is essential to success; customer experience now impacts on all areas of their business, from product development to all areas of customer interaction. Derek talks of how to gain the customer understanding required to drive process; asking the question whether B2C and B2B customers need different types of engagement; and how the organisation itself needs engaging, in order to deliver real customer benefits.
ICEW 2013 Rene Otto - Providing Leadership to influence Customer Experience
Specialists in short-term insurance, MiWay has a turnover of 1bn RSA achieved in less than five years. See how leadership from the top has built the brand, with the CEO 'owning' CE.
ICEW 2013 Anneli Retief - Consumer Consciousness Trends in South Africa
The document discusses declining customer satisfaction levels in South Africa and how customer needs and expectations are changing. It notes that service levels have dropped significantly over the past decade according to survey data. Customers now expect more humanity and social responsibility from businesses where government services are lacking. The private sector must adapt to these changing dynamics by focusing more on relationship building and multidimensional communication rather than just transactions. Specific customer segments like Generation Y are increasingly dissatisfied and businesses need to understand what drives retention for different demographic groups.
ICEW 2013 Reshmi Maharaj - Putting SAs competitive customer satisfaction mark...
The document discusses the introduction of the South African Customer Satisfaction Index (SAcsi), which aims to measure customer satisfaction levels across various industries in South Africa. Some key points:
- 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.
Day1 track session_2_c_rob_brown
The document discusses Aviva's "common sense" program to improve customer experience. It describes Aviva's operations across 21 countries with 36,000 employees and 43 million customers. It advocates using systems thinking and customer journey mapping to understand experiences from the customer's perspective rather than internal processes. The program empowered employees to improve experiences and led to increased customer satisfaction, loyalty, and cost savings. The document highlights the importance of executive sponsorship, cross-functional collaboration, and linking customer experience initiatives to clear business objectives for successful transformation.
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Ecew 2012 kenneth_refsgaard
- 1. TomTom Discussions Community engagement and business value Kenneth Refsgaard Team Lead Online Support and Community Manager
- 2. WORLD LEADER IN LOCATION AND NAVIGATION PRODUCTS AND SERVICES OVER 3,500 EMPLOYEES WORLDWIDE BASED IN AMSTERDAM 2
- 3. Background • Worked with 3rd party communities since 2005 • Launched 1st March 2011 • English, French and German • 300,000 visits per month • >50,000 registered users
- 4. Building the internal case for community • Clear business objective • Broad alliance within the business • Engagement strategy • Select the right solution
- 5. Three launch success factors • Community structure • The „30-10-10 rule‟ • 5-10 posts per day, per board • Promotion • Start BIG, no „pilots‟ • Manage participation • The „48 hour rule‟
- 6. A superuser on TomTom Discussions • Registered 1st March 2011 • 4,100 posts • 672 kudos • 255 accepted solutions • 30-70 hours per week
- 7. Building a community of superusers • The 1:9:90 rule • Ranks and rewards • Develop relationships • Superuser program
- 8. • Meaningful product feedback • Cost-effective and scalable support • Advocacy – voices that other customers trust: “Amidst all of this negative sentiment, I'd just like to add some encouragement. HD Traffic and IQ Routes save me between twenty and forty minutes in traffic almost every single day. I have not been able to find a better, or even remotely similar solution, at any price, to my daily traffic challenges. So thank you for what has already been achieved, even if we still always crave ever more!” The value of superuser engagement
- 9. Results so far • Global community (in English, French and German) • Superusers spend 20 to 50 hours per week • 15% reduction in support contacts • Powerful product feedback from community United Kingdom 28% United States 17% France 11% Germany 11% Australia 5% Netherlands 4% Canada 4% Italy 3% Belgium 2% Spain 2% Other 13%