This document contains two articles related to medical device service organizations. The first article summarizes the animosity that exists between Medical Device Original Equipment Manufacturers (MDOEMs) and Medical Device Independent Service Organizations (MDISOs) who provide third-party service and support. Both sides blame the other for predatory pricing tactics. The second article describes how the vice president of a software company, Neil Baron, was able to turn around declining software maintenance revenues by consolidating disparate customer service operations following multiple acquisitions and instituting standardized processes.
The document discusses managing customer encounters in service businesses, including how differing levels of customer contact impact service design, viewing service as theatre, analyzing critical customer incidents, and addressing the challenges posed by misbehaving "jaycustomers". It also explores managing employees during service encounters and gaining customer perspectives on satisfying and dissatisfying experiences.
Customer Insight Findand Keepthe Customers You WantAnil Kumar
This document discusses how companies can improve customer acquisition and retention by developing stronger insights into their customers. While many companies have invested in CRM systems, capabilities for generating and acting on customer insights are still lacking. The document examines how a single customer view can provide a more complete understanding of customers. It also provides examples of companies that have improved marketing, sales, service and operational effectiveness by developing robust customer insight capabilities, including a country's postal service. Overall, the key message is that deep customer understanding is needed to build loyal, profitable customer relationships.
1) Superior customer service is critical for high-tech companies to ensure repeat business and loyalty, but many companies overestimate how satisfied their customers are with the service.
2) Research shows that customers who have an extremely high satisfaction experience are nearly 300% more loyal than those with average satisfaction and those with average satisfaction are unlikely to purchase from the provider again.
3) There is a large disparity between how companies perceive their customer service capabilities and customer satisfaction, with customers generally being more angry and seeking alternative providers.
International Journal of Business and Management Invention (IJBMI)inventionjournals
The document summarizes customer relationship management (CRM) strategies used by Airtel and Zain in the telecommunications industry. It finds that:
1) Airtel divides its customer care cell into four departments to handle different customer segments. It also implements CRM through customer care executives and measures effectiveness through a third party.
2) Airtel designs special loyalty programs and incentives, especially for privileged customers. It has a complaint handling system and incorporates customer feedback.
3) Zain collects customer personal information through its website to perform data mining and convert data into useful business insights. It aims to improve capabilities to acquire and retain customers to increase market share.
Current Scenario of Different Type of Services Marketing and Delivery in Cust...Dr. Amarjeet Singh
A Significance of customer relationship management, CRM in banking sector and their benefit to their customer, principles of CRM, challenges for implementation. Profile of sample bank and their working performance were discussed perception of service quality of public and private sectors banks and their expectations in this regard and discussed in forthcoming the social economic profile of the respondents is disused.
The concept of CRM is vital to the insurance sector. Good customer service is the bust brand ambassador for any mode of insurance. The entire business process consists of highly integrated efforts to discover, create, arouse and satisfy customer need. The modern business has realized it and is making all out efforts to become customer-centric across the globe. Hence, the customer relationship management is not a once-for-all affair but a continuous process. It is the integral approach of dealing with customer by deploying the advanced information technology.
The Hospitality industry a huge potential for Social CRM. The hospitality industry thrives on two basic factors-segmentation & uniqueness. Apart from the regular promises of customer satisfaction, it is the identity or rather the personality on hotel that really matter. Customer relationship management, particularly on hotel chin level, is very challenging but also very important, as the hospitality industry deals with perishable goods and need to mange supply and demand with a sure instinct.
Eight Steps to Great Customer Experiences for Government AgenciesRightNow Technologies
This document outlines eight steps that government agencies can take to improve customer experiences despite constrained budgets. The steps are: 1) Establish a knowledge foundation to effectively manage and deliver knowledge; 2) Empower customers with self-service options via web and phone; 3) Empower frontline employees with access to extensive knowledge; 4) Offer service through multiple channels; 5) Listen to customer feedback; 6) Design seamless experiences across channels; 7) Proactively engage customers; 8) Continuously measure and improve experiences. Implementing these steps will allow agencies to fulfill rising expectations, comply with mandates, and increase productivity while reducing costs.
CRM Implementation in Indian Telecom Industry – Evaluating the Effectiveness ...Waqas Tariq
With the liberalization and internationalization in telecommunication, service quality has become an important means of differentiation and path to achieve business success. Such differentiation based on service quality is seen as a key source of competitiveness for many Indian firms and hence have implications for leadership in such organizations. Faced with a growing market and increasing competition, companies in the telecom business are adopting to new technological imperatives in order to outperform their competitors. These companies adapt continuously to the dynamic environment so as to survive competition. The emphasis here lies in identifying critical value adding processes and redesigning them to become customer centric. One such approach in the adoption of an IT to move towards customers is the Customer Relationship Management (CRM). The Indian Mobile Service Providers are using CRM extensively to identify the needs of the customers and stretching out ways and means to satisfy them. In this context, it is absolutely essential to study the effectiveness of the CRM being practiced by the mobile service providers. This study specifically analyses the extent to which CRM is being practiced by the mobile service providers, and identifies the effect of the service quality of the mobile service providers on the Customer Loyalty. As CRM focuses on being customer centric, it becomes essential to measure the effectiveness of CRM in terms of the degree to which the customers are advocates of the mobile service provider as well as to measure the degree to which they participate in the cross selling and up selling of the various products and services of the provider. To evaluate the effectiveness, there are lots of quantitative techniques available and some work in this area has already been done. But there is a dearth of literature focusing on the relative efficiency. One advanced operations research technique which evaluates the relative efficiency is the Frontier Analysis or Data Envelopment Analysis (DEA). This paper attempts to use Data Envelopment Analysis to assess the effectiveness of Mobile Service Providers, specifically a set of the providers offering services in Chennai, Tamil Nadu, India. The research has identified a set of input and output parameters for each Service Provider, from which the efficient frontiers (DMUs) are determined. The relative efficiency of the Service Providers are measured with respect to the efficient frontier and then analyzed. Detailed recommendations are set forth, for appropriate interventions to address the specific gaps identified through the gaps analysis. The analysis further provides useful information and opens up new avenues for future research.
How U.S. Telecoms Can More Effectively Convert Data to ForesightCognizant
CSPs face many challenges including intense competition, pressure to reduce costs, and changing customer demands. Advanced analytics can help CSPs better understand customer behavior to improve customer retention. Network analytics can also help CSPs monitor network performance, identify bottlenecks, and utilize their networks more efficiently. Overall, analytics can provide insights to help CSPs improve customer experience, maximize network efficiency, and remain competitive.
The document discusses managing customer encounters in service businesses, including how differing levels of customer contact impact service design, viewing service as theatre, analyzing critical customer incidents, and addressing the challenges posed by misbehaving "jaycustomers". It also explores managing employees during service encounters and gaining customer perspectives on satisfying and dissatisfying experiences.
Customer Insight Findand Keepthe Customers You WantAnil Kumar
This document discusses how companies can improve customer acquisition and retention by developing stronger insights into their customers. While many companies have invested in CRM systems, capabilities for generating and acting on customer insights are still lacking. The document examines how a single customer view can provide a more complete understanding of customers. It also provides examples of companies that have improved marketing, sales, service and operational effectiveness by developing robust customer insight capabilities, including a country's postal service. Overall, the key message is that deep customer understanding is needed to build loyal, profitable customer relationships.
1) Superior customer service is critical for high-tech companies to ensure repeat business and loyalty, but many companies overestimate how satisfied their customers are with the service.
2) Research shows that customers who have an extremely high satisfaction experience are nearly 300% more loyal than those with average satisfaction and those with average satisfaction are unlikely to purchase from the provider again.
3) There is a large disparity between how companies perceive their customer service capabilities and customer satisfaction, with customers generally being more angry and seeking alternative providers.
International Journal of Business and Management Invention (IJBMI)inventionjournals
The document summarizes customer relationship management (CRM) strategies used by Airtel and Zain in the telecommunications industry. It finds that:
1) Airtel divides its customer care cell into four departments to handle different customer segments. It also implements CRM through customer care executives and measures effectiveness through a third party.
2) Airtel designs special loyalty programs and incentives, especially for privileged customers. It has a complaint handling system and incorporates customer feedback.
3) Zain collects customer personal information through its website to perform data mining and convert data into useful business insights. It aims to improve capabilities to acquire and retain customers to increase market share.
Current Scenario of Different Type of Services Marketing and Delivery in Cust...Dr. Amarjeet Singh
A Significance of customer relationship management, CRM in banking sector and their benefit to their customer, principles of CRM, challenges for implementation. Profile of sample bank and their working performance were discussed perception of service quality of public and private sectors banks and their expectations in this regard and discussed in forthcoming the social economic profile of the respondents is disused.
The concept of CRM is vital to the insurance sector. Good customer service is the bust brand ambassador for any mode of insurance. The entire business process consists of highly integrated efforts to discover, create, arouse and satisfy customer need. The modern business has realized it and is making all out efforts to become customer-centric across the globe. Hence, the customer relationship management is not a once-for-all affair but a continuous process. It is the integral approach of dealing with customer by deploying the advanced information technology.
The Hospitality industry a huge potential for Social CRM. The hospitality industry thrives on two basic factors-segmentation & uniqueness. Apart from the regular promises of customer satisfaction, it is the identity or rather the personality on hotel that really matter. Customer relationship management, particularly on hotel chin level, is very challenging but also very important, as the hospitality industry deals with perishable goods and need to mange supply and demand with a sure instinct.
Eight Steps to Great Customer Experiences for Government AgenciesRightNow Technologies
This document outlines eight steps that government agencies can take to improve customer experiences despite constrained budgets. The steps are: 1) Establish a knowledge foundation to effectively manage and deliver knowledge; 2) Empower customers with self-service options via web and phone; 3) Empower frontline employees with access to extensive knowledge; 4) Offer service through multiple channels; 5) Listen to customer feedback; 6) Design seamless experiences across channels; 7) Proactively engage customers; 8) Continuously measure and improve experiences. Implementing these steps will allow agencies to fulfill rising expectations, comply with mandates, and increase productivity while reducing costs.
CRM Implementation in Indian Telecom Industry – Evaluating the Effectiveness ...Waqas Tariq
With the liberalization and internationalization in telecommunication, service quality has become an important means of differentiation and path to achieve business success. Such differentiation based on service quality is seen as a key source of competitiveness for many Indian firms and hence have implications for leadership in such organizations. Faced with a growing market and increasing competition, companies in the telecom business are adopting to new technological imperatives in order to outperform their competitors. These companies adapt continuously to the dynamic environment so as to survive competition. The emphasis here lies in identifying critical value adding processes and redesigning them to become customer centric. One such approach in the adoption of an IT to move towards customers is the Customer Relationship Management (CRM). The Indian Mobile Service Providers are using CRM extensively to identify the needs of the customers and stretching out ways and means to satisfy them. In this context, it is absolutely essential to study the effectiveness of the CRM being practiced by the mobile service providers. This study specifically analyses the extent to which CRM is being practiced by the mobile service providers, and identifies the effect of the service quality of the mobile service providers on the Customer Loyalty. As CRM focuses on being customer centric, it becomes essential to measure the effectiveness of CRM in terms of the degree to which the customers are advocates of the mobile service provider as well as to measure the degree to which they participate in the cross selling and up selling of the various products and services of the provider. To evaluate the effectiveness, there are lots of quantitative techniques available and some work in this area has already been done. But there is a dearth of literature focusing on the relative efficiency. One advanced operations research technique which evaluates the relative efficiency is the Frontier Analysis or Data Envelopment Analysis (DEA). This paper attempts to use Data Envelopment Analysis to assess the effectiveness of Mobile Service Providers, specifically a set of the providers offering services in Chennai, Tamil Nadu, India. The research has identified a set of input and output parameters for each Service Provider, from which the efficient frontiers (DMUs) are determined. The relative efficiency of the Service Providers are measured with respect to the efficient frontier and then analyzed. Detailed recommendations are set forth, for appropriate interventions to address the specific gaps identified through the gaps analysis. The analysis further provides useful information and opens up new avenues for future research.
How U.S. Telecoms Can More Effectively Convert Data to ForesightCognizant
CSPs face many challenges including intense competition, pressure to reduce costs, and changing customer demands. Advanced analytics can help CSPs better understand customer behavior to improve customer retention. Network analytics can also help CSPs monitor network performance, identify bottlenecks, and utilize their networks more efficiently. Overall, analytics can provide insights to help CSPs improve customer experience, maximize network efficiency, and remain competitive.
This paper describes those particular factors that really drive the QOS (Quality of Service) as perceived by the customer. The paper argues that 'soft services' are the real and actual features of a business service that customers really value and not the 'hard' service as usually imagined and focused upon by the provider of the service. So for example, when giving their opinion of a Telecoms provider, people will make their judgement upon how their account queries are handled - in place of the actual quality of the telephone line service. Therefore to succeed service providers need to identify the true 'soft service' elements of what they do and improve them, or find new ones the customers really want. Originally published in 2009, written by Dave Amos.
This document discusses Customer Relationship Management (CRM) in the context of non-banking financial services. It provides an introduction to CRM and highlights that most institutions take a narrow view of CRM, limiting benefits. A successful CRM strategy incorporates business activities, channel management, relationship management, and back-office/front-office integration within a customer-centric approach. The document then discusses concepts, benefits, challenges and importance of CRM for non-banks. It also covers CRM techniques used by non-banks in India and future trends in CRM.
This document summarizes the savings that can be achieved through web-based self-service solutions for customer service. It discusses that self-service reduces support costs from $33 per phone call to just $1 per online transaction. It also notes that according to a study, 86.9% of customer inquiries were handled through self-service without needing more expensive support options. The document concludes that factors like reducing phone/email volume and lower professional services fees can help companies achieve a strong return on investment from customer relationship management software that incorporates self-service options.
Services marketing hint for comprehensive examination 2011mcrashidkhan
The document discusses different frameworks for classifying services and their usefulness to managers. It describes four main classifications: people processing, possession processing, mental stimulus processing, and information processing. For each classification, it provides examples and discusses what managers should consider regarding marketing strategy, operations, and customer experience based on the type of processing involved. It also defines search, experience, and credence attributes of services and provides examples of each.
Delivering User Excitement in the Digital Era Through an Enterprise Service HubCognizant
To succeed in a digital world, enterprises must reengineer their help and service desks along a hub and spoke model, employing analytics and total case ownership to satisfy internal and external user needs as soon as they arise.
CRM has strong mission, visual appeal, and iconic events that solidify its credibility. However, its branding is weak with inconsistent logos confusing its online presence. It also lacks marketing to associate events with CRM. There are opportunities to unite religious students through a central app and initiatives in feeder schools, as religious identification is growing on campuses. Threats include hostility towards religion on campuses and efforts to remove it from education.
This document discusses key concepts in services marketing. It begins by outlining objectives for understanding services, their differences from goods, and challenges for service businesses. Some key differences highlighted include the intangibility, heterogeneity, simultaneous production and consumption, and perishability of services. The implications of these differences are then examined, such as the difficulty of inventory, quality control, pricing, and matching supply and demand for services. Charts are provided on the growth of the service sector and examples of industries given.
Marketing of services an introduction and factsVipin Kumar
The document discusses key concepts related to marketing of services. It begins by defining services and distinguishing their characteristics from goods. Services are intangible deeds, processes and performances. They are heterogeneous, inseparable from their production and consumption, and perishable.
The document then covers India's large and growing services sector. It contributes over 50% to India's GDP across sectors like trade, transport, finance and real estate. The growth of services has increased demand for services marketing. Deregulation of industries like airlines and telecoms has given firms more marketing control.
The final sections discuss frameworks for understanding services like the core-supplementary spectrum and service typology based on customer and possession processing. It also covers customer
This document discusses key concepts related to service marketing. It begins by comparing goods and services, noting that services are intangible processes while goods are tangible outputs. It then examines the unique challenges of marketing services due to their intangibility, inseparability from production, inconsistency, and perishability. The document also explores the roles of the service sector in the Indian economy and its contributions to GDP and employment. Finally, it covers positioning, the process of creating a distinct image in the consumer's mind, and the steps involved in effective positioning.
Roadmap to omnichannel customer excellenceEnrico Pruis
This is the age of the customer. How can we change our organisations in such a way that we can adapt to the omnichannel behaviour of generation Y. Tieto helps you to bridge the gap between McKinsey's integrated retail theory and a real transformation to all levels of your organisation. The consumer of today is omnichannel. We can help you becoming omnichannel customer excellent.
This document discusses services marketing. It begins by defining what services are, noting their intangible and heterogeneous nature. It then compares the characteristics of services to goods, highlighting how services are simultaneously produced and consumed.
The document outlines the components of the services marketing mix, expanding beyond the traditional 4 Ps to the 7 Ps framework to account for the roles of people, physical evidence, and processes. It stresses that all human and physical factors involved in service delivery influence customers' perceptions. Finally, the document provides examples of how marketers can use the 7 Ps framework to strategically assess their services and implement specific offerings.
This document discusses the implementation of customer relationship management (CRM) practices at ICICI Bank, a major private bank in India. It provides an overview of ICICI Bank's CRM strategy, which involves understanding customers, developing customized products and services, interacting with and delivering value to customers, and acquiring and retaining valuable customers. The key aspects of implementing CRM at ICICI Bank included focusing on business needs, organizational structure, metrics, marketing, and technology. ICICI Bank deployed a CRM solution from Siebel and a data warehouse to gain insights from customer data and better manage customer relationships.
The document discusses several key aspects of services marketing. It defines services according to Peter Drucker and the Chartered Institute of Marketing. It notes that services are difficult to define because inputs and outputs are often intangible. Kotler's definition of a service as an activity that does not result in ownership is also mentioned. The document outlines some characteristics that distinguish services from goods, such as intangibility, inseparability, heterogeneity, and perishability. It provides examples of how service industries have grown to comprise large portions of modern economies.
Conversational AI automation in the banking and financial sector has enabled banks to have customer experience, engagement along with improving contact center management, operational efficiency as well as upselling and cross-selling opportunities.
Role of social media on customer relationship management crmWaleed Ahmed
This document contains a coursework header sheet for a student submitting an essay on relationship marketing and e-CRM. It provides information on the course code, school, assessment details, submission deadline, and a statement that the work is the student's own. The contents page lists sections on social media, ways to form relationships through CRM, using social media for service recovery, CRM implementation and challenges, and maintaining dialogue using online/offline communication.
1. eCRM provides companies with interactive and personalized communication across electronic and traditional channels while respecting customer preferences.
2. Building an effective eCRM solution requires defining business objectives, assessing current capabilities, and defining process changes needed to meet goals.
3. Key eCRM features include a focus on refining business processes, being data-driven to provide customized customer profiles and interactions, and measuring performance.
The document provides statistics and information about India's economy and key sectors. It discusses India's GDP, GDP growth rate, GDP per capita, GDP by sector, inflation rate, population size, poverty rate, labor force, unemployment rate, and top industries. It also lists India's exports and imports, top export and import partners, and ease of doing business rank. The document contains detailed economic statistics about India that highlight its growing economy and sectors like services, manufacturing, agriculture, and their contribution to GDP.
CRM (Customer Relationship Management) software allows companies to better understand their customers through collecting, storing and analyzing customer data across different departments and channels. This integrated approach aims to improve customer service, increase sales and boost profits. Major CRM software providers include Microsoft, Sage and SAP, with packages ranging in price from $5,000 to over $100,000 depending on features. Implementing CRM successfully requires focusing on core customer service goals and ensuring smooth integration with existing systems and processes.
This document is a project report on e-business submitted by Pramod Verma to fulfill requirements for a Master's degree in management studies. The report includes an introduction, literature review, methodology, objectives and scope of e-business. It discusses types of e-business transactions including B2B, B2C, C2C and others. It also covers advantages and limitations of e-business, and factors for e-business success and failure. The report aims to understand e-business and provide guidance to make an IT employment website successful.
Microsoft's mission is to empower every person and every organization on the planet to achieve more. The company aims to have 60% of all employees and 90% of all companies using their cloud computing services by 2022. More information about Microsoft's cloud solutions can be found on their Madeira website and through Solution Systems Inc's social media channels and blog.
This paper describes those particular factors that really drive the QOS (Quality of Service) as perceived by the customer. The paper argues that 'soft services' are the real and actual features of a business service that customers really value and not the 'hard' service as usually imagined and focused upon by the provider of the service. So for example, when giving their opinion of a Telecoms provider, people will make their judgement upon how their account queries are handled - in place of the actual quality of the telephone line service. Therefore to succeed service providers need to identify the true 'soft service' elements of what they do and improve them, or find new ones the customers really want. Originally published in 2009, written by Dave Amos.
This document discusses Customer Relationship Management (CRM) in the context of non-banking financial services. It provides an introduction to CRM and highlights that most institutions take a narrow view of CRM, limiting benefits. A successful CRM strategy incorporates business activities, channel management, relationship management, and back-office/front-office integration within a customer-centric approach. The document then discusses concepts, benefits, challenges and importance of CRM for non-banks. It also covers CRM techniques used by non-banks in India and future trends in CRM.
This document summarizes the savings that can be achieved through web-based self-service solutions for customer service. It discusses that self-service reduces support costs from $33 per phone call to just $1 per online transaction. It also notes that according to a study, 86.9% of customer inquiries were handled through self-service without needing more expensive support options. The document concludes that factors like reducing phone/email volume and lower professional services fees can help companies achieve a strong return on investment from customer relationship management software that incorporates self-service options.
Services marketing hint for comprehensive examination 2011mcrashidkhan
The document discusses different frameworks for classifying services and their usefulness to managers. It describes four main classifications: people processing, possession processing, mental stimulus processing, and information processing. For each classification, it provides examples and discusses what managers should consider regarding marketing strategy, operations, and customer experience based on the type of processing involved. It also defines search, experience, and credence attributes of services and provides examples of each.
Delivering User Excitement in the Digital Era Through an Enterprise Service HubCognizant
To succeed in a digital world, enterprises must reengineer their help and service desks along a hub and spoke model, employing analytics and total case ownership to satisfy internal and external user needs as soon as they arise.
CRM has strong mission, visual appeal, and iconic events that solidify its credibility. However, its branding is weak with inconsistent logos confusing its online presence. It also lacks marketing to associate events with CRM. There are opportunities to unite religious students through a central app and initiatives in feeder schools, as religious identification is growing on campuses. Threats include hostility towards religion on campuses and efforts to remove it from education.
This document discusses key concepts in services marketing. It begins by outlining objectives for understanding services, their differences from goods, and challenges for service businesses. Some key differences highlighted include the intangibility, heterogeneity, simultaneous production and consumption, and perishability of services. The implications of these differences are then examined, such as the difficulty of inventory, quality control, pricing, and matching supply and demand for services. Charts are provided on the growth of the service sector and examples of industries given.
Marketing of services an introduction and factsVipin Kumar
The document discusses key concepts related to marketing of services. It begins by defining services and distinguishing their characteristics from goods. Services are intangible deeds, processes and performances. They are heterogeneous, inseparable from their production and consumption, and perishable.
The document then covers India's large and growing services sector. It contributes over 50% to India's GDP across sectors like trade, transport, finance and real estate. The growth of services has increased demand for services marketing. Deregulation of industries like airlines and telecoms has given firms more marketing control.
The final sections discuss frameworks for understanding services like the core-supplementary spectrum and service typology based on customer and possession processing. It also covers customer
This document discusses key concepts related to service marketing. It begins by comparing goods and services, noting that services are intangible processes while goods are tangible outputs. It then examines the unique challenges of marketing services due to their intangibility, inseparability from production, inconsistency, and perishability. The document also explores the roles of the service sector in the Indian economy and its contributions to GDP and employment. Finally, it covers positioning, the process of creating a distinct image in the consumer's mind, and the steps involved in effective positioning.
Roadmap to omnichannel customer excellenceEnrico Pruis
This is the age of the customer. How can we change our organisations in such a way that we can adapt to the omnichannel behaviour of generation Y. Tieto helps you to bridge the gap between McKinsey's integrated retail theory and a real transformation to all levels of your organisation. The consumer of today is omnichannel. We can help you becoming omnichannel customer excellent.
This document discusses services marketing. It begins by defining what services are, noting their intangible and heterogeneous nature. It then compares the characteristics of services to goods, highlighting how services are simultaneously produced and consumed.
The document outlines the components of the services marketing mix, expanding beyond the traditional 4 Ps to the 7 Ps framework to account for the roles of people, physical evidence, and processes. It stresses that all human and physical factors involved in service delivery influence customers' perceptions. Finally, the document provides examples of how marketers can use the 7 Ps framework to strategically assess their services and implement specific offerings.
This document discusses the implementation of customer relationship management (CRM) practices at ICICI Bank, a major private bank in India. It provides an overview of ICICI Bank's CRM strategy, which involves understanding customers, developing customized products and services, interacting with and delivering value to customers, and acquiring and retaining valuable customers. The key aspects of implementing CRM at ICICI Bank included focusing on business needs, organizational structure, metrics, marketing, and technology. ICICI Bank deployed a CRM solution from Siebel and a data warehouse to gain insights from customer data and better manage customer relationships.
The document discusses several key aspects of services marketing. It defines services according to Peter Drucker and the Chartered Institute of Marketing. It notes that services are difficult to define because inputs and outputs are often intangible. Kotler's definition of a service as an activity that does not result in ownership is also mentioned. The document outlines some characteristics that distinguish services from goods, such as intangibility, inseparability, heterogeneity, and perishability. It provides examples of how service industries have grown to comprise large portions of modern economies.
Conversational AI automation in the banking and financial sector has enabled banks to have customer experience, engagement along with improving contact center management, operational efficiency as well as upselling and cross-selling opportunities.
Role of social media on customer relationship management crmWaleed Ahmed
This document contains a coursework header sheet for a student submitting an essay on relationship marketing and e-CRM. It provides information on the course code, school, assessment details, submission deadline, and a statement that the work is the student's own. The contents page lists sections on social media, ways to form relationships through CRM, using social media for service recovery, CRM implementation and challenges, and maintaining dialogue using online/offline communication.
1. eCRM provides companies with interactive and personalized communication across electronic and traditional channels while respecting customer preferences.
2. Building an effective eCRM solution requires defining business objectives, assessing current capabilities, and defining process changes needed to meet goals.
3. Key eCRM features include a focus on refining business processes, being data-driven to provide customized customer profiles and interactions, and measuring performance.
The document provides statistics and information about India's economy and key sectors. It discusses India's GDP, GDP growth rate, GDP per capita, GDP by sector, inflation rate, population size, poverty rate, labor force, unemployment rate, and top industries. It also lists India's exports and imports, top export and import partners, and ease of doing business rank. The document contains detailed economic statistics about India that highlight its growing economy and sectors like services, manufacturing, agriculture, and their contribution to GDP.
CRM (Customer Relationship Management) software allows companies to better understand their customers through collecting, storing and analyzing customer data across different departments and channels. This integrated approach aims to improve customer service, increase sales and boost profits. Major CRM software providers include Microsoft, Sage and SAP, with packages ranging in price from $5,000 to over $100,000 depending on features. Implementing CRM successfully requires focusing on core customer service goals and ensuring smooth integration with existing systems and processes.
This document is a project report on e-business submitted by Pramod Verma to fulfill requirements for a Master's degree in management studies. The report includes an introduction, literature review, methodology, objectives and scope of e-business. It discusses types of e-business transactions including B2B, B2C, C2C and others. It also covers advantages and limitations of e-business, and factors for e-business success and failure. The report aims to understand e-business and provide guidance to make an IT employment website successful.
Microsoft's mission is to empower every person and every organization on the planet to achieve more. The company aims to have 60% of all employees and 90% of all companies using their cloud computing services by 2022. More information about Microsoft's cloud solutions can be found on their Madeira website and through Solution Systems Inc's social media channels and blog.
The document discusses the results of a study on the effects of exercise on memory and thinking abilities in older adults. The study found that regular exercise can help reduce the decline in thinking abilities that often occurs with age. Older adults who exercised regularly performed better on cognitive tests and brain scans showed they had greater activity in important areas for memory and learning compared to less active peers.
Belgium has strengths for cruise tourism such as its multilingual population, cuisine, ports, and location in the European Union. However, it also faces weaknesses like a lack of Belgian cruise operators and ship size limitations. Opportunities include combination cruises and city trips as well as ties to events and history. Threats include weather, environmental impact, and competition from other ports. The ports of Antwerp and Zeebrugge were described in detail including vessel access, facilities, and connections to surrounding cities.
El documento presenta un resumen del tema 2 de la asignatura Gestión e Innovación en la Educación Infantil. Explica los principales aspectos del sistema educativo español como son las administraciones educativas, los principios y fines, y la organización de las enseñanzas desde la educación infantil hasta la universitaria. También define los elementos curriculares, las competencias de las diferentes administraciones y los principios pedagógicos de la educación infantil, cuyo objetivo es desarrollar capacidades en los niños como conocer su c
Este documento presenta directrices para integrar intervenciones contra la violencia de género en la acción humanitaria, con un enfoque en la acción integral contra minas. Incluye recomendaciones para evaluar y mitigar riesgos de violencia de género en proyectos de acción integral contra minas, así como para incluir actividades de prevención de violencia de género en propuestas de proyectos y solicitudes de financiamiento. El objetivo es que los actores de acción integral contra minas incorporen consideraciones de violencia de géner
This document provides information on several sparkling wine producers in California's Napa Valley region. It discusses the history and wine styles of Domaine Carneros, Iron Horse, Schramsberg, Roederer Estate, Domaine Chandon, and Mumm Napa. For each, it provides the varietals used and time spent aging the wines on their lees before disgorgement.
El documento describe los principales sistemas operativos, incluyendo sus funciones, características y evolución. Menciona sistemas como Windows, Linux, Mac OS, Android y Ubuntu, señalando que cumplen funciones como administrar hardware, ejecutar aplicaciones y comunicarse con otros dispositivos.
Sistemas operativos para Dispositivos MovilesAngie Rodriguez
El documento resume los principales sistemas operativos para dispositivos móviles, incluyendo iOS de Apple, Android de Google, Windows Phone de Microsoft, Firefox OS de Mozilla y BlackBerry OS. Cada sistema operativo se caracteriza por su grado de apertura, experiencia de usuario, popularidad y objetivos de mercado.
El documento lista los integrantes de un equipo y describe las herramientas de la Web 2.0, incluyendo comunidades web, servicios web, aplicaciones web, redes sociales, servicios de video, wikis, blogs, mashups y folksonomías. Explica que la Web 2.0 permite a los usuarios interactuar y crear contenido, y que se refiere a cambios en cómo los desarrolladores y usuarios usan la web, más que una actualización técnica. También menciona beneficios como compartir presentaciones sin adjuntos pesados a través de
Material del Master en Gestión y Dirección Laboral. Especialidad Recursos Humanos. Universidade da Coruña.
Referencia bibliográfica:
Sánchez-Fernández, M.D. (2017) Búsqueda de candidatos y búsqueda de empleo. Disponible en: http://es.slideshare.net/mariasanchezfernandez/bsqueda-de-candidatos-y-bsqueda-de-empleo-v2017
Este documento describe 8 principios pedagógicos de la educación infantil: 1) Partir del nivel de desarrollo del alumno, 2) Principio de actividad, 3) Principio de intuición, 4) Enfoque globalizador, 5) Principio de interés, 6) Principio de individualización, 7) Principio de socialización, 8) Principio de juego. Explica que estos principios guían la organización de objetivos, contenidos, actividades y recursos en función de las características de los alumnos.
Este documento fornece informações sobre a legislação e cronograma eleitoral para as eleições de 2016 no Brasil. Inclui regras sobre propaganda eleitoral, datas importantes como convenções partidárias e registro de candidaturas, e prazos para prestações de contas. Tem o objetivo de orientar dirigentes partidários e candidatos sobre o processo eleitoral.
British Airways is the largest international airline based in the UK operating out of Heathrow Airport. It transports 36 million passengers annually to 268 destinations in 97 countries. In 2008, British Airways launched its new Terminal 5 which experienced major operational issues on opening day, damaging the airline's reputation. To restore confidence, British Airways launched an advertising campaign called "Terminal 5 is Working" featuring daily updated ads with real performance metrics and customer photos to convince the public that issues had been resolved. The campaign was successful in helping rebuild the airline's image.
Sesgos cognitivos y gamificación en procesos ágiles.
Gamification in agile processes
Meetup by Matias Iacono.
Live streaming: http://bit.ly/1WNP3Rj
Documents: http://bit.ly/1XXunr8
This document provides tips for MSPs to generate quality leads. It recommends looking for leads locally through yellow pages, local newspapers, and business groups. When contacting leads, speak in plain language they understand and demonstrate knowledge of their industry's IT challenges. The document also discusses overcoming clients' preference for break-fix models by explaining the benefits of service level agreements in reducing risks, costs, and downtime compared to break-fix.
Cluster Project 3 report on MPW Industrial Cleaning ServicesKristopherJones
This is the final draft for my group’s report on MPW Industrial Cleaning Services for Ohio University\’s Business Cluster Program. This project is about how our group can improve MPW’s marketing and find new areas of growth.
Confirmit provides customer feedback solutions to help businesses listen to customers and drive organizational change. The document discusses Confirmit's technology platform that allows businesses to collect multi-channel customer feedback and generate reports and dashboards. It also describes Confirmit Voices, Confirmit's customer engagement model that helps businesses design Voice of the Customer programs to listen, analyze feedback, and take actions that deliver business impact. Case studies are provided showing how some companies have increased customer satisfaction, revenue retention, and willingness to recommend through Confirmit's solutions.
The document discusses how companies can transform their service operations into a growth engine by managing services as an integrated whole after the sale of products. It argues that over time, revenues from services may exceed those from product sales alone. It provides examples of companies that have successfully increased profits by improving service management, sharing customer information across departments, rewarding service employees, investing in technician productivity, and integrating materials and service operations.
The document discusses how companies can turn their product servicing operations into a growth engine by managing service as an integrated business to increase revenues and profits over time. It argues that over the product lifecycle, revenues and profits from services may eventually exceed those from product sales alone. The document outlines four stages companies typically go through to transform their business - from solely focusing on products to selling integrated solutions. It also provides recommendations for sharing customer information across departments and rewarding service employees to recognize their revenue-generating contributions.
The document discusses a web-enabled claims management system called WCMS being developed by AMTPL to target the insurance market in Middle East and India. WCMS allows online claims processing and management. It has features like storing member details, policies, eligibility details, coverage details etc. on smart cards. AMTPL plans to outsource the system to insurance companies and providers to help them improve efficiency.
This document discusses how connecting devices to the internet through IoT and analyzing the data through connected service experiences (CSX) can enable companies to have more proactive post-purchase relationships with customers. Specifically, it outlines 30 measurable business cases for how IoT and CSX can help companies lower costs, increase revenue, improve customer satisfaction and safety, and gain a competitive advantage by enabling predictive monitoring of products and proactive interventions. The document argues that preventing issues before customers complain is less expensive than reacting to complaints, and near real-time analysis of device data through CSX allows companies to take proactive actions that improve productivity, uptime, and aftermarket sales.
A framework-for-digital-business-transformation-codex-1048Beta-Research.org
This document introduces a framework for digital business transformation. It discusses four key areas for organizations to focus on: digitizing the customer experience, products/services, organization processes/systems, and operations. The framework is based on common elements identified across several industries that have successfully undergone digital transformation. It emphasizes using digital tools and customer data to improve customer insights, engage customers across channels, customize products/services, and monitor product usage. Organizations can apply this staged framework to develop a digital vision and transition to new digital business models.
The document discusses the importance of voice of the customer (VoC) strategies for companies over the next 10 years. It states that the most successful companies will be those that align everything they do to customer outcomes. It provides an overview of applying VoC, including understanding customer touchpoints, optimizing customer journeys, surveying customers, analyzing feedback, and using insights to improve processes. It emphasizes the need for VoC programs to include employee and stakeholder feedback as well.
The document proposes an initial draft for phase 1 of a project focused on improving the insurance industry's customer relationship management strategies and processes. Historically, brokers would meet with customers in person and send policy details to insurers for approval. The proposal recommends implementing a CRM system to improve agent productivity and foster deeper customer relationships through mobile and online channels. It also outlines the necessary front-end and back-end equipment, projected costs, and major insurance competitors in Southeast Asia.
Answering the Ultimate Question For Social MediaBSI
This document discusses how companies can make money through social media by focusing on word-of-mouth marketing and customer advocacy. It recommends that companies solve customer problems, retain customers longer, co-innovate on products, and encourage brand promoters. Referencing case studies, it shows that promoters bring significantly more revenue than detractors and that increasing promoters correlates with more positive referrals. Companies can apply these principles on web 2.0 platforms to identify super advocates and create communities to gather feedback.
The document discusses implementing a Voice of the Customer (VoC) strategy to better align companies with customer needs and improve business performance. It provides guidance on collecting customer feedback through multiple channels, analyzing insights in real-time, and using the information to optimize processes and drive innovation. A case study is presented of an insurance company that increased member retention and return per member by implementing a VoC software solution to gather multi-channel feedback.
The document discusses voice of the customer (VoC) strategies and their importance for customer-centric organizations. It provides guidance on implementing an effective VoC program with the following key steps: 1) understanding all customer touchpoints, 2) optimizing customer journeys, 3) surveying customers at relevant touchpoints, 4) building relevant surveys, 5) designing survey triggers, 6) implementing surveys, 7) analyzing feedback, and 8) optimizing processes based on feedback. It also stresses the importance of including employee and stakeholder feedback in VoC programs for a holistic view of processes.
This document discusses mobile solutions for the insurance industry. It describes Smash Test Solutions as a provider of mobile apps to enable insurance activities like sales, claims processing, and customer service. The key benefits are improving customer satisfaction, reducing costs, and providing real-time access to information and transactions for customers, agents and staff. Trends in the industry like increasing adoption of mobile are discussed. Specific mobile apps are proposed for sales teams to access customer data and close deals, and claims adjusters to efficiently process payouts.
A Framework for Digital Business TransformationCognizant
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DNAmonk.com aims to enable global entrepreneurs by establishing business organizations in the US and providing various services such as banking, legal paperwork, web technologies, business strategy, and investment opportunities. It offers a suite of services including incorporation, tax automation, regulatory compliance, and connections to industry partners through a one-stop online platform. The company's unique value proposition is to automate processes, integrate APIs with banks, and provide virtual addresses, system-generated legal documents, and AI-powered business projections to help founders focus on their core work.
Greg Gianforte argues that proactive customer service can significantly improve customer satisfaction, cut costs, and provide a competitive advantage over non-proactive competitors. Proactive customer service involves addressing customer issues before customers are aware of them through techniques like proactive messaging to provide information to customers, implementing processes to answer customer questions online, and monitoring service quality. It requires technologies like a knowledge base, email tools, chat, and surveys to track metrics. Making the shift to proactive customer service can enhance business performance even in challenging economic times.
25 Ways the Consumer Data Right Can Create Smoother and Smarter Customer Expe...PemaDoma1
This document outlines 25 potential use cases for how organizations can use consumer data accessed through Australia's Consumer Data Right (CDR) framework, also known as Open Banking. It discusses how the CDR allows consumers to share their personal data with trusted organizations. This drives innovation and competition by allowing recipient organizations to incorporate consumer, product, account, and transaction data into their own product and service offerings. The document then categorizes 25 specific use cases into two categories: "Smoother" use cases that improve customer experiences through automation and streamlining, and "Smarter" use cases that enable personalization and improved predictions. Each use case is described in 1-2 sentences to illustrate how organizations can leverage CDR data to benefit both customers
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Service Revenues
1. WHY MEDICAL DEVICE MDOEMS
HATE INDEPENDENTS
Services
RevenueEXPERIENCES IN SERVICES MARKETING AND SELLING VOLUME 3, ISSUE 2
By Sid Hanna Saleh
No one likes competition. After all, why work harder
than you have to. For years, Medical Device Original
Equipment Manufacturers (MDOEMs) reaped the
rewards of a high cost of entry into the business of
supporting and servicing medical devices at hospitals
and homes. Eventually, success attracted competi-
tion. Medical Device Independent Service Organiza-
tions (MDISOs) sprung up across North America to
take advantage of the opportunities.
The unusually high level of animosity that exists
between MDOEMs and MDISOs would surprise many
in other high-tech service sectors where co-opeti-
tion, rather than competition, is the norm.
click or turn to page 3
HOW DO YOU STOP
A DISASTROUS SERVICE PRICING
PRACTICE?
By Sid Hanna Saleh
Two years ago, Neil Baron sat in a business review meet-
ing at Brooks Software following a string of 11 acquisi-
tions. When the focus shifted to maintenance, one prod-
uct manager stood up and said,“For my product, our
target is $10 million for the year. It’s now mid-year, we’re
at $3 million year-to-date.” Incensed with what he heard,
the then vice president of global sales asked for a piece of
paper. He wrote:“Declining software maintenance rev-
enue” on it, gave it to Neil and asked him to fix the prob-
lem in two weeks!
It took more than two weeks to fix the revenue problem.
Before he took over, first half maintenance revenues were
$17 million. Two years later, Neil and his team generated
$31 million for the same period. Only a fraction of that
revenue came from incremental contract sales.
Management was pleased and tapped Neil to run the sup-
port organization. Brooks Software, a division of Brooks
Automation, Inc., provides automation hardware, such as
robotic arms and software to the electronics, automotive,
medical devices and aerospace industries.
Recently, Neil shared with us what he was doing at Brooks
Software. Here’s his story.
By Sid Hanna Saleh
Edith Wise is gravely alarmed as she listens to a cou-
ple of business analysts who tell her how the
account teams plan to price support to the customer
based on the customer’s call volume. As the services
marketing manager, she is meeting with analysts asso-
ciated with the company’s large Technical Assistance
Center (TAC) to build the case for including service
features in upcoming product design plans. Instead,
she shifts her focus to the service pricing disaster at
hand.
™
click or turn to page 4
THE
ANATOMY
OF A
SERVICE
TURNAROUND
Services Marketing Calendar Page 10
From the Editor Page 2
Tools You Can Use Page 8
Tools for Generating
Incremental Revenue
September 14th growSR.com
click or turn to page 7
Please Renew
Your Subscription Here
Neil Baron
8. Accelerate your success in selling services by reducing development and training costs, reducing the length of the sales cycle and
improving time-to-revenue with ServicesRevenue Toolset.
Toolset Overview - Proven Service Management Tools for Accelerating Time-To-Revenue
TM
Conjoint Analysis and Simulation Tool (CAST) “Measure, Don’t Guess.”
ServicesRevenue’s CAST consist of three indispensable tools that remove the guesswork out of building new service offerings.
The Needs Analyzer tool uses conjoint analysis techniques to quantify the value your customers place on the features of your
existing, or soon to be introduced, service offerings. This form of market validation quantifies needs that are very subjective, subtle
and intangible.
Once customer preferences and their priorities are identified, the Service Designer and Price Optimizer tools form optimal service
bundles with pricing alternatives – these are identified from pricing simulations conducted with your customers. The CAST tool
provides quantitative feedback about complex intangible service elements including:
• Pricing and discounting practices
• The potential impact of improvements to existing services
• The value contribution of new services features to the overall bundle
• Optimizing service bundles
• Transitions from free to fee-based services
• Service pricing policies for channel partners
ServicesRevenue’s CAST has been successful in assisting many technology companies optimize the design of their service
offerings, differentiate their services from the competition and command premium prices.
On-Demand Service Training System
Service offerings and delivery methods are often complex and difficult to assimilate by sales personnel. ServicesRevenue’s
On-Demand Service Training System provides web-based training aimed at providing sales personnel with all of the content and
materials required to communicate your value proposition clearly and consistently to clients and prospects. Train your sales
personnel to overcome objections and avoid granting discounts.
Sales personnel learn at their pace and convenience so you reduce costly travel expenses and minimize time away from
prospects. Training models are created using video, audio and PowerPoint components. The On-Demand Service Training
System includes modules to assist in course registrations, pre-course assessments, testing, grading and other features. Reports
are provided regularly to supply you with attendance, pass/fail, training effectiveness indexes and other statistics associated with
your training programs.
9. Service Configurator Tool
In the process of selling services, protracted negotiations often force you to agree to unnecessary concessions and discounts that
often derail these negotiations. ServicesRevenue’s Service Configurator is a sales tool aimed at crystallizing customer
requirements early in the sales process. With the Service Configurator Tool residing on your sales personnel’s laptop, sales
account managers pose a series of qualifying questions that outline service attributes and service levels. The response to each
question triggers subsequent questions that match customer needs to delivery capabilities. Prices are mapped to the service
levels so that any account manager can generate a targeted service quote quickly and accurately. The Service Configurator Tool
accelerates the sales process by minimizing the misunderstandings associated with confusing and complex intangibles.
DataBank
ServicesRevenue’s DataBank tool provides service marketing personnel with real-time, comparative data about service sales
performance of other firms in their industry. Program subscribers contribute quarterly updates of their progress in selling services
against predefined metrics. This information is shared among other participants without divulging their respective company’s
name or individual data. Metrics include:
• Quarterly service sales (by service program type)
• Percent of service sales to total company sales
• Maintenance contract attach rate (by units and product name)
• Maintenance contract renewal rates
• Numerous other metrics are available
This information provides firms with benchmarks that enable them to compare their progress in selling service to those of their
peers. All information is shared via a web interface and is limited to participants in the program.
ServicesRevenue Monitor
A bimonthly publication that presents the experiences of leading services sales and marketing practitioners on service selling,
packaging, pricing, value communication and channel issues. We capture the details of what they’ve tried so you can capitalize
on the best and worst practices. Through business school style case studies that include contrasting perspectives, insiders’
accounts of specific sales and marketing projects and in-depth analysis of key challenges, ServicesRevenue Monitor offers unique
content in services sales and marketing.
In summary, the ServicesRevenue Toolset provides the following benefits:
Time is money. The longer it takes to
gain customer feedback, design service
offerings, price them, train your sales
personnel and sell your service
offerings, the greater the development
costs and the longer it takes to obtain
your first order. CAST, On-Demand
Service Training System and DataBank
tools provide your service marketing
staff with the tools to design and launch
a successful NPI as quickly as
possible. Time-To-Revenue can be
measured in months rather than
quarters.
Improve Time-To-Revenue
Once your sales personnel have been
trained to sell your new service
offerings, the Service Configurator
Tool assists customers in crystallizing
their needs early in the sales process.
The Service Configurator Tool then
helps sales personnel transform their
needs into a service proposal that
matches your service delivery
capabilities.
The ServicesRevenue Toolset
provides you with the tools to make a
financial impact to your business with
greater precision and in less time than
through conventional methods. Use
the ServicesRevenue Toolset to
outmaneuver your competition and
deliver greater value to your clients.
Reduce the Length of the
Sales Cycle
For details on how you can accelerate success for your service business,
call 720-746-1900 or visit www.servicesrevenue.com
ServicesRevenue’s CAST and
On-Demand Service Training System
reduce the costs associated with New
Product Introductions (NPIs). CAST
removes the guesswork associated
with creating new service packages or
updating existing offerings. The Needs
Analyzer, Service Designer and Price
Optimizer modules provide
quantifiable data regarding your
customer’s preferences and
willingness to pay. Once your service
offerings are defined and priced, the
On-Demand Service Training System
provides rapid deployment of training
courses that enable sales personnel
to engage customers sooner without
the delays associated with traditional
classroom training.
Reduce Product Development and
Training Costs
TM
10. 10Volume 3, Issue 2
Services
Revenue
SERVICES MARKETING CALENDAR OF EVENTS For an extended calendar, visit www.growSR.com
September
14 . Westborough, Mass.: Generating Incremental Revenue with Conjoint-based Tools.
click to go to ServicesRevenue
17-20. Orlando, Florida.: AFSM’s World Conference. click to go to AFSM
November
01-03 . Phoenix, Arizona: Compete Through Service Symposium. click to go to Arizona State University
12 . Washington, D.C: Critical Tools for Generating Incremental Revenue. click to go to SSPA
12-14 . Washington, D.C: Services Leadership Conference. click to go to SSPA
This is unsustainable. GenTech’s competition is likely to
exploit GenTech’s problems as they become common
knowledge in the market place.
Matt shares with Edith that nearly half the account teams
have already offered the disastrous discounting policy to
their customers. He asks for her help in evaluating the
best course of action. Together, they review their
options:
Matt can update his cost allocation policy to eliminate
the variable cost component which triggered this prob-
lem in the first place. Account teams may choose to con-
tinue offering the discount anyway.
For account teams who have not yet made this offer to
their customers, make a strong case to persuade them of
the negative consequences of the discount policy. The
risk is that short-term revenue targets take precedence
over the company’s long-term best interest.
For customers who are aware of the discount policy, try
to convince the account teams to replace the call credit
with a different option that is equally appealing. What
might that be?
Research external evidence – for example industry case
studies – to confirm the negative consequences of this
discount policy and use such evidence to seek a reversal
of the policy.
Which of these alternatives has the potential of helping
Matt and Edith handle this crisis in the short time they
have before the cancerous discounting policy spreads
beyond control?
We’re looking for three or four people with related expe-
rience to suggest a course of action for this case. Con-
tact Sid Saleh sid@growSR.com at 720-746-1900
Services Revenue case studies illustrate realistic busi-
ness situations but do not portray any specific organi-
zation. All company and individual names are ficti-
tious. >SR
HOW DO YOU STOP A DISASTROUS SERVICE PRICING PRACTICE?
Continued from page 7
You’re Not Alone
Facing A Service Management
Challenge? Share Your Experience
sid@growSR.com