1) The document discusses how companies can integrate customers into the product development process through co-creation to adapt to changing customer expectations.
2) It recommends a three-step approach: 1) Enable customers to co-create, 2) Check the feasibility of customer ideas, and 3) Check the profitability of customer ideas.
3) Integrating customers through co-creation can lead to higher profits by increasing revenue through more desirable products, decreasing costs by aligning internal processes, and improving the company's brand image.
Integrated Customer Innovation document discusses how companies can involve customers in product design and development through co-creation. It outlines three key shifts: from institutional to customer control, from inside-out to outside-in product design, and the need for companies to adapt. Capgemini recommends a three step approach for companies to integrate customers: 1) Enable customers to co-create, 2) Check the feasibility of customer ideas, and 3) Check the profitability of customer ideas. The benefits of co-creation include tapping into customer creativity and problem solving, while challenges include finding engaged customers and preventing legal risks.
The document discusses key concepts for companies to understand when planning for growth. It emphasizes the importance of:
1) Developing a clear market plan and agreeing on how to measure growth.
2) Establishing benchmarks that are critical to the success of the growth strategy and long-term survival of the company.
3) Linking any growth strategy to the company's core business and value proposition to customers.
The document provides advice on understanding capacity and utilization, developing a business model for growth, monitoring the business environment, and emphasizing measurement and adjustment of the growth plan based on results. The overall message is that effective growth requires insight, clear goals and metrics, and responsiveness to changes.
The document provides an overview of a business model dashboard and planning process for farm project development. It outlines a Rapid Farm Assessment process that uses a 1-page report to determine project viability. The dashboard helps structure business model planning across categories like partnerships, activities, resources, value propositions, customers and pricing. Farmers are guided to map out their end-to-end processes, key partnerships, value chain activities and resources, product-customer fits, and cost structures. The goal is to analyze competitors, determine a viable price model, and scale the business from prototypes to volume production.
1) QMS Partners is an international market research and strategy consulting firm that provides services to help clients develop business growth strategies.
2) The firm conducted research for an industrial manufacturing client to understand where value is created across the client's value chain and to define an appropriate customer value model.
3) As a result of QMS's work, the client identified opportunities to improve how different functions contribute value at various points in the value chain, from product development to marketing to distribution. This allowed the client to make better decisions about processes and technology to support a new customer relationship management strategy.
The document summarizes several Power BI dashboards and reports created to solve business problems:
1) A PowerPivot dashboard combining data from multiple sources to decrease monthly reporting costs for marketing campaign analysis.
2) A PowerPivot tool applying selection criteria to multiple data sources, delivering partner segmentation for 5% of prior costs.
3) A SQL and Reporting Services solution automating monthly reporting from 3 weeks to 3 days with better data.
Innovation Driven Procurement (IDP) enables purchasing organisations to actively contribute to the strength of a company's innovation, an important strategic objective of many companies
Integrated Customer Innovation document discusses how companies can involve customers in product design and development through co-creation. It outlines three key shifts: from institutional to customer control, from inside-out to outside-in product design, and the need for companies to adapt. Capgemini recommends a three step approach for companies to integrate customers: 1) Enable customers to co-create, 2) Check the feasibility of customer ideas, and 3) Check the profitability of customer ideas. The benefits of co-creation include tapping into customer creativity and problem solving, while challenges include finding engaged customers and preventing legal risks.
The document discusses key concepts for companies to understand when planning for growth. It emphasizes the importance of:
1) Developing a clear market plan and agreeing on how to measure growth.
2) Establishing benchmarks that are critical to the success of the growth strategy and long-term survival of the company.
3) Linking any growth strategy to the company's core business and value proposition to customers.
The document provides advice on understanding capacity and utilization, developing a business model for growth, monitoring the business environment, and emphasizing measurement and adjustment of the growth plan based on results. The overall message is that effective growth requires insight, clear goals and metrics, and responsiveness to changes.
The document provides an overview of a business model dashboard and planning process for farm project development. It outlines a Rapid Farm Assessment process that uses a 1-page report to determine project viability. The dashboard helps structure business model planning across categories like partnerships, activities, resources, value propositions, customers and pricing. Farmers are guided to map out their end-to-end processes, key partnerships, value chain activities and resources, product-customer fits, and cost structures. The goal is to analyze competitors, determine a viable price model, and scale the business from prototypes to volume production.
1) QMS Partners is an international market research and strategy consulting firm that provides services to help clients develop business growth strategies.
2) The firm conducted research for an industrial manufacturing client to understand where value is created across the client's value chain and to define an appropriate customer value model.
3) As a result of QMS's work, the client identified opportunities to improve how different functions contribute value at various points in the value chain, from product development to marketing to distribution. This allowed the client to make better decisions about processes and technology to support a new customer relationship management strategy.
The document summarizes several Power BI dashboards and reports created to solve business problems:
1) A PowerPivot dashboard combining data from multiple sources to decrease monthly reporting costs for marketing campaign analysis.
2) A PowerPivot tool applying selection criteria to multiple data sources, delivering partner segmentation for 5% of prior costs.
3) A SQL and Reporting Services solution automating monthly reporting from 3 weeks to 3 days with better data.
Innovation Driven Procurement (IDP) enables purchasing organisations to actively contribute to the strength of a company's innovation, an important strategic objective of many companies
Capgemini Consulting provides strategic business innovation services focused on developing new business models that significantly increase revenue and decrease costs through innovations in a company's value proposition, customer relationships, distribution channels, partner networks, and cost and revenue structures. Their business model innovation framework helps companies analyze and refine the key elements of their business model to develop an implementation roadmap. Capgemini also assists with operating model, commercial, and value chain innovations to lower costs and increase revenue streams.
At the ACT-IAC 2011 Executive Leadership Conference, ITIF president Rob Atkinson presented on the importance of innovation in IT and government leadership in IT practices. This presentation highlights the innovator’s challenge of exploiting and exploring industry facets simultaneously.
Cambridge Consultants Innovation Day 2012: Touch point enhancement maximising...Cambridge Consultants
Customers increasingly look at value/attributes when purchasing products. Attributes can be features and specification or service models enhancing the value of the individual products. This talk examines methods to determine the impact of key offerings which enhance uptake of products in favour of competing products and technologies, while also examining the different types of customers that exist, and how their needs vary in response to different levels of benefits associated with how such products are offered.
The article discusses mass customization and argues that it is a strategic mechanism that can benefit most businesses if implemented appropriately. The key is to view mass customization not as achieving a state where customer needs are perfectly known and satisfied, but rather as developing three organizational capabilities over time: 1) identifying how customer needs diverge on product attributes, 2) reusing or recombining existing resources, and 3) helping customers identify or build their own solutions. Examples of companies that have successfully implemented aspects of mass customization are provided. The article contends that developing these capabilities allows companies to better align with customer needs and create value from heterogeneous demand.
Making Sense of Manufacturing Data - Industry 2.0 June 09Dhiren Gala
With increasing competition and ever demanding customers, manufacturing continues to face new challenges every day. By applying business intelligence techniques, manufacturing organizations can enhance operational management and realize new savings.
- Sanjay Mehta, CEO, MAIA Intelligence
The document outlines the key steps in an IBM sales process, including establishing a buying vision with the customer, qualifying the customer's needs, developing a solution, and closing the sale. It shows the steps to identify opportunities, validate customer interest, qualify leads, propose a solution, and generate pipeline and sales. The overall process moves from initial customer engagement through developing and customizing solutions to finalizing a signed contract.
HCLT Whitepaper: Responsive Efficient Customer- focused Creating Value Across...HCL Technologies
This document discusses supply chain optimization and HCL's offerings related to supply chain management. It identifies key industry trends like customer-driven responsive supply chains, shelf-connected supply chains, collaboration on forecasting and replenishment, and shelf analytics. It also summarizes HCL's services around implementation, upgrades, health checks, and application support for supply chain solutions like those from JDA Software.
Dr, Marcell Vollmer, CPO at SAP - Future trends in procurement: Procurement s...Global Business Events
The document discusses the evolution of procurement from an operational to a strategic function at SAP and the role of procurement shared services. It outlines SAP's procurement organization, including its objectives to achieve standardization, cost efficiency, compliance, and scalability through a global procurement organization. The document also examines the benefits and challenges of implementing procurement shared services, such as increased standardization and efficiency through consolidation, versus difficulties changing cultures and addressing local requirements. Finally, it presents three models for procurement shared services: local, regional, and global.
The document discusses using content strategically throughout the customer buying process. It notes that simply adding more content does not guarantee sales success. The buying process involves different stages from general education to business case development to implementation scenarios. Content needs to be tailored to each stage, with different types of information being most valuable. For example, during the business case development stage, information on specific products and vendors is most useful, while during final selection, technical/market overviews become more important. The presentation emphasizes understanding customer needs at each stage of the buying process and using content appropriately to engage and inform prospects.
BPF Integrated Value Creation Report Out V Postedmikesatkinson
The Best Practice Forum brought together executives from leading companies like Cisco, John Deere, and Whirlpool to discuss challenges in supply chain management. Four common themes emerged: strategic interdependence and collaboration, integrated scope and leadership, knowledge creation and innovation, and customer-focused change management. The key to success discussed was embracing mutual dependence rather than focusing solely on bargaining power. Supplier loyalty and excellence in supply chain management were identified as major differentiators and opportunities for competitive advantage going forward.
Selling steps to sell process funnel opportunities establish value close sale...SlideTeam.net
The document outlines the key steps in an IBM sales process:
1. Establish the customer's buying vision and qualify their interest.
2. Articulate IBM's capabilities to access the customer's power and needs.
3. Develop a preliminary solution with the customer.
4. Close the sale by getting a signed contract and verifiable outcomes.
Selling steps to sell strategy funnel opportunities establish value close sal...SlideTeam.net
The document outlines the key steps in an IBM sales process:
1. Establish the customer's buying vision to understand their needs and priorities.
2. Qualify the customer and articulate IBM's capabilities to demonstrate how IBM can help meet their needs.
3. Develop a preliminary solution with the customer to address their problems.
4. Progress through further steps of accessing decision makers, proposing a full solution, and closing the sale to achieve a signed contract.
4 overlooked key competencies in customer experience management for sustainable business results (white paper). See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
Validation of Business Proposition: confirmation we are building the right business. The document discusses the 7 stages of establishing, growing, and maintaining a competitive advantage:
1. Establishing potential advantage by validating the business proposition and market opportunity.
2. Creating advantage by verifying the business model and securing early customers.
3. Proving advantage with paying customers, references, and market entry.
4. Protecting the advantage by securing growth, market share, and customer loyalty.
5. Leveraging assets and relationships to scale the business and extend its reach.
6. Continuous innovation to create and acquire new advantages through opportunity management and technology changes.
The 7 stages provide a framework for developing,
The document summarizes how the industrialization of medicine is transforming healthcare from a cottage industry model to a mass production model similar to other industries. Key trends driving this change are the aging population and advancements in medical technology. This transformation provides both challenges and opportunities for providers, vendors, and investors. Areas seeing significant investment that represent opportunities include diagnostics, metrics, information technology, human resources management, business model design, and new care delivery models.
ICC Solutions provides service management software and expertise. They aim to help organizations progress from "good" to "better" to "extraordinary" service management. ICCM offers out-of-the-box processes to establish a good foundation, and allows customization to help clients continually improve ("great") and transform their organizations through enterprise-wide process deployment ("extraordinary"). ICCM works with clients across industries to help them achieve their service management goals.
This document discusses customer value creation topics covered in an EPGP class. It summarizes key topics like approaches to customers, customer value elements, buyer behavior, segmentation, and pricing. It also provides an overview of Blue Star Infotech, describing its origin and growth, business models including delivery models of offshore development and extended offices, and business models of fixed price, time and material, and co-sourcing. Partnership models are also mentioned for acquiring overseas business.
Customer experience management is critical for telecommunications companies to reduce churn, improve service quality, and drive competitive differentiation. It requires a comprehensive approach that views the business through the customer's eyes at each touchpoint. For Orange, customer experience management is a top priority and involves products designed with customer feedback, measuring loyalty scores, and ensuring experiences are consistent across markets.
SmartConnect Technologies is an information management company founded in 2010 with offices in India, Dubai, and South Africa. It focuses on unified information management across channels and industries. The company offers full-fledged managed services and specializes in delivering extended services. It has strong financial backing and experienced management. SmartConnect aims to have a strategic partnership with clients by maximizing impact on their business models through a variety of technology services.
Pulse 2013 - Mobile strategy and user centered design, an IBM interactive primerChris Pepin
The document provides an overview of IBM's mobile strategy and user-centered design approach. It discusses (1) how mobile adoption is changing consumer and business behavior, (2) IBM's Interactive Solutions portfolio and expertise in mobile strategy, design, and technology, (3) IBM's MobileFirst offering and focus on delivering comprehensive mobile solutions, and (4) a sample mobile engagement process that assesses business needs, defines a future mobile experience, evaluates technology requirements, and develops a roadmap. The document emphasizes IBM's capabilities across mobile strategy, user experience design, and technology to help organizations transform their business in a mobile-first world.
iVid offers video production services to help internet marketers promote their products online, capitalizing on the growth of online video advertising. They provide a variety of options for creating marketing videos using their facilities and professional video production services. iVid plans to expand rapidly over the next three years by offering innovative and creative solutions, affordable rates, multimedia production expertise, and quick turnaround times to generate new business on the internet and exploit technological advancements.
Capgemini Consulting provides strategic business innovation services focused on developing new business models that significantly increase revenue and decrease costs through innovations in a company's value proposition, customer relationships, distribution channels, partner networks, and cost and revenue structures. Their business model innovation framework helps companies analyze and refine the key elements of their business model to develop an implementation roadmap. Capgemini also assists with operating model, commercial, and value chain innovations to lower costs and increase revenue streams.
At the ACT-IAC 2011 Executive Leadership Conference, ITIF president Rob Atkinson presented on the importance of innovation in IT and government leadership in IT practices. This presentation highlights the innovator’s challenge of exploiting and exploring industry facets simultaneously.
Cambridge Consultants Innovation Day 2012: Touch point enhancement maximising...Cambridge Consultants
Customers increasingly look at value/attributes when purchasing products. Attributes can be features and specification or service models enhancing the value of the individual products. This talk examines methods to determine the impact of key offerings which enhance uptake of products in favour of competing products and technologies, while also examining the different types of customers that exist, and how their needs vary in response to different levels of benefits associated with how such products are offered.
The article discusses mass customization and argues that it is a strategic mechanism that can benefit most businesses if implemented appropriately. The key is to view mass customization not as achieving a state where customer needs are perfectly known and satisfied, but rather as developing three organizational capabilities over time: 1) identifying how customer needs diverge on product attributes, 2) reusing or recombining existing resources, and 3) helping customers identify or build their own solutions. Examples of companies that have successfully implemented aspects of mass customization are provided. The article contends that developing these capabilities allows companies to better align with customer needs and create value from heterogeneous demand.
Making Sense of Manufacturing Data - Industry 2.0 June 09Dhiren Gala
With increasing competition and ever demanding customers, manufacturing continues to face new challenges every day. By applying business intelligence techniques, manufacturing organizations can enhance operational management and realize new savings.
- Sanjay Mehta, CEO, MAIA Intelligence
The document outlines the key steps in an IBM sales process, including establishing a buying vision with the customer, qualifying the customer's needs, developing a solution, and closing the sale. It shows the steps to identify opportunities, validate customer interest, qualify leads, propose a solution, and generate pipeline and sales. The overall process moves from initial customer engagement through developing and customizing solutions to finalizing a signed contract.
HCLT Whitepaper: Responsive Efficient Customer- focused Creating Value Across...HCL Technologies
This document discusses supply chain optimization and HCL's offerings related to supply chain management. It identifies key industry trends like customer-driven responsive supply chains, shelf-connected supply chains, collaboration on forecasting and replenishment, and shelf analytics. It also summarizes HCL's services around implementation, upgrades, health checks, and application support for supply chain solutions like those from JDA Software.
Dr, Marcell Vollmer, CPO at SAP - Future trends in procurement: Procurement s...Global Business Events
The document discusses the evolution of procurement from an operational to a strategic function at SAP and the role of procurement shared services. It outlines SAP's procurement organization, including its objectives to achieve standardization, cost efficiency, compliance, and scalability through a global procurement organization. The document also examines the benefits and challenges of implementing procurement shared services, such as increased standardization and efficiency through consolidation, versus difficulties changing cultures and addressing local requirements. Finally, it presents three models for procurement shared services: local, regional, and global.
The document discusses using content strategically throughout the customer buying process. It notes that simply adding more content does not guarantee sales success. The buying process involves different stages from general education to business case development to implementation scenarios. Content needs to be tailored to each stage, with different types of information being most valuable. For example, during the business case development stage, information on specific products and vendors is most useful, while during final selection, technical/market overviews become more important. The presentation emphasizes understanding customer needs at each stage of the buying process and using content appropriately to engage and inform prospects.
BPF Integrated Value Creation Report Out V Postedmikesatkinson
The Best Practice Forum brought together executives from leading companies like Cisco, John Deere, and Whirlpool to discuss challenges in supply chain management. Four common themes emerged: strategic interdependence and collaboration, integrated scope and leadership, knowledge creation and innovation, and customer-focused change management. The key to success discussed was embracing mutual dependence rather than focusing solely on bargaining power. Supplier loyalty and excellence in supply chain management were identified as major differentiators and opportunities for competitive advantage going forward.
Selling steps to sell process funnel opportunities establish value close sale...SlideTeam.net
The document outlines the key steps in an IBM sales process:
1. Establish the customer's buying vision and qualify their interest.
2. Articulate IBM's capabilities to access the customer's power and needs.
3. Develop a preliminary solution with the customer.
4. Close the sale by getting a signed contract and verifiable outcomes.
Selling steps to sell strategy funnel opportunities establish value close sal...SlideTeam.net
The document outlines the key steps in an IBM sales process:
1. Establish the customer's buying vision to understand their needs and priorities.
2. Qualify the customer and articulate IBM's capabilities to demonstrate how IBM can help meet their needs.
3. Develop a preliminary solution with the customer to address their problems.
4. Progress through further steps of accessing decision makers, proposing a full solution, and closing the sale to achieve a signed contract.
4 overlooked key competencies in customer experience management for sustainable business results (white paper). See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
Validation of Business Proposition: confirmation we are building the right business. The document discusses the 7 stages of establishing, growing, and maintaining a competitive advantage:
1. Establishing potential advantage by validating the business proposition and market opportunity.
2. Creating advantage by verifying the business model and securing early customers.
3. Proving advantage with paying customers, references, and market entry.
4. Protecting the advantage by securing growth, market share, and customer loyalty.
5. Leveraging assets and relationships to scale the business and extend its reach.
6. Continuous innovation to create and acquire new advantages through opportunity management and technology changes.
The 7 stages provide a framework for developing,
The document summarizes how the industrialization of medicine is transforming healthcare from a cottage industry model to a mass production model similar to other industries. Key trends driving this change are the aging population and advancements in medical technology. This transformation provides both challenges and opportunities for providers, vendors, and investors. Areas seeing significant investment that represent opportunities include diagnostics, metrics, information technology, human resources management, business model design, and new care delivery models.
ICC Solutions provides service management software and expertise. They aim to help organizations progress from "good" to "better" to "extraordinary" service management. ICCM offers out-of-the-box processes to establish a good foundation, and allows customization to help clients continually improve ("great") and transform their organizations through enterprise-wide process deployment ("extraordinary"). ICCM works with clients across industries to help them achieve their service management goals.
This document discusses customer value creation topics covered in an EPGP class. It summarizes key topics like approaches to customers, customer value elements, buyer behavior, segmentation, and pricing. It also provides an overview of Blue Star Infotech, describing its origin and growth, business models including delivery models of offshore development and extended offices, and business models of fixed price, time and material, and co-sourcing. Partnership models are also mentioned for acquiring overseas business.
Customer experience management is critical for telecommunications companies to reduce churn, improve service quality, and drive competitive differentiation. It requires a comprehensive approach that views the business through the customer's eyes at each touchpoint. For Orange, customer experience management is a top priority and involves products designed with customer feedback, measuring loyalty scores, and ensuring experiences are consistent across markets.
SmartConnect Technologies is an information management company founded in 2010 with offices in India, Dubai, and South Africa. It focuses on unified information management across channels and industries. The company offers full-fledged managed services and specializes in delivering extended services. It has strong financial backing and experienced management. SmartConnect aims to have a strategic partnership with clients by maximizing impact on their business models through a variety of technology services.
Pulse 2013 - Mobile strategy and user centered design, an IBM interactive primerChris Pepin
The document provides an overview of IBM's mobile strategy and user-centered design approach. It discusses (1) how mobile adoption is changing consumer and business behavior, (2) IBM's Interactive Solutions portfolio and expertise in mobile strategy, design, and technology, (3) IBM's MobileFirst offering and focus on delivering comprehensive mobile solutions, and (4) a sample mobile engagement process that assesses business needs, defines a future mobile experience, evaluates technology requirements, and develops a roadmap. The document emphasizes IBM's capabilities across mobile strategy, user experience design, and technology to help organizations transform their business in a mobile-first world.
iVid offers video production services to help internet marketers promote their products online, capitalizing on the growth of online video advertising. They provide a variety of options for creating marketing videos using their facilities and professional video production services. iVid plans to expand rapidly over the next three years by offering innovative and creative solutions, affordable rates, multimedia production expertise, and quick turnaround times to generate new business on the internet and exploit technological advancements.
This document discusses how social networking and mobile commerce have changed customer expectations and business dynamics. It notes that customers now have unlimited access to information and can instantly share it. This is changing how products are sourced, manufactured and distributed, making business more complex. The document introduces IBM's approach called "Smarter Commerce", which places the customer at the center of business operations. Smarter Commerce uses insights from social and mobile commerce to enhance customer value across the commerce cycle.
Ibm smarter commerce announcement industry analyst march 10Mauricio Godoy
The document summarizes IBM's recent focus on and investments in Smarter Commerce. Key points include:
1) IBM has made $2.5 billion in commerce-related acquisitions and software investments since 2010 to position itself as the only solutions provider integrating all elements of the commerce lifecycle.
2) IBM is expanding its Global Business Services with new Smarter Commerce consulting services and software to help companies better manage their value chain and put the customer at the center.
3) Smarter Commerce is IBM's approach to help companies increase value for customers, partners, and shareholders by optimizing buy, market, sell, and service processes in today's digital world.
Ibm smarter commerce announcement industry analyst march 10Mauricio Godoy
The document summarizes IBM's recent investments and acquisitions positioning them as a provider of smarter commerce solutions that integrate buying, marketing, selling, and service capabilities. Key points include IBM expanding its global business services with new smarter commerce consulting and software offerings, $2.5 billion in commerce-related acquisitions and investments since 2010, and a focus on helping companies better manage their value chain and put the customer at the center.
The document outlines 5 steps to develop an effective strategy:
1. State your intent and purpose for the strategy.
2. Revise the strategy to fit your company's situation.
3. Set measures to track progress towards the goals.
4. Define tasks implied by the intent.
5. Define boundaries and constraints for the strategy.
Portrait Software is a customer experience management company that provides software to help companies become more customer-centric. The document discusses how customer centricity is important for business success and increased revenue. It then summarizes Portrait's software suite which includes analytics, outbound marketing, and inbound recommendation tools to optimize customer interactions across channels. The software aims to provide a single customer view, personalized recommendations, and consistent service to improve customer retention and cross-selling.
This document discusses how organizations can leverage collective intelligence, which is defined as the aggregated knowledge, insights, and expertise of individuals both inside and outside the organization. It provides three key findings on successful collective intelligence efforts: 1) addressing sources of resistance such as operational challenges and perceived loss of control, 2) integrating collective intelligence into the work environment both technologically and culturally, and 3) acting on insights discovered and communicating value to stakeholders. The document also discusses four approaches organizations can use to apply collective intelligence: discovering new ideas, augmenting skills and distributing work, improving forecasting, and identifying new opportunities. It provides examples of how companies such as The Economist, Coach, Citi, El Paso Exploration & Production, and IBM
Read this report for collective intelligence applications, such as: identifying new opportunities to differentiate your organization or serve new markets; tapping into outside skills and experiences to deliver on business imperatives; and predicting outcomes of today's increasingly complex business challenges.
We live in an increasingly social world, where advancements in
technology are changing how we buy, how we work and how
we connect with others. Expanding and overlapping social
networks are enabling individuals to express opinions, share
expertise with a greater audience and shape decision-making
processes on a global scale. Can an organization that chooses
to ignore the insights of employees, customers and business
partners expect to thrive?
Employee engagement in customer experience management, customer relationship skills, innovating differentiated customer experience See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
This document discusses 4 overlooked key competencies for developing an effective customer experience strategy for sustainable results:
1) Shared Vision - Employees across the company share a consistent and vivid image of target customers.
2) Sound Rationale - Decision-making incorporates the needs of target customers.
3) Accountability - The quality of customer interactions is closely monitored.
4) Celebration - Employees are recognized and rewarded for improving the customer experience.
The document emphasizes that understanding the customer's world and priorities is essential for a customer-centric strategy and competitive advantage.
IBM has positioned itself as the leading provider of smarter commerce solutions through strategic acquisitions and investments totaling $2.5 billion since 2010. The acquisitions have expanded IBM's commerce-related consulting services, software, and analytics capabilities. IBM's smarter commerce approach aims to optimize customers' buying, marketing, selling, and service processes by putting the customer at the center. This is designed to increase customer loyalty, revenue/margin growth, and business agility for companies.
Retaining & nurturing customers (Igniter breakfast seminar, 2008)Paul Roberts
The summary notes from a breakfast seminar I presented in 2008, on how to identify, engage and delight customers.
Presenting my '3 lens' model for retaining and growing the value of your existing customers, it includes case study examples for successful companies and clients.
The seminar was attended by people from several industries, including sport and banking.
Kevin chetty, product innovation and management for financial institutionsKevin Chetty
This document provides information about a two-day training workshop on product innovation and management for financial institutions to be held in Nairobi, Kenya on April 19-20, 2012. The workshop will cover topics such as conducting competitor analyses, assessing economic environments, formulating risk models, analyzing customers, and streamlining product implementation processes. The facilitator, Kevin Chetty, has extensive experience in banking, brand building, and managing divisions. Attendees will gain tools to help revolutionize their businesses and products. The event will use presentations, case studies, and exercises to provide practical, actionable learning.
A New Value Creation Model for a New Workplace RealityCognizant
Cognizant has developed a framework called the Cognizant Value Creation Framework to help clients optimize costs, improve effectiveness, leverage virtualization, and foster innovation. The framework uses a methodology called the Cognizant Value Discovery Assessment to benchmark clients and identify opportunities across these four value levers. Cognizant then works with clients on a two-stage implementation process - Optimize to streamline costs, followed by Extend to extend benefits through virtualization and new revenue opportunities. The goal is to transform businesses for new levels of performance.
The document discusses delivering value early and often through agile development practices in order to beat competition to market, realize revenue, and gain insights to improve. It emphasizes delivering incremental value through collaborative cross-functional teams in a continuous flow from requirements to deployment. The goal is to discover defects early and avoid high costs of late defects by eliminating waste and increasing feedback loops.
Achieving Dialogue In The Age Of The Omni-Channel CustomerG3 Communications
"Blast" marketing strategies of the past are no longer sufficient to engage today's customers and foster loyalty. Typical campaign response rates have plummeted while customer opt-out rates have ascended, limiting your ability to converse with even your most valuable customers. New automated dialogue strategies can help retailers create a seamless experience across all channels and engage with each of their customers as individuals, connecting every customer communication - outbound, inbound, marketing, sales or service - into an ongoing dialogue where customer insight and understanding forms the basis for each and every interaction.
Improving iWorker productivity through better access to business critical information can provide significant benefits to an organization. Ricoh recommends establishing a baseline to measure current productivity, taking a phased approach to implementation of new document processes and technologies, and enlisting employees to encourage adoption of changes through training and an organizational change management program. These best practices can help optimize access to information and maximize productivity gains.
Social Enterprise - Nuove tecnologie e Modelli di fruizione: Flessibilità e ...Fondazione CUOA
Intervento di Tiziana Rapallini (CEO 4Cust Reply) al Workshop: Crescita e nuove sfide di mercato: 'Social Enterprise' come modello di successo per l'impresa competitiva del 18 ottobre 2012