This white paper is an attempt to understand the implications of, and issues surrounding, this radically changed customer experience environment on the practice of mystery shopping.
Ogilvy ceo 5 mar - communications in turbulent times - enSebnem Ozdemir
The document provides guidance for communicators on how to effectively communicate during times of crisis like the COVID-19 pandemic. It recommends following a DRIVE framework that involves determining audiences, refining messaging based on facts, informing constituencies regularly, focusing on core values, and evaluating impact. Specific tips include ensuring accurate information from trusted sources, demonstrating care for employees, informing customers through technology, and using expertise to help society. The crisis may impact the global economy but also presents an opportunity for organizations to support communities and reform systems.
Ethics part ii 2014 by Dr CC Tan (drcctan@yahoo.com)C.C. Dr. Tan
This is the second part of business ethics class material - From Dr. C.C. Tan (drcctan@yahoo.com). Linking the concepts of business ethics CSR1, CSR2, CSR3 and CSP to Marketing 3.0 in terms of brand identity, brand integrity and brand character. Also social entrepreneurship concept in view of deontology and utilitarianism and strategy in an OM (Operations Management) framework is introduced.
HCPs are increasingly forming impressions of brands online through various digital channels. It is important for companies to optimize their digital promotional channels for HCPs. Specifically, companies should (1) reconsider their branded product websites to make them more engaging and easily navigated, (2) ensure their digital presence is findable through search and an integrated online marketing campaign, and (3) consider the growing role of mobile devices and social media in engaging HCPs.
Written by Al Paris + contributions of One Degree Team
The reopening of our economy has been assigned to the 50 individual states and their local municipalities. This has created a void of clarity and increasing confusion about a commonsense approach for a reopening strategy for business owners. Without a clear, mandated, coordinated strategy leaders are left with a myriad of questions, without a focused protocol, let alone a global cooperative strategy. Based on the natural challenges of COVID-19 it has become incumbent on business owners to acquire the knowledge while taking the responsibility for their customer’s and staff’s safety. Regardless of mandated protocols, the real challenge to overcome is the perception of the guest/customer of the health and well-being of the restaurant establishment. Our natural fight or flight instinct will be on high alert and it will be the customer’s perception of an establishment’s ability to deliver perceived safety that will actually drive the post-COVID-19 buying habits.
This document discusses the changing landscape for pharmaceutical companies in engaging with stakeholders in the digital environment. It notes that while social media was initially seen as off limits due to lack of regulation, the mindset is shifting to recognize social as a new environment rather than needing new regulations. It advocates adopting a network approach that is open, random and supportive rather than closed, selective and controlled. It also discusses moving from a transactional approach focused on sales to a social approach focused on building followers by sharing knowledge and connections.
As medicine undergoes a rapid digital transformation, the emergence of large quantities of healthcare related data is inevitable. This has been accelerated by COVID-19, with one example being the use of digital health passes. Consideration around holding, presenting, and accessing the information will be vital in continuing the trust built between patients, clinicians, and organizations.
Check out our April 28, 2021 webinar, where we hosted Dr. Manreet Nijjar, Consultant Physician in Infectious Diseases at Barts Health NHS Trust, NHS England Clinical Entrepreneur fellow, and co-founder of Truu. He shared an insider’s perspective on how providers can benefit from more trusted, user-centric data and what it takes to design for the complex privacy, regulatory, and ethical needs facing healthcare.
We covered:
• Lessons learned from working with self-sovereign identity (SSI) at the NHS, and the needs highlighted when leading the frontline response during COVID-19
• What digital health passes mean for the adoption of SSI
• Applying the four principles of healthcare ethics to verifiable credential technology
• The top use cases for healthcare, including “staff passports” and portable health records
This document provides a summary of how businesses in Greece can adjust to changes brought about by the COVID-19 pandemic. It outlines several key changes like increased online shopping, people working from home, and concerns about health and safety. It then discusses opportunities for businesses, such as providing more delivery options, improving ecommerce infrastructure, and addressing needs for mental health support and hygiene products. The document advocates for fearless leadership that focuses on the long term, accelerates change, leverages data, prioritizes employees, and uses advertising to gain competitive advantages during the economic recovery.
Ogilvy ceo 5 mar - communications in turbulent times - enSebnem Ozdemir
The document provides guidance for communicators on how to effectively communicate during times of crisis like the COVID-19 pandemic. It recommends following a DRIVE framework that involves determining audiences, refining messaging based on facts, informing constituencies regularly, focusing on core values, and evaluating impact. Specific tips include ensuring accurate information from trusted sources, demonstrating care for employees, informing customers through technology, and using expertise to help society. The crisis may impact the global economy but also presents an opportunity for organizations to support communities and reform systems.
Ethics part ii 2014 by Dr CC Tan (drcctan@yahoo.com)C.C. Dr. Tan
This is the second part of business ethics class material - From Dr. C.C. Tan (drcctan@yahoo.com). Linking the concepts of business ethics CSR1, CSR2, CSR3 and CSP to Marketing 3.0 in terms of brand identity, brand integrity and brand character. Also social entrepreneurship concept in view of deontology and utilitarianism and strategy in an OM (Operations Management) framework is introduced.
HCPs are increasingly forming impressions of brands online through various digital channels. It is important for companies to optimize their digital promotional channels for HCPs. Specifically, companies should (1) reconsider their branded product websites to make them more engaging and easily navigated, (2) ensure their digital presence is findable through search and an integrated online marketing campaign, and (3) consider the growing role of mobile devices and social media in engaging HCPs.
Written by Al Paris + contributions of One Degree Team
The reopening of our economy has been assigned to the 50 individual states and their local municipalities. This has created a void of clarity and increasing confusion about a commonsense approach for a reopening strategy for business owners. Without a clear, mandated, coordinated strategy leaders are left with a myriad of questions, without a focused protocol, let alone a global cooperative strategy. Based on the natural challenges of COVID-19 it has become incumbent on business owners to acquire the knowledge while taking the responsibility for their customer’s and staff’s safety. Regardless of mandated protocols, the real challenge to overcome is the perception of the guest/customer of the health and well-being of the restaurant establishment. Our natural fight or flight instinct will be on high alert and it will be the customer’s perception of an establishment’s ability to deliver perceived safety that will actually drive the post-COVID-19 buying habits.
This document discusses the changing landscape for pharmaceutical companies in engaging with stakeholders in the digital environment. It notes that while social media was initially seen as off limits due to lack of regulation, the mindset is shifting to recognize social as a new environment rather than needing new regulations. It advocates adopting a network approach that is open, random and supportive rather than closed, selective and controlled. It also discusses moving from a transactional approach focused on sales to a social approach focused on building followers by sharing knowledge and connections.
As medicine undergoes a rapid digital transformation, the emergence of large quantities of healthcare related data is inevitable. This has been accelerated by COVID-19, with one example being the use of digital health passes. Consideration around holding, presenting, and accessing the information will be vital in continuing the trust built between patients, clinicians, and organizations.
Check out our April 28, 2021 webinar, where we hosted Dr. Manreet Nijjar, Consultant Physician in Infectious Diseases at Barts Health NHS Trust, NHS England Clinical Entrepreneur fellow, and co-founder of Truu. He shared an insider’s perspective on how providers can benefit from more trusted, user-centric data and what it takes to design for the complex privacy, regulatory, and ethical needs facing healthcare.
We covered:
• Lessons learned from working with self-sovereign identity (SSI) at the NHS, and the needs highlighted when leading the frontline response during COVID-19
• What digital health passes mean for the adoption of SSI
• Applying the four principles of healthcare ethics to verifiable credential technology
• The top use cases for healthcare, including “staff passports” and portable health records
This document provides a summary of how businesses in Greece can adjust to changes brought about by the COVID-19 pandemic. It outlines several key changes like increased online shopping, people working from home, and concerns about health and safety. It then discusses opportunities for businesses, such as providing more delivery options, improving ecommerce infrastructure, and addressing needs for mental health support and hygiene products. The document advocates for fearless leadership that focuses on the long term, accelerates change, leverages data, prioritizes employees, and uses advertising to gain competitive advantages during the economic recovery.
Foresight factory impact on consumer trends and key sectors -mar2020 - enSebnem Ozdemir
The coronavirus outbreak is likely to energize trends around remote living, self-reliance, and flexibility. As millions self-isolate, demand will grow for remote work, education, healthcare, and entertainment. With states facing challenges, consumers will prioritize self-reliance and resilience. Brands can provide more flexible, commitment-lite options to address uncertainty. Key sectors should consider remote alternatives, emphasizing hygiene and flexibility to reassure consumers during this time.
The document discusses preparing a risk-based business recovery plan for the post COVID-19 environment. It outlines that the plan should reimagine the next normal, safely restart operations, recover lost business, and reinforce defenses against future uncertainty. It provides details on key elements of the plan, including understanding the risk context, conducting a risk assessment to identify risks and scenarios, determining the organization's risk attitude, and developing approaches to treat risks. The webinar content will help participants understand what a risk-based business recovery plan consists of to improve the probability of mission success as restrictions are lifted.
SSI and verifiable vaccination credentialsJohn Phillips
Over the coming months, a global vaccination program will be implemented to combat COVID-19. This unprecedented vaccination effort requires trust in the vaccine science, approval processes, manufacturing, distribution and supply chains. Verifiable vaccination credentials that can prove an individual has been vaccinated without compromising privacy will be critical to enabling economic and social recovery by allowing activities like travel. Self-Sovereign Identity (SSI) provides a framework for issuing, holding, and verifying cryptographically-secure credentials in a privacy-preserving manner and could support interoperable vaccination credential systems.
The document provides an orientation for observers at Children's Hospital and Health System. It outlines the purpose of the observer program, which is to allow interested individuals to explore healthcare careers by shadowing hospital staff. It then details the organization's mission to provide high-quality pediatric care, education, research, and community advocacy. The document reviews rules of conduct, safety procedures during emergencies, infection control protocols, security information, and concludes by thanking the observer for completing the orientation.
This document provides an overview of the health insurance industry in India. It discusses how health insurance works by pooling risks and collecting premiums to pay for medical expenses. It also mentions that health insurance can be provided through public social programs or private insurance companies, and can cover individuals, employees, or social welfare programs. The summary provides context about the health insurance landscape in India.
This edition of BIZGrowth Strategies features the following articles: Cybersecurity: Why Your Business Needs Prevention & Protection Measures; Expanding Your Wealth: The Basics; Stop Calling Health Plan Administrators Health Insurers; Reinventing Your HR: The 21st Century HR Professional; and Avoid Surprises: Plan Ahead When Tax Planning.
Safety and Social Media Dia webinar 12 sep2013 Michael Ibara
This is a webinar version of a talk I originally gave at a DIA event in Wash DC. I've used different examples from my original talk but the theme is the same.
This guidance provides recommendations for employers and businesses on keeping workers and clients safe during the COVID-19 pandemic. It advises carrying out a risk assessment to identify potential risks and appropriate control measures. Key recommendations include encouraging hand hygiene, limiting the number of appointments to allow for social distancing, asking clients to attend alone where possible, keeping temporary records of clients and visitors to support NHS Test and Trace, and avoiding situations where people need to unduly raise their voices.
Ogilvy new york mar - social media pov - enSebnem Ozdemir
The document discusses how brands should approach social media during the coronavirus pandemic. It recommends that brands listen first to understand consumer concerns, be sensitive in tone and messaging, and be transparent. Brands should adapt strategies based on changing behaviors and consider how to rise to the occasion by providing value or supporting relief efforts. Examples are given of brands that effectively pivoted their approaches in response to feedback.
1) Many small businesses in India have struggled during the COVID-19 pandemic due to reduced demand, supply chain issues, and changing consumer habits. Some have adapted their business models by moving online or innovating to survive.
2) Wagle Sports shifted to contactless shopping on WhatsApp and free delivery after losing most of its revenue from closed schools and sports clubs. It moved online to compete with sites like Amazon offering discounts.
3) Style Nook recovered sales to pre-pandemic levels after shifting its customized office wear focus online as demand from workers collapsed. It believes more Indian customers getting used to online shopping will help its future.
The document discusses social media for life sciences companies, including its impact and potential business benefits. It provides an overview of social media and its importance, defines key concepts, and notes that social media requires new performance metrics and business models focused on engagement. Examples are given of social media use in the life sciences sector, including LinkedIn, Twitter, and monitoring tools. The document stresses that social media requires a strategic approach and ongoing performance measurement to realize returns.
The document discusses how pharmaceutical companies can leverage social media to enhance pharmacovigilance and patient safety. It proposes a 4-step social media model: 1) establish keywords related to side effects, 2) listen to patient conversations on social media, 3) generate reporting and analytics on collected data, 4) respond to patient concerns. Adopting this approach allows companies to identify risks early, minimize reputation risks, and manage adverse events, helping boost patient safety.
The document discusses how pharmaceutical companies can leverage social media to enhance pharmacovigilance and patient safety. It proposes a 4-step social media model: 1) establish keywords related to side effects, 2) listen to patient conversations on social media, 3) generate reporting and analytics on collected data, 4) respond to patient concerns. Adopting this approach allows companies to identify risks early, minimize reputation risks, and manage adverse events, helping boost patient safety.
Mosio's Clinical Trial Patient Recruitment and Retention Ebook (First Edition)Mosio
The first edition of Mosio's patient recruitment and retention ebook contains 68 tips and examples from clinical research industry professionals on ways to improve efforts to recruit, retain and engage clinical trial patients.
To get access to a free download of the 2nd Edition, visit http://www.mosio.com/prebook
For more information on how you can improve patient engagement while increasing workflow efficiencies in communicating with study participants using two-way text messaging, please visit us at http://www.mosio.com
If COVID Hits Again What Would Be Your Plan of Action to Protect Your Busines...Digital Marketing
1. Adopt Remote Working: If COVID hits again, it is important to plan for remote working to ensure business continuity. Invest in the right technology and tools that allow employees to work remotely and collaborate effectively.
2. Create a Risk Management Strategy: Develop a risk management strategy to identify potential risks and plan for potential disruptions. This could include minimizing the impact of supply chain disruptions, contingency plans for production and operations, and strategies for risk mitigation and financial planning.
3. Develop a Business Resilience Plan: Develop a business resilience plan that outlines the steps needed to ensure business continuity in the event of a major disruption. This should include contingency plans, disaster recovery preparations, and strategies for communication and customer service.
4. Foster a Culture of Flexibility: Foster a culture of flexibility that allows employees to adjust their schedules and workload according to their needs. This will help ensure that your business can be agile and responsive to changes in the market and the environment.
5. Strengthen Relationships with Customers: Strengthen relationships with customers by offering new services and products that meet their needs. This could include digital products and services as well as new customer loyalty programs.
6. Invest in Digital Transformation
https://www.digitalpiloto.com/
Interview with: Michael Ceballos, Chief Operating Officer, Mount Carmel Health Partners
“To get through the Covid-19 pandemic, hospitals must focus on doing what is right for the patient,” says Michael Ceballos, Chief Operating Officer, Mount Carmel Health Partners.
Our central thesis has long been that COVID hasn’t dramatically changed the healthcare industry, rather it has dramatically accelerated different trends in the healthcare space that were already simmering before March 2020. Given the usually slow pace at which the healthcare market typically moves, COVID served as a shock to the system and an accelerator that created a window to drive meaningful change. In this whitepaper, we will examine several changes that were less obvious in the early days of the pandemic and assess their longevity as we (hopefully) move into a post-COVID world.
How pharmacy retailers should navigate Covid-19 - based on insights from 2,00...imogenkw
A survey of 2,000 UK consumers shows how pharmacy retailers should navigate Covid-19 based on the number of customers avoiding pharmacy stores due to the Coronavirus, those planning to use click and collect services more and those interested in virtual appointments and service by phone or video.
Survey by leading global retail tech company Qudini.
(Apologies to the low resolution due to issues with slideshare uploads, visit our website for the high res download (no contact details necessary to download).
www.qudini.com
"Resources" tab -> "Insights hub")
The document provides frequently asked questions and answers about operating small farms and local food systems during the COVID-19 pandemic. It addresses questions around how COVID-19 spreads, food safety practices to prevent spread, communicating with employees and customers, available resources and financial assistance, and online sales systems for direct sales if farmers markets are closed. The responses provide links to guidance from organizations like the CDC and FDA on hygiene, sanitation, social distancing and food safety best practices during the pandemic.
Mystery shopping offer guest experience managers an excellent tool to both measure and motivate the service behaviors you expect from guest-facing staff. This white paper discusses best practices in casino resort mystery shopping; including: defining objectives, determining touch points shopped, writing a questionnaire, and analyzing the results in a manner to identify clear ways to improve guest loyalty and return intent.
Business Case and Implications for Consistency in the Customer ExperienceKinesis CEM, LLC
This presentation discusses the business case for consistency in the customer experience, answering the questions: why humans value consistency It demonstrates a positive relationship to consistency and the quality. Finally it discusses implications of the importance of consistency for customer experience managers and and researchers.
More Related Content
Similar to Mystery Shopping in the Coronavirus Age
Foresight factory impact on consumer trends and key sectors -mar2020 - enSebnem Ozdemir
The coronavirus outbreak is likely to energize trends around remote living, self-reliance, and flexibility. As millions self-isolate, demand will grow for remote work, education, healthcare, and entertainment. With states facing challenges, consumers will prioritize self-reliance and resilience. Brands can provide more flexible, commitment-lite options to address uncertainty. Key sectors should consider remote alternatives, emphasizing hygiene and flexibility to reassure consumers during this time.
The document discusses preparing a risk-based business recovery plan for the post COVID-19 environment. It outlines that the plan should reimagine the next normal, safely restart operations, recover lost business, and reinforce defenses against future uncertainty. It provides details on key elements of the plan, including understanding the risk context, conducting a risk assessment to identify risks and scenarios, determining the organization's risk attitude, and developing approaches to treat risks. The webinar content will help participants understand what a risk-based business recovery plan consists of to improve the probability of mission success as restrictions are lifted.
SSI and verifiable vaccination credentialsJohn Phillips
Over the coming months, a global vaccination program will be implemented to combat COVID-19. This unprecedented vaccination effort requires trust in the vaccine science, approval processes, manufacturing, distribution and supply chains. Verifiable vaccination credentials that can prove an individual has been vaccinated without compromising privacy will be critical to enabling economic and social recovery by allowing activities like travel. Self-Sovereign Identity (SSI) provides a framework for issuing, holding, and verifying cryptographically-secure credentials in a privacy-preserving manner and could support interoperable vaccination credential systems.
The document provides an orientation for observers at Children's Hospital and Health System. It outlines the purpose of the observer program, which is to allow interested individuals to explore healthcare careers by shadowing hospital staff. It then details the organization's mission to provide high-quality pediatric care, education, research, and community advocacy. The document reviews rules of conduct, safety procedures during emergencies, infection control protocols, security information, and concludes by thanking the observer for completing the orientation.
This document provides an overview of the health insurance industry in India. It discusses how health insurance works by pooling risks and collecting premiums to pay for medical expenses. It also mentions that health insurance can be provided through public social programs or private insurance companies, and can cover individuals, employees, or social welfare programs. The summary provides context about the health insurance landscape in India.
This edition of BIZGrowth Strategies features the following articles: Cybersecurity: Why Your Business Needs Prevention & Protection Measures; Expanding Your Wealth: The Basics; Stop Calling Health Plan Administrators Health Insurers; Reinventing Your HR: The 21st Century HR Professional; and Avoid Surprises: Plan Ahead When Tax Planning.
Safety and Social Media Dia webinar 12 sep2013 Michael Ibara
This is a webinar version of a talk I originally gave at a DIA event in Wash DC. I've used different examples from my original talk but the theme is the same.
This guidance provides recommendations for employers and businesses on keeping workers and clients safe during the COVID-19 pandemic. It advises carrying out a risk assessment to identify potential risks and appropriate control measures. Key recommendations include encouraging hand hygiene, limiting the number of appointments to allow for social distancing, asking clients to attend alone where possible, keeping temporary records of clients and visitors to support NHS Test and Trace, and avoiding situations where people need to unduly raise their voices.
Ogilvy new york mar - social media pov - enSebnem Ozdemir
The document discusses how brands should approach social media during the coronavirus pandemic. It recommends that brands listen first to understand consumer concerns, be sensitive in tone and messaging, and be transparent. Brands should adapt strategies based on changing behaviors and consider how to rise to the occasion by providing value or supporting relief efforts. Examples are given of brands that effectively pivoted their approaches in response to feedback.
1) Many small businesses in India have struggled during the COVID-19 pandemic due to reduced demand, supply chain issues, and changing consumer habits. Some have adapted their business models by moving online or innovating to survive.
2) Wagle Sports shifted to contactless shopping on WhatsApp and free delivery after losing most of its revenue from closed schools and sports clubs. It moved online to compete with sites like Amazon offering discounts.
3) Style Nook recovered sales to pre-pandemic levels after shifting its customized office wear focus online as demand from workers collapsed. It believes more Indian customers getting used to online shopping will help its future.
The document discusses social media for life sciences companies, including its impact and potential business benefits. It provides an overview of social media and its importance, defines key concepts, and notes that social media requires new performance metrics and business models focused on engagement. Examples are given of social media use in the life sciences sector, including LinkedIn, Twitter, and monitoring tools. The document stresses that social media requires a strategic approach and ongoing performance measurement to realize returns.
The document discusses how pharmaceutical companies can leverage social media to enhance pharmacovigilance and patient safety. It proposes a 4-step social media model: 1) establish keywords related to side effects, 2) listen to patient conversations on social media, 3) generate reporting and analytics on collected data, 4) respond to patient concerns. Adopting this approach allows companies to identify risks early, minimize reputation risks, and manage adverse events, helping boost patient safety.
The document discusses how pharmaceutical companies can leverage social media to enhance pharmacovigilance and patient safety. It proposes a 4-step social media model: 1) establish keywords related to side effects, 2) listen to patient conversations on social media, 3) generate reporting and analytics on collected data, 4) respond to patient concerns. Adopting this approach allows companies to identify risks early, minimize reputation risks, and manage adverse events, helping boost patient safety.
Mosio's Clinical Trial Patient Recruitment and Retention Ebook (First Edition)Mosio
The first edition of Mosio's patient recruitment and retention ebook contains 68 tips and examples from clinical research industry professionals on ways to improve efforts to recruit, retain and engage clinical trial patients.
To get access to a free download of the 2nd Edition, visit http://www.mosio.com/prebook
For more information on how you can improve patient engagement while increasing workflow efficiencies in communicating with study participants using two-way text messaging, please visit us at http://www.mosio.com
If COVID Hits Again What Would Be Your Plan of Action to Protect Your Busines...Digital Marketing
1. Adopt Remote Working: If COVID hits again, it is important to plan for remote working to ensure business continuity. Invest in the right technology and tools that allow employees to work remotely and collaborate effectively.
2. Create a Risk Management Strategy: Develop a risk management strategy to identify potential risks and plan for potential disruptions. This could include minimizing the impact of supply chain disruptions, contingency plans for production and operations, and strategies for risk mitigation and financial planning.
3. Develop a Business Resilience Plan: Develop a business resilience plan that outlines the steps needed to ensure business continuity in the event of a major disruption. This should include contingency plans, disaster recovery preparations, and strategies for communication and customer service.
4. Foster a Culture of Flexibility: Foster a culture of flexibility that allows employees to adjust their schedules and workload according to their needs. This will help ensure that your business can be agile and responsive to changes in the market and the environment.
5. Strengthen Relationships with Customers: Strengthen relationships with customers by offering new services and products that meet their needs. This could include digital products and services as well as new customer loyalty programs.
6. Invest in Digital Transformation
https://www.digitalpiloto.com/
Interview with: Michael Ceballos, Chief Operating Officer, Mount Carmel Health Partners
“To get through the Covid-19 pandemic, hospitals must focus on doing what is right for the patient,” says Michael Ceballos, Chief Operating Officer, Mount Carmel Health Partners.
Our central thesis has long been that COVID hasn’t dramatically changed the healthcare industry, rather it has dramatically accelerated different trends in the healthcare space that were already simmering before March 2020. Given the usually slow pace at which the healthcare market typically moves, COVID served as a shock to the system and an accelerator that created a window to drive meaningful change. In this whitepaper, we will examine several changes that were less obvious in the early days of the pandemic and assess their longevity as we (hopefully) move into a post-COVID world.
How pharmacy retailers should navigate Covid-19 - based on insights from 2,00...imogenkw
A survey of 2,000 UK consumers shows how pharmacy retailers should navigate Covid-19 based on the number of customers avoiding pharmacy stores due to the Coronavirus, those planning to use click and collect services more and those interested in virtual appointments and service by phone or video.
Survey by leading global retail tech company Qudini.
(Apologies to the low resolution due to issues with slideshare uploads, visit our website for the high res download (no contact details necessary to download).
www.qudini.com
"Resources" tab -> "Insights hub")
The document provides frequently asked questions and answers about operating small farms and local food systems during the COVID-19 pandemic. It addresses questions around how COVID-19 spreads, food safety practices to prevent spread, communicating with employees and customers, available resources and financial assistance, and online sales systems for direct sales if farmers markets are closed. The responses provide links to guidance from organizations like the CDC and FDA on hygiene, sanitation, social distancing and food safety best practices during the pandemic.
Similar to Mystery Shopping in the Coronavirus Age (20)
Mystery shopping offer guest experience managers an excellent tool to both measure and motivate the service behaviors you expect from guest-facing staff. This white paper discusses best practices in casino resort mystery shopping; including: defining objectives, determining touch points shopped, writing a questionnaire, and analyzing the results in a manner to identify clear ways to improve guest loyalty and return intent.
Business Case and Implications for Consistency in the Customer ExperienceKinesis CEM, LLC
This presentation discusses the business case for consistency in the customer experience, answering the questions: why humans value consistency It demonstrates a positive relationship to consistency and the quality. Finally it discusses implications of the importance of consistency for customer experience managers and and researchers.
By Design: Mystery Shopping Design Aligned with Brand ObjectivesKinesis CEM, LLC
Mystery shopping is an excellent research tool to determine the performance of customer-facing personnel with respect to sales and service behaviors. Key to a successful mystery shopping program is a well-designed questionnaire, which will achieve your customer experience measurement objectives.
Well-designed questionnaires are the product of a thoughtful design process intended to maximize their utility and ROI.
This post discusses using a 2-dimensional segmentation of loyalty and engagement (or wallet share) as a means of brand research to identify how close your brand image is to your brand objectives, and which brand attributes will yield the most return on investment (ROI) in terms of driving customer loyalty and engagement or wallet share.
Mystery Shopping Best Practices - Take Action on the ResultsKinesis CEM, LLC
This document discusses best practices for taking action on mystery shopping results. It recommends identifying key sales and service behaviors that drive purchase intent and loyalty through mystery shopping. Specifically, it suggests asking shoppers how the experience influenced their purchase intent, cross-tabulating results by positive and negative purchase intent to identify differences, and conducting follow-up questioning to determine what practices drive purchase intent. This allows ranking behaviors by importance and evaluating each behavior's relationship to purchase intent and potential return on investment.
Mystery Shopping Best Practices - Define ObjectivesKinesis CEM, LLC
Defining proper objectives in the first step in building a best in class mystery shop program. This post discusses best practices in defining mystery shop objectives.
When it comes to monitoring employee behaviors: service and sales behaviors that drive customer experience success, no tool is better suited for that objective than mystery shopping. Mystery shopping programs, when administered in accordance with certain mystery shopping best practices, not only test for the presence of service behaviors, but identify which sales and service behaviors matter most. This post describes best practices in mystery shopping.
Research Tools to Monitor Planned Interactions Through the Customer LifeCycleKinesis CEM, LLC
Planned customer interactions, are intended to increase customer profitability through up-selling and cross-selling. By aligning information about execution quality (cause) and customer impressions (effect), customer experience managers can build a more effective and appropriate approach to planned interactions. This paper discussed research techniques that can be used at various points in the customer lifecycle to ensure execution is aligned with customer impressions.
Not All Customer Experience Variation is Equal - Use Control Charts to Identi...Kinesis CEM, LLC
Control charts are an excellent tool managers meed to determine if any variation within the customer experience is statistically significant or not, to determine if the variation represents a true change in the customer experience or is simply random variation.
Not All Customer Experience Variation is Equal - Common Cause vs. Special Cau...Kinesis CEM, LLC
This deck describes two sources of variation in the customer experience: common cause and special cause variation. Common cause variation is natural variation built into the system (policies, procedures, equipment, hiring practices and training). Special cause variation is is more or less the human element within the system.
Onboarding Research - Research Techniques to Track Effectiveness of Stabilizi...Kinesis CEM, LLC
This deck discusses options for monitoring the effectiveness of onboarding processes by auditing the performance of onboarding and the influence of the onboarding process on the customer experience.
The Human Element: Sales and Service, Banks's Last Link in the Marketing ChainKinesis CEM, LLC
What if I told you that after all your efforts with marketing (product, positioning and price), there is a one-in-ten chance the branch representatives will undermine the sale?
This deck contains research into impact customer facing personnel have on the sales and marketing process.
Taste Value and Service: Guest Return Intent DriversKinesis CEM, LLC
The document summarizes the results of a survey conducted by Kinesis that examined what factors most influence customers' intent to return to a restaurant. The survey asked 800 respondents to recall their most recent restaurant experience and rate it across 16 attributes in 5 categories: arrival, service, food, value, and environment. The results showed that the taste of the food and perceptions of good value for the money had the strongest relationship with customers' intent to return. Service quality and the greeting on arrival also significantly impacted return intent, followed by the dining environment. The document concludes that focusing on improvements to the food quality, value, and service would have the most potential to increase customers' return intent and loyalty.
Change in Customer Behavior Based on the Customer ExperienceKinesis CEM, LLC
Every time a company and a customer interact, the customer learns something about the company, and adjusts their behavior based on what they learn.
To explore this proposition, Kinesis conducted a survey of 500 consumers asking them to recall an experience with any provider that they found to be particularly positive or negative, and determined how these customer experiences influenced customer behavior.
Customer Experience Measurement Implications of Changing Branch NetworksKinesis CEM, LLC
As the branch network evolves measurement of the customer experience within the branch channel will need to evolve as well to fit both the changing economic model and customer behaviors. This deck discusses the implications for customer experience measurement as branch networks evolve.
Measure and Motivate the Right Contact Center Agent Behaviors: Those With The...Kinesis CEM, LLC
Central to the role of the contact center in the delivering an effective customer experience is designing an effective customer experience comprised of sales and service behaviors which drive purchase intent. The deck summarizes research into which retail bank contact center sales and service behaviors will yield the most return on investment in terms of driving intent to open an account.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
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The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Zodiac Signs and Food Preferences_ What Your Sign Says About Your Taste
Mystery Shopping in the Coronavirus Age
1. Kinesis CEM, LLC
Mystery Shopping in the Coronavirus Age
http://www.kinesis-cem.com/Insights-Mystery-Shopping-Coronavirus.shtml/
Eric Larse is co-founder of Seattle-based Kinesis, which helps companies plan and execute their customer experience strategies.
Mr. Larse can be reached at elarse@kinesis-cem.com.
http://www.kinesis-cem.com
kinesis-cem.com 206.285.2900 info@kinesis-cem.com
3. I am not a doctor, epidemiologist, or
public health professional. In this white
paper I will refrain from expressing
medical or scientific opinions, theories
or conclusions of my own.
Where virus related opinions or
conclusions are expressed, they will be
sourced from credible sources and cited
in footnotes.
Disclaimer
4. SARS-CoV-2 is currently thought
to spread primarily by:
• Close contact - about 6 feet.
• Through respiratory droplets
inhaled into the lungs. 1
Mechanism of
Infection
1 “How COVID-19 Spreads.” CDC.gov, May 21, 2020. Web. May 21, 2020.
5. The Centers for Disease
Control and Prevention (CDC)
advises, that for close contact
with an individual in a non-
healthcare setting, 15
minutes can be used as a
threshold for the time to
acquire an infectious dose. 2
Risk of
Infection
2 “Public Health Recommendations for Community-Related Exposure.” CDC.gov,
March 30, 2020. Web. May 15 2020.
6. Some points to consider as we weigh
these risks include:
Risk of
Infection
- Ventilation
- Proximity to other people – a minimum
of 6 feet separation should be available
- Masks - wear cloth face coverings in
public settings where other social
distancing measures are difficult to
maintain
- Hand washing
- The length of exposure – shorter
exposure times are safer
7. Precautions for Customers &
Employees:
- Spacing/ Occupancy
- Ventilation
- Masks
- Length of Exposure
- Cleaning
- Hand Sanitizer
Customer
Experience
Implications of
the Pandemic
8. Measure Customer
Confidence
Identify Changes in
Customer Behaviors as a
Result of Pandemic
Alternative Delivery
Channels
Customer
Experience
Measurement
Implications of
the Pandemic
9. Measure Customer Confidence
Test for Presence Mitigation
Strategies
Customer Perception of
Mitigation Strategies
Shop Alternative Channels
Alternative Sources of Behaviors
Observations
Mystery
Shopping
Implications of
the Pandemic
11. As we migrate from a virus
suppression strategy to a mitigation
strategy, we are going to need to
figure out how to conduct commerce
in a way that mitigates the dangers
of the virus.
Observational research, be it mystery
shopping or other methodologies,
has a role to play in helping
managers of the customer
experience monitor the customer
experience.
This is a
Difficult Time