1) The document discusses optimizing customer experience and whether it should be handled in-house or outsourced. It notes that only 28% of customer experience professionals feel their programs are successful and 89% of companies will differentiate based on customer experience.
2) It discusses various approaches to customer experience including measurement, focusing on customer satisfaction and loyalty, and the importance of leadership, culture, and focusing operations on customers.
3) The presentation provides frameworks and models for assessing customer centricity maturity levels and developing a roadmap to improve customer experience.
Learn how McKinsey & Company works with different organizations to help them develop a customer experience vision. This presentation outlines how to define your CX aspiration, align leadership, and how to cascade the vision to the front line.
Monetizing Mobile: How to Deliver Value from Improved Customer ExperienceQualtrics
Mobile is on the mind of every experience professional. It's not always easy to do this while monetizing the experience as well. Join Mark Schofield as he discusses mobile and how customer behavior is changing, how banks are adapting, and how banks accelerate the pace at which they capture the "digital dividend."
Course5 Intelligence has developed and deployed across its key clients a sophisticated AI solution that allows you to view all your Customer Experience drivers in a clean, interactive interface.
Learn how McKinsey & Company works with different organizations to help them develop a customer experience vision. This presentation outlines how to define your CX aspiration, align leadership, and how to cascade the vision to the front line.
Monetizing Mobile: How to Deliver Value from Improved Customer ExperienceQualtrics
Mobile is on the mind of every experience professional. It's not always easy to do this while monetizing the experience as well. Join Mark Schofield as he discusses mobile and how customer behavior is changing, how banks are adapting, and how banks accelerate the pace at which they capture the "digital dividend."
Course5 Intelligence has developed and deployed across its key clients a sophisticated AI solution that allows you to view all your Customer Experience drivers in a clean, interactive interface.
This paper describes what it means to implement effective management campaigns. It also highlights how teleprospecting can be a key tactic in your marketing strategy.
These are slides I used to keynote the inaugural MarTech Delhi event in India. It covers the topic of CX (Customer Experience) and provides practical advice to build a roadmap and strategy for your organization.
The New Science for Optimizing your Tech Sales Reach with N3, InsideSales + S...n3marketing
As B2B buyers take more control over the buying process, technology sellers are struggling with how to reach them. Cold calling is no longer effective.
Today, powerful tools exist to help Inside Sales teams optimize their outreach to prospects, accelerating the technology solution sales cycle.
Join SiriusDecisions, InsideSales.com, and N3 as we explore Reach Optimization technologies and the part they play in the modern, Inside Sales stack. The insights we’ll share will enable you to:
• Increase Inside Sales productivity and drive technology solution sales through best practices
• Connect your Inside Sales team with more qualified prospects who are ready to buy
• Arm your Inside Sales team with deep insights about prospects and increase close rates
Becoming a Psychic Brand: Moving from Concept to Reality to Grow ValuePeppers & Rogers Group
A psychic brand is one that goes beyond simply understanding customer insight and customizing interactions based on that insight. It means sensing and acting on all of the physical and digital signals customers send out – before customers even realize what they need. In the presentation, "Becoming a Psychic Brand: Moving from Concept to Reality to Grow Value," Elizabeth Glagowski, Customer Strategist Journal Editor-in-Chief, and Ron Wince, Peppers & Rogers Group President and General Manager, explore the findings of TeleTech’s Psychic Brands study. Learn:
- Why it’s important to be a psychic brand, and the financial and customer benefits that can be achieved
- Details of the TeleTech Psychic Brands study and the gaps that exist between customer and brand perception
- Which strategies, capabilities, and resources will bridge the gap between wanting to be psychic and actually being psychic – and the roadmap to get there
Net Promoter Score - A 10 Slide IntroductionGenroe
We talk to lots of people about Net Promoter Score and there are many mis-conceptions about it. So we put together this brief introduction to answer the questions we hear most often.
How do you know you're ready for a Design Sprint?Highland
For leaders who want their teams to embrace human-centered approaches and collaborate in new ways, Sprints are a fantastic way to start.
Join Highland’s CX Practice Director David Whited and Lead Experience Designer Amrita Kulkarni as they share how Research Sprints and Design Sprints make Design Thinking—a reliable methodology to address complex, ambiguous problems—accessible in a way they have never been before. David and Amrita will introduce the purpose and philosophy of Sprints, talk through the differences between Research and Design Sprints, and what kind of issues, problems, or opportunities are the right fit for each.
We’ll be joined by Jennifer Severns, CXO, and Jennifer O’Brien, Innovation and Insights Manager, from the American Marketing Association, who will share how their organization has used Sprints to catalyze a culture of Design Thinking at the AMA. They will reflect on the realities of introducing Sprints and Design Thinking into an established organization, sharing advice for helping others think and work in new ways.
Attendees will learn:
- How are Research Sprints different from Design Sprints
- When is the right time or moment to conduct a Sprint
- What it takes for Sprints to be successful
- How to amplify Sprint outcomes for change in your organization
The Personalization Revolution: Policyholder Acquisition & Retention in a Di...Peppers & Rogers Group
Service expectations in the insurance industry are on the rise. To keep pace, leading insurers are moving away from a traditional product focus to center business around the customer. In particular, there are a number of opportunities to improve customer acquisition and retention ROI by personalizing marketing, sales, and service interactions. In the presentation, “Good Policy: Personalization Drives Customer Acquisition and Retention for Insurers”, Weston McDonald, SVP of Financial Services at TeleTech, Jonathan Gray, VP of Marketing at Revana, and Elizabeth Glagowski, editor-in-chief, Customer Strategist Journal, explore the specific ways that personalization can drive success in customer acquisition and retention activities for the insurance industry. Discover:
- The growing importance of customer focus in the P&C and life insurance industries
- Six areas of personalization strategy that will boost customer acquisition performance
- Five ways in which personalization can immediately deepen customer retention
Breaking Call Center Rules: Find Time to Wow CustomersKnowlagent
Knowlagent and Ventana Research shares insights into new research about key operational metrics, including idle time. View these slides to learn which call center rules can be broken in order to provide superior customer service.
Join us for another #ImpactSalesforceSaturday, a series of online Salesforce Saturday sessions.
We invite all – Developers – Administrators – Group Leaders – Consultants with advanced, intermediate or beginner level knowledge on Salesforce(Sales Cloud, Service Cloud, Pardot, Marketing Cloud, IOT, CPQ, Einstein, etc).
Topic: Drum into understanding of prediction builder with NBA
Date and Time: Saturday, October 3, 2020,
07:30 PM to 08:30 PM IST
Speaker: Rajat Jain
Rajat is a Salesforce Einstein Champion. He is a 8x Salesforce Certified and Currently working as a Program Specialist at MTX Group.
Agenda:
1. Introduction
2. Drum into understanding of prediction builder with NBA
Measuring and managing customer profitability in the big-data era. How to capitalize on the opportunity.
In today's era of Big Data and related technology, the benefits of "customer-centricity" are within our reach. Analysis of Big Data sources helps to better understand customer needs, preferences, attitudes, expectations, sentiments, and buying behavior. Yet to achieve this potential, organizations need to understand and apply the classic but essential concepts of customer profitability, customer lifetime value (CLV), and customer value management analytics. Join us for an event on how to approach this challenge.
When linked with customer profitability metrics, these insights enable more profitable decisions in product design, sales, marketing, customer care, loyalty management, and risk management. This session will help attendees capitalize on this opportunity. We will cover the classic high-impact basics of measuring and managing customer profitability, customer lifetime value (CLV), as well as how to use new Big Data insights to get more value from these efforts. This tutorial which cover the topic in 5 practical steps:
1. Introduction to Customer Profitability Analytics: What is customer profitability analysis, why is it so valuable, and what are the key concepts and methodologies used to measure customer profitability, customer lifetime value (CLV), and related metrics?
2. High-Impact Use-Cases of Customer Profitability Analytics: What are the key ways customer profitability analytics is used enhance results? We will describe the highest-value ways to use customer profitability metrics to improve business results, with concrete examples in each of the following categories:
o Customer Lifetime Value optimization ("CLV")
o Customer loyalty and retention
o Share of wallet maximization
o Marketing ROI
o Impact of Customer Service, Customer Experience, and Customer Satisfaction on Profit
o Product design, pricing, promotion, and positioning
o Allocation of resources (capital, budget, HR, etc)
o Risk management
3. How to Calculate Profitability at the Customer Level : We will walk through the algorithms you need to use to turn raw data into customer profitability metrics, and share tips on how to customize them depending on your business. Related applications will also be covered, such as how to use the same algorithms to measure profit per household, salesperson, distributor, or other entity relevant to how your business makes money.
4. Data & Tech Requirements
5. Using Big Data to Maximize ROI on Customer Analytics: What are the top 5 opportunities to use Big Data to increase the benefits achieved through customer profitability analytics and related initiatives?
Speakers: Jaime Fitzgerald, Founder and Managing Partner, Fitzgerald Analytics, and Konrad Kopczynscki, Director at Fitzgerald Analytics. Konrad and Jaime have applied customer profitability methodologies to dozens of clients.
Are your service level reports all green, but your customer is still not happy? That's because traditional time-based IT support metrics suck. Discover a better way to measure IT service quality.
This paper describes what it means to implement effective management campaigns. It also highlights how teleprospecting can be a key tactic in your marketing strategy.
These are slides I used to keynote the inaugural MarTech Delhi event in India. It covers the topic of CX (Customer Experience) and provides practical advice to build a roadmap and strategy for your organization.
The New Science for Optimizing your Tech Sales Reach with N3, InsideSales + S...n3marketing
As B2B buyers take more control over the buying process, technology sellers are struggling with how to reach them. Cold calling is no longer effective.
Today, powerful tools exist to help Inside Sales teams optimize their outreach to prospects, accelerating the technology solution sales cycle.
Join SiriusDecisions, InsideSales.com, and N3 as we explore Reach Optimization technologies and the part they play in the modern, Inside Sales stack. The insights we’ll share will enable you to:
• Increase Inside Sales productivity and drive technology solution sales through best practices
• Connect your Inside Sales team with more qualified prospects who are ready to buy
• Arm your Inside Sales team with deep insights about prospects and increase close rates
Becoming a Psychic Brand: Moving from Concept to Reality to Grow ValuePeppers & Rogers Group
A psychic brand is one that goes beyond simply understanding customer insight and customizing interactions based on that insight. It means sensing and acting on all of the physical and digital signals customers send out – before customers even realize what they need. In the presentation, "Becoming a Psychic Brand: Moving from Concept to Reality to Grow Value," Elizabeth Glagowski, Customer Strategist Journal Editor-in-Chief, and Ron Wince, Peppers & Rogers Group President and General Manager, explore the findings of TeleTech’s Psychic Brands study. Learn:
- Why it’s important to be a psychic brand, and the financial and customer benefits that can be achieved
- Details of the TeleTech Psychic Brands study and the gaps that exist between customer and brand perception
- Which strategies, capabilities, and resources will bridge the gap between wanting to be psychic and actually being psychic – and the roadmap to get there
Net Promoter Score - A 10 Slide IntroductionGenroe
We talk to lots of people about Net Promoter Score and there are many mis-conceptions about it. So we put together this brief introduction to answer the questions we hear most often.
How do you know you're ready for a Design Sprint?Highland
For leaders who want their teams to embrace human-centered approaches and collaborate in new ways, Sprints are a fantastic way to start.
Join Highland’s CX Practice Director David Whited and Lead Experience Designer Amrita Kulkarni as they share how Research Sprints and Design Sprints make Design Thinking—a reliable methodology to address complex, ambiguous problems—accessible in a way they have never been before. David and Amrita will introduce the purpose and philosophy of Sprints, talk through the differences between Research and Design Sprints, and what kind of issues, problems, or opportunities are the right fit for each.
We’ll be joined by Jennifer Severns, CXO, and Jennifer O’Brien, Innovation and Insights Manager, from the American Marketing Association, who will share how their organization has used Sprints to catalyze a culture of Design Thinking at the AMA. They will reflect on the realities of introducing Sprints and Design Thinking into an established organization, sharing advice for helping others think and work in new ways.
Attendees will learn:
- How are Research Sprints different from Design Sprints
- When is the right time or moment to conduct a Sprint
- What it takes for Sprints to be successful
- How to amplify Sprint outcomes for change in your organization
The Personalization Revolution: Policyholder Acquisition & Retention in a Di...Peppers & Rogers Group
Service expectations in the insurance industry are on the rise. To keep pace, leading insurers are moving away from a traditional product focus to center business around the customer. In particular, there are a number of opportunities to improve customer acquisition and retention ROI by personalizing marketing, sales, and service interactions. In the presentation, “Good Policy: Personalization Drives Customer Acquisition and Retention for Insurers”, Weston McDonald, SVP of Financial Services at TeleTech, Jonathan Gray, VP of Marketing at Revana, and Elizabeth Glagowski, editor-in-chief, Customer Strategist Journal, explore the specific ways that personalization can drive success in customer acquisition and retention activities for the insurance industry. Discover:
- The growing importance of customer focus in the P&C and life insurance industries
- Six areas of personalization strategy that will boost customer acquisition performance
- Five ways in which personalization can immediately deepen customer retention
Breaking Call Center Rules: Find Time to Wow CustomersKnowlagent
Knowlagent and Ventana Research shares insights into new research about key operational metrics, including idle time. View these slides to learn which call center rules can be broken in order to provide superior customer service.
Join us for another #ImpactSalesforceSaturday, a series of online Salesforce Saturday sessions.
We invite all – Developers – Administrators – Group Leaders – Consultants with advanced, intermediate or beginner level knowledge on Salesforce(Sales Cloud, Service Cloud, Pardot, Marketing Cloud, IOT, CPQ, Einstein, etc).
Topic: Drum into understanding of prediction builder with NBA
Date and Time: Saturday, October 3, 2020,
07:30 PM to 08:30 PM IST
Speaker: Rajat Jain
Rajat is a Salesforce Einstein Champion. He is a 8x Salesforce Certified and Currently working as a Program Specialist at MTX Group.
Agenda:
1. Introduction
2. Drum into understanding of prediction builder with NBA
Measuring and managing customer profitability in the big-data era. How to capitalize on the opportunity.
In today's era of Big Data and related technology, the benefits of "customer-centricity" are within our reach. Analysis of Big Data sources helps to better understand customer needs, preferences, attitudes, expectations, sentiments, and buying behavior. Yet to achieve this potential, organizations need to understand and apply the classic but essential concepts of customer profitability, customer lifetime value (CLV), and customer value management analytics. Join us for an event on how to approach this challenge.
When linked with customer profitability metrics, these insights enable more profitable decisions in product design, sales, marketing, customer care, loyalty management, and risk management. This session will help attendees capitalize on this opportunity. We will cover the classic high-impact basics of measuring and managing customer profitability, customer lifetime value (CLV), as well as how to use new Big Data insights to get more value from these efforts. This tutorial which cover the topic in 5 practical steps:
1. Introduction to Customer Profitability Analytics: What is customer profitability analysis, why is it so valuable, and what are the key concepts and methodologies used to measure customer profitability, customer lifetime value (CLV), and related metrics?
2. High-Impact Use-Cases of Customer Profitability Analytics: What are the key ways customer profitability analytics is used enhance results? We will describe the highest-value ways to use customer profitability metrics to improve business results, with concrete examples in each of the following categories:
o Customer Lifetime Value optimization ("CLV")
o Customer loyalty and retention
o Share of wallet maximization
o Marketing ROI
o Impact of Customer Service, Customer Experience, and Customer Satisfaction on Profit
o Product design, pricing, promotion, and positioning
o Allocation of resources (capital, budget, HR, etc)
o Risk management
3. How to Calculate Profitability at the Customer Level : We will walk through the algorithms you need to use to turn raw data into customer profitability metrics, and share tips on how to customize them depending on your business. Related applications will also be covered, such as how to use the same algorithms to measure profit per household, salesperson, distributor, or other entity relevant to how your business makes money.
4. Data & Tech Requirements
5. Using Big Data to Maximize ROI on Customer Analytics: What are the top 5 opportunities to use Big Data to increase the benefits achieved through customer profitability analytics and related initiatives?
Speakers: Jaime Fitzgerald, Founder and Managing Partner, Fitzgerald Analytics, and Konrad Kopczynscki, Director at Fitzgerald Analytics. Konrad and Jaime have applied customer profitability methodologies to dozens of clients.
Are your service level reports all green, but your customer is still not happy? That's because traditional time-based IT support metrics suck. Discover a better way to measure IT service quality.
19 Customer Experience Statistics for 2019iperceptions
This infographic looks at 19 CX stats every CX professional should know in 2019, and how much great or bad Customer Experience can impact your bottom line.
Customers are the heart and soul of every organization. As a company grows, it becomes increasingly important to streamline processes while improving the customer experience.
For many companies resolving customer issues and seeking areas for improvement is labor intensive, manual, and unstructured. Statistically, inefficiencies like these increase costs and decrease overall company profitability.
Building a "maniacal" customer-centric cultureGenpact Ltd
Client centricity is a stated core value of all enterprises. However, few organizations scientifically build processes to measure it, use it to direct incentives and rewards, and most importantly, leverage it to shape company culture. I call those that do so “maniacally client focused organizations.” The impact of such an approach is sustainable growth driven by stronger client penetration, a state in which client recommendations expand the frontline’s reach and effectiveness, and a more engaged and stable workforce.
The Always-On Approach: How to Continually Improve Your Streaming Advertising...Tinuiti
Take the guesswork out of driving results from your Streaming campaigns, and discover how the always-on approach can deliver the metrics needed for a full picture across your entire campaign.
In this webinar, our experts at Tinuiti and our Streaming agency, Bliss Point Media, with guest global market research company, Forrester, explore Streaming advertising marketing trends and the importance of incrementality testing in driving sales.
PUTTING THE VALUE BACK IN VALUE ENGINEERING: Leveraging Lean thinking to Driv...Amanda Ross
This deck was presented at a joint webinar with AgileCraft and Barry O'Reilly on Value Engineering. In this deck we cover:
- How Value Engineering enables enterprises to systematically manage the uncertainty and return of innovation in their organization
- Quickly and cheaply experiment to learn what are winning ideas, and what do not deliver value and should be discarded
- How to define outcome-based metrics to build value statements, and improves visibility and accountability across your organization
- How to drive rapid feedback loops to accelerate innovation and better decision-making
- How tools can play a role in the Value Engineering / Lean thinking cycle
The most effective customer experience measure on the planetChristopher Brooks
Customer Experience is most effective when measured in terms of behaviour change; more sales, greater retention, uplift in revenue. Most measures look at sentiments such as satisfaction or intentions such as recommendation. They are not the same. The are not effective measures. Experience Quality Measure looks at behaviour change from Customer Experience. At 90% accountability it is more reliable than any other measure available.
Management
13 Teams
__
Average talent teams that get along well with each other are more productive than gifted teams that don’t get along. It doesn’t matter how well a team with low emotional intelligence is in control of the numbers. They can’t even decide what to try to do.
14 Stress
___
Difficulties at work and in our relationships put us under stress. Stress makes it difficult for us to find solutions to problems. When we can’t find solutions to problems, we get more stressed. To get rid of this dead end, we need to know how to manage our stressful situations.
15 Marriage
____
The secret of long and happy marriages is sincerity in your feelings. If your marriage was not built on this basis of intimacy from the very beginning, it will begin to crack over the years. Even small problems become unsolvable. You have to be emotionally open at the beginning of the road.
16 Leadership
______
Leadership does not mean dominance. Leading your colleagues to a common goal and making them believe in the reality of this purpose. Successful leaders are those who can keep their team’s motivation alive for many years. You have to make them desire the work to be done.
17. Emotions Are All Normal
___
Anger, hatred, love, happiness… You can understand when and under what circumstances these feelings will emerge by following yourself. You may have these feelings depending on how you interpret the events you encounter. The important thing is to be able to react independently of your feelings. You may find yourself making promises that you cannot keep because you are happy, or you may resort to violence when you are angry.
18/ Being able to Express Your Emotions
____
Not everyone’s level of empathy can be very good. You may be in a difficult situation immediately. You may feel bad, but people may not understand it. In these situations, you may need to express your feelings a little more directly.
19/You Are Not Your Emotions
______
Keep doing what you need to do, no matter how you feel. Success is achieved by people who cannot give up no matter what their feelings and thoughts are. Don’t let your feelings affect your actions.
20/ Timing
__
As soon as you feel a different emotion, try to think before you act. Because emotional intelligence moves faster than rational intelligence, it can make you act irrationally and make you say any unnecessary words.
Thanks for reading
~ 𝗧𝗼𝗻𝗴𝘀𝗮 𝗚𝘂𝘆
Book:- https://amzn.to/3XsVTz2.
13 Teams
__
Average talent teams that get along well with each other are more productive than gifted teams that don’t get along. It doesn’t matter how well a team with low emotional intelligence is in control of the numbers. They can’t even decide what to try to do.
14 Stress
___
Difficulties at work and in our relationships put us under stress. Stress makes it difficult for us to find solutions to problems. When we can’t find solutions to problems, we get more stressed. To get rid of this dead end, we need to know how to manage our
Strategic Planning And Budgeting Part 2: Alignment, Budgeting, and ResourcesKenny Ong
ABF Budgeting, Forecasting and Financial Planning Conference, Feb 2009
*Understanding what strategic planning is and why it is important
*Clarify the difference between vision, mission statement, goals and objectives
*The external environment: The need to understand the economic cycle
*Tying the strategic plan to the budget
*Cost Reduction methods and advice
There are very few companies who don’t want to change their customers’ behaviour (sales, cross-sell, channel usage, retention, etc.). In this session we’ll show you how to use behavioural economics to both understand and change human behaviour in meaningful ways. We’ll show how this new approach to handling customers has led to a +27% increase in new sales, a +23% increase in cross-sell, a +154% increase in customer retention, and more
This Time It's Personal: A human approach to profitable growth for insurersAccenture Insurance
Our research identifies that insurers can achieve profitable growth of 5 to 15 percent by taking a personalised approach to addressing customer needs. To convert the opportunity, insurers should follow our three-step path to value which, using data and analytics coupled with human insight techniques, creates and delivers hyper-personalised experiences that improve customer retention.
Measuring Customer-Experience ROI with social mediaMichael Wolfe
Validates and describes a very innovative and powerful approach for measuring the customer-brand-experience using social media experiential commentary. Not only is this a brea-through, but demonstrates the importance and value of the CX for brands.
Similar to Optimizing Customer Experience - In House or Outsourced by Prof. Adré Schreuder (20)
Earth moving equipment refers to heavy-duty machines used in construction, mining, agriculture, and other industries to move large amounts of earth, soil, and other materials. These machines include excavators, bulldozers, loaders, and backhoes, which are essential for tasks such as digging, grading, and leveling land.
Earthmovers is a leading brand in the industry, known for providing reliable and high-performance earth moving equipment. Their machines are designed to handle the toughest jobs with efficiency and precision, ensuring optimal productivity on any project.
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Read this PPT now to gain in-depth insights into how to fight litter and safeguard our landscapes from its negative impacts.
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Are Gutters Necessary? Explore the details now!AmeliaLauren3
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2. 28%
Maritz CX
Only 28% of CX
professionals feel
their programs are
successful at
driving business
outcomes
Gartner 2016
Of companies will
be differentiating
themselves
mostly on the
basis of Customer
experience
Source: Placeholder example
Are you ready?
2
89%
6. The Satisfied Customer – Claes Fornell
6
• Alert for in-house “do-it-yourself”
approaches (usually guided by the desire
for simplicity). Simplicity is all good and
well, but it sometimes comes at a high
price.
• Paradoxically enough, measurement has
become standard in CX, but the
measurement itself is rarely subjected to
professional standards and its accuracy is
often questionable.
• Scientific discipline brings discipline. It
forces beliefs into the open, makes
assumptions testable and lets us build on
what’s known.
7. The Fallacy of Percentages
7
• Reporting customer satisfaction in percentage
terms “85% of our customers are satisfied” and
“our customer satisfaction score is 90%”.
This is mostly nonsense. It is the same as
measuring intelligence by asking: “Are you dumb
or smart?”
• Satisfaction is a continuum between two
extremes – extremely dissatisfied and extremely
satisfied. It leads to imprecision, i.e. large
margin of error.
• Measurement is about precision – random noise
is the opposite of precision.
• If the customer satisfaction measure cannot be
tied to future financial performance, its
economic relevance is lost!
8. Recommendation is better than Satisfaction - More Delusions!
• First fallacy – assuming that the recommendations will
actually happen regardless of how satisfied the customers
are.
• Second – the foolish Recommendation measurement
practices proposed by NPS
• GOOD measurement -> minimizing random error. NPS
reduces a continuous scale to something binary and in the
same time triple the random error (see next slide).
• It is not that companies adopting NPS as their only measure
do not have competent statisticians or market researchers,
but the decisions are often made at an organizational level
where even rudimentary knowledge of measurement
properties is slim.
9. The Power of Estimates
9
Mean of 11-point
Likely to
recommend
NPS CSI
Sample (n) 697 697 711
Mean 7.5 23.5% 74.2
95% Confidence
+/-
0.23 6.5% 1.63
Lower CI Limit 7.30 17.0% 72.6
Upper CI Limit 7.76 30.1% 75.88
Ability to predict/detect 5% increase in mean
Test mean 7.9 25% 77.96
Power (1-Beta) 89.6% 5.4% 99.37%
Source: FCI Group., 2007b. The American Customer Satisfaction Index (ACSI) Technology: A Methodological Primer. pp.1–37.
10. Debunking the Myths about CSI
10
• Myth:
Lower number of complaints = higher customer
satisfaction
– Counterproductive and paradoxical objective
– Complaint expectation: Customer believes = reward > effort (and
unpleasantness) of complaining
• Truth: SILENT MAJORITY = Most customers do not
complaining!
11. You can Buy Loyalty, but Satisfaction must be Earned
11
• Myth: Customer Satisfaction is “worthless”, but
Loyalty is “priceless”
• Truth: Customer Loyalty without Satisfaction is
a contradiction of the basic mechanics of the
free market system and violates the cause-and-
effect relationship between satisfaction and
loyalty
12. Satisfaction vs. Loyalty
12
• Satisfaction has a STRONGER effect on financial
performance than Loyalty.
• Reason: the increased revenue generated by improved
loyalty is not offset by the higher costs of the Loyalty
programs (unless generated by customer satisfaction) –
e.g. Frequent flyers being members at all frequent flyer
loyalty programs
14. Most Important Customer Experience Strategies for Business
14
Implement
Customer Centric
Culture
21%
Improve workforce
training/mngmt
retention
17%
Transformation
Change
17%
Costs/Efficience/P
roductivity
16%
Engage customers
through new
channels
13%
Improve Call
centre technology
11%
Deliver CX from
new geographical
sites
4%
Deliver CX via
virtual call centre
1%
Source: Teletech E-book : Customer Experience benchmark research report 2015
1
2
3
4
5
6
7
8
15. 15
Beloved Companies …
• … decide to Believe
“We trust our customers. We trust those who serve
them”
• … decide with Clarity of
Purpose
“Our iron-clad integrity and clarity guides the
direction of our decisions”
• … decide to be Real
“We have inspired soul, humanity in our touch and
personality that’s all ours”
• … decide to be There
“We must earn the right to our continued relationship
with customers”
• … decide to say Sorry
“We act with humility when things go wrong. We will
make it right”
Source: www.customerbliss.comJeanne Bliss
16. What is ‘Customer Experience’?
16
Source: Verhoef, Peter C., Katherine N. Lemon, A. Parasuraman, Anne Roggeveen, Michael Tsiros and Leonard A. Schlesinger (2009), “Customer
Experience Creation: Determinants, Dynamics and Management Strategies,” Journal of Retailing, 85 (1), 31–41.
This experience is created by:
The Customer experience construct is holistic in nature and
involves the Customer’s cognitive, emotional, social and physical
responses to the retailer.
controllable elements -
service interface, retail
atmosphere, assortment
and price;
uncontrollable elements -
influence of others, purpose
of shopping;
Customer experience encompasses the total experience,
including the search, purchase, consumption and after-sale
phases of the experience, and may involve multiple retail
channels.
17. 2
3
4
5
1
Leading Indicator Of Business Performance
17
Source: Gupta, S. & Zeithaml, V., 2006. Customer Metrics
and Their Impact on Financial Performance. Marketing
Science, 25(6), pp.718–739.
18. Proven statistics about the links between Customer Satisfaction & Business Outcomes
18
Source: Gupta, S. & Zeithaml, V., 2006. Customer Metrics and Their Impact on Financial Performance. Marketing Science, 25(6),
pp.718–739.
Customer
Satisfaction
Meta analysis by Sunil Gupta & Valarie Zeithaml (2006):
+1%
Customer
Satisfaction
+2.37%
ROI
-1%
Customer
Satisfaction -5.08%
ROI
19. Link between Customer Satisfaction & Business Outcomes
19
Research using ACSI data demonstrates the relationship between customer
satisfaction and the financial performance of individual firms. ACSI’s
methodology show that customer satisfaction is directly linked to stock
market performance.
http://theacsi.org/national-economic-indicator/financial-indicator
20. Customer Experience in Perspective
20
The term Customer Experience Management is used
within the broader context of Customer Relationship
Management (CRM)
“CEM is part of customer relationship management
(CRM) and the natural extension of building brand
awareness”
Source: Kirkby J, Wecksell J, Janowski W & Berg T, “The Value of Customer Experience
Management”, Strategic Analysis Report, March 2003
21. CX 101
21
Adapted from: Bitner M-J, “Building service relationships: It's all about promises”, Journal of the Academy of Marketing Science, Vol 23(4), 1995 & Kirkby J,
Wecksell J, Janowski W & Berg T, “The Value of Customer Experience Management”, Strategic Analysis Report, March 2003
23. Purposeful
Leadership
Do your leaders operate consistently with a clear,
well articulated set of values?
Compelling
Brand Values
Are your brand attributes driving decisions about
how you treat Customers?
Employee
Engagement
Are your employees fully committed to the
goals of your organization?
Customer
Connectedness
Is Customer feedback & insight integrated
throughout your organization?
Source: Temkin Group – June 2015
CHANGE THE CX NARRATIVE
23
24. Before jumping right into
solving a problem, we should
step back and invest time and
effort to improve our
understanding of it.
:Prof Adré Schreuder
“
”
25. CX as Art & Science
Slide 25
CHURCHILL, G,A.; A Paradigm for Developing Better measures of Marketing
Constructs, Journal of Marketing Research Vol. XVI (February 1979). 64-73.
More stupefying than the sheer number of our measures is the
ease with which they are proposed and the uncritical manner in
which they are accepted. In point of fact, most of our
measures are only measures because someone says that they
are, not because they have been shown to satisfy standard
measurement criteria (validity, reliability, and sensitivity)
26. Archetypes of Client Insights Maturity
26
Have no Insights FunctionA
We cannot afford dedicated
resources
A1
Company Ethos
We have a lot of Client data,
but do not use it well
A2
Beyond Analytics
We cannot change the
structure or process easily
A3
Start-up within
Have Insights Function, but want to
get more out of themB
We use CusInsights for
Marketing rather CVP
B1
Product Tool
We do all the right things,
but still poor CE
B2
Experience Driven
CusInsights too expensive,
make more affordable
B3
Centralized Coach
CusInsights not shared/
lost in company
B4
Knowledge Centre
CusInsights add little
value to CVP or business
B5
Insights to Inform
Source: Worldbank – CGAP & Dalberg Consulting
Dalberg Consulting developed 8 archetypes with CGAP
27. Changing your focus from INSIDE-OUT to OUTSIDE-IN
changes your perspective in the design of a differentiated
customer experience.
From INSIDE-OUT to OUTSIDE-IN
27
29. THE CONSULTA MEASUREMENT FRAMEWORK
Slide 29
LEVEL1
LEVEL2
LEVEL3
STRATEGIC
REPUTATIONAL
OPERATIONAL
REAL TIME
Copyright Consulta 2016
30. Outside-In & Inside-Out
30
Proprietary Strategic (Review & Focus)
National and International Benchmark
Operational Measures
National and International Benchmark
Proprietary Strategic/Visionary Measures
Strategic
Minimum standards
Inside-Out View Outside-In View
Strategic Reputational Measures
CC Audit
CC Destiny
NPS
Effort Score
Best Practise
OperationalStandards & Foundation
Level 1
Level 2
Level 3
2018
CC Maturity
OUR COMPANY
OUR
CUSTOMERS
OUR COMPANY
OUR CUSTOMERS
31. Business Understanding of Client Engagement
31
47% Brand
Perspective
40%
Client
Perspective
13%
47% of Business
view Client
Engagement from
a Marketing/
Brand and/or
Business process
perspective
40% of Business
view Client
Engagement from a
Client Experience
perspective
ONLY 13%
see Client Engagement from a
Brand & Client Perspective
Source: Rosetta Consulting. 2014 Client ENGAGEMENT
Rosetta Consulting’s Client Engagement Survey Part 1: The Marketer’s Perspective
http://www.rosetta.com/reports/Client-engagement-rosetta-consulting-study/Client-engagement-from-the-marketers-perspective
33. Five pillars of Customer Centricity as a business model
33
Leadership
and culture
Customer focused
leadership and culture
Focusing
operations
Focusing operations
on the Customer -
compliance, risk, IT,
HR, finance,
marketing, legal,
training
People, tools
and insights
Collecting information,
generating insights,
informing strategy,
informing Customer
value propositions and
empowering employees
Customer
experience
Based on insights
generated, design,
concepts, test, build,
delivery, scale and
renewal
Value
Creating and
measuring value: at
Customer, firm and
society level
Source: Worldbank - CGAP
34. CGAP Customer Centricity Maturity Model
34
• A Causal Model with Longitudinal Journey
35 Statements:
Agreement scale
_____
Aligned with 5
customer centricity
pillars
Customer
Centricity
Maturity
Model
Pillar 1: Leadership &
Culture
Pillar 3: Empowering
employees, insights
& tools
Pillar 4: Customer
experience
Pillar 5: Creating
value
Pillar 2: Focusing
operations on the
customer
38. CC Development Matrix
Slide 38
Enablers►
▼ Pillars
KNOWING PLANNING DESIGNING DELIVERING ENGAGING RESPONDING
Pillar 1: Leadership &
Culture
CC MATURITY CC DESTINY CC ROADMAP
CC STRATEGIC
FRAMEWORK –
Roll Out
CC
MEASUREMENT
FRAMEWORK
(Reputational &
Transactional)
CC BENCHMARK
MEASURE
Pillar 2: Focusing
Operations on the
Customer
CC STRATEGIC
FRAMEWORK -
Planning CC
MASTERCLASS
CC JOURNEY
MAPPING
Current State Voice-of-
Customer
ChannelsPillar 3: Empowering
Employees, Insights,
and Tools
RCA (Root Cause
Analysis)
CC JOURNEY
MAPPING
Desired State
CEM / CEP
TRAINING
CEM / CEP
TRAINING
Pillar 4: Customer
Experience
CC VALUE PROP
CC ROADMAP
CC MATURITY
Pillar 5: Creating Value CC FORECAST
ROMI, Linkages Analysis,
Predictive Modelling
CC FORECAST
39. Key Take outs
• Stop the measure-madness - More Comprehensive &
Integrated model for CX-measurement
• Break the start-stop-start mentality & silver bullet 6-
months project mentality:
– Journey to Customer Centricity will take 3-5 years (of consistent
clear strategy):
– We need more evangelist CX professionals by ”educating” business
about the true scope of CX implementation
• Break the PR-Ra-ra podium lip service mentality -
Business needs to ”walk-the-talk”
• Break the “we focus on the customer, but prefer
profit” mentality at C-Level - More CCO’/CXO’s that will
represent the customer at C-levelSlide 39