How can we learn from customer experience to win the war for talent? From customer experience to candidate experience is the keynote address by Geert Martens on the Candidate Experience workshop organised by Vacature/Références on 30/11/2011 in Wemmel, Belgium.
Customer experience & moments of truth: best practice highlightsGeert Martens
What should you do to excell on all "Moments of Truth" and deliver a great customer experience? What are best practices in Moment of Truth Management? This presentation (part of a larger one called "The truth about Moments of Truth") discusses global best practices in CEM en MoTM.
Customer Experience in a Digital Age (#ddmc2012)Geert Martens
Key note speech for the data-driven marketing congress by Stima (#ddmc2012)
How to win in the age of the customer? What is customer engagement and how do I get to the heart of my customer? It's all about emotions. Emotions will determine what you do and emotions will determine how you remember things. Unlock the power of emotions by delivering great customer experiences.
Customer experience & moments of truth: best practice highlightsGeert Martens
What should you do to excell on all "Moments of Truth" and deliver a great customer experience? What are best practices in Moment of Truth Management? This presentation (part of a larger one called "The truth about Moments of Truth") discusses global best practices in CEM en MoTM.
Customer Experience in a Digital Age (#ddmc2012)Geert Martens
Key note speech for the data-driven marketing congress by Stima (#ddmc2012)
How to win in the age of the customer? What is customer engagement and how do I get to the heart of my customer? It's all about emotions. Emotions will determine what you do and emotions will determine how you remember things. Unlock the power of emotions by delivering great customer experiences.
At Telecoms IQ’s 2nd Maximising Customer Loyalty & Profitability conference, you will learn how to develop effective loyalty programmes and demonstrate their impact on retention and revenue in order to secure senior management buy-in
Technology Trends Customer Insight, a copy of the presentation delivered by Giles Pavey, Head of Retail Solutions, dunnhumby from the CIM East of England Summer Marketing Conference held on 9 June 2011 at ARU, Chelmsford
The route to an effective sales organisationmsavinson
The route to a successful sales organisation:
1. Successful organizations manage costs AND drive revenues.
a. Sales people have to be ever more effective, selling more with the same resources.
b. Recognise that the customer makes the decision to buy - the sales person facilitates the buying process.
c. Appropriate propositions to sell….supporting the strategy
2. Selling is a conversation between 2 people/organizations
a. Uncover issues that people are prepared to invest money in to solve
b. Confirm that you have a potential solution
c. Convince the customer that your solution is best
d. Agree what needs to happen for them to buy
e. Remember:
i. Simple and effective communications between the 2 parties
ii. Talking without listening is not a conversation
Customers pay to have someone solve their problem.
Clients do not care about your sales methodology. They care about having their issues addressed.
Sales methodologies should not complicate selling. They are there to help manage the sales process.
Effective sales people require:
Managers who coach; Processes that work, and;
Messages that add value
Presentation on Chapter 14: CRM in E-Marketing [Elegant (VI)]Md. Abdur Rakib
Presentation on Chapter 14: Customer Relationship Management
(Based on the study of E-Marketing)
It is based on the Chapter: 14 Customer Relationship Management from E-Marketing book by Strauss, Ansary & Frost 4th edition.
It includes Background of CRM, CRM, CRM Benefits, CRM Building Blocks, CRM Strategy, CRM Technology & CRM Metrics in perspective of E-Marketing...
Make every customer conversation count: Power your 21st Century Sales Warrior to make an impact in every deal - with easy collaboration, agility and meaningful insight
THE CUSTOMER IS YOUR MOST IMPORTANT ASSET. HAVING A FANTASTIC PRODUCT OR EXCELLENT PROCESSES WILL NOT RESULT IN MORE REVENUE WHEN THE CUSTOMERS DON’T SEE THE NEED FOR IT. THAT’S WHY YOU NEED TO UNDERSTAND YOUR CUSTOMER AND ALIGN YOUR BUSINESS TOWARDS THEM. COMPANIES THAT SUCCEED IN THIS ARE THE ONES THAT TRULY STAND OUT, BUT EVEN FOR THEM, THIS DIDN’T COME OVERNIGHT.
LET’S EXPLAIN THE DIFFERENT STEPS IN BECOMING MORE CUSTOMER CENTRIC.
The customer-centric theory may, at first blush, seem a backwards approach to profitability. The focus is not on the customer's wallet, but the customer himself. Learn how successful businesses have increased share of wallet and generated fiscal growth by putting the individual customer's needs before the company's.
More CRM and Loyalty Marketing Resources
Loyalty Blog: http://www.customerinsightgroup.com/loyaltyblog/
eBooks: http://www.customerinsightgroup.com/white-papers
Loyalty Workshops: http://www.customerinsightgroup.com/custom-loyalty-workshops
Systematic New Loyalty Program Development: http://www.customerinsightgroup.com/systematic-new-loyalty-program
Pinterest: http://pinterest.com/engagekeepgrow/
Who is Customer Insight Group?
Customer Insight Group, Inc. leads the way in the evolution of how companies engage their customers, positively motivate them and earn their long-term loyalty. Our extensive client work is testimony to our depth of knowledge and ability to apply strategic insight and solutions to a wide variety of business objectives. Our team’s client experience includes: NHFA, Thomasville Furniture, The Maxim Group Carpet Franchise, Ashro, A&P, The Bon Ton, Crate & Barrel, Dick’s Sporting Goods, Edwin Watts Golf, GE Consumer Finance, Monroe and Main, Swiss Colony, Midnight Velvet, MySwingle.com, The Great Indoors, G.H. Bass, Golf Galaxy, Helzberg Diamonds, HSBC, Kohl’s, La-z-boy Furniture Franchise, MCI, Payless ShoeSource, Pier 1 Imports, Petco, Proflowers.com, Regis University, Ruby Tuesday, S&K Menswear, Sierra Trading Post, Stein Mart, Tommy Hilfiger, Ulta, as well as various other leading companies.
On why we should NOT focus on UX (IA Summit 2011, Denver + EuroIA 2010, Paris)Koen Claes
It’s striking how “Nobel prize winning research” seems to indicate how UX design is kind of missing the point. Particularly interesting, is how it illustrates the profound distinction between experience and memory. They act almost as complete opposites...
Resourcing expert and futurologist Matt Alder and the former global head of resourcing at Unilever Paul Maxin share their Top 5 actions to improve your candidate experience. The webinar was an opportunity for HR professionals to explore the world of candidate experience and talent analytics.
The webinar covered:
> 5 actions to help you build a winning candidate experience.
> How to use talent analytics to drive your recruitment strategy forward.
> How to manage candidate expectations?
> The benefits of providing exceptional candidate care.
At Telecoms IQ’s 2nd Maximising Customer Loyalty & Profitability conference, you will learn how to develop effective loyalty programmes and demonstrate their impact on retention and revenue in order to secure senior management buy-in
Technology Trends Customer Insight, a copy of the presentation delivered by Giles Pavey, Head of Retail Solutions, dunnhumby from the CIM East of England Summer Marketing Conference held on 9 June 2011 at ARU, Chelmsford
The route to an effective sales organisationmsavinson
The route to a successful sales organisation:
1. Successful organizations manage costs AND drive revenues.
a. Sales people have to be ever more effective, selling more with the same resources.
b. Recognise that the customer makes the decision to buy - the sales person facilitates the buying process.
c. Appropriate propositions to sell….supporting the strategy
2. Selling is a conversation between 2 people/organizations
a. Uncover issues that people are prepared to invest money in to solve
b. Confirm that you have a potential solution
c. Convince the customer that your solution is best
d. Agree what needs to happen for them to buy
e. Remember:
i. Simple and effective communications between the 2 parties
ii. Talking without listening is not a conversation
Customers pay to have someone solve their problem.
Clients do not care about your sales methodology. They care about having their issues addressed.
Sales methodologies should not complicate selling. They are there to help manage the sales process.
Effective sales people require:
Managers who coach; Processes that work, and;
Messages that add value
Presentation on Chapter 14: CRM in E-Marketing [Elegant (VI)]Md. Abdur Rakib
Presentation on Chapter 14: Customer Relationship Management
(Based on the study of E-Marketing)
It is based on the Chapter: 14 Customer Relationship Management from E-Marketing book by Strauss, Ansary & Frost 4th edition.
It includes Background of CRM, CRM, CRM Benefits, CRM Building Blocks, CRM Strategy, CRM Technology & CRM Metrics in perspective of E-Marketing...
Make every customer conversation count: Power your 21st Century Sales Warrior to make an impact in every deal - with easy collaboration, agility and meaningful insight
THE CUSTOMER IS YOUR MOST IMPORTANT ASSET. HAVING A FANTASTIC PRODUCT OR EXCELLENT PROCESSES WILL NOT RESULT IN MORE REVENUE WHEN THE CUSTOMERS DON’T SEE THE NEED FOR IT. THAT’S WHY YOU NEED TO UNDERSTAND YOUR CUSTOMER AND ALIGN YOUR BUSINESS TOWARDS THEM. COMPANIES THAT SUCCEED IN THIS ARE THE ONES THAT TRULY STAND OUT, BUT EVEN FOR THEM, THIS DIDN’T COME OVERNIGHT.
LET’S EXPLAIN THE DIFFERENT STEPS IN BECOMING MORE CUSTOMER CENTRIC.
The customer-centric theory may, at first blush, seem a backwards approach to profitability. The focus is not on the customer's wallet, but the customer himself. Learn how successful businesses have increased share of wallet and generated fiscal growth by putting the individual customer's needs before the company's.
More CRM and Loyalty Marketing Resources
Loyalty Blog: http://www.customerinsightgroup.com/loyaltyblog/
eBooks: http://www.customerinsightgroup.com/white-papers
Loyalty Workshops: http://www.customerinsightgroup.com/custom-loyalty-workshops
Systematic New Loyalty Program Development: http://www.customerinsightgroup.com/systematic-new-loyalty-program
Pinterest: http://pinterest.com/engagekeepgrow/
Who is Customer Insight Group?
Customer Insight Group, Inc. leads the way in the evolution of how companies engage their customers, positively motivate them and earn their long-term loyalty. Our extensive client work is testimony to our depth of knowledge and ability to apply strategic insight and solutions to a wide variety of business objectives. Our team’s client experience includes: NHFA, Thomasville Furniture, The Maxim Group Carpet Franchise, Ashro, A&P, The Bon Ton, Crate & Barrel, Dick’s Sporting Goods, Edwin Watts Golf, GE Consumer Finance, Monroe and Main, Swiss Colony, Midnight Velvet, MySwingle.com, The Great Indoors, G.H. Bass, Golf Galaxy, Helzberg Diamonds, HSBC, Kohl’s, La-z-boy Furniture Franchise, MCI, Payless ShoeSource, Pier 1 Imports, Petco, Proflowers.com, Regis University, Ruby Tuesday, S&K Menswear, Sierra Trading Post, Stein Mart, Tommy Hilfiger, Ulta, as well as various other leading companies.
On why we should NOT focus on UX (IA Summit 2011, Denver + EuroIA 2010, Paris)Koen Claes
It’s striking how “Nobel prize winning research” seems to indicate how UX design is kind of missing the point. Particularly interesting, is how it illustrates the profound distinction between experience and memory. They act almost as complete opposites...
Resourcing expert and futurologist Matt Alder and the former global head of resourcing at Unilever Paul Maxin share their Top 5 actions to improve your candidate experience. The webinar was an opportunity for HR professionals to explore the world of candidate experience and talent analytics.
The webinar covered:
> 5 actions to help you build a winning candidate experience.
> How to use talent analytics to drive your recruitment strategy forward.
> How to manage candidate expectations?
> The benefits of providing exceptional candidate care.
Petr Hovorka / Obsahová strategie pro náborovou komunikaciBrandBakers
V dnešní době, kdy poptávka po nových zaměstnancích (kandidátech) převyšuje jejich nabídku na trhu práce, se kandidáti stali zákazníky a firmy jako zaměstnavatelé těmi, kteří nabízí. Firmy potřebují svou firmu umět prodat. Jedním z nástrojů je HR marketing a prostředků obsahová strategie. Jak - jakým postupem a nástroji - se tvoří? Čím naplnit kariérní stránky a jak je nastrukturovat? Odpovědi najdete v prezentaci.
BrandBakers / Employer Branding and HR Marketing Case StudiesBrandBakers
Two BrandBakers case studies about how we build a strong employer brand and prepare and implement effective recruitment marketing campaign, both with significant results.
Design thinking workshop: How personas and journey maps can improve the candi...LinkedIn Talent Solutions
Anton Artemenkov, Sutherland Labs
Anna Fullerton-Batten, Sutherland Global Services
We all want a never ending pipeline of highly qualified talent and innovative solutions to make recruiting easy. However, the reality is that the war for talent is getting harder. So to enable smarter talent acquisition, new approaches need to be explored. In this session we tell the story of how, with limited time and budget, we experimented with new ways of approaching existing challenges by applying Design Thinking principles. Find out how we used immersive research, ‘walking in candidates shoes’, to understand the candidate journey throughout the recruitment process, created behavioural personas and journey maps and how we used the insights learnt to create better candidate experience.
Session highlights:
Top tips for personas and journey maps creation.
Learn how we applied this in our Bulgaria geography (one of the world’s hotbeds for multilingual IT and customer support talent).
Insights on how to enable leadership buy-in.
This workshop will have practical exercises and share tips of how they can start doing this themselves.
Check out the best of Talent Connect: http://bit.ly/2e5ojNe
Any great small business owner knows that the oft-repeated statement, “good employees are your most valuable assets,” is repeated for a very good reason—because it is true. The question really is this: How do you attract and retain the people who will become your most valuable assets?
Offering them great benefits is one important answer.
Saying you are customer centric is easy, however, delivering a truly outstanding customer experience requires more than marketing fluff. This presentation will explore the topic of Customer Experience and what it means to your customers and your enterprise in today’s competitive landscape.
Arti Ots, Chief Marketing Officer, Elion, TeliaSonera Group presented at the Premier Business Leadership Series 2010, http://www.sas.com/theserieshk.
TeliaSonera is one of the leading telecommunications companies throughout Northern Europe and a leader in telecommunication innovation. How does it maintain an edge over the competition in a highly saturated and competitive market? This session will explore:
- Standing out with better customer loyalty.
- Executing profitable and lower-cost marketing campaigns.
- Automating direct marketing.
Customer Experience Self-assessment: Belgian Benchmark 2010Geert Martens
What is customer experience? Why have most market leaders been investing in customer experience? How have they aligned their organization to consistently deliver a deliberate customer experience? The "Naïve-to-Natural" model is a maturity assessment that shows organizations to what extent they are capable of delivering a customer experience. This presentation includes a Belgian benchmark study.
The Role of Customer Centricity in New MarketingC3Centricity
A selection of slides from the presentation given at the Marketing & Communication Loft in Geneva, Switzerland on "The role of customer centricity in new marketing". It covers the three most important changes needed in most organisations, namely the flexibility needed to include the customer in more internal processes, the importance of information integration for true insight development and the importance of cross-category and cross-departmental collaboration to satisfy and delight the new demanding customers today.
Please contact me at denysedd@c3centricity.com if you would like to download a copy of this presentation or would like me to participate at your own event.
We live in a world of ‘digital immersion’ and today’s customers don’t see your company through a channel-focused lens – they view the experience they have as ‘one experience’, irrespective of channel.
This presentation will explore the challenges that not only lay ahead, but also probe some ideas on how you can foster the type of engagement which moves beyond the traditional view of customer loyalty and into the world of cultivating fanatical brand advocacy.
Customer Experience: Getting past the Barriers to Successsuitecx
This short thought leadership piece describes several barriers to success in Customer Experience (CX) programs and how to move beyond them with the right resources, tools and strategies.
Lean Planning for Nimble Agences - Mirren New Business Conference 2012The Difference Engine
This was the talk I presented at the Mirren New Business Conference on May 2, 2012 in New York. The audience was mainly small and mid-sized agencies - and we had an excellent, engaged audience. Thanks to all who made it (or watched over the streaming service)!
All call centers deliver a customer experience. It just may not be what is desired. Colin looks at how call center can identfy, and build a roadmap to deliver the desired Customer Experience in this popular presentation that has been given on three continents.
Similar to From customer experience to candidate experience (20)
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.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
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:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
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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While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
VAT Registration Outlined In UAE: Benefits and Requirements
From customer experience to candidate experience
1. From customer experience to c
candidate experience
@geert_martens, competence leader customer experience
Brussels, 30th November 2011
Prepared for the Vacature Candidate Experience Workshop
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2. Book us for experience inspiration:
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• Conference speaking
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• In
nspiration workshops
Hire us for experience transformation:
• Customer experience statement
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• Candidate experience statement
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• Emotional Signature
• Moments of Truth transformation
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• Training & coaching
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Geer
rt Martens, competence leader customer experience
• Mobile: +32 477 365 166
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• Email: geert.martens@4cconsulting.com
• Twitter: @geert_martens
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• Linkedin: http://be.linkedin.com/in/martensgeert
• Slideshare: http://www.slideshare.net/gmartens
3. 4C Consulting | Service por
g | p rtfolio
C t
Customer E
Experien M
i nce Management
t
Naïve‐to‐Natural | Emotional Signature | Moments of Truth | Mu
ulti‐channel Strategy | Unique Customer View | CRM Roadmap
Marketing Excellence Sales Exce
ellence Service Excellence
• Marketing Maturity Assessment • SFA Management & & Automation • Customer Service Automation
• Campaign Management & Automation • Sales Portfolio Manaagement • Self Service Strategy & Management
• Campaign Management Outsourcing
p g g g • Sales Middle Office • Complaints Handling
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• Marketing Resource Management • Training & Coachingg
Customer Insight
t Management
Intelligent reporting | Data Quality | D
Data Integration | Advanced Analytics
3
4. Content
01 Welcome to the age of the customer
to the age of the
02 What is a customer experie
p ence?
03 What is a great customer e
experience?
04 What is a candidate experie
ence?
05 Best practices
11. A customer e
experience is
em jou
jo orga
g
otio rn
n nizati
ns ey on
How a customer a journ of
ney with and about
feels and remembers interac
ctions an organization
12. Reason Conclus
sions
Emotion Action
The essential difference between emotion and reaso is
on
that emotion leads to action while reason leads to co
onclusions
Donald Calne
13. “Emotions color
Emotions color
the experience and,
p
more importantly,
how the experience
how the experience
will be remembered”
Donald A. Norman
D ld A N
Source: http://www.slideshare.net/koenatclaes/on-why-we-should-not-focus-on-ux
14. A customer e
experience is
em jou
jo orga
g
otio rn
n nizati
ns ey on
How a customer a journ of
ney with and about
feels and remembers interac
ctions an organization
15. Affection
Anger
Annoyance
Anxiety
Apathy
Arousal
Impacting
Awe
Cared for the way
the way you feel
Contempt
Curiosity
Boredom i about
Depression
Desire
Despair i i
Disappointment
Disgust At
At The brand
Dread
Ecstasy
Embarrassment
each i i
Empathy
Energized interaction, The
Envy
Euphoria emotions company
jou
jo
Fear
Focused
Fretful
Frustration
are i i
Gratitude evoked The
rn
n
Grief products
Guilt
Happiness
Hatred
Hope
i
i
ey
Horror The
Hostility service
Hurried
Hysteria
Indifference
Interest
Irritation
Jealousy
Loathing
i
i The people
Loneliness
Love
Lust
Misery Value
Neglected received
Pampered
Pity
Pleased
Pride
Rage Other
Regret
g customers
Remorse
Sadness
Satisfaction
Shame
Shock
Shyness
Sorrow
Yourself
Suffering
Surprise
Stressed
Trust
Valued
Wonder
Worry
Source: xprnc.be
17.
Make or Break moments
ak moments
“Moments of Truth”
s
18.
“Break” moments “Make” moments
An interaction within the customer journey at An interaction within the customer journey at
which you risk to strongly trigger value‐ which you have the opportunity to strongly
destroying emotions that will ruin the entire trigger value‐driving emotions that will boost the
experience entire experience
Objective: AVOID Objective: GRASP
One time: nothing,
Repeatedly: trust, secure, safe Emotional engagement
One time: nothing,
O ti thi
Emotional disconnect Repeatedly: unappreciated, not
valued, taken for granted
19. A customer e
experience is
em jou
jo orga
g
otio rn
n nizati
ns ey on
How a customer a journ of
ney with and about
feels and remembers interac
ctions an organization
20.
21. What is a
is a
great customer
g t
ex
xperience?
22. Deliberate
& valued
on a emotional level
Perfect performance EMOTIONALLY
Great custo
omer ENGAGED
on all Moments of CUSTOMERS
experienc
p ces
Truth
Consistent
across touchpoints
& customer lifecycle
24.
g
great
g
great
1
2
Potential over‐investment in less crucial interactions:
customer experience is not about trying to delight
all your customers all the time
27. Source: http://www.ere.net/2011/10/31/help‐identify‐the‐dumbest‐things‐recruiters‐do/
1 Not managing the
candidate experience
2.
2 Expecting dull position descriptions to attract
3.
3 Not taking advantage of employee referrals
Top 10
p 4.
4
5.
5
Not learning the business
Using the same recruiting process for different level
Using the same recruiting process for different level
jobs
dumbest things 6.
6 Making slow hiring decisions
7.
7 Assuming interviews are accurate
g
recruiters can do 8.
8 Using active sourcing approaches for passive
9.
candidates
9 Not prioritizing jobs
10. Not identifying job acceptance criteria
28. A candidate e
experience is
em jou
jo orga
g
otio rn
n nizati
ns ey on
How a candidate a journ of
ney with and about
feels and remembers interac
ctions an organization
he seeks to work for
29. Source: The candidate experience, november 2011, n=3.200
refused a job offer, not
because of job content or
74%
% remuneration but because it
did not feel OK.
Low management
wer 80%
Cur tl employed
rrently l d 79%
35‐44 years 79%
Changed jobs <6m 79%
Flanders 78%
30. Source: The candidate experience, november 2011, n=3.200
drivers for satisfaction with a
drivers for satisfaction with a
Top5
p5 recruitment interview are
purely emotion based.
purely emotion based
Interviewer shows
s genuine interest
Being treated
B i t t d i f i dl
d in a friendly way
Being treated in a personal way
Ma
ade to feel at ease
Welcome
ed in a warm way
31. A candidate e
experience is
em jou
jo orga
g
otio rn
n nizati
ns ey on
How a candidate a journ of
ney with and about
feels and remembers interac
ctions an organization
he seeks to work for
33. Source: The candidate experience, november 2011, n=3.200
About the customer
experience
Adjust sourcing approaches to
types of candidates
Generation Y prefers network
referrals as first source of job
opportunities
5.
5. 1.
1.
Onboarding Awareness Be creative
Attractive advertisement 4. 65%
2.
“Silent”
Exploration
Career site zone 46%
Recommendation 27% 3
3.
Intera
action
Contact on job fair 11%
Social media 10%
34. 5.
5. 1.
1.
Onboarding Awareness
Over 90% of candidates
f dd
4. who reach a career site do
2.
“Silent” not apply
Exploration
zone (Dr. John Sullivan &
(Dr John Sullivan &
Associates, 2010)
3
3.
Intera
action
33% of senior management
candidates do not rate the
recruitment process as easy and
recruitment process as easy and
intuitive
(The candidate experience,
Vacature & 4C Consulting, 2011)
35. Source: The candidate experience, november 2011, n=3.200
46% is said it to be (very) ea
asy
to reach someone for additional informat tion
1. 2. 3. 4.
Consistent Emotional Interactive Functional
Does your career site
Is your career site Is your career site a
evoke the desired Is your career site
aligned with your
g y communication
emotions of your
ti f functional?
f ti l?
brand positioning? vehicle?
candidate experience?
71% is satisfied with the information on the organisation
51% is sa
atisfied with the information on the job
36. 5.
5. 1.
1.
Onboarding Awareness
4.
2.
“Silent”
Exploration
zone
3
3.
Intera
action
Delays at any stage of the Lack of quality information
recruitment negatively about selection steps and
impact candidate methodology leads to rapid
reactions (CareerXroads,
reactions (CareerXroads abandonment
abandonment
2011) (CareerXroads, 2011)
37. Source: The candidate experience, november 2011, n=2.458
GOOD
Genuine interest
Personal Friendly
At ease
Time
Co
ompetences Warm
Well‐prepared Info on job
Info on job
Ho
onest feedback Info on organisation
Capabilities
IMPORTANCE 36%
Usefull feedback Keeps promises Information in Clear view
lin
ne with jobdescription
On time
Privacy issues
BAD
BAD PERFORMANCE 4 GOOD
38. 5.
5. 1.
1.
Onboarding Awareness
Only 3% of
companies breaks the
silence i th “ il t”
il in the “silent”
zone in a structured 4.
2.
way (Bissell, 2010) “Silent”
Exploration
zone
Best practice: A new‐
hire onboarding site
3
3.
Intera
action
Best practice: a new‐
hire package
39. 22% of staff turnover
occurs in the first 45 days
occurs in the first 45 days
of employment (The
Wynhurst Group 2011)
New employees with
structured onboarding
program were 58% more
program were 58% more 5.
5. 1.
1.
likely to be with the Onboarding Awareness
organization after three
y
years. (The Wynhurst
( y
Group 2011)
4.
2.
“Silent”
Exploration
zone
3
3.
Intera
action
40. A candidate e
experience is
em jou
jo orga
g
otio rn
n nizati
ns ey on
How a candidate a journ of
ney with and about
feels and remembers interac
ctions an organization
he seeks to work for
44. People will forget what you s
said,
people will forget what you d
people will forget what you d
did,
did,
but people will never forget how you made them feel.
Maya Angelou