This whitepaper discusses best practices for managing multi-site contact centers. It provides an example of an automotive manufacturer that partnered with HP to create a virtual contact center network across 25+ countries. Key recommendations include creating a strategic roadmap, formalizing processes, establishing shared services like workforce management, creating a program management office, implementing a performance management system, linking best practices, optimizing reporting, and continuously improving. The automotive case study showed improvements in customer satisfaction scores of nearly 50% and increases in top box satisfaction of 22% after implementing the new multi-site management model with HP.
Six Essentials for Innovating in Channel Sales & MarketingAllbound, Inc.
Analysts say 2015 is the year of sales automation and machine intelligence. But with innovation now commonplace, why has so little been applied to channel sales and marketing?
If you sell through channel partners and resellers and are frustrated by the same systemic issues day in and out, THERE IS HOPE.
Scott Salkin, Founder and CEO of Allbound, and Michelle Andreas, Director of Business Development & Marketing Solutions at Avnet Technology Solutions, highlight six advancements that can help open your channel and streamline effectiveness...upstream and down.
The document discusses key considerations for integrating companies that provide software and services using the "anything as a service" (XaaS) business model. It summarizes the results of a roundtable discussion with industry experts on this topic. The main points are:
- Acquisitions of XaaS companies are driven primarily by the goal of diversifying products/services to expand revenue opportunities.
- Integrating sales functions across companies is one of the biggest challenges as business models differ.
- Risks include customers switching to alternatives or competing demands on resources during integration. Successful integration requires addressing cultural differences, aligning incentives, and managing customer and brand impacts.
- Executives must balance focusing integration efforts while avoiding rushing
Targeting High Potential Sales Channel PartnersBI WORLDWIDE
The document discusses channel engagement programs developed by BI WORLDWIDE for manufacturers. It provides several case studies that describe challenges manufacturers faced in partnering with distribution channels and incentivizing channel partners. BI WORLDWIDE developed solutions like points-based programs, sales conferences, and branded merchandise websites to increase participation in sales initiatives and drive higher sales. The programs resulted in thousands of new registrations, improved attendance and engagement, and significant sales increases of manufacturers' products.
The 7 Habits Of Companies Delivering Highly Integrated Customer Experiencesindeuppal
The document outlines 7 habits of companies that successfully deliver integrated customer experiences. These habits are: 1) having a holistic channel strategy, 2) basing efforts on a sound customer experience strategy, 3) gaining executive support, 4) clearly defining where business value lies, 5) using data from all channels, 6) employing united technology platforms, and 7) establishing cross-functional teams. Following these habits helps companies overcome barriers to creating consistent, positive customer experiences across channels.
This document discusses the challenges that companies face in achieving the desired outcomes of an omni-channel strategy. While omni-channel is important for customer satisfaction and loyalty, many companies struggle due to issues like a lack of alignment between technology investments and business operations, siloed data and insights, and an organizational structure not set up for an omni-channel approach. The document provides examples of leading omni-channel retailers and advises companies to assess their maturity level, update strategies and roadmaps to account for gaps, and ensure timely and precise execution of the strategy in order to fully realize the benefits of an omni-channel approach.
SugarCRM for Partner Relationship Management (PRM)E2B Teknologies
The document discusses how SugarCRM can be used for partner relationship management (PRM). PRM involves managing relationships with partners through systems, processes and a partner portal. The presentation demonstrates how SugarCRM allows companies to define partner and customer accounts, track joint customers and opportunities, and communicate with partners. It also notes that SugarCRM can be configured for basic or advanced PRM needs at a lower cost than other systems.
CGS is a 30-year-old global technology services firm that provides proven channel enablement services to help IT vendors increase sales through partners. Their program focuses on recruiting qualified partners, engaging and establishing goals with partners, enabling partners through training and tools, sales activating partners to drive quicker results, and ongoing support. The document outlines CGS's approach and provides examples of programs developed for clients that have substantially increased partner sales through recruitment of new partners, engagement and sales activation tactics.
Channel Checklist for Vendor Channel/Partner Managersharwelll
The document discusses various topics related to developing and managing effective channel programs, including:
1) Correct partner selection and recruitment is crucial to choose partners that have the desired skills and target the right customer markets.
2) Channel optimization involves analyzing existing partners to determine which are truly performing and which are diluting efforts.
3) Developing a channel strategy requires clarifying goals, assessing competitiveness, and establishing action plans.
Six Essentials for Innovating in Channel Sales & MarketingAllbound, Inc.
Analysts say 2015 is the year of sales automation and machine intelligence. But with innovation now commonplace, why has so little been applied to channel sales and marketing?
If you sell through channel partners and resellers and are frustrated by the same systemic issues day in and out, THERE IS HOPE.
Scott Salkin, Founder and CEO of Allbound, and Michelle Andreas, Director of Business Development & Marketing Solutions at Avnet Technology Solutions, highlight six advancements that can help open your channel and streamline effectiveness...upstream and down.
The document discusses key considerations for integrating companies that provide software and services using the "anything as a service" (XaaS) business model. It summarizes the results of a roundtable discussion with industry experts on this topic. The main points are:
- Acquisitions of XaaS companies are driven primarily by the goal of diversifying products/services to expand revenue opportunities.
- Integrating sales functions across companies is one of the biggest challenges as business models differ.
- Risks include customers switching to alternatives or competing demands on resources during integration. Successful integration requires addressing cultural differences, aligning incentives, and managing customer and brand impacts.
- Executives must balance focusing integration efforts while avoiding rushing
Targeting High Potential Sales Channel PartnersBI WORLDWIDE
The document discusses channel engagement programs developed by BI WORLDWIDE for manufacturers. It provides several case studies that describe challenges manufacturers faced in partnering with distribution channels and incentivizing channel partners. BI WORLDWIDE developed solutions like points-based programs, sales conferences, and branded merchandise websites to increase participation in sales initiatives and drive higher sales. The programs resulted in thousands of new registrations, improved attendance and engagement, and significant sales increases of manufacturers' products.
The 7 Habits Of Companies Delivering Highly Integrated Customer Experiencesindeuppal
The document outlines 7 habits of companies that successfully deliver integrated customer experiences. These habits are: 1) having a holistic channel strategy, 2) basing efforts on a sound customer experience strategy, 3) gaining executive support, 4) clearly defining where business value lies, 5) using data from all channels, 6) employing united technology platforms, and 7) establishing cross-functional teams. Following these habits helps companies overcome barriers to creating consistent, positive customer experiences across channels.
This document discusses the challenges that companies face in achieving the desired outcomes of an omni-channel strategy. While omni-channel is important for customer satisfaction and loyalty, many companies struggle due to issues like a lack of alignment between technology investments and business operations, siloed data and insights, and an organizational structure not set up for an omni-channel approach. The document provides examples of leading omni-channel retailers and advises companies to assess their maturity level, update strategies and roadmaps to account for gaps, and ensure timely and precise execution of the strategy in order to fully realize the benefits of an omni-channel approach.
SugarCRM for Partner Relationship Management (PRM)E2B Teknologies
The document discusses how SugarCRM can be used for partner relationship management (PRM). PRM involves managing relationships with partners through systems, processes and a partner portal. The presentation demonstrates how SugarCRM allows companies to define partner and customer accounts, track joint customers and opportunities, and communicate with partners. It also notes that SugarCRM can be configured for basic or advanced PRM needs at a lower cost than other systems.
CGS is a 30-year-old global technology services firm that provides proven channel enablement services to help IT vendors increase sales through partners. Their program focuses on recruiting qualified partners, engaging and establishing goals with partners, enabling partners through training and tools, sales activating partners to drive quicker results, and ongoing support. The document outlines CGS's approach and provides examples of programs developed for clients that have substantially increased partner sales through recruitment of new partners, engagement and sales activation tactics.
Channel Checklist for Vendor Channel/Partner Managersharwelll
The document discusses various topics related to developing and managing effective channel programs, including:
1) Correct partner selection and recruitment is crucial to choose partners that have the desired skills and target the right customer markets.
2) Channel optimization involves analyzing existing partners to determine which are truly performing and which are diluting efforts.
3) Developing a channel strategy requires clarifying goals, assessing competitiveness, and establishing action plans.
The document discusses choosing the right sales channels. It covers developing a channel strategy, types of sales channels and their capabilities and limitations. It also discusses common mistakes in sales strategies, questions to answer when planning channel entry, and how to develop an effective channel marketing plan. The key takeaway is that choosing the right sales channels is important for product distribution and success.
More Information:
http://flevy.com/browse/flevypro/customer-centric-organization-core-capabilities-part-i-3961
Today's customers are better informed, better connected, and more demanding that ever before. CEOs are now concerned about Customer Loyalty and they recognize that mastery of the customer agenda is essential. In fact, global leaders of successful organizations recognize that creating a customer-centric, digitally-transformed business is a top priority. In fact, Customer-centricity ceases to be a differentiator. It has become necessary for survival.
In this age of digital disruption, how can organizations engage customers, increase Customer Loyalty, and achieve profitable growth?
Almost every market is experiencing fundamental change. Consumer expectations have shifted and digital technologies are making the biggest impact on businesses large and small since the start of the information age. Ultimately, businesses need to navigate the challenges of digital disruption and find new ways to create economic value and drive growth.
This framework digs deep into what it takes to achieve Customer-centricity. In this Digital Age, there are 6 core capabilities organizations must have to be a customer-centric business.
1. Customer Strategy
2. Customer Experience (CX)
3. Sales & Service Transformation
4. Connected Enterprise
5. Data & Analytics
6. Digital Transformation
In this presentation, we discuss the first 2 capabilities in detail.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com. If you cannot view the preview above this document description, go here to view the large preview instead.
Source: Customer-centric Organization: Core Capabilities (Part I) PowerPoint document
ABOUT FLEVYPRO
FlevyPro is a subscription service for on-demand business frameworks and analysis tools. FlevyPro subscribers receive access to an exclusive library of curated business documents—business framework primers, presentation templates, Lean Six Sigma tools, and more—among other exclusive benefits.
This document provides guidance on creating an integrated content strategy to successfully enable a channel of partners. It discusses developing value messaging to promote leadership and differentiation. It also discusses onboarding new partners by demonstrating value and leadership and helping partners develop their own messaging. The document outlines goals for an integrated content strategy around aligning partner business models, integrating company messages into partner solutions, and executing on joint sales and marketing initiatives. It provides examples of how other companies have succeeded through solution packaging and integrating offerings with existing partner solutions.
More Information:
http://flevy.com/browse/flevypro/value-creation-impact-of-customer-experience-cx-3966
With the evolving technology, leaders will have to keep evolving their Customer Experience (CX) approaches to secure additional avenues of revenue and to stay competitive in the market. To do this, they will need to develop Data Analytics capabilities to effectively utilize insights on customer preferences and provide them with the offerings of their choice. Digital Transformation initiatives fall short of securing their maximum value potential due to the leadership’s focus on improving specific touchpoints instead of confronting the entire Customer Journey—spanning across several departments and channels.
To make their evolved CX sustainable and to become customer-centric, organizations need to clearly transform their ways of doing business, operations, and employee behaviors. This is not going to happen by concentrating entirely on the front-end CX and not improving the fundamental support processes.
This presentation provides a detailed overview of the 5-phase approach that organizations can utilize to enrich their CX and capture the highest potential value:
1. Understand What Customers Value
2. Simplify and Streamline Offering
3. Link Customer Value to Operational Drivers
4. Focus on Most Important Customer Journeys
5. Adopt Continuous Improvement (CI) Thinking
The slide deck also includes some slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com. If you cannot view the preview above this document description, go here to view the large preview instead.
Source: Value Creation: Impact of Customer Experience (CX) PowerPoint document
ABOUT FLEVYPRO
FlevyPro is a subscription service for on-demand business frameworks and analysis tools. FlevyPro subscribers receive access to an exclusive library of curated business documents—business framework primers, presentation templates, Lean Six Sigma tools, and more—among other exclusive benefits.
More information:https://flevy.com/browse/flevypro/customer-centric-organization-core-capabilities-part-i-3961
Today's customers are better informed, better connected, and more demanding that ever before. CEOs are now concerned about Customer Loyalty and they recognize that mastery of the customer agenda is essential. In fact, global leaders of successful organizations recognize that creating a customer-centric, digitally-transformed business is a top priority. In fact, Customer-centricity ceases to be a differentiator. It has become necessary for survival.
In this age of digital disruption, how can organizations engage customers, increase Customer Loyalty, and achieve profitable growth?
Almost every market is experiencing fundamental change. Consumer expectations have shifted and digital technologies are making the biggest impact on businesses large and small since the start of the information age. Ultimately, businesses need to navigate the challenges of digital disruption and find new ways to create economic value and drive growth.
This framework digs deep into what it takes to achieve Customer-centricity. In this Digital Age, there are 6 core capabilities organizations must have to be a customer-centric business.
1. Customer Strategy
2. Customer Experience (CX)
3. Sales & Service Transformation
4. Connected Enterprise
5. Data & Analytics
6. Digital Transformation
In this presentation, we discuss the first 2 capabilities in detail.
This deck also includes slide templates for you to use in your own business presentations.
This document summarizes a customer experience strategies summit in Toronto on November 13-14, 2012. It features presentations from leaders of companies like ING Direct Canada, WestJet, Microsoft, Dell, Intuit, and BC Hydro on achieving strategic alignment, managing social media, seamless omni-channel experiences, and integrating customer insights. The summit provides 10 solutions for customer experience excellence and discusses metrics, digital strategy, and transforming organizational culture to be customer-centric. It is aimed at professionals from various industries looking to improve customer experience.
The document discusses four key strategies for companies to achieve profitable and sustainable revenue growth during an economic downturn: 1) Focus on existing customer accounts by deepening relationships and tailoring offers; 2) Ensure every sales opportunity is captured through efficient upselling and cross-selling; 3) Reduce the cost to serve customers by empowering associates with tools to work smarter; and 4) Maintain a strong focus on service quality to differentiate the brand in the marketplace.
Find out how Freo successfully piloted DLL’s new Eloqua Modern marketing system and discover first-hand the challenges they faced. Engagement Factory has helped them to reach their goals of an integrated CRM, and improved management of both their campaigns and leads.
Call us: +31 40 28 700 29
Email: netherlands@engagementfactory.com
Web: https://www.engagementfactory.com/
Find out how Freo successfully piloted DLL's new Eloqua Modern marketing system and discover first-hand the challenges they faced. Engagement Factory has helped them to reach their goals of an integrated CRM, and improved management of both their campaigns and leads.
This document provides information about an upcoming conference on increasing customer satisfaction, including details about speakers, sessions, workshops, and registration. Some of the key points summarized are:
- The conference will provide strategies and lessons from industry leaders on driving revenue, achieving competitive advantages, and maintaining cost-effective customer experiences.
- Sessions and workshops will address topics like capturing customer insights, developing strategies for economic downturns, creating a unified culture for exceptional service, and leveraging tools and technology to enhance customer and agent satisfaction.
- Speakers include CEOs and executives from companies like GE, Disney, United Stationers Supply Co., and more who will share their experiences leading call centers and focusing on customer experience.
This document provides an overview of customer relationship management (CRM) fundamentals. It discusses the key building blocks of CRM, including establishing a CRM vision and strategy, managing customer experience, organizational collaboration, CRM processes and information, technology, and metrics. It also outlines typical CRM activities in the telecommunications industry and recommendations for a successful CRM implementation.
Keys To Building A Winning Partner Enablement Strategyhawkeye Channel
Tasked with the constant need to identify, prioritize, target, invest, and measure the performance of your partners? Transform your channel by effectively enabling your partners. Explore key strategies in this insightful presentation.
The document outlines a proposed high-level roadmap to develop a digital marketing platform (DMP) for Commonwealth Bank. It identifies several focus areas and phases to transition from the current state to an envisioned end state. The foundational and component capabilities are categorized and a timeline is proposed to develop, test, scale and optimize each capability. Guiding principles are also defined, including prioritizing flexibility, connectivity, measurement, partnerships and ensuring accessibility across all customer touchpoints and devices.
The document discusses key performance indicators (KPIs) for customer experience teams. It provides examples of different business goals like providing world-class customer experience, empowering users, and rapid service. For each goal, it outlines representative companies and recommends specific metrics to track, including both "north star" and secondary metrics. It cautions against an overemphasis on metrics and emphasizes the importance of leadership and team buy-in. The document also addresses frequently asked questions about implementing the strategies.
How Insurance Companies Measure Marketing Automation SuccessDeb McAlister
This document discusses how several insurance carriers and agencies measure the success of using Distribion's multi-channel distributed marketing automation solution. It provides six case studies that show the key challenges each client faced and how they benefited from Distribion's solutions, such as increased marketing efficiencies, reductions in costs, and increases in sales. The case studies demonstrate that Distribion's solutions help clients improve marketing processes and communications with agents while controlling costs and increasing sales.
Effectively managing channel incentives to drive partner behavior and program...Zyme - An E2open Company
As channel incentives programs offered by product manufacturers to channel partners get increasingly more complex, it has become even more challenging than before to drive partner participation, influence partner behavior, and measure data-backed ROI of the programs.
View these slides from a webinar featuring SiriusDecisions, Western Digital and Zyme to learn about the current state of channel incentives programs, and how leading companies are aligning their incentives programs to drive greater channel sales while reducing their channel investment.
Zyme offers zymeIncentives - one of the most comprehensive, data-driven incentives solution in the industry – for leading technology manufacturing companies to seamlessly manage their incentives programs. Some of the key competitive advantages offered by zymeIncentives to manufacturers are:
User-defined Innovative program definitions
Leverage Zyme’s proprietary TruePay engine
Comprehensive portfolio of capabilities to manage various incentives programs
End to end visibility
Verticurl whitepaper on Demand Center top mistakesVerticurl
1) The document discusses common mistakes companies make when building a demand center.
2) It notes that relying solely on technology without proper processes will not lead to success, and that building an effective demand center takes time and continuous improvement.
3) Hiring an agency that claims to do demand generation but lacks experience in strategies, technologies, and processes that drive revenue can lead to mistakes and poor results.
Reimagine customer engagement across channels for positive patient outcomes a...Genpact Ltd
Genpact is a global professional services firm that designs, transforms, and runs intelligent operations for its clients through proprietary frameworks and data analytics. It helps large enterprises improve competitiveness by making operations more efficient, effective, and able to better manage costs and risks. Genpact has impacted over 800 clients globally, generating over $22 billion in benefits. Its research institute advances clients' business transformations and adoption of intelligent operations.
This document advertises a company that provides top quality custom gates and fences for homes and businesses in El Cajon. They offer matching driveway, fence, and garden gates that can increase property value. The company specializes in all types of custom gates, including pool, security, and automatic sliding gates, tailored to each customer's needs.
The document discusses choosing the right sales channels. It covers developing a channel strategy, types of sales channels and their capabilities and limitations. It also discusses common mistakes in sales strategies, questions to answer when planning channel entry, and how to develop an effective channel marketing plan. The key takeaway is that choosing the right sales channels is important for product distribution and success.
More Information:
http://flevy.com/browse/flevypro/customer-centric-organization-core-capabilities-part-i-3961
Today's customers are better informed, better connected, and more demanding that ever before. CEOs are now concerned about Customer Loyalty and they recognize that mastery of the customer agenda is essential. In fact, global leaders of successful organizations recognize that creating a customer-centric, digitally-transformed business is a top priority. In fact, Customer-centricity ceases to be a differentiator. It has become necessary for survival.
In this age of digital disruption, how can organizations engage customers, increase Customer Loyalty, and achieve profitable growth?
Almost every market is experiencing fundamental change. Consumer expectations have shifted and digital technologies are making the biggest impact on businesses large and small since the start of the information age. Ultimately, businesses need to navigate the challenges of digital disruption and find new ways to create economic value and drive growth.
This framework digs deep into what it takes to achieve Customer-centricity. In this Digital Age, there are 6 core capabilities organizations must have to be a customer-centric business.
1. Customer Strategy
2. Customer Experience (CX)
3. Sales & Service Transformation
4. Connected Enterprise
5. Data & Analytics
6. Digital Transformation
In this presentation, we discuss the first 2 capabilities in detail.
This deck also includes slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com. If you cannot view the preview above this document description, go here to view the large preview instead.
Source: Customer-centric Organization: Core Capabilities (Part I) PowerPoint document
ABOUT FLEVYPRO
FlevyPro is a subscription service for on-demand business frameworks and analysis tools. FlevyPro subscribers receive access to an exclusive library of curated business documents—business framework primers, presentation templates, Lean Six Sigma tools, and more—among other exclusive benefits.
This document provides guidance on creating an integrated content strategy to successfully enable a channel of partners. It discusses developing value messaging to promote leadership and differentiation. It also discusses onboarding new partners by demonstrating value and leadership and helping partners develop their own messaging. The document outlines goals for an integrated content strategy around aligning partner business models, integrating company messages into partner solutions, and executing on joint sales and marketing initiatives. It provides examples of how other companies have succeeded through solution packaging and integrating offerings with existing partner solutions.
More Information:
http://flevy.com/browse/flevypro/value-creation-impact-of-customer-experience-cx-3966
With the evolving technology, leaders will have to keep evolving their Customer Experience (CX) approaches to secure additional avenues of revenue and to stay competitive in the market. To do this, they will need to develop Data Analytics capabilities to effectively utilize insights on customer preferences and provide them with the offerings of their choice. Digital Transformation initiatives fall short of securing their maximum value potential due to the leadership’s focus on improving specific touchpoints instead of confronting the entire Customer Journey—spanning across several departments and channels.
To make their evolved CX sustainable and to become customer-centric, organizations need to clearly transform their ways of doing business, operations, and employee behaviors. This is not going to happen by concentrating entirely on the front-end CX and not improving the fundamental support processes.
This presentation provides a detailed overview of the 5-phase approach that organizations can utilize to enrich their CX and capture the highest potential value:
1. Understand What Customers Value
2. Simplify and Streamline Offering
3. Link Customer Value to Operational Drivers
4. Focus on Most Important Customer Journeys
5. Adopt Continuous Improvement (CI) Thinking
The slide deck also includes some slide templates for you to use in your own business presentations.
Got a question about the product? Email us at flevypro@flevy.com. If you cannot view the preview above this document description, go here to view the large preview instead.
Source: Value Creation: Impact of Customer Experience (CX) PowerPoint document
ABOUT FLEVYPRO
FlevyPro is a subscription service for on-demand business frameworks and analysis tools. FlevyPro subscribers receive access to an exclusive library of curated business documents—business framework primers, presentation templates, Lean Six Sigma tools, and more—among other exclusive benefits.
More information:https://flevy.com/browse/flevypro/customer-centric-organization-core-capabilities-part-i-3961
Today's customers are better informed, better connected, and more demanding that ever before. CEOs are now concerned about Customer Loyalty and they recognize that mastery of the customer agenda is essential. In fact, global leaders of successful organizations recognize that creating a customer-centric, digitally-transformed business is a top priority. In fact, Customer-centricity ceases to be a differentiator. It has become necessary for survival.
In this age of digital disruption, how can organizations engage customers, increase Customer Loyalty, and achieve profitable growth?
Almost every market is experiencing fundamental change. Consumer expectations have shifted and digital technologies are making the biggest impact on businesses large and small since the start of the information age. Ultimately, businesses need to navigate the challenges of digital disruption and find new ways to create economic value and drive growth.
This framework digs deep into what it takes to achieve Customer-centricity. In this Digital Age, there are 6 core capabilities organizations must have to be a customer-centric business.
1. Customer Strategy
2. Customer Experience (CX)
3. Sales & Service Transformation
4. Connected Enterprise
5. Data & Analytics
6. Digital Transformation
In this presentation, we discuss the first 2 capabilities in detail.
This deck also includes slide templates for you to use in your own business presentations.
This document summarizes a customer experience strategies summit in Toronto on November 13-14, 2012. It features presentations from leaders of companies like ING Direct Canada, WestJet, Microsoft, Dell, Intuit, and BC Hydro on achieving strategic alignment, managing social media, seamless omni-channel experiences, and integrating customer insights. The summit provides 10 solutions for customer experience excellence and discusses metrics, digital strategy, and transforming organizational culture to be customer-centric. It is aimed at professionals from various industries looking to improve customer experience.
The document discusses four key strategies for companies to achieve profitable and sustainable revenue growth during an economic downturn: 1) Focus on existing customer accounts by deepening relationships and tailoring offers; 2) Ensure every sales opportunity is captured through efficient upselling and cross-selling; 3) Reduce the cost to serve customers by empowering associates with tools to work smarter; and 4) Maintain a strong focus on service quality to differentiate the brand in the marketplace.
Find out how Freo successfully piloted DLL’s new Eloqua Modern marketing system and discover first-hand the challenges they faced. Engagement Factory has helped them to reach their goals of an integrated CRM, and improved management of both their campaigns and leads.
Call us: +31 40 28 700 29
Email: netherlands@engagementfactory.com
Web: https://www.engagementfactory.com/
Find out how Freo successfully piloted DLL's new Eloqua Modern marketing system and discover first-hand the challenges they faced. Engagement Factory has helped them to reach their goals of an integrated CRM, and improved management of both their campaigns and leads.
This document provides information about an upcoming conference on increasing customer satisfaction, including details about speakers, sessions, workshops, and registration. Some of the key points summarized are:
- The conference will provide strategies and lessons from industry leaders on driving revenue, achieving competitive advantages, and maintaining cost-effective customer experiences.
- Sessions and workshops will address topics like capturing customer insights, developing strategies for economic downturns, creating a unified culture for exceptional service, and leveraging tools and technology to enhance customer and agent satisfaction.
- Speakers include CEOs and executives from companies like GE, Disney, United Stationers Supply Co., and more who will share their experiences leading call centers and focusing on customer experience.
This document provides an overview of customer relationship management (CRM) fundamentals. It discusses the key building blocks of CRM, including establishing a CRM vision and strategy, managing customer experience, organizational collaboration, CRM processes and information, technology, and metrics. It also outlines typical CRM activities in the telecommunications industry and recommendations for a successful CRM implementation.
Keys To Building A Winning Partner Enablement Strategyhawkeye Channel
Tasked with the constant need to identify, prioritize, target, invest, and measure the performance of your partners? Transform your channel by effectively enabling your partners. Explore key strategies in this insightful presentation.
The document outlines a proposed high-level roadmap to develop a digital marketing platform (DMP) for Commonwealth Bank. It identifies several focus areas and phases to transition from the current state to an envisioned end state. The foundational and component capabilities are categorized and a timeline is proposed to develop, test, scale and optimize each capability. Guiding principles are also defined, including prioritizing flexibility, connectivity, measurement, partnerships and ensuring accessibility across all customer touchpoints and devices.
The document discusses key performance indicators (KPIs) for customer experience teams. It provides examples of different business goals like providing world-class customer experience, empowering users, and rapid service. For each goal, it outlines representative companies and recommends specific metrics to track, including both "north star" and secondary metrics. It cautions against an overemphasis on metrics and emphasizes the importance of leadership and team buy-in. The document also addresses frequently asked questions about implementing the strategies.
How Insurance Companies Measure Marketing Automation SuccessDeb McAlister
This document discusses how several insurance carriers and agencies measure the success of using Distribion's multi-channel distributed marketing automation solution. It provides six case studies that show the key challenges each client faced and how they benefited from Distribion's solutions, such as increased marketing efficiencies, reductions in costs, and increases in sales. The case studies demonstrate that Distribion's solutions help clients improve marketing processes and communications with agents while controlling costs and increasing sales.
Effectively managing channel incentives to drive partner behavior and program...Zyme - An E2open Company
As channel incentives programs offered by product manufacturers to channel partners get increasingly more complex, it has become even more challenging than before to drive partner participation, influence partner behavior, and measure data-backed ROI of the programs.
View these slides from a webinar featuring SiriusDecisions, Western Digital and Zyme to learn about the current state of channel incentives programs, and how leading companies are aligning their incentives programs to drive greater channel sales while reducing their channel investment.
Zyme offers zymeIncentives - one of the most comprehensive, data-driven incentives solution in the industry – for leading technology manufacturing companies to seamlessly manage their incentives programs. Some of the key competitive advantages offered by zymeIncentives to manufacturers are:
User-defined Innovative program definitions
Leverage Zyme’s proprietary TruePay engine
Comprehensive portfolio of capabilities to manage various incentives programs
End to end visibility
Verticurl whitepaper on Demand Center top mistakesVerticurl
1) The document discusses common mistakes companies make when building a demand center.
2) It notes that relying solely on technology without proper processes will not lead to success, and that building an effective demand center takes time and continuous improvement.
3) Hiring an agency that claims to do demand generation but lacks experience in strategies, technologies, and processes that drive revenue can lead to mistakes and poor results.
Reimagine customer engagement across channels for positive patient outcomes a...Genpact Ltd
Genpact is a global professional services firm that designs, transforms, and runs intelligent operations for its clients through proprietary frameworks and data analytics. It helps large enterprises improve competitiveness by making operations more efficient, effective, and able to better manage costs and risks. Genpact has impacted over 800 clients globally, generating over $22 billion in benefits. Its research institute advances clients' business transformations and adoption of intelligent operations.
This document advertises a company that provides top quality custom gates and fences for homes and businesses in El Cajon. They offer matching driveway, fence, and garden gates that can increase property value. The company specializes in all types of custom gates, including pool, security, and automatic sliding gates, tailored to each customer's needs.
Kelly Industrial Services is an industrial cleaning and painting company that offers ceiling vacuuming, ceiling and wall painting, machine cleaning and painting, and dry ice blasting. They emphasize their over 30 years of experience and expertise in industrial services. They aim to minimize downtime for clients and provide high quality services at affordable costs.
Este documento describe la taxonomía y morfología del coral Montastraea annularis. Pertenece al reino Animalia, filo Cnidaria, clase Anthozoa, orden Scleractinia, familia Faviidae. M. annularis es un coral colonial carnívoro del mar Caribe mexicano, con pólipos interconectados que forman colonias de nódulos densos o columnas anchas con superficies lisas e irregulares de color bronceado, verde-café o gris.
Una hoja de cálculo permite manipular datos organizados en celdas compuestas por filas y columnas. Las fórmulas siempre comienzan con el signo "=" y la función CONTAR.SI cuenta las celdas de un rango que cumplen con una condición especificada en el segundo argumento.
Este cuento describe la vida de un joven coral llamado Sid que se siente incompleto hasta que aprende sobre la reproducción de los corales de su abuelo. Sid se entera que los corales liberan gametos de manera externa y sincronizada durante eventos reproductivos masivos impulsados por la marea y la luna. Aunque inicialmente se siente triste por no conocer a su pareja, Sid finalmente participa en un evento reproductivo y se siente feliz y completo al perpetuar la especie.
El documento describe cómo Panasonic desarrolló el primer grabador de DVD, permitiendo almacenar programas de televisión y videos. Explica que los DVDs grabados pueden reproducirse en una computadora con 4.7 GB de almacenamiento usando el formato DVD-RAM. Sin embargo, solo es posible grabar de forma análoga, no digital.
Introdución derecho de extranjería.Abogados Santander. Abogados Cantabria. Tr...TFSabogados
Este documento presenta un resumen de los principales aspectos del derecho de extranjería en España. Explica las diferentes categorías de extranjeros, los derechos que tienen y las normas que los rigen. También cubre temas como los estatutos de ciudadanos de la Unión Europea y otros con acuerdos preferenciales, así como los derechos fundamentales de todos los extranjeros en España. Por último, responde algunas preguntas sobre casos específicos.
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El documento explica los requisitos y procesos para que los extranjeros obtengan autorización de trabajo en España, ya sea por cuenta ajena u propia. Los extranjeros necesitan autorización administrativa previa para trabajar legalmente, salvo algunas excepciones. La autorización puede ser inicial por un año, renovada por dos años, o permanente por cinco años. El documento también cubre los procesos de renovación, modificación y denegación de las autorizaciones de trabajo.
English for industrial mahinery studentsMichael0497
Michael Daniel Moreno Diaz is an 18-year-old student from Bogotá, Colombia currently studying industrial electromechanics at SENA. He attends classes Monday through Friday, with subjects including digital electronics, English, machine repair, and industrial security. His favorite class is math because he enjoys logical challenges. In the future, he hopes to work as an engineer for an important company performing maintenance on electrical and automated engines.
Marketing and CRM are shifting from classic campaign management to an engagement-focused initiative, making it a multi-touchpoint and cross-functional challenge. Learn how to become super-efficient and generate engagement uplifts north of 100% with Nexus' Managing Director Nils Weber.
Client experience Workshop for Accounting FirmsCX Pilots
A simple, how-to manual for client success leaders in the accounting profession. A pragmatic strategy, program implementation, measurement and governance approach.
The document discusses seven steps that communications and media companies can take to improve customer experience management and drive growth. The steps include: 1) Understanding customer needs, wants and preferences; 2) Establishing economic frameworks to prioritize marketing, sales and service decisions; 3) Tracking customer behavior patterns and adapting quickly; 4) Developing lead nurturing and customer management plans; 5) Gaining a single customer view across systems; 6) Aligning organizational structure around customers; and 7) Continuously measuring and improving the customer experience. Taking these steps can help companies better serve customers and increase loyalty, sales and profits.
Transforming from Call Center to Contact Center How-To GuideDemand Metric
Executive Summary
If loyal customers are the lifeblood of a successful marketing program, call centers are the heartbeat. It is within the call center that happy customers become loyal advocates or disenchanted. All too often, however, call centers are viewed by marketing professionals as an afterthought instead of a key to customer loyalty, customer satisfaction and as a lead generation.
Modern marketers must move from seeing Customer Care as a secondary supporting function to one of primary importance to marketing programs and lead generation, along with other digital marketing and sales activities.
This How-To Guide challenges marketers to view the call center as a potential source of revenue and lead generation as well as the hub of Customer Care. This report discusses the misperceptions around call centers and shows modern marketers how to transform their call center (cost center) into a Modern Contact Center (profit center) by recognizing its strategy in lead generation and customer experience.
This brief 11-page How-To Guide is designed to provide practical advice for building a Modern Contact Center and outlines the following:
Executive Summary
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Creating a Modern Contact Center
Contact Center Application Selection Criteria
Action Plan
Bottom Line
Demand Metric's How-To Guides are designed to provide practical, on-the-job training and education and provide context for using our premium tools & templates. If there is a topic that you would like to see covered, please contact us at info@demandmetric.com (link sends e-mail) to make a content request.
This document provides an overview of Confirmit and its Voice of the Customer solutions. It discusses:
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- Confirmit's multi-channel data collection, text/social analytics, reporting, action management, and system integrations that provide a complete VoC solution
- Examples of large companies who have improved customer retention, reduced costs and improved processes through Confirmit's VoC programs
IBM is cited as a leader in The Forrester Wave B2C Commerce Suites, Q3 2012IBM Software India
The document summarizes a Forrester Research report on B2C commerce suites. It finds that:
1) Commerce suite vendors now provide enhanced capabilities across marketing, commerce, and service that enable multitouchpoint solutions for customers.
2) The commerce suite market is growing as firms seek solutions for online, mobile, and social interactions across brands and geographies with complex order management needs.
3) Forrester's evaluation found that IBM, hybris, Oracle, and Demandware lead in the commerce suite market based on strengths like site management, content management, order management, and merchandising tools.
The document discusses transforming businesses to be more customer-centric. It notes that today's customers are redefining value and expect multi-channel engagement anytime, anywhere. Customer experience is the top priority and driver of growth. The challenges that organizations face are outlined, such as having customer data in silos and lacking a single customer view. The need for customer impact transformation to address new business imperatives like reducing costs and improving experiences is discussed. A process for business transformation is proposed that includes assessment, understanding challenges, solution design, justification, and agreement.
Sales, Marketing & Service Optimization: Strategies for Accelerating GrowthCognizant
The document discusses strategies for accelerating revenue growth through sales, marketing, and service optimization. It argues that while technology has enabled cost savings, companies must now focus on top-line growth. A holistic approach is needed that considers customer relevance, sales effectiveness, marketing effectiveness, and service effectiveness. Implementing the right digital systems can guide professionals towards behaviors and processes that generate disruptive revenue growth, but companies must first understand their strategic objectives and performance issues. The document provides examples of how optimizing these areas through the right technologies has helped companies increase revenue.
Stephen Aris is an expert in user experience design, service design, and research who has led large-scale business transformation projects for many major companies. Over the past few years, he has acted as the lynchpin between businesses, users, and technology teams, increasing revenue and efficiency while reducing costs and risks. Some of the key clients and projects he has worked on include redesigning the National Apprenticeship Service's digital platforms, developing customer journey maps and recommendations for Waitrose, and leading major redesigns of online experiences for Bupa, House of Fraser, and National Grid.
Stop Pushing Sales! Focus on the Art and Science of Revenue Conversion Carpedia Consulting
1) Carpedia Consulting was engaged by an international systems integration company to help improve their revenue growth. The company discouraged hard selling tactics and relied on delivering value to clients to generate more work, but revenues were flat for 3 years.
2) Carpedia analyzed the company's operations and found that solutions architects who interacted with clients did not see themselves as salespeople and did little to pursue additional opportunities. Implementing dedicated salespeople also failed.
3) The solution developed by Carpedia focused on implementing a process for revenue conversion based around client needs, not selling. This involved restructuring client-facing roles, developing opportunity management processes, and providing workshops on skills like strategic account management, negotiation, and presenting. The
An Australian telecommunications operator sought to transform its digital strategy and customer experience by developing a world-class chat program. Peppers & Rogers Group conducted an assessment [1] and identified five issues: the digital strategy was product-centric rather than customer-centric, no clear chat processes or guidelines, chat was not optimized across customer lifecycle, gaps between capabilities and goals, and lack of long-term roadmap. They recommended aligning initiatives with a customer-centric live chat strategy and program plan, prioritizing quick wins, and creating a roadmap to build the future digital strategy and engage customers effectively. This will help increase online adoption, conversions, uplift sales and service, while lowering costs.
This document discusses how a customer-conscious C-Suite can catalyze company growth. It profiles the perspectives of different C-Suite roles such as the VP of Customer Success, CMO, CIO, CTO, and CEO. Each role is described in terms of how prioritizing customers can impact key metrics like reducing churn, improving marketing and content strategies, leveraging data analytics, enhancing user experience, and setting the right cultural priorities. The overall message is that taking an alternative leadership approach focused on customers rather than just profits can lead to increased revenue, profitability, and competitive advantage.
This document discusses how a customer-conscious C-Suite can catalyze company growth. It profiles the perspectives of different C-Suite roles such as the VP of Customer Success, CMO, CIO, CTO, and CEO. Each role is described in terms of how prioritizing customers can impact key metrics like churn rate, content marketing performance, user experience, and overall profitability. The document advocates that customer-conscious leadership should be woven into a company's culture and encourages readers to download a report on building a customer-focused C-Suite.
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This document provides an overview of key components for a successful marketing automation strategy. It discusses defining the ideal customer profile, understanding the customer buying process, developing a content strategy, integrating marketing automation tools, planning email and digital campaigns, and establishing key performance metrics to track, measure and optimize marketing performance over time. The goal is to design a lead management system that nurtures prospects through the buying cycle to increase qualified leads, sales opportunities, and closed revenue.
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A customer-centric culture has never been more important to organizations than it is today, and the most successful customer service organizations have realized the criticality of the customer experience, as well as the need to make organizational changes to improve it.
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This eye-opening webinar helps you to discover how organizations can reduce their cost to provide service while increasing customer satisfaction by investing in technology and implementing internal change.
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Similar to ICMI-HP-Master-Multi-Site-Contact-Center (20)
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MASTER THE MULTI-SITE CONTACT CENTER:
A MANAGEMENT MODEL THAT WORKS
In today’s flatter, more global environment, price and product are no longer enough to keep the connected consumer
loyal to a brand. New value has been placed on customer–facing initiatives like service, engagement, and experience.
While the contact center has always been an important interface between companies and customers, it’s now
more valuable than ever, as enterprises are competing on, and differentiating themselves by the customer experience
they provide. An increasing number of multinational organizations are trying to ensure positive service experiences
and strengthen customer engagement by launching multi-site support centers – literally to get closer to their
customers.
The growth of support site locations has largely been organic, driven by the needs of a specific geography or
business unit. Companies have been investing as needed and often without a larger strategic integration plan,
focusing instead on meeting local demands. At a point, however, leaders realize that there are efficiencies to
be gained by standardizing operations and processes across multiple sites.
In addition to the more obvious customer-facing value of multiple support sites, there are also a number
of internal benefits:
• Global labor arbitrage has allowed the allocation of work across geographies
• Advances in technology have enabled cloud computing solutions, or “call centers in the cloud”,
which negate the need for expensive on-site infrastructure
• Distributed service models can optimize service to end-users by offering a platform that balances
native language communication with cultural, regulatory, and internal organizational requirements
As businesses work to coordinate and support multiple sites, they also encounter a number of significant challenges:
• Teams focus on localized delivery problems and often drift from a common process model
• Regional regulations drive site specialization, creating performance variation
•Various levels of expensive oversight are necessary to ensure work is performed as intended across sites
• Balancing client in-country field office prerogatives with central office efficiencies is difficult
• Orchestrating operational processes site-by-site becomes less effective with every new center addition
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Many brands are choosing to outsource the management of these contact centers, taking into consideration a
more effective process to hire quality staff, develop training curricula, conduct performance management, create
reports and build infrastructure, and navigate local labor laws, all while consistently providing high-performance
customer service. Leaders are finding that they can organize more quickly and efficiently by relying on partners who
specialize in this area.
In this whitepaper, we will show how one global automotive manufacturer successfully developed and deployed
their multi-site contact center strategy with HP as their outsourced partner, and describe the following eight key
recommendations for multi-site management success as developed by ICMI and HP:
1 CREATE AND INNOVATE THROUGH A STRATEGIC ROADMAP
2 FORMALIZE PROCESSES & CONDUCT BUSINESS MANAGEMENT REVIEWS
3 ESTABLISH SHARED SERVICES
4 BUILD A PROGRAM MANAGEMENT OFFICE
5 IMPLEMENT A PERFORMANCE MANAGEMENT SYSTEM
6 LINK BEST PRACTICES
7 OPTIMIZE REPORTING
8 CONTINUOUSLY IMPROVE & ENHANCE
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CASE STUDY
More than twenty years ago, a leading global automotive manufacturer began to grow their customer centers in
Europe. They gradually developed an array of local customer-service and dealer-support operations, each with its
own distinct processes and information systems to support them. As its business grew and more functions and
sites were added, there was a continuing requirement for integration of customer assistance, marketing assistance,
retailer assistance and technical assistance. Their success became overwhelming.
The manufacturer realized that a centralized approach to customer relationship management would not only
improve the quality of service the company offered; it would also reduce costs by introducing economies of scale.
They turned to HP for help developing a comprehensive customer-service platform for their entire European
operation, resulting in multi-site centers serving more than 25 countries and languages.
Together, HP and the automotive manufacturer worked to design a new model to optimize customer and dealer
support in Europe. The goal was to integrate people, processes, and technologies into a common delivery model
that delivered a consistent brand image across all markets. This was especially important as the program expanded
to support multiple languages and CRM programs. A major priority was ensuring that the new solution maintained
the manufacturer’s cultural synergy with consumers and retailers. It was imperative that customers never felt
that they were “outsourced”.
Within six months, the manufacturer and HP had built a virtual contact center model. They integrated all HP
and manufacturer sites into a single enterprise, unified by processes that accommodated regional differences and
languages. Under the Vendor Process Management Organization (VPMO), HP now manages all core functions across
the customer service provider platform, including training, quality, WFM and knowledge management for the 11
locations. The team also optimized support processes such as recruiting, training, transaction management,
invoicing and human resources through continuous process improvement methods to industry-best standards.
To complete the overall support structure, HP created the Dealer Assistance Center (DAC) and the Customer
Assistance Center (CAC). The former assists dealers with all aspects of their after-sales business and provides tech-
nical support and guidance on product-related issues. The latter ensures that the customer experience strength-
ens loyalty to the automotive brand
Vendor Process Management
Organization (VPMO)
Business Support division responsible for managing
the enterprises’ programs with ECCC.
Support Team
HR & Recruitment
Training & Development
Workforce Management
Transaction Monitoring
Process Improvement
Knowledge Management
IT, Infrastructure & Telephony
Command Center & Real Time Operations
Data Analysis & Reporting
Innovation
Project Management
Program Management Office
Dealer Assistance
Center (DAC)
Warranty Electronic
Parts
Catalog
(EPC)
Parts &
Accessories
Technical
Customer
Assistance
Center (CAC)
Executive Support
(EST)
Resolutions
Inquiries
Social
Media
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RESULTS:
The virtual call center solution extended the manufacturer’s service coverage to enhance local customer service
operations. The implementation of service excellence strategies not only achieved targeted cost savings, but also
positioned the manufacturer to support expansion into the growing automotive markets of Eastern Europe. They
are utilizing HP’s “plug and play” features of the virtual contact center solution to seamlessly integrate new sites
and nameplates into the enterprise. Operational processes and technology have been designed to allow the
manufacturer to quickly ramp up its operations without ramping up its technology investment.
Today, customers in over 25
European nations receive first-
level problem resolutionthrough
virtualnetworked contact centers.
Each year, more than 2.6 million
inbound and outbound calls are
processed by 450 agents across
eight channels.
Customer satisfaction scores have
gone up by almost 50%, while the
top box improvement rose by a
full 22 points!
While this specific case study
showcases the success of an
automotive manufacturer, the
value can be achieved by any
brand or vertical through a
partnership with a trusted
multi-site BPO, like HP.
As mentioned earlier, many
organizations choose a partner
in order to leverage multi-site
processes, experience, and
expediency. Regardless if a
company outsources or not, HP
and ICMI recommend the following
eight key practices to ensure
success in the multi-site contact
center environment.
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1 CREATE AND INNOVATE THROUGH A STRATEGIC ROADMAP
Defining goals and targets is essential at the start of any initiative. Framed within a strategic roadmap – objectives
aligned against enterprise priorities have a greater chance of success. Multiple site goals might include improving
overall customer service; driving down operational costs, capturing, analyzing, and responding to insightful data,
growing market share, and remaining competitive against known and unknown brands.
Implementation teams must be in alignment with the strategic roadmap. It is equally important for a BPO
partner to understand them as well. HP’s experience supporting multiple automotive clients enables it to identify
industry mega trends that can be utilized in development of the strategic roadmap.
One example of trend analysis could come from customer experience data. In our automotive case example, HP
analyzed customer data to determine the reasons customers, dealers, and suppliers most commonly contact the
call center. They looked at how these calls could be anticipated and more efficiently handled, or better yet avoided
in the first place. They also looked at multiple methods to improve service.
To maximize the value of the strategic roadmap, it must be actively used and changed when necessary. The
aforementioned auto manufacturer brought together their own established business units - training, quality,
knowledge management, workforce management, and reporting groups to share best practices with HP across all
brands, countries, and languages. This ‘lower level’ governance strategy enables leaders to manage opportunities
across the broader organization in a scalable way; they are not required to be present at every site yet each site is in
alignment with the strategic roadmap.
2 FORMALIZE PROCESSES & CONDUCT BUSINESS MANAGEMENT REVIEWS
Formalize Processes
When working with a BPO, ICMI and HP’s BPO Solution Integrator, Tim Szymanski recommends manufacturers take
the following steps to formalize processes and ensure expectations are well understood:
• Have clearly defined requirements
• Write an RFP document based on those requirements
• Develop an evaluation criteria document
• Release a vendor qualifications questionnaire
• Create a site assessment template to ensure everyone is in agreement around success measurements
As these steps conclude, work can begin on a Statement of Work and Terms and Conditions. A formal “yes or no”
Terms and Conditions review is recommended to ensure alignment with the selected vendor. Follow this activity
with a contract and a post-implementation audit guide. The post-implementation audit is critical as a means to
communicate whether the work is being performed as intended and results are truly being achieved.
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Conduct Business Management Reviews
A business review (quarterly is often best) is a key opportunity for a business and its BPO to review and discuss
performance, concerns and future direction. Each review should accomplish the following three goals:
1. Collaborate – as opposed to making direct demands, and come to a shared agreement through discussion
and partnership on all challenges and improvements
2. Communicate honestly and fully – present both achievements and concerns in an open, respectful manner
3. Leave with action - agree on a future communication plan, dates and responsibilities, resolution touch points,
and tangible and achievable goals
ICMI and HP have not found it necessary for a business review to be conducted at each site, but a review of each
site should be completed and at some point, there should be plans to travel to each location. At the very least,
it is recommended that representatives from each location be available for the review through virtual means.
3 ESTABLISH SHARED SERVICES
A shared services organization helps ensure that work is performed consistently across sites and leadership
teams. Most contact center shared services include workforce management (WFM), quality and transaction
monitoring, training, recruiting, and human resources. A BPO organization provides this extensive network of
personal, process and infrastructure
to a client, thus alleviating the brand’s
need for this investment.
The WFM group is responsible for
forecasting demand, staffing, and
scheduling of resources. In the case
of the automotive client, HP forecasts
demand through more than 30 volume
streams up to 12 months in advance
at the monthly and daily levels. This
allows for flexibility and workload
balancing across all tiers and teams.
They align resources to achieve KPIs,
allocate the right resource to the right
contact type, schedule training to
meet various SLAs, and optimize staff
use in accordance with country labor
laws. WFM also reduces staff attrition,
retaining staff knowledge for a better
customer experience while avoiding
turnover costs.
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The Quality and Transaction Monitoring team develops effective transaction monitoring tools, gathers and
analyzes data to identify process and product level improvements, and ensures quality standards are consistently
met. This team works across all channels, which simplifies training modules, team meetings, processes and qual-
ity feedback sessions. Monthly ‘Calibration Sessions’ with key clients and sites, are held to maintain consistency
and encourage compliance. To accommodate multiple sites, they use virtual rooms, share points, and conference
calls. All employees also have access to a single knowledge database that contains all processes and updates.
The Training team works to provide a repeatable training experience across all site employees in a measureable
way. In the automotive shared service training group, training is delivered through the three methods below:
INSTRUCTOR
• Primary delivery method
• Maximum group induction
• Used for unduction, soft skills and
complex training modules
• Learning methodology aligned with
latest training techniques
VIRTUAL
• Secondary delivery method
• Encourages group interaction
and participation
• For remote workers
• Low cost
COMPUTER
• For informational and mandatory training
• Minimizes need for facilities and instructors
• Flexible WFM schedules
• Low cost
A shared service training team ensures a streamlined approach to the challenges inherent in multi-site people
management: language barriers; cultural differences; and process, product and, procedural differences within
each country such as warranty guidelines, products, and marketing offers.
High-quality trainees are selected through well-defined recruiting and selection practices. Recruiting staff establish
the minimum skills for all key customer-related jobs, profile candidate requirements, prepare an applicant to start
working, and provide guidelines for skills development, supervisor attention, and management of employees.
Finally, the Human Resources group works to manage new, existing, and departing employees to identify any
organizational challenges impacted by staffing. They provide support to employees at all levels and have
developed a retention program to manage attrition.
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4 BUILD A PROGRAM MANAGEMENT OFFICE (PMO)
HP has created a PMO to establish effective invoicing practices and maintain centralized operating practices.
The PMO has main oversight for:
• Contract compliance • Compliance and audits
• Data security • Records management
• Voice of the Workforce • Continuous improvement
• HR management • Data privacy regulations
In our case study, much of this work is complex as it involves multiple currencies and country nuances, so
centralizing these efforts makes sense. For example, predicting Applied System Hours and then converting them
into a financial forecast based on local currencies and rates can prove much more difficult.The PMO assets are utilized
by all segments of the shared services organization to best leverage cross-site labor and financial benefits.
5 IMPLEMENT A PERFORMANCE MANAGEMENT SYSTEM
Those with experience implementing performance management systems say it is imperative that a ‘standard’
performance structure be established. Teams must have a “true north” to align with – a goal that goes beyond
service level agreements that enables organizations to embrace site diversity while delivering consistent results.
Whereas single sites can be influenced by local cultures and needs, multi-site operations require common
languages and frameworks that establish key approaches, processes, and common metrics.
HP and ICMI recommend managing individual site performance and compliance through annual management
reviews. Conducted by independent auditors, these reviews should identify inconsistencies within and between
sites. Szymanski noted that, “each site wants to excel, adding dynamics that are healthy. Local initiative also
introduces an urge to expand and flex. The trick is to allow a site to mature, but to also reinforce and nurture
a common trajectory for all sites across a program.”
In an effort to minimize variability, HP follows the Customer Operations Performance Center (COPC) family of
standards. Through adherence to COPC, HP limits ‘fire-fighting’ moments, paving the way for smoother
communications between local and enterprise level leadership for their multi-site customer center clients. This
operational framework lends itself to repeatable, successful processes that include helping leadership
communicate about issues and more easily allocate staff and manage volume between sites, while establishing
standards at the individual site and enterprise levels.
For the automotive company featured previously, a consistent performance management system was critical in
the improvements to CSAT metrics. Training, recruitment, knowledge management, and transaction monitoring
are all highly tuned to drivers of client satisfaction. In some cases, acting as a neutral partner organization, HP has
been able to diplomatically mitigate some of the growing pains their clients experience when expanding to new
regions or countries in small regional offices and provide seamless customer service.
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6 LINK BEST PRACTICES
Alignment with the manufacturer’s strategic direction enables consistent results. Through a centralized approach
to multi-site management, good practices can be shared; this promotes consistency across all locations. With
consistency comes confidence in processes, the ability to quickly observe variances from the norm and correct as
appropriate. The vendor must ensure data validity and level of service provided. ICMI and HP have found the
following three key practices to be of greatest importance to effectively managing multiple sites:
Communication
Executive leaders require clear and meaningful communication - despite site diversity in roles, nationalities,
languages and cultures. A variety of methods can used to make communication effective - from bulletins and
newsletters to formal meetings, workshops, and town halls. Structured and unstructured forums are useful for
the sites to talk and share ideas, issues, resolutions etc. A few checkpoints are usually necessary to ensure policy
is adhered to as part of the solutions.
Measurement and analysis
By having measures in place and performing data analysis, outlier data can be identified and investigated.
This can result in corrective action or possibly trigger changes in the non-outlying teams. The ability and skills
to perform this sometimes sophisticated analysis is growing more essential to delivering excellent service in
an ever-changing landscape.
Advanced reporting capabilities that centralize data from multiple sources help measurement and analysis. It’s
important to collect structured and unstructured data from both the manufacturer and vendor environments
into a single “source of truth.” Consolidating data from social media, the case management system and other
sources greatly aids analysis and interpretation.
People care
High quality training programs, comprehensive personal development opportunities and effective human
resource practices are all essential to retain and attract the best talent. The people who answer end-user queries
are crucial to success. Providing a professional, caring, developmental environment in which people feel valued
and able to progress is key in ensuring a happy workforce. In our case study, HP and the automotive manufacturer
created several recognition initiatives – from site breakfasts, account competitions (Harlem Shake), awards, and
more to maintain workforce morale and improve productivity levels.
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7 OPTIMIZE REPORTING
Leading organizations review daily reports on the performance of each site. Key indicators include call volumes,
abandon rates, numbers of active cases, and the level of correspondence arriving in the system. QA data also
provides insight into how teams, countries, and business functions are performing and affecting CSAT measurements.
Senior leaders are able to utilize this information to stay aware of performance without having to travel to each
location. Issues and concerns are identified, resolution plans created, and escalation paths designed where
necessary. Good reporting makes it possible to link overall CSAT scores back to the team of agents who served
each case. It will also extend across channels.
Finally, organizations must move beyond reactionary decision making. Reporting that analyzes performance over
time is critical. Look for true trends that require corrective action for sustained improvement.
8 CONTINUOUSLY IMPROVE & ENHANCE
Commitment to excellence and improvement is what ultimately separates a leader from the pack. Companies
use various different mechanisms to ensure they can improve and innovate in the right directions. HP and ICMI
recommend fully leveraging knowledge management databases, CRM systems, and Six Sigma analysis to identify
opportunities for growth. Most improvement possibilities will surface in the areas of quality, performance
management, skills development, knowledge management, and case management.
HP and ICMI have noted that it’s a good idea to frequently revisit people, process, and technology decisions.
For the auto manufacturer, HP states that they are continuously monitoring and analyzing trends. They hold
performance reviews twice a year, and monthly quality evaluations and calibrations. In addition, there are weekly
staff meetings to discuss how they can operationalize improvements or address concerns, and resource meetings
every other week to review volume forecasts and discuss necessary staff changes.
12. WHITEPAPER
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MASTER THE MULTI-SITE CONTACT CENTER:
A MANAGEMENT MODEL THAT WORKS
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IN CONCLUSION
“Managing across sites is complex and continually evolving,” says Magda Llagostera, the European Project Manager
for HP Enterprise Services. “The totality of processes which connect the different customer service elements must be
fluid, agile, integrated, transparent and connected.” As organizations recognize that true differentiation lies through
positive customer service and support experiences, ICMI expects that more companies will be standardizing their
multi-site approach. While organic site growth has helped serve local needs, customers and businesses find many
benefits in the creation of consistent, best-in-class processes. The eight recommendations above should assist
in the multi-site integration strategy, and certainly help if one selects a BPO as a partner in the endeavor.
“Ultimately, there is only one thing that really matters with multi-site management,” continues Llagostera.
“One must deliver an effortless customer experience across all sites.”
About ICMI
The International Customer Management Institute (ICMI), is the leading global provider
of comprehensive resources for customer management professionals—from frontline
agents to executives—who wish to improve contact center operations, empower contact
center employees and enhance customer loyalty. ICMI’s experienced and dedicated team
of industry insiders, analysts and consultants are committed to providing uncompromised
objectivity and results-oriented vision through the organization’s respected lineup of
professional services including training and certification, consulting, events and informational
resources. Founded in 1985, ICMI continues to serve as one of the most established and
respected organizations in the call center industry.
About HP
HP is a world leader in business process outsourcing (BPO), with 45,000 professionals
serving more than 300 enterprise and government clients and nearly 700 small/medium
businesses in 26 countries. We provide strategy, solutions, services, and products
designed to solve complex business issues and achieve better business results. Our
comprehensive portfolio includes a variety of industry-tailored business services,
including finance & accounting, business analytics, customer engagement management
and HR / Payroll services. Supplemented by applications and IT experience and in-depth,
industry-specific knowledge our BPO services provide business-focused solutions
tailored to client’s strategic goals.
HP helps organizations increase operational agility through process standardization,
visibility and timely access into the ever-increasing store of enterprise data.