This document discusses how transformational leadership and Lean Six Sigma can be used to improve customer service and business results. It advocates for focusing on customers and employees. Leaders should understand the customer experience through methods like experiencing the customer service process anonymously. They should also develop employees through training and empowerment to deliver excellent customer service. Satisfied customers and employees will drive business success through loyalty, spending, and job retention.
1) Keeping customers happy is important for business growth because happy customers spend more money, buy more frequently, and tell their friends positively about the company. However, many companies do not prioritize customer experience or fully understand the experiences they provide.
2) Excellent customer experience requires focusing on long-term value for existing customers rather than just short-term marketing. It also means understanding customer preferences at different touchpoints to improve experiences.
3) Top expectations for good customer experience according to research include making customers feel valued, resolving problems quickly, and communicating clearly without jargon. Measuring and managing customer experience across an organization can help drive business growth.
Article from Business Management magazine: ClearAction and Seybold Group discuss the business case for a customer-centric organization. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
Internal marketing aims to attract, develop, motivate and retain qualified employees to deliver quality service to customers. It involves treating employees as internal customers by providing job opportunities that satisfy their needs. The goals of internal marketing are to build an organization of marketers who are willing and able to create customers, and encourage effective marketing behavior in all employees. Key aspects of internal marketing include competing for talent, offering a compelling vision, training employees, emphasizing teamwork, empowering employees, and measuring and rewarding performance.
Customer loyalty and satisfaction are important for small businesses. Using a customer relationship management (CRM) system can help businesses provide excellent customer service, improve retention and generate more revenue. Implementing an on-demand hosted CRM allows businesses to personalize the customer experience, boost productivity, increase sales and reduce costs associated with acquiring new customers versus retaining existing ones. A CRM strategy aligns a business around superior customer service and provides tools to continuously deliver value to customers, building loyalty.
UNIVERGE BLUE ENGAGE: Increasing Profitability Through Improved Customer ServiceInteractiveNEC
Developing and maintaining profitable customer relationships is at the core of every healthy business operation. Keeping your customers happy has significant benefits, affecting your top and bottom line. Learn the top 5 business benefits of a great #customerexperience how UNIVERGE BLUE ENGAGE Contact Center #CCaaS can help #customerretention rates and make your company more profitable year after year. #CloudCommunications #CloudContactCenter #CX
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Customer Style" and will show you how you can develop your own unique brand of customer service. will show you how you can develop your own unique brand of customer service.
Presentation on customer relation managementGagan Deep
This presentation discusses customer relationship management (CRM). CRM involves using technology to manage interactions with current and potential customers across marketing, sales, customer service and technical support. It aims to identify and build loyalty with profitable customers through understanding their needs. There are three main types of CRM: operational CRM which automates customer support processes; analytical CRM which analyzes customer data to identify patterns; and collaborative CRM which integrates customer interactions across departments. The goals of CRM include acquiring customers, increasing their satisfaction and loyalty over time to improve retention, and gaining a competitive advantage through superior customer service.
Presentation deck from a March 22nd, 2012 webinar in which Fifth Third Bank shared their story of how they worked with Forum to implement a customer focused sales strategy.
1) Keeping customers happy is important for business growth because happy customers spend more money, buy more frequently, and tell their friends positively about the company. However, many companies do not prioritize customer experience or fully understand the experiences they provide.
2) Excellent customer experience requires focusing on long-term value for existing customers rather than just short-term marketing. It also means understanding customer preferences at different touchpoints to improve experiences.
3) Top expectations for good customer experience according to research include making customers feel valued, resolving problems quickly, and communicating clearly without jargon. Measuring and managing customer experience across an organization can help drive business growth.
Article from Business Management magazine: ClearAction and Seybold Group discuss the business case for a customer-centric organization. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
Internal marketing aims to attract, develop, motivate and retain qualified employees to deliver quality service to customers. It involves treating employees as internal customers by providing job opportunities that satisfy their needs. The goals of internal marketing are to build an organization of marketers who are willing and able to create customers, and encourage effective marketing behavior in all employees. Key aspects of internal marketing include competing for talent, offering a compelling vision, training employees, emphasizing teamwork, empowering employees, and measuring and rewarding performance.
Customer loyalty and satisfaction are important for small businesses. Using a customer relationship management (CRM) system can help businesses provide excellent customer service, improve retention and generate more revenue. Implementing an on-demand hosted CRM allows businesses to personalize the customer experience, boost productivity, increase sales and reduce costs associated with acquiring new customers versus retaining existing ones. A CRM strategy aligns a business around superior customer service and provides tools to continuously deliver value to customers, building loyalty.
UNIVERGE BLUE ENGAGE: Increasing Profitability Through Improved Customer ServiceInteractiveNEC
Developing and maintaining profitable customer relationships is at the core of every healthy business operation. Keeping your customers happy has significant benefits, affecting your top and bottom line. Learn the top 5 business benefits of a great #customerexperience how UNIVERGE BLUE ENGAGE Contact Center #CCaaS can help #customerretention rates and make your company more profitable year after year. #CloudCommunications #CloudContactCenter #CX
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Customer Style" and will show you how you can develop your own unique brand of customer service. will show you how you can develop your own unique brand of customer service.
Presentation on customer relation managementGagan Deep
This presentation discusses customer relationship management (CRM). CRM involves using technology to manage interactions with current and potential customers across marketing, sales, customer service and technical support. It aims to identify and build loyalty with profitable customers through understanding their needs. There are three main types of CRM: operational CRM which automates customer support processes; analytical CRM which analyzes customer data to identify patterns; and collaborative CRM which integrates customer interactions across departments. The goals of CRM include acquiring customers, increasing their satisfaction and loyalty over time to improve retention, and gaining a competitive advantage through superior customer service.
Presentation deck from a March 22nd, 2012 webinar in which Fifth Third Bank shared their story of how they worked with Forum to implement a customer focused sales strategy.
The document discusses strategic customer satisfaction management. It describes customer satisfaction as involving external customers as well as internal customers. It outlines a framework for customer satisfaction involving external customers, internal customers, and top management. It also discusses the importance of market segmentation, leadership, feedback and reward systems, and addressing critical issues to improve customer satisfaction.
Employee-centricity focuses on prioritizing employees and treating them well. While commonly seen as important for its own sake, this approach can also increase business profits through four blocks: developing an employee profitability model; ongoing employee segmentation; unique value propositions for each segment; and empowering employee interface teams to deliver on those propositions.
The document discusses the importance of customer focus for business performance and shareholder value. It notes that creating a positive customer experience through quality products, satisfaction, loyalty and relationships can boost retention and repeat purchases. The key is developing a customer-centric culture through initiatives like crafting a clear service vision, gaining employee commitment, developing service standards, using customer feedback, and refining processes through innovation. Building lifelong customer relationships requires an ongoing effort to continuously learn about and improve the customer experience.
This document summarizes the key points of connecting client and employee experiences to drive business success. It discusses how engaged employees can deliver a distinctive experience that leads to greater client loyalty and financial success. Specifically, it notes that a Harvard Business Review study found teams with engaged clients and employees were 3.4 times more effective financially. The document advocates bringing together different business functions like marketing, HR, etc. to develop client and employee experiences jointly and break down organizational silos. Measuring both client and employee feedback and linking various data can provide insights into leadership behaviors and impact.
The document discusses getting ROI from customer relationship management (CRM) systems. It emphasizes that CRM success is driven by people and processes, not just technology. It provides tips for CRM implementation, including getting sales teams involved early, focusing on usability, starting slow, and positioning CRM as a team solution. The document also discusses conducting a CRM audit to identify process gaps and outlines steps for developing a roadmap to address gaps and measure ROI.
7 steps to successful customer experience measurement programsDatafield
Customer experience (CX) measurement is essential: Without a disciplined customer experience measurement program, companies will struggle to understand what’s working and what’s broken. This report provides a framework for key decision-making in a seven-step process that CX pros must follow if they’re going to design and execute a successful customer experience measurement program.
This document discusses transforming contact center metrics by implementing a Customer Experience Business Intelligence (CXBI) methodology. CXBI captures the right data, monitors key metrics, and enables integrated, data-driven decision making across organizations. Traditional contact centers rely on limited metrics that do not provide enough insight. CXBI addresses this by connecting data sources to understand the total customer experience and make informed strategic decisions.
The document is a resume for Mohammed Khalid Irfan. It summarizes his objective to obtain a position utilizing his skills and experience. It then outlines his extensive experience over 15 years in banking, finance, insurance, customer service, operations and administration. It provides details of his roles and responsibilities in various positions at Standard Chartered Bank, Dell International Services, Oman Insurance Company, The Royal Bank of Scotland, and GE Money. It concludes with his academic qualifications in business administration and computers, as well as his technical skills and personal details.
The document provides a summary, contact information, and work history for Gabriella D. Wyman, who has experience in customer service management, bookstore management, and administrative and clerical roles. She has over 15 years of experience in customer service, team management, and administrative support. Her experience includes roles at Novitex/Bank of America, Chase Bank, Macy's, Fountain Pen Christian Store, Walmart, and Sears.
This document provides a summary of Evan James Patrick's experience as a customer service manager with over 19 years of experience. It outlines his contact information, relevant work history at Capital One Financial where he has held various roles in customer service and dispute resolution since 2002, and education including a Bachelor's degree in Management from Patten University expected in 2017. It also lists professional development courses completed at Capital One University and awards received for his work including being named an Associate of the Month twice and winning the Mission Award and ROAR Award for top performance. A reference from a Capital One colleague praises Evan's leadership abilities and success in his current supervisory role.
The document summarizes Sam Walton's view that customers are the ultimate bosses of any business. It states that customers decide a business's success or failure by choosing to spend their money there or elsewhere. As such, everything a company does should have the clear objective of pleasing customers.
3 Critical Factors in Outbound Lead Generation SuccessPaul Chaney
The document discusses three critical factors for successful outbound lead generation: contact center agents, messaging (scripts or offers), and contact strategy. It focuses on the importance of contact center agents, detailing eight elements that are important for agent success, such as correct hiring practices, continual training, flexibility, clear goals, and celebrating successes. The document also stresses that the messaging or words used in scripts and offers must resonate with prospects in order to connect and persuade them. Finally, it notes that contact strategy, such as how prospects are contacted, is another vital factor.
5 tips for customer experience transformationTarang Rai
Customer experience is not immobile, it’s a process that needs to be transformed with innovation. You need to keep on innovating customer experience by developing new product ideas, making processes and policies that are convenient for your users and creating new ways for customers to access value. So, what you deliver to our customers is not just enough, it’s how you deliver.
White Dog Consulting Project: This was a project for a major utility preparing for deregulation by marketing its own deregulated division prior to the laws going into effect. This projects goal was to generate response and capture ‘genuine’ interest in Company’s solutions, Company will offer an incentive to qualified/targeted prospects via personalized email, SEO/SEM offers, and prospecting calls - James Newbill
Building a "maniacal" customer-centric cultureGenpact Ltd
Client centricity is a stated core value of all enterprises. However, few organizations scientifically build processes to measure it, use it to direct incentives and rewards, and most importantly, leverage it to shape company culture. I call those that do so “maniacally client focused organizations.” The impact of such an approach is sustainable growth driven by stronger client penetration, a state in which client recommendations expand the frontline’s reach and effectiveness, and a more engaged and stable workforce.
Customer Reach Newsletter published by The Taylor Reach Group. Well regarded publication: over 10,000 subscribers, 54% of subscribers have implemented change in their contact center based on ideas and concepts they first read about in Customer Reach.
The document discusses finding the source of knowledge and salvation within oneself through Atman, the universal soul or true self. It questions whether one is gaining knowledge or merely going in circles. It states that one who sinks their pure spirit into Atman knows inexpressible bliss.
This document discusses differences between various cities, military branches, bikers of different nationalities, and why women live longer and are more attractive than men. It also poses rhetorical questions about why both women and men have two hands.
The document discusses various animation techniques including rotoscoping, squash and stretch, inverse kinematics, and using visual cues like eye movement to convey emotion. It provides examples of these techniques in films and compares human and robotic movements. Additionally, it proposes possibilities for using motion capture technology such as aiding virtual reality, converting physical movements into digital notes, and using it to analyze and improve athletic performance.
Laboratory tests play an important role in managing HIV infection by aiding diagnosis, determining when to start antiretroviral therapy (ART), monitoring treatment effectiveness and toxicity, and detecting treatment failure. Key tests include nucleic acid testing (NAT) for diagnosis, CD4+ lymphocyte count to assess immune status, viral load testing to monitor response to ART, and drug resistance testing when starting or changing ART due to failure. Regular monitoring with CD4, viral load, and clinical exams is needed for optimal HIV care.
The document discusses strategic customer satisfaction management. It describes customer satisfaction as involving external customers as well as internal customers. It outlines a framework for customer satisfaction involving external customers, internal customers, and top management. It also discusses the importance of market segmentation, leadership, feedback and reward systems, and addressing critical issues to improve customer satisfaction.
Employee-centricity focuses on prioritizing employees and treating them well. While commonly seen as important for its own sake, this approach can also increase business profits through four blocks: developing an employee profitability model; ongoing employee segmentation; unique value propositions for each segment; and empowering employee interface teams to deliver on those propositions.
The document discusses the importance of customer focus for business performance and shareholder value. It notes that creating a positive customer experience through quality products, satisfaction, loyalty and relationships can boost retention and repeat purchases. The key is developing a customer-centric culture through initiatives like crafting a clear service vision, gaining employee commitment, developing service standards, using customer feedback, and refining processes through innovation. Building lifelong customer relationships requires an ongoing effort to continuously learn about and improve the customer experience.
This document summarizes the key points of connecting client and employee experiences to drive business success. It discusses how engaged employees can deliver a distinctive experience that leads to greater client loyalty and financial success. Specifically, it notes that a Harvard Business Review study found teams with engaged clients and employees were 3.4 times more effective financially. The document advocates bringing together different business functions like marketing, HR, etc. to develop client and employee experiences jointly and break down organizational silos. Measuring both client and employee feedback and linking various data can provide insights into leadership behaviors and impact.
The document discusses getting ROI from customer relationship management (CRM) systems. It emphasizes that CRM success is driven by people and processes, not just technology. It provides tips for CRM implementation, including getting sales teams involved early, focusing on usability, starting slow, and positioning CRM as a team solution. The document also discusses conducting a CRM audit to identify process gaps and outlines steps for developing a roadmap to address gaps and measure ROI.
7 steps to successful customer experience measurement programsDatafield
Customer experience (CX) measurement is essential: Without a disciplined customer experience measurement program, companies will struggle to understand what’s working and what’s broken. This report provides a framework for key decision-making in a seven-step process that CX pros must follow if they’re going to design and execute a successful customer experience measurement program.
This document discusses transforming contact center metrics by implementing a Customer Experience Business Intelligence (CXBI) methodology. CXBI captures the right data, monitors key metrics, and enables integrated, data-driven decision making across organizations. Traditional contact centers rely on limited metrics that do not provide enough insight. CXBI addresses this by connecting data sources to understand the total customer experience and make informed strategic decisions.
The document is a resume for Mohammed Khalid Irfan. It summarizes his objective to obtain a position utilizing his skills and experience. It then outlines his extensive experience over 15 years in banking, finance, insurance, customer service, operations and administration. It provides details of his roles and responsibilities in various positions at Standard Chartered Bank, Dell International Services, Oman Insurance Company, The Royal Bank of Scotland, and GE Money. It concludes with his academic qualifications in business administration and computers, as well as his technical skills and personal details.
The document provides a summary, contact information, and work history for Gabriella D. Wyman, who has experience in customer service management, bookstore management, and administrative and clerical roles. She has over 15 years of experience in customer service, team management, and administrative support. Her experience includes roles at Novitex/Bank of America, Chase Bank, Macy's, Fountain Pen Christian Store, Walmart, and Sears.
This document provides a summary of Evan James Patrick's experience as a customer service manager with over 19 years of experience. It outlines his contact information, relevant work history at Capital One Financial where he has held various roles in customer service and dispute resolution since 2002, and education including a Bachelor's degree in Management from Patten University expected in 2017. It also lists professional development courses completed at Capital One University and awards received for his work including being named an Associate of the Month twice and winning the Mission Award and ROAR Award for top performance. A reference from a Capital One colleague praises Evan's leadership abilities and success in his current supervisory role.
The document summarizes Sam Walton's view that customers are the ultimate bosses of any business. It states that customers decide a business's success or failure by choosing to spend their money there or elsewhere. As such, everything a company does should have the clear objective of pleasing customers.
3 Critical Factors in Outbound Lead Generation SuccessPaul Chaney
The document discusses three critical factors for successful outbound lead generation: contact center agents, messaging (scripts or offers), and contact strategy. It focuses on the importance of contact center agents, detailing eight elements that are important for agent success, such as correct hiring practices, continual training, flexibility, clear goals, and celebrating successes. The document also stresses that the messaging or words used in scripts and offers must resonate with prospects in order to connect and persuade them. Finally, it notes that contact strategy, such as how prospects are contacted, is another vital factor.
5 tips for customer experience transformationTarang Rai
Customer experience is not immobile, it’s a process that needs to be transformed with innovation. You need to keep on innovating customer experience by developing new product ideas, making processes and policies that are convenient for your users and creating new ways for customers to access value. So, what you deliver to our customers is not just enough, it’s how you deliver.
White Dog Consulting Project: This was a project for a major utility preparing for deregulation by marketing its own deregulated division prior to the laws going into effect. This projects goal was to generate response and capture ‘genuine’ interest in Company’s solutions, Company will offer an incentive to qualified/targeted prospects via personalized email, SEO/SEM offers, and prospecting calls - James Newbill
Building a "maniacal" customer-centric cultureGenpact Ltd
Client centricity is a stated core value of all enterprises. However, few organizations scientifically build processes to measure it, use it to direct incentives and rewards, and most importantly, leverage it to shape company culture. I call those that do so “maniacally client focused organizations.” The impact of such an approach is sustainable growth driven by stronger client penetration, a state in which client recommendations expand the frontline’s reach and effectiveness, and a more engaged and stable workforce.
Customer Reach Newsletter published by The Taylor Reach Group. Well regarded publication: over 10,000 subscribers, 54% of subscribers have implemented change in their contact center based on ideas and concepts they first read about in Customer Reach.
The document discusses finding the source of knowledge and salvation within oneself through Atman, the universal soul or true self. It questions whether one is gaining knowledge or merely going in circles. It states that one who sinks their pure spirit into Atman knows inexpressible bliss.
This document discusses differences between various cities, military branches, bikers of different nationalities, and why women live longer and are more attractive than men. It also poses rhetorical questions about why both women and men have two hands.
The document discusses various animation techniques including rotoscoping, squash and stretch, inverse kinematics, and using visual cues like eye movement to convey emotion. It provides examples of these techniques in films and compares human and robotic movements. Additionally, it proposes possibilities for using motion capture technology such as aiding virtual reality, converting physical movements into digital notes, and using it to analyze and improve athletic performance.
Laboratory tests play an important role in managing HIV infection by aiding diagnosis, determining when to start antiretroviral therapy (ART), monitoring treatment effectiveness and toxicity, and detecting treatment failure. Key tests include nucleic acid testing (NAT) for diagnosis, CD4+ lymphocyte count to assess immune status, viral load testing to monitor response to ART, and drug resistance testing when starting or changing ART due to failure. Regular monitoring with CD4, viral load, and clinical exams is needed for optimal HIV care.
This document discusses using a SMART (Specific, Measurable, Achievable, Relevant, Time-bound) approach to control ventilator-associated pneumonia (VAP) through a bundled intervention strategy. It outlines that individual best practices for preventing VAP can have a greater effect when implemented together. Studies show educational interventions and emphasizing hand hygiene, positioning, oral intubation and drainage reduced VAP rates. The document recommends starting small tests in one ICU by measuring compliance and effects of 4-5 intervention measures. Choosing specific, achievable and time-bound objectives while engaging stakeholders is key to success.
The document discusses the emergence of antimicrobial resistance due to the introduction and use of antimicrobials in humans and animals. It states that while antimicrobial resistance genes have existed naturally for thousands of years, the widespread use of antimicrobials has applied strong selective pressure that has led to growing antimicrobial resistance among human and animal pathogens. It also describes some of the associations seen between antimicrobial use and the emergence of resistance in various settings and bacterial species.
This document discusses the taxonomy and classification of fungi that cause entomophthoramycosis. It details how the fungi were originally classified as phycomycetes but are now understood to belong to separate classes. The main human pathogens discussed are Basidiobolus ranarum and Conidiobolus coronatus. B. ranarum causes chronic subcutaneous infections mostly in children, while C. coronatus primarily infects the nasal cavity and presents as a disfiguring rhino-facial infection. Diagnosis involves microscopic examination of tissue samples to identify the characteristic broad, aseptate hyphae. Treatment involves antifungals such as saturated potassium iodide, ketoconazole, or it
Antiviral drugs face several challenges due to viruses replicating inside host cells. Acyclovir is a nucleoside analog effective against herpes viruses that requires activation by viral kinases. Foscarnet directly inhibits viral DNA polymerase. Amantadine and rimantadine target influenza A M2 protein while oseltamivir and zanamivir inhibit neuraminidase. Lamivudine and entecavir are used to treat hepatitis B as nucleoside analogs. Interferons and ribavirin are used against hepatitis C. Phenotypic and genotypic tests determine antiviral susceptibility.
This document discusses laboratory diagnosis of toxoplasmosis. It begins by outlining the high prevalence of toxoplasmosis in India, ranging from 15-57% depending on the region. It then describes the main diagnostic tests available, including antibody detection methods like dye test, ELISA, and western blot. It also covers detection of the parasite via microscopy, animal inoculation, and PCR. The document concludes by explaining applications of these tests for screening pregnant women, diagnosing congenital or neonatal infections, and identifying cerebral toxoplasmosis in immunocompromised patients.
This document discusses human parasite vaccines. It begins by explaining what vaccines do in stimulating the host's protective immune response. Developing effective parasite vaccines faces challenges including not fully understanding the parasite's life cycle and which stages elicit a protective immune response. Effective vaccines must produce long-lasting protection without boosting and be low-cost, stable, and safe. Progress has been limited for parasite vaccines due to parasites' ability to evade the immune system, uncertainty regarding which antigens stimulate protection, and differences between animal models and human immune responses. Major human parasitic diseases discussed include malaria, African sleeping sickness, Chagas disease, leishmaniasis, intestinal protozoa, schistosomiasis, onchocerciasis
The document discusses the value stream map, which is a tool used to objectively assess a business function by gaining an understanding of inputs/outputs, the end-to-end process time including value-add and non-value add time, and costs by function, process stage, and step. It illustrates an example value stream map and explains the benefits of using this tool are to identify areas for process improvement initiatives and where to focus attention. Next steps are to dig deeper into specific processes within identified areas needing improvement to measure drivers, identify and test solutions to deliver results.
The document discusses the classification of bacteria in the family Enterobacteriaceae. It covers the historical methods of classification based on phenotypes as well as modern genetic methods using DNA-DNA hybridization and 16S rRNA gene sequencing. The key events in the classification of the family Enterobacteriaceae from the 1800s to present are outlined, noting changing taxonomy and increasing recognition of new species through molecular techniques.
The document discusses neglected tropical diseases (NTDs), including their origin, features, global burden, and approaches to control. Some key points:
1. NTDs refer to a group of chronic, debilitating diseases that primarily affect the world's poorest people in tropical areas. There are currently over 40 NTDs.
2. NTDs disproportionately impact over 1 billion people living on less than $1.25 per day and result in over 500,000 deaths and 25 million disability-adjusted life years lost annually.
3. Control approaches include mass drug administration, vaccination, and public health measures to help reduce transmission and morbidity of NTDs.
This document discusses bloodstream infections, including definitions, types, causes, and trends. It defines terms like bacteremia, sepsis, and community-acquired versus nosocomial bloodstream infections. Primary bloodstream infections often originate from intravascular devices, while secondary infections usually stem from a focus elsewhere in the body. Common pathogens have changed over time and vary based on healthcare or community setting. Prompt diagnosis and treatment are important given the high mortality rates associated with severe sepsis and septic shock.
1) O documento discute técnicas de detecção de intrusão como varredura de portas usando ferramentas como Nmap e Nessus, iptables e logs de sistema. 2) Ele também descreve o Psad, um sistema de detecção e prevenção de intrusão que usa logs do iptables para detectar varreduras de porta e outros tráfegos suspeitos. 3) Por fim, explica como configurar e usar o Psad, incluindo arquivos de configuração e comandos.
Steps to optimize productivity by Cultivating ValuesTentacle Cloud
Every communication with a customer is a chance to establish a positive affiliation, be it over the phone, over social media or otherwise. Call centers fulfill a very excited purpose. They are the midway between the customer and the company.
This document discusses customer relationship management (CRM) with Edelweiss Broking Limited. The objectives of the project are to analyze customer satisfaction, study its correlation with other parameters, and find effective solutions to improve CRM. The scope involves maintaining existing customers, acquiring new customers, increasing retention and profitability. The document also provides an overview of Edelweiss Broking Limited, including its approach of client focus, execution orientation, entrepreneurial culture, and emphasis on professional integrity.
The document provides guidance on retaining, evaluating, and growing a call center team. It discusses the importance of staff retention and understanding why employees leave. It recommends giving employees additional interesting work, consulting with them, promoting from within, varying their daily tasks, and offering flexible shifts. The document also stresses the importance of evaluating employee performance based on key metrics and goals. Finally, it suggests ways to help growing employees feel motivated by assigning them new challenges, supporting career development, and hiring those that are a good motivational fit.
This presentation examines the reasons for staff turnover, identifies the costs to the business of this turnover and gives practical tips to maximize staff retention.
Establishing Executive Alignment and Priorities Around Your Company’s Custom...James O'Gara
This is one of several presentations that are part of the Future of the CMO/CXP Executive Education Series -- Hosted by OnMessage.
Establishing Executive Alignment and Priorities Around Your Company’s Customer Experience.
Securing executive alignment and clearly defined priorities
in support of Customer Experience Management is crucial.
Yet, so few companies have a game plan for making this
happen. In most cases customer experience, as a priority
within the business, originates and stagnates within
customer service or call center departments. The initiative
fails to gain traction in other customer-facing areas of
the business. It never receives executive support and
endorsement. As a result, the customer experience never
delivers material business results.
Why is this? For the customer experience to translate into
improved financial performance and become a competitive
advantage, it must be embraced enterprise-wide. It must
be implemented in a cross-functional manner — and, it
has to be a priority for the CEO and the entire C-suite.
View entire presentation.
Customer experiences are more important than product features in building customer loyalty. Creating superior customer experiences requires a customer-centric approach across all business functions and touchpoints. There are seven types of customer experiences - sensory, emotional, intellectual, behavioral, social, symbolic, and functional - each influenced by different factors. Companies must understand these experiences and strategically design "wow moments" at key touchpoints to delight customers and strengthen emotional bonds with the brand.
Organization’s readiness to deliver on customer experienceBert Paesbrugghe
Based on a dataset of 150 respondents, we present you the results of a quantitative study we conducted in collaboration with MCH Consultancy on the organization's readiness to deliver on customer experience.
The document discusses challenges faced by professional services organizations and how outdated tools can limit their ability to address these challenges. It describes 7 key challenges: 1) managing growth smoothly, 2) improving operational efficiency, 3) delivering superior customer experiences, 4) winning more business, 5) executing projects profitably, 6) optimizing resource utilization, and 7) attracting and retaining top talent. It argues that professional services organizations need new tools that provide transparency, flexibility and access to data to help them overcome limitations and take advantage of opportunities to improve business performance.
Customer Service Sales Resume. Tailored to PerfectReina Rosado
BestResumeHelp.com provides professional resume writing and career coaching services to help job seekers unlock their career potential. Their team of experienced resume writers create personalized resumes tailored to each client and optimized for applicant tracking systems. In addition to resume writing, BestResumeHelp.com offers cover letter creation, LinkedIn profile optimization, and career coaching to help clients at every stage of their career journey.
The document provides guidance on managing a successful hospitality business through focusing on people, processes, partnerships, and leadership and organizational culture. It emphasizes the importance of consciously evaluating whether these elements are helping or hindering the business. Key aspects of success include understanding values, training, reputation, and productivity impacts of processes; ensuring partnerships help rather than hinder; and cultivating leadership characteristics like humility, learning, communication, and inspiration.
Cif prospectus customer experience team checksJon Chidley
Customer experience teams work across many areas of an organization to ensure excellent customer service. These teams include marketing, sales, service operations, and delivery partners. However, other teams also impact customer experience, such as technical groups, finance, and human resources. Conducting a customer experience team check identifies the key internal groups, helps them develop a common understanding and collaborate effectively to translate into a superior customer experience. The check uses a profiling tool to assess individual strengths and values within the team. It aims to improve team dynamics, spot strengths and gaps, break down barriers, and allow the team to work well together to deliver an excellent customer experience.
Vector Consultants is a global consulting firm that provides solutions to help clients achieve positive and sustainable results. Over nearly 30 years, Vector has built an outstanding record of helping organizations implement strategies effectively to meet their objectives. Vector takes a no-nonsense approach based on openness and honesty to earn client trust. They conduct in-depth analyses of clients to understand challenges and provide tailored solutions to improve performance and efficiency. Vector ensures changes are sustainable by transferring knowledge to clients and building internal consultancy capacity.
To differentiate customer experience, do something your competitors aren't doing in customer experience management. Re-examine how you're listening to customers, viewing customers' expectations, and focusing your employees and business rituals on customers. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
Capturing Customer Data and Insights that Elevate the Customer ExperienceJames O'Gara
Curriculum Highlights:
The data set that truly drives the customer experience
starts with understanding the customer’s desires, needs,
challenges and decision-making drivers. Do you need
big data to capture these insights? Maybe. Maybe not.
During this session, you’ll gain insight into the customer
experience data that really matters and how it can be
leveraged to improve the customer buying process and
journey. You’ll also learn about research techniques
that can be used to capture an accurate Voice-of-theCustomer
(VOC) and how the insights will help you create
a differentiated customer experience.
Learning Objective:
Participants will leave with a deeper understanding of the
customer research methods and data they need to create
a more engaging and compelling customer experience.
13 lessons for sme business transformationBrowne & Mohan
Browne & Mohan has had the privilege to work with Small and medium companies that pursued business transformation to improve their market relevance and financial sustainability. In this paper, we share 13 lessons gained from successful SME business transformation.
ISO 9001 is an internationally recognized standard for quality management systems that provides guidelines for businesses to manage processes, people, and resources to meet quality goals and customer expectations. The standard helps businesses become more customer-focused, efficient, and able to adapt to changing market demands. Implementing an ISO 9001 quality management system with certification from an accredited body like QMS International can provide benefits like increased customer satisfaction, new customers, and more efficient business processes. QMS offers a hassle-free certification process that can be completed in as little as 30 days with experienced consultants to guide businesses through implementation and certification.
Customer Experience Maturity White PaperDan Wiersma
The document introduces a Customer Experience Maturity Index framework to help companies measure their focus on customer-centered strategies across seven core areas: leadership, organizational alignment, employee engagement, technology, metrics, customer involvement, and operations. A company's score on this index is meant to correlate with their financial success and longevity. The framework is intended to help companies systematically embed a customer-focused culture.
The document discusses whether account management is an art or science. It argues that both aspects are important, but that in many companies, the science of account management is not well understood or systematically applied, leading to lost profits. The science of account management has four key elements: profitability management, account relationship selection, product migration paths, and account planning. When these elements are in place and the sales process is well-structured and managed, sales performance and profits will improve, even without hiring new sales reps with high-level contacts. The art of selling is most effective when it works within a well-structured, scientific account management process.
Employees Leave Managers, Not OrganizationsHireSmart LLC
High levels of employee turnover and poor morale are often signs of an incompetent manager who fails to provide leadership, guidance, motivation and support. Incompetent managers are unable to provide consistent strategic guidance to employees and often provide unrealistic forecasts. Competent managers create high employee engagement through motivating their teams, while incompetent management can result in poor service quality, increased customer complaints, and lower productivity and profitability for the business.
Improve Service Quality Through Enterprise Feedback ManagementSpectos GmbH
How are companies improving their service quality with enterprise feedback management systems? Spectos has compiled a list of tips and hints about how to improve company performance by measuring customer satisfaction.
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Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...Adani case
It will bring about growth and development not only in Maharashtra but also in our country as a whole, which will experience prosperity. The project will also give the Adani Group an opportunity to rise above the controversies that have been ongoing since the Adani CBI Investigation.
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NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi_compressed.pdfKhaled Al Awadi
Greetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USA
Easy Earnings Through Refer and Earn Apps Without KYC.pptxFx Lotus
Learn how to make extra money with refer and earn apps that don’t require KYC. Find out the advantages, top apps, and strategies to boost your earnings quickly and easily.
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japanese language course in delhi near meheyfairies7
Next is the Nihon Language Academy in East Delhi, renowned for its comprehensive curriculum and interactive teaching methods. They boast a faculty of experienced educators with a blend of both Indian and Japanese nationals. The academy provides extensive support for JLPT exam preparation along with personalized tutoring sessions if needed. Nihon Language Academy also arranges exchange programs with partner institutes in Japan, which provides students an opportunity to experience Japanese culture and language first-hand.
Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Unlock the full potential of the MECE (Mutually Exclusive, Collectively Exhaustive) Principle with this comprehensive PowerPoint deck. Designed to enhance your analytical skills and strategic decision-making, this presentation guides you through the fundamental concepts, advanced techniques, and practical applications of the MECE framework, ensuring you can apply it effectively in various business contexts.
The MECE Principle, developed by Barbara Minto, an ex-consultant at McKinsey, is a foundational tool for structured thinking. Minto is also renowned for the Minto Pyramid Principle, which emphasizes the importance of logical structuring in writing and presenting ideas. This presentation includes a clear explanation of the MECE principle and its significance. It offers a detailed exploration of MECE concepts and categories, highlighting how to create mutually exclusive and collectively exhaustive segments. You will learn to combine MECE with other powerful business frameworks like SWOT, Porter's Five Forces, and BCG Matrix. Discover sophisticated methods for applying MECE in complex scenarios and enhancing your problem-solving abilities. The deck also provides a step-by-step guide to performing thorough and structured MECE analyses, ensuring no aspect is overlooked. Insider tips are included to help you avoid common mistakes and optimize your MECE applications.
The presentation features illustrative examples from various industries to show MECE in action, providing practical insights and inspiration. It includes engaging group activities designed for the practice of the MECE principle, fostering collaborative learning and application. Key takeaways and success factors for mastering the MECE principle and applying it in your professional work are also covered.
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The Enigmatic Gemini: Unveiling the Dual Personalitiesmy Pandit
Explore the fascinating world of the Gemini Zodiac Sign, where duality reigns supreme. Discover the personality traits, important dates, and horoscope insights that define the ever-curious and communicative Gemini.
The Enigmatic Gemini: Unveiling the Dual Personalities
Enlightened Leadership
1. Enlightened Leadership
How to use Transformational
Management and Transactional Lean Six
Sigma to produce exceptional customer
service business results.
By Stefan Vale
How many times have you experienced bad
customer service from a company with
which you have entrusted doing business?
Poorly designed websites and phone prompt
systems, which leave you in a perpetual
vortex of confusion, indifferent customer
service representatives who lack the
professionalism, skill and empowerment to
provide an appropriate level of service, and
apathetic management personnel who are
not focused on taking business ownership.
These are all examples of an organization in
chaos.
In today’s competitive business market, you
seldom get a second chance to rebound from
a negative customer experience. Every
interaction is a moment of truth with
potentially lasting consequences to the
business. Customer expectations are always
high. If your company can’t consistently
prove, in both words and actions, that they
truly value the customer’s business
relationship, then they’ll likely leave for the
competition and may never return.
During tough economic times when many
companies are desperate to cut operational
cost by resorting to outsourcing efforts and
ramping up their self-servicing capabilities
via interactive web channels and intricate
voice response systems; the concept of
personalized service may seem like a relic
of the past, but it is precisely this which
inspires customer confidence and
differentiates companies from their
competitors.
Since it is always more costly for a
company to first establish a new business
relationship than to maintain an existing
one, it is essential that the financial
investment made to acquire the existing
customer base is protected at all cost. The
customer service division is where the
rubber meets the road as this department
usually has the greatest amount of
interaction with the company’s external
customers and it is the first line of defense
when things do periodically go wrong.
That is why the job of a customer service
leader is so vitally important to the
organization, for they are responsible for
building and maintaining the foundation,
which supports the precariously delicate
relationship with the customer.
Today, far too many companies neglect to
place an adequate level of importance on
recruiting, developing and retaining
competent customer service support
personnel at all levels; and instead focus
their attention and resources primarily on
front-end sales & marketing divisions. This
myopic approach to acquiring short-term
revenue gains can have potentially
detrimental effects on the long-term health
of the company.
People are the backbone of every service-
based organization, and as such, should be
developed with the same level of care and
2. attention as other business assets. Corporate
responsibility and enlightened leadership are
the keys to transforming a group of people
from simple order takers into a world-class
servicing organization.
This is accomplished by providing all of the
tools, training and motivation required to do
the job effectively and empowering people
to make sound independent business
decisions to go above and beyond the
ordinary, to deliver extraordinary service
value.
Satisfied employees who are well trained
and supported by their organization will
most often do quality work, which drives
customer satisfaction, loyalty and retention.
Customers will then have a higher
propensity to spend more, which drives
shareholder value as money is then
reinvested back into the business,
subsequently securing the employee’s job
and the possibility for future business
growth. This is the basis of the Service
Profit Chain, a model, which every
successful business aspires to achieve.
Conversely, businesses with unskilled or
disengaged employees provide a poor level
of service to their customers, which can
damage the business relationship and tarnish
the company brand image. Customers are
then more likely to spend less, attrite more
frequently and as a direct result, company
profits subsequently suffer, shareholder
value is diminished and the company’s
longevity, along with everyone’s job, are
severely jeopardized.
To mitigate this risk, companies need
effective people (at all levels) who are
capable of leading their organization in the
right direction. Leaders who are not just
strategic thinkers that can conceptualize
what needs to be done or those who simply
follow the existing beat of the drum, but
rather, agents of progressive change who
will roll up their sleeves and transform the
business.
Transformational Management
The quintessential business manager will
possess the leadership competencies of
professionalism, organization,
accountability, communication, integrity and
technical acumen. The ultimate measure of
their success being achieved when they have
properly developed their staff to be able to
function independently without direct
supervision while consistently delivering the
highest level of service to the department’s
customers and meeting the established
department goals.
An exceptional (Transformational) leader,
however, will also possess an
entrepreneurial spirit with the ability to
proactively capitalize on business growth
and continuous process improvement
opportunities as well; never satisfied with
the status quo and not afraid to take
calculated risks to find new ways to drive
business results.
The first step in the developmental process
of learning how to be an exceptional leader
is to focus on the most important member of
the company’s three key constituents
(Customer/Shareholder/Employee), the
customer. Although, of equal importance to
the business, the customer needs must be
3. paramount, for without them, the company
would have no shareholder or employee.
Focus on the Customer
By gaining an objective understanding for
the actual customer experience with the
department’s service delivery, leaders are
able to get an appreciation for the business
dynamics and what needs improvement.
Most customer service departments measure
the health of their business by relying on
their key performance indicators (KPI’S),
which vary greatly depending on the
business itself but can include historical and
current metrics for inventory volumes (&
aging) from all recorded input channels,
productivity of outputs, quality sampling &
compliance auditory results, customer
satisfaction survey results, employee
satisfaction survey results, sales & revenue,
etc.
These are all good business metrics to
monitor, but is the department measuring the
right things to truly understand the state of
the business and the relationship with the
customer?
Customer satisfaction surveys are one way
of measuring this component but they can be
very impersonal and because many
customers will only provide feedback when
things go wrong this can create low response
rates, which can be inherently skewed to the
negative, even when they have been given
an incentive to respond to the survey.
Customer focus groups are a great way of
isolating specific areas, which the
department may be doing well and areas of
needed improvement, but, because these
groups generally only represent a small
microcosm of the overall customer
population, the data may only be useful
directionally.
So what can be done to get a pulse on the
customer experience? One option is to
validate the accuracy, purpose and
importance of all existing business metrics,
which are presently a part of the department
goals and to also use other less conventional
external sources of information as well, as
sort of an informal checks & balances gauge
to measure the overall department
performance.
An example of this could be for the leader
to get to know the customer experience by
actually becoming a customer themselves,
by assuming a fictitious name and
experiencing the department’s service
delivery first hand and then asking
themselves the following questions:
1) How would they rate the overall customer
experience?
2) Would they recommend this service to a
friend or colleague?
3) In what was could this service have been
better?
Then armed with this firsthand knowledge,
go back and share the anonymous findings
with their staff and/or business colleagues
and build a coalition of the willing; team of
people who are devoted to collaboratively
brainstorm new ideas for how to drive
customer-targeted process and system
improvements.
Serving as the team facilitator, encourage
the team to think out-of-the-box to create
innovative new ideas, which may have never
been seriously considered before, leading
with passion and purpose, as the beacon of
inspiration and the team will aspire to
achieve great things and follow willingly,
4. for involvement breeds acceptance. The
outcomes will often amaze everyone
involved.
Also consider establishing documented
service level agreements (SLA’s) with all of
the external/internal customers, vendors and
other company divisions that interface with
the department, just another way of
continuously measuring business
performance against the customer’s
expectations.
Focus on the Employee
Leaders who demonstrate the utmost
personal integrity are engaged in their staff’s
development by providing them with the
appropriate tools to do the job well and
nurturing them to succeed; they earn their
staff’s trust and followership for placing
them in the best possible position to
succeed. This formula yields the maximum
return on investment to the business, for at
its core, employees all require the following
essential elements to be satisfied with their
job and perform at their best:
1) Development via comprehensive
new hire & recurrent training programs,
which are presented in an informative user-
friendly format to foster content
understanding and comprehension, including
a testing process and post-graduation
mentorship on-the-job training (OJT)
process, which enables the trainee to
develop proficiency with their newly
acquired skills within a controlled
environment, to avoid adversely impacting
the customer.
2) Recognition in the form of award (or
monetary) means, role promotion and/or
simple verbal recognition for stellar
performance and contributions to the
business. People work best when they have
been given clearly defined performance
targets, which are attainable yet challenging.
Most employees will take ownership for
their own performance if they have faith in
the accuracy of the measurement system
used to rate their performance and have an
adequate opportunity to improve.
3) Affiliation as a business partner, for
people want to have a voice in the company
and an opportunity to grow professionally
within the organization. Employee
development & succession planning
programs help organizations retain quality
staff members and groom exemplary
employees for the opportunity of upward
mobility. This is very beneficial to the
business for tenured employees who are
developed for leadership positions tend to
have an excellent handle on the technical
side of the business (products and services).
4) Security within their position and
work environment, including good working
relations with their boss and team members,
helps employees feel valued and respected,
promoting a sense of family and loyalty to
the company.
Provided with all of these things most
employees would go above and beyond to
help drive business results.
To ensure customers receive the attention
they deserve when they contact the
department looking for a human being to
service them; leaders need to make sure that
the department is adequately staffed with
equally skilled customer advocates who are
empowered to satisfy the customer,
profitably.
Structuring teams by job function and
maximizing single point-of-contact
5. resolution servicing capabilities eliminates
inadvertently shuffling customers from one
company resource to another. Giving
customer service representatives a high
approval level to resolve complex customer
issues themselves verses escalating
indiscriminately to senior leaders helps
promote a single point-of-contact business
model, which inspires customer confidence.
Aligning work schedules based on business
operational needs and maintaining
acceptable associate-to-leader ratios (spans
of control) also helps to maintain adequate
support for customer requests.
But how do you determine how many
employees are required to handle the
customer inquires? Staffing models are
frequently used in forecasting this
requirement, which base its estimates on the
trending inventory volume, rep productivity
and work hours. There are many different
staffing models used to determine this
predictive equation, from simple to more
complex. But at its core, the basic formula is
as follows: Estimated input volume divided
by average productivity level equals the
number of required work hours to process
the work. This number divided by the
operational work hours equals the total
number of employees that are required.
In order to manage the quality of the
employee’s service delivery to the
customers, and also identify any training
gaps, it is important to continuously monitor
employee performance. In a call center
environment this means quality reviews
through call monitoring.
This should include a carefully designed
call evaluation process to accurately
measure how well employees are handling
customer calls in terms of professionalism,
accuracy, timeliness and driving customer
satisfaction.
Because most leaders simply cannot
monitor every call they rely heavily on
sampling, but how many samples should be
taken for each employee to gauge their
overall performance? There are many
different sampling models designed to
determine a statistically valid sample size
for measuring employee overall quality.
One of the most effective ways is to sample
in accordance with the employees trending
performance, using the premise that the
smaller the sample size the least amount of
errors are acceptable and vice versa.
Example: If you sample 20 calls per month
and the employee has zero errors, then it is
safe to sample less. Conversely, if you
sample only 20 calls per month and there
were 15 errors, then perhaps you should
sample more, because imagine how many
errors you are missing by having such a
small sample size.
Based on this philosophy, one way of
determining an appropriate sample size is to
first take as many random samples as
possible until you get at least 5 correct and 5
incorrect samples (a minimum of 30 overall
samples total), this way you get a good
range for the overall performance capability.
Whatever total number of samples it took to
acquire this range, continue to use that
sample size moving forward.
Based on the employee’s trending quality
percentage (errors divided by total samples)
over a rolling 3-month period, increase or
reduce the number of samples accordingly.
If an employee has a consistently greater
number of errors month over month (or fails
6. to meet the department goals), consider
providing them with quality retrainment
first, before immediately resorting to a
counseling process or termination.
Effective leaders believe in protecting all
valued company assets and nurturing under-
performing ones, to maximize their
potential. By assigning an under-performing
employee to a mentor (or quality coach) and
putting them on a comprehensive action
plan, complete with progress reviews and
subsequent consequences, and by
supportively managing their performance,
the employee will have the highest potential
to succeed. Remember, in a service-based
business environment employee staffing is
generally the highest department expense. It
cost the company a great deal of money to
recruit, train and develop staff. Treat this
company asset with the utmost care.
Focus on the Shareholder
Shareholders are most interested in the
health, longevity and profitability of the
company as a whole. To this end, sales &
revenue generation, capital expenditures,
productivity and anything else, which will
impact the business’ performance, are all
areas of particular interest to the
shareholder.
One of the most challenging elements of
managing a customer service department is
in being able to isolate, measure and fix all
of the inherent process defects, which exist
within the business. Often times, it is not
until things go wrong in a big way or until
companies benchmark their competition and
compare business models that they realize
just how many pitfalls exist within their
department’s internal processes and the
impact on service delivery.
Convoluted procedures, system glitches,
antiquated software, excessive hand-offs,
documentation and paperwork are all signs
of an organization in desperate need of
reengineering. Continuous process
improvement initiatives, which drive
increased revenue, improved productivity
and/or reduced cost by providing state of the
art systems and efficient processes that
enhance the department’s servicing
capabilities, workflow management and
inter-company communication all drive
shareholder value for when a company is
able to produce more with the same level of
resources then it has achieved economies of
scale.
Transactional Lean Six Sigma
Enlightened leaders benchmark the
competition to proactively keep abreast of
the latest industry trends to find new ways to
do things better, creating innovative
solutions to drive sustainable improvements,
which can be leveraged as best practices
across the entire business.
One of the most innovative methods for
driving continuous process improvement is
Lean Six Sigma, the combination of two
battle-tested reengineering methodologies.
LEAN (originally developed for Toyota
Corporation) focuses on reducing non-value
added time (rework & idle time) and Six
7. Sigma (originally developed for GE and
Motorola) focuses on eliminating process
defects and controlling variation.
Although both methodologies were initially
developed for manufacturing business
environments, they have been used
successfully in numerous transactional
(service-based) environments as well to
produce exceptional business results.
Projects are led by trained project managers
(called Black Belts), who are certified in the
utilization of robust statistical and project
management tools, which follow a
rigorously structured phased project
framework: Define, Measure, Analyze,
Improve and Control. Through each phase
of the DMAIC, the Black Belt closely
manages project deliverables to completion
where the goal is to reduce (or completely
eliminate) the defect itself and control future
variation.
Although a typical Six Sigma project may
take a few months to complete; the key
learning’s and results to the business can be
absolutely phenomenal. Depending on the
enormity of the project scope itself and the
type of data being measured, the number of
actual project deliverables may vary, but
most projects will include some, if not all, of
the following:
1) DEFINE the project plan by
outlining in the project charter the problem
(or opportunity) statement, defect definition,
project goal, objective & scope, proposed
timeline & milestones, a listing of team
members, process flowcharts & business
model diagrams, stakeholder analysis,
critical to quality (CTQ) definitions, voice
of the customer analysis, etc.
2) MEASURE current process
performance capability by calculating the
estimated number of defects in relation to
the overall process volume (Defects per
Million Opportunities or DPMO), sigma
level (a statistical measurement of the
process capability), the defect’s overall cost
to the business (Cost of Poor Quality or
COPQ), benchmarking analysis, a
measurement system analysis (Gauge R&R),
etc.
3) ANALYZE data to determine the
root causes of the defects using visual
process illustrations and statistical analysis.
Isolate the relative number of existing
defects, the key contributing factors (Vital
X’s) and the amount of variation that exist
within the process itself, in terms of its
distribution and standard deviation from the
mean (average). Tools may include
graphical analysis (histograms, pareto
charts, scatter plots, statistical process
control charts, etc), statistical hypothesis
testing (correlation, regression, ANOVA,
etc), detailed process mapping (with time
studies), cause & effect (fishbone) analysis,
failure mode effects analysis (FMEA), etc.
4) IMPROVE or eliminate the number
of defects by developing potential solutions,
performing design of experiments to
determine the optimal settings for success,
mistake proofing (referred to as poke yoke),
aligning the newly designed process or
system elements with the customers’
expectations (using a tool called the house of
quality), outlining new system requirements,
developing standards & procedures,
financial assessments, business & staffing
models, workflow management processes &
procedures, scripting models, training &