This document introduces a customer focus assessment survey to evaluate an organization's practices and behaviors in creating and maintaining customer focus. It aims to identify opportunities to improve performance, growth, customer retention, and competitiveness. The survey contains questions in several areas: leadership, people, policy/strategy, partnerships/resources, processes, and customer results. Respondents are asked to rate statements on a scale of 1 to 5 to indicate how well each reflects their organization.
Linked in Customer Focus Assessment SurveyDr. Ted Marra
This document provides a customer focus assessment survey for organizations to evaluate their leadership, people, policies/strategies, partnerships/resources, processes, and customer results as they relate to customer focus. The survey contains over 30 statements across these categories for respondents to rate on a scale of 1 to 5. It aims to identify opportunities for organizations to improve customer focus, performance, growth, retention, and competitiveness. Respondents are instructed to complete the survey individually and then discuss scores as a leadership team to reach agreement. The document provides the full survey for organizations to use in self-assessment.
The document discusses how contact centers can leverage performance optimization tools to help achieve corporate objectives. It outlines how contact centers are shifting from being seen as cost centers to competitive differentiators. It recommends that contact centers synchronize people, applications, and processes to reduce costs, enhance service levels, and align operations with strategic goals. It also discusses cascading objectives from corporate level to contact center level and using tools and metrics to ensure alignment across levels.
Business intelligence (BI) provides employees with information to make better business decisions. By giving employees access to strategic information from across the organization through a single access point, they can improve the quality of their decisions. This leads to lower costs through improved operational efficiency, reduced inventory costs, and leveraging existing IT investments. Revenue can also be increased by negotiating better contracts and identifying the most profitable customers and products. Overall, BI empowers employees and creates an agile organization that can more effectively meet business objectives.
Enterprises in the past built growth & strategies by looking-out at product & services performances; today with the power being with the customer and “experience” being the new differentiator so building Outside-Looking-In strategies has never been so important as it is today
Alistair Hooper has over 10 years of experience in banking and financial operations management in India and the United Arab Emirates. He is currently an Associate Service and Quality manager at United Arab Bank in Dubai, where he manages remittances and ensures accurate reporting. Previously he held managerial roles at IndusInd Bank and ICICI Bank in India, where he oversaw branch operations and achieved growth targets. Hooper has a bachelor's degree in commerce and additional certifications in mutual funds and insurance.
Mohammad S Ansari has over 22 years of experience in business development, marketing, operations, and account management across Canada, the Middle East, and India. He holds an MBA in marketing and finance and a postgraduate degree in economics. Currently he is the manager of strategy planning at Qatar Post, where he leads business expansion efforts. Previously he held manager roles focused on sales, marketing, and business solutions at organizations like UPS Canada, FedEx Express Saudi Arabia, and BHEL in India.
- Synergy launched the Customer Focus Program in August 2012 to improve customer experience and align the organization to be more customer-focused and responsive.
- The program was company-wide and improved key metrics like reducing customer complaints by 67% and increasing first-call resolutions by 10%. It also increased customer advocacy scores by over 40 percentage points.
- The program secured senior leadership buy-in and support, including linking executive compensation to customer experience metrics. It also reorganized customer-facing teams to better understand and support customers.
Linked in Customer Focus Assessment SurveyDr. Ted Marra
This document provides a customer focus assessment survey for organizations to evaluate their leadership, people, policies/strategies, partnerships/resources, processes, and customer results as they relate to customer focus. The survey contains over 30 statements across these categories for respondents to rate on a scale of 1 to 5. It aims to identify opportunities for organizations to improve customer focus, performance, growth, retention, and competitiveness. Respondents are instructed to complete the survey individually and then discuss scores as a leadership team to reach agreement. The document provides the full survey for organizations to use in self-assessment.
The document discusses how contact centers can leverage performance optimization tools to help achieve corporate objectives. It outlines how contact centers are shifting from being seen as cost centers to competitive differentiators. It recommends that contact centers synchronize people, applications, and processes to reduce costs, enhance service levels, and align operations with strategic goals. It also discusses cascading objectives from corporate level to contact center level and using tools and metrics to ensure alignment across levels.
Business intelligence (BI) provides employees with information to make better business decisions. By giving employees access to strategic information from across the organization through a single access point, they can improve the quality of their decisions. This leads to lower costs through improved operational efficiency, reduced inventory costs, and leveraging existing IT investments. Revenue can also be increased by negotiating better contracts and identifying the most profitable customers and products. Overall, BI empowers employees and creates an agile organization that can more effectively meet business objectives.
Enterprises in the past built growth & strategies by looking-out at product & services performances; today with the power being with the customer and “experience” being the new differentiator so building Outside-Looking-In strategies has never been so important as it is today
Alistair Hooper has over 10 years of experience in banking and financial operations management in India and the United Arab Emirates. He is currently an Associate Service and Quality manager at United Arab Bank in Dubai, where he manages remittances and ensures accurate reporting. Previously he held managerial roles at IndusInd Bank and ICICI Bank in India, where he oversaw branch operations and achieved growth targets. Hooper has a bachelor's degree in commerce and additional certifications in mutual funds and insurance.
Mohammad S Ansari has over 22 years of experience in business development, marketing, operations, and account management across Canada, the Middle East, and India. He holds an MBA in marketing and finance and a postgraduate degree in economics. Currently he is the manager of strategy planning at Qatar Post, where he leads business expansion efforts. Previously he held manager roles focused on sales, marketing, and business solutions at organizations like UPS Canada, FedEx Express Saudi Arabia, and BHEL in India.
- Synergy launched the Customer Focus Program in August 2012 to improve customer experience and align the organization to be more customer-focused and responsive.
- The program was company-wide and improved key metrics like reducing customer complaints by 67% and increasing first-call resolutions by 10%. It also increased customer advocacy scores by over 40 percentage points.
- The program secured senior leadership buy-in and support, including linking executive compensation to customer experience metrics. It also reorganized customer-facing teams to better understand and support customers.
Kandy Beverages faces high production costs due to a lack of proper capacity management and planning. Maintaining a constant daily production of 1 million fruit juice bottles regardless of seasonal demand fluctuations results in overhead costs. In the monsoon off-season, KB pays higher prices for fruits and incurs storage costs for excess inventory. In the summer peak season, some stored juice expires before it can be sold. KB's policy of only permanent employees prevents adjusting capacity by reducing or increasing shifts. Improving capacity planning is needed to better match production to changing demand and reduce costs.
0601027 analysis of customer relationship managementSupa Buoy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
Strat-Edgy provides strategic consulting services to small and medium enterprises. They offer solutions across business functions including marketing, finance, operations, and human resources. Their team of experienced consultants develops customized strategies and solutions to address clients' specific business challenges and goals. Strat-Edgy also offers proprietary methodologies and specialized services such as international expansion support, legal advisory, and knowledge process outsourcing.
Government Quality Management - It's Not an Oxymoron!
Government can and does provide quality performance in management. One way is through the use of the Baldrige Criteria for Performance Excellence and see some of the national stars from around the nation.
Sherry Andreu is an experienced operations manager specializing in organizational analysis, design, and process improvement. She has over 20 years of experience in call center operations, quality assurance, underwriting, and project management. Her background includes managing teams and designing programs to increase efficiency, reduce costs, improve quality and customer satisfaction. She holds certifications in quality management, Lean Six Sigma, and various software programs. Currently she is an underwriting team manager at Citizens Property Insurance Corporation where she has led initiatives to improve staff performance, reduce errors, and increase production.
Clinton Consulting is a full-service performance improvement company that designs customized business solutions to help organizations improve performance. They specialize in strategic planning, process improvement, training, and helping small and medium businesses develop government contracts. Clinton Consulting uses strategic planning, process development, project management, training, and performance excellence models to deliver customized solutions that address clients' needs.
1. The document proposes amalgamating Business Process Reengineering (BPR) and Customer Relationship Management (CRM) to reengineer business-customer processes.
2. It discusses the methodologies of BPR and CRM, defining key aspects like identifying processes, activities, and objects. CRM focuses on customer satisfaction, loyalty programs, and relationship building.
3. The paper recommends strategies like reorganizing around customers, implementing relationship marketing and CRM, developing rewards programs, and forming strategic alliances to synergize BPR and CRM. This would help revitalize processes and integrate with stakeholders.
Using Gamification to Build a Passionate and Quality-Driven Software Developm...Cognizant
Gamification techniques are increasingly playing a huge role in software development - to motivate team members, reduce the cost of quality, reward high achievers and more. We suggest you begin software gamifying with project management, innovation, the software-development training process and delivery.
Clinton Consulting provides business solutions to help organizations improve performance. They specialize in strategic planning, process improvement, training, and helping small and medium businesses obtain government contracts. Kenneth Clinton founded the company in 2003 to address strategic planning, quality improvement, project management, process development, implementation, training, and assisting with government certifications and contracts. Clinton Consulting uses models like the Baldrige criteria and strategic planning process to help clients achieve their goals.
Clinton Consulting provides business solutions to help organizations improve performance. They specialize in strategic planning, process improvement, training, and helping small and medium businesses obtain government contracts. Kenneth Clinton founded the company in 2003. Clinton Consulting uses strategic planning and process development methods to improve clients' strategies, quality, and business results. They assist with obtaining certifications and contracts that can open new markets for clients.
I have the insight and experience to derive business excellence and thus, making a positive difference (but not restricted) in fields of Portfolio Management, Risk Management, Strategy Planning & Implementation, Channel Partner Management, Vendor Management, Setting up BPO, Organizing & Running BPO/Call centers, Process Trainings, Process Development, Recruitments & Selections, Audit Checks & Controls, Planning Rewards & Reorganization schemes for 12 years.
My primary area of expertise is Team Management, Customer Relationship Management, Strategy Planning as per the process requirements, Actively supporting the various internal department functions by constant exchange of feedback, I have good Leadership qualities, I have been Addressing Client, Vendor & customer issues in a timely manner with zero impact on process, Have been Establishing effective working relationship to maintain good relationship with the internal & external customers.
My experience in the corporate spectrum ranges from Bank / Financial Market / Service Industry / BPO
This document provides a template for creating a business case to justify investing in a mobile marketing program. It outlines sections to include such as an executive summary, opportunity overview, assumptions, business impact analysis, risks, and a recommendation. The template helps the user build the business case by providing examples of what to include in each section.
Ankur Latwal has over 12 years of experience in branch operations management in the insurance and banking sector. He is seeking a position that allows him to utilize his skills in operations management, sales, business development, customer relationship management, and team leadership. Most recently, he worked for 11 years as the Manager of Branch Operations, Sales, and Retention at Reliance Life Insurance, where he exceeded sales targets, ensured high customer satisfaction, and managed a team. He holds a PGDBA from Symbiosis and bachelor's degrees in Economics and English.
Mi0036 business intelligence & toolssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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This Module describe Customer Relationship Management (CRM): Definition, purpose and benefits of CRM, Relationship marketing and CRM, components of CRM
The document describes the Tata Business Excellence Model (TBEM), which is adapted from the Malcolm Baldrige model and forms the basis for organizational assessments within Tata companies. TBEM focuses on 7 core aspects of operations: leadership, strategic planning, customer focus, measurement/analysis, human resources, process management, and business results. Companies must achieve a minimum of 500 points within 4 years to be recognized. The model helps Tata companies gain insights and improve through an annual assessment process.
Mary Jo Kasper has over 25 years of experience in client services and project management. She delivers proven leadership in managing client relationships, projects, resources, budgets, and timeframes. Kasper guides teams through new client integration and builds long-standing partnerships through her insightful and purposeful approach. By creating standardized processes, she establishes powerful and repeatable best practices for successful execution.
This document is a value questionnaire prepared by Fred Schenkelberg, a consultant for an organization, to identify the value and return on investment of reliability tasks performed by ESTC. The questionnaire contains 9 sections for the client to provide responses on the potential engineering effort savings, opportunity costs avoided, material costs saved, impact on time to market and volume goals, risk and warranty reductions, total cost of engineering, and indirect impacts of using ESTC's services rather than an external consultancy. The client is asked to quantify specific impacts such as engineering time saved, training costs avoided, product income from early time to market, and estimated costs of issues identified and mitigated.
This survey aims to determine the extent of total quality management (TQM) implementation in Indian automotive suppliers. It consists of 6 sections covering general company information, understanding and practices of the Theory of Constraints, general opinions on TQM, and the level of importance and practice of various TQM factors. Respondents are asked to provide information about their company and position, indicate their familiarity with and use of TOC tools, rate their agreement with statements about TQM principles, and evaluate the importance and degree of practice of factors like leadership, resource management, and customer focus in their organization. The purpose is to collect information to evaluate TQM implementation using the Theory of Constraints approach for research purposes.
The document outlines 10 essential elements of effective organizational performance management: being driven by organizational strategy and leadership, being a continuous process, being based on both internal and external as well as quantitative and qualitative factors, focusing on both short-term and long-term goals, being inclusive and participative, aiming to develop people and capacity, linking performance to rewards, and being technology-enabled. It then provides questions to help assess how well an organization incorporates each of these 10 elements.
The document describes an Organizational Diagnosis Questionnaire (ODQ) that is used to assess an organization across seven areas: purposes, structure, relationships, rewards, leadership, helpful mechanisms, and attitude toward change. The ODQ is based on Weisbord's Six-Box Organizational Model. It contains 35 questions to collect employees' perceptions in each of the seven areas. Consultants use the ODQ data along with other information to diagnose organizational strengths and weaknesses, identify problems, and develop appropriate interventions for organizational change.
Kandy Beverages faces high production costs due to a lack of proper capacity management and planning. Maintaining a constant daily production of 1 million fruit juice bottles regardless of seasonal demand fluctuations results in overhead costs. In the monsoon off-season, KB pays higher prices for fruits and incurs storage costs for excess inventory. In the summer peak season, some stored juice expires before it can be sold. KB's policy of only permanent employees prevents adjusting capacity by reducing or increasing shifts. Improving capacity planning is needed to better match production to changing demand and reduce costs.
0601027 analysis of customer relationship managementSupa Buoy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
Strat-Edgy provides strategic consulting services to small and medium enterprises. They offer solutions across business functions including marketing, finance, operations, and human resources. Their team of experienced consultants develops customized strategies and solutions to address clients' specific business challenges and goals. Strat-Edgy also offers proprietary methodologies and specialized services such as international expansion support, legal advisory, and knowledge process outsourcing.
Government Quality Management - It's Not an Oxymoron!
Government can and does provide quality performance in management. One way is through the use of the Baldrige Criteria for Performance Excellence and see some of the national stars from around the nation.
Sherry Andreu is an experienced operations manager specializing in organizational analysis, design, and process improvement. She has over 20 years of experience in call center operations, quality assurance, underwriting, and project management. Her background includes managing teams and designing programs to increase efficiency, reduce costs, improve quality and customer satisfaction. She holds certifications in quality management, Lean Six Sigma, and various software programs. Currently she is an underwriting team manager at Citizens Property Insurance Corporation where she has led initiatives to improve staff performance, reduce errors, and increase production.
Clinton Consulting is a full-service performance improvement company that designs customized business solutions to help organizations improve performance. They specialize in strategic planning, process improvement, training, and helping small and medium businesses develop government contracts. Clinton Consulting uses strategic planning, process development, project management, training, and performance excellence models to deliver customized solutions that address clients' needs.
1. The document proposes amalgamating Business Process Reengineering (BPR) and Customer Relationship Management (CRM) to reengineer business-customer processes.
2. It discusses the methodologies of BPR and CRM, defining key aspects like identifying processes, activities, and objects. CRM focuses on customer satisfaction, loyalty programs, and relationship building.
3. The paper recommends strategies like reorganizing around customers, implementing relationship marketing and CRM, developing rewards programs, and forming strategic alliances to synergize BPR and CRM. This would help revitalize processes and integrate with stakeholders.
Using Gamification to Build a Passionate and Quality-Driven Software Developm...Cognizant
Gamification techniques are increasingly playing a huge role in software development - to motivate team members, reduce the cost of quality, reward high achievers and more. We suggest you begin software gamifying with project management, innovation, the software-development training process and delivery.
Clinton Consulting provides business solutions to help organizations improve performance. They specialize in strategic planning, process improvement, training, and helping small and medium businesses obtain government contracts. Kenneth Clinton founded the company in 2003 to address strategic planning, quality improvement, project management, process development, implementation, training, and assisting with government certifications and contracts. Clinton Consulting uses models like the Baldrige criteria and strategic planning process to help clients achieve their goals.
Clinton Consulting provides business solutions to help organizations improve performance. They specialize in strategic planning, process improvement, training, and helping small and medium businesses obtain government contracts. Kenneth Clinton founded the company in 2003. Clinton Consulting uses strategic planning and process development methods to improve clients' strategies, quality, and business results. They assist with obtaining certifications and contracts that can open new markets for clients.
I have the insight and experience to derive business excellence and thus, making a positive difference (but not restricted) in fields of Portfolio Management, Risk Management, Strategy Planning & Implementation, Channel Partner Management, Vendor Management, Setting up BPO, Organizing & Running BPO/Call centers, Process Trainings, Process Development, Recruitments & Selections, Audit Checks & Controls, Planning Rewards & Reorganization schemes for 12 years.
My primary area of expertise is Team Management, Customer Relationship Management, Strategy Planning as per the process requirements, Actively supporting the various internal department functions by constant exchange of feedback, I have good Leadership qualities, I have been Addressing Client, Vendor & customer issues in a timely manner with zero impact on process, Have been Establishing effective working relationship to maintain good relationship with the internal & external customers.
My experience in the corporate spectrum ranges from Bank / Financial Market / Service Industry / BPO
This document provides a template for creating a business case to justify investing in a mobile marketing program. It outlines sections to include such as an executive summary, opportunity overview, assumptions, business impact analysis, risks, and a recommendation. The template helps the user build the business case by providing examples of what to include in each section.
Ankur Latwal has over 12 years of experience in branch operations management in the insurance and banking sector. He is seeking a position that allows him to utilize his skills in operations management, sales, business development, customer relationship management, and team leadership. Most recently, he worked for 11 years as the Manager of Branch Operations, Sales, and Retention at Reliance Life Insurance, where he exceeded sales targets, ensured high customer satisfaction, and managed a team. He holds a PGDBA from Symbiosis and bachelor's degrees in Economics and English.
Mi0036 business intelligence & toolssmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
This Module describe Customer Relationship Management (CRM): Definition, purpose and benefits of CRM, Relationship marketing and CRM, components of CRM
The document describes the Tata Business Excellence Model (TBEM), which is adapted from the Malcolm Baldrige model and forms the basis for organizational assessments within Tata companies. TBEM focuses on 7 core aspects of operations: leadership, strategic planning, customer focus, measurement/analysis, human resources, process management, and business results. Companies must achieve a minimum of 500 points within 4 years to be recognized. The model helps Tata companies gain insights and improve through an annual assessment process.
Mary Jo Kasper has over 25 years of experience in client services and project management. She delivers proven leadership in managing client relationships, projects, resources, budgets, and timeframes. Kasper guides teams through new client integration and builds long-standing partnerships through her insightful and purposeful approach. By creating standardized processes, she establishes powerful and repeatable best practices for successful execution.
This document is a value questionnaire prepared by Fred Schenkelberg, a consultant for an organization, to identify the value and return on investment of reliability tasks performed by ESTC. The questionnaire contains 9 sections for the client to provide responses on the potential engineering effort savings, opportunity costs avoided, material costs saved, impact on time to market and volume goals, risk and warranty reductions, total cost of engineering, and indirect impacts of using ESTC's services rather than an external consultancy. The client is asked to quantify specific impacts such as engineering time saved, training costs avoided, product income from early time to market, and estimated costs of issues identified and mitigated.
This survey aims to determine the extent of total quality management (TQM) implementation in Indian automotive suppliers. It consists of 6 sections covering general company information, understanding and practices of the Theory of Constraints, general opinions on TQM, and the level of importance and practice of various TQM factors. Respondents are asked to provide information about their company and position, indicate their familiarity with and use of TOC tools, rate their agreement with statements about TQM principles, and evaluate the importance and degree of practice of factors like leadership, resource management, and customer focus in their organization. The purpose is to collect information to evaluate TQM implementation using the Theory of Constraints approach for research purposes.
The document outlines 10 essential elements of effective organizational performance management: being driven by organizational strategy and leadership, being a continuous process, being based on both internal and external as well as quantitative and qualitative factors, focusing on both short-term and long-term goals, being inclusive and participative, aiming to develop people and capacity, linking performance to rewards, and being technology-enabled. It then provides questions to help assess how well an organization incorporates each of these 10 elements.
The document describes an Organizational Diagnosis Questionnaire (ODQ) that is used to assess an organization across seven areas: purposes, structure, relationships, rewards, leadership, helpful mechanisms, and attitude toward change. The ODQ is based on Weisbord's Six-Box Organizational Model. It contains 35 questions to collect employees' perceptions in each of the seven areas. Consultants use the ODQ data along with other information to diagnose organizational strengths and weaknesses, identify problems, and develop appropriate interventions for organizational change.
The document is a questionnaire about employee attrition. It contains 20 multiple choice and open-ended questions about attrition trends, reasons for attrition, consequences of attrition, and strategies to counter attrition. The questions are aimed at understanding attrition from the perspective of employees at different levels and departments within an organization.
This document contains a 30-question employee retention questionnaire that asks about an employee's satisfaction with their current job, what motivates and demotivates them, how their work could be improved, how they like to be recognized, what career goals and challenges they have, and why they may consider seeking other employment. The questionnaire aims to understand how to better support employees and keep them engaged in their roles.
The document is a 17 question questionnaire about employee turnover and its effects on purchase behavior. It asks respondents for their gender, age, department, tenure at their bank, satisfaction with their job, feelings of freedom at work, number of promotions received, sufficiency of salary and incentives, most important employment factors, reason for leaving previous jobs, plans to stay with current employer, factors influencing decisions to leave jobs, boss's encouragement, workload compared to rewards, training received, career counseling provided, and satisfaction with organizational culture. Respondents are assured their answers will remain confidential.
This document provides an overview of employee retention strategies in the BPO industry. It discusses the importance of retaining key employees, as losing employees can result in costs that are 5 times an employee's salary. Effective retention strategies aim to create an environment where current employees want to stay. Some strategies discussed include engaging employees, making knowledge accessible, optimizing workforce performance, involving employees in their jobs, empowering employees, and ensuring competitive compensation and benefits. Retaining talent is critical for organizations to succeed, especially in the competitive BPO industry landscape.
The document discusses employee retention in the private sector. It outlines several key factors that are important for retaining employees, including compensation and benefits, a supportive work environment, opportunities for growth and career development, and maintaining good relationships. Retaining talented employees is beneficial for companies as it reduces costs associated with turnover.
This document contains a questionnaire on performance management systems with several sections. Section A collects general information about respondents and their organizations. Section B asks about the nature of the organizations' current performance management systems, including whether they are formal systems, which employee groups they apply to, and the techniques used for performance assessment. Section C collects perceptions of HR professionals about challenges, definitions, determinants of success, and relationships to other HR areas like compensation. Sections D-F ask about processes, issues, effectiveness evaluation, and potential changes to performance management systems. The questionnaire aims to understand current practices and perceptions around performance management.
This document contains a 15 question survey about training and development programs at NMDC, an organization. An MBA student is conducting this survey as part of a school project to analyze the company's training programs. Respondents are asked questions about their understanding of training, the necessity of training for productivity, their experiences with different training methods like on-the-job and off-the-job, and their satisfaction with and evaluation of the company's training programs. All responses will be kept confidential and only used for analysis.
This survey aims to gather employee feedback about their organization's work culture in order to help improve practices related to employee health, harmony, and work experience. The survey contains questions about communication, teamwork, job factors, work conditions, compensation, and overall satisfaction. It asks for demographic information and uses a scale to rate agreement with statements about various aspects of organizational culture. The purpose is to help both a report on HR's role in culture as well as help the HR department understand employee needs and wants.
Slide share The Ultimate Call Centre Diagnostic Assessment Survey based upo...Dr. Ted Marra
Here is a totally unique assessment survey which every agent, team leaders, supervisor, manager and above in your call center operation can complete. It will yield an unbelievable wealth of insight about your call center's opportunities for performance improvement. Try it if you dare!
Mercuri International is an expert in sales performance improvement that has worked with clients in the asset finance, commercial finance, invoice finance and trade finance industries. It focuses on helping clients win, grow and manage customers through customer-centric selling, sales team leadership, relationship management, relationship-based negotiating, and understanding the customer perspective. Mercuri takes a blended learning approach to develop these skills through diagnosis of needs, custom program design, workshop delivery, and deployment support to ensure changes are embedded long-term.
7. COST MANAGEMENT ACCOUNTING PROJECT BY GAURANG SHARMA.docx0102192528
This document discusses a balanced scorecard framework used by companies for strategic planning and performance measurement. It begins by acknowledging those who supported the author's MBA project. It then provides an introduction to balanced scorecards and their key features. The main body explains the four perspectives of a balanced scorecard: financial, customer, internal business processes, and organizational capacity. It discusses what each perspective measures and how they are related. The conclusion reiterates that the four perspectives provide a framework for describing business strategy and linking objectives across levels of an organization.
CiF prospectus build customer service from the inside outJon Chidley
Customer in Flow is all about building Customer Service Excellence from the “inside out” by working with the core and extended teams in an organisation concerned with delivering an excellent service to the customer and impacting on the bottom line.
Human resource - Performance Management -The Balanced ScorecardSampath Samudrala
The balanced scorecard is a strategic planning and management system developed in the early 1990s. It provides a framework for translating an organization's mission and strategy into a comprehensive set of performance measures. The balanced scorecard suggests that organizations must balance four perspectives - financial, customer, internal business process, and learning and growth. Each perspective contains objectives, measures, targets, and initiatives. Together these provide managers with a comprehensive picture of an organization's overall health.
Empowering retention strategiesin the age of the customer
This white paper addresses:
– Why measurement programs need to change
– Six proven steps for a successful measurement program
– Using customer intelligence to predict and drive change
This is a full explanation of the Customer-Centricity Maturity Audit delivered by Paul Rouke and Paul Postance of Become Customer-Centric. It explains how the audit was developed, what it covers, how the audit is carried out, what the deliverables are and what investment options there are
This document from VIDA Management Consultants discusses three areas of expertise:
1) Agent Performance Management - Developing processes to improve agent performance through supervision, metrics, coaching, and incentives.
2) Contact Center Process Management - Managing and improving customer-facing processes through documentation, training, metrics, and process improvement programs.
3) Customer Experience Management - Developing strategies to deliver positive customer experiences through skilled employees, effective processes, and alignment across customer-facing groups.
Engage2Elevate guide to measuring performance engagement R.O.I.Alan Chippindale
The document discusses measuring return on investment (ROI) for performance engagement programs. It provides a 7-step process for achieving ROI: 1) defining clear business cases and measurable behaviors, 2) strategic activities to increase desired behaviors, 3) inspirational communications, 4) learning data on participants, 5) personalized experiences, 6) ongoing economic measurement, and 7) using a leading talent technology platform. The document emphasizes defining quantifiable outcomes, behaviors to achieve ROI, and continuously updating measurement as the key to evaluating a performance engagement program's ROI.
3 Proven Methods to Optimize Your 2018 Strategy and Goals through Culture and...Paige Pulaski
Change management is done through culture. Understanding the strengths of your human capital is imperative to fully implementing a plan and expecting successful execution. As you’re investing time, energy and budget into planning for 2018, you should be asking questions such as, “Do our current employees have the right skills? Do we have the right people in the right roles? If not, how do we remove these barriers?”
You’re checking the most important box – getting a plan in place that, when executed, will propel your organization to the next level. However, many organizations are failing to run the proper diagnostic before implementation to make sure all your assumptions are, in fact, true and in working order. Optimizing your plan is imperative, but execution in 2018 looks bleak without optimizing your workforce first.
In this webinar recording, Tanya Bakalov of BetterSkills, Inc. discusses how to achieve the most success with your plans for 2018 by giving three ways to fully assess the teams you’re trusting to execute.
You will learn how to:
>> Gauge the “do-ability” of your plan with your organization’s current skills
>> Delegate initiative assignments to use each employee in their best capacity
>> Motivate employees to be agents of change and dedicated to your organization’s success
AmplioGroup is a specialized boutique consultancy focused on excellence in working capital performance (order-to-cash and procure-to-pay).
With 20 years of global experience, AmplioGroup’s practitioners have assisted over 700 clients to generate more than $35 Billion in cash flow improvement.
Our expertise is global in reach – we have extensive experience in all the key industrialized nations and all the major business and industrial segments.
Our approach is data and metrics driven yet with deep focus on the people in the O2C and P2P processes. Practical skills sets, knowledge bases and communication capabilities drive working capital performance and we empower process stakeholders through augmented abilities and ongoing results measurement.
We believe that optimized cash performance and effectively managed customer satisfaction go hand in hand. Our approach enhances both performance and satisfaction.
This two-day workshop focuses on measuring customer satisfaction and complaint handling. On day one, participants will learn how to design successful customer satisfaction surveys to understand customer needs, launch surveys, analyze results, and track key performance indicators. They will also create a strategic action plan based on customer insights. Day two focuses on complaint management, diagnosing drivers of loyalty and defection, and developing voice of customer programs. Participants will gain skills to increase customer satisfaction and retention through applying customer insights. The facilitator has extensive experience helping companies improve satisfaction scores and reduce churn through survey programs and strategic planning.
Strategic Human Resource
Management Plan
NAME OF YOUR COMPANY
Your Name
Date, 2015
AMP-434
Instructor T. Love
TABLE OF CONTENTS
Section 1 #
Introduction #
background & history #
section 2 #
corporate statements #
Mission #
Vision #
Values #
section 3 #
SWOT Analysis #
Strengths #
Weaknesses #
Opportunities #
Threats #
section 4 #
organizational strategy action plan #
SMART Goals #
section 5 #
conclusion #
GRAND CANYON UNIVERSITY SCENARIO GENERATOR
Module 6 Scenario: Performance Management Cycle
Type: Family Business
Size: Medium Size Company
Sector: Flower Shop
Funding: Investors/Lenders
Stakeholders:
Investors/Lenders
Decision makers:
Managers
Formal organization:
LLC
Human Resources Department:
Pay-for service arrangement: temporary agency
Stage in Organizational Lifecycle:
Birth
THESE ARE THE GIVEN CONSTRAINTS:
ORGANIZATIONAL BACKGROUND:
Founded in: 1963
Dedicated to: The company thrives to provide the best possible
experience to all of its business partners and clients.
Culture Our culture is akin to that of a small family. All our
employees are partners in the business, share our success, and help us
sustain the core values that make us successful.
Structure: Our organization is very flat and consists of three tiers:
owners, managers, and non-manager employees.
Mission statement: To ensure that each customer receives prompt,
professional, friendly, and courteous service. To maintain a
professional and friendly environment for our cusotmers and staff. To
provide at a fair price using only quality components. To ensure that
all customers and staff are treated with the respect and dignity they
deserve. To thank each customer for the opportunity to serve them. By
maintaining these objectives we shall be assured of a fair profit that
will allow us to contribute to the community we serve.
Vision statement: Within the next five years, we will become a leading
provider of products and services to small businesses by providing
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customizable, user-friendly solutions scaled to small business needs.
INTEGRITY: By dealing honestly with our clients, staff, vendors and
community.
RESPONSIBILITY: By considering the environment in which we do
business, community views and the common good.
PROFITABILITY: By being aware that an appropriate level of profit is
necessary to maintain our business and allow our values to continue to
be observed.
Values statement: In conducting our business, we will realize our
vision by performing our affairs so that our actions provide
confirmation of the high value we place on:
Present goals: To reduce delivery and distribution time of products
and services. To reduce the number and frequency of customer
complaints, and to improve the response time of customers inquiries.
Past goals: To reduce employee turnover by 20 percent by introducing a
new employee assistance program. To improve productivity by
implementing a company-wide tra.
The ICD Partnership Ltd is an independent strategic customer management consultancy based in Scotland. They operate throughout the UK and have expertise in areas such as customer insight, strategy, marketing effectiveness, and IT systems. They have experience working with clients across various industries, including financial services, hospitality, and healthcare. Their services include audits, strategy development, training, and implementation support to help organizations improve customer relationships and business performance.
Organization’s readiness to deliver on customer experiencebjornbierhaalder
We believe that the future of service organizations will be more customer centric. Most service providers have the ambition to become truly customer centric, but day-to-day reality shows that fulfilling this ambition may not be as straightforward as expected. We notice a gap between ambition and current reality.
A lot of research has been done on customer experience, but not on organization’s readiness to deliver the customer experience to customers. To move from promise to delivery, being ready as an organization may be crucial.
Customer centricity starts with truly understanding what your customers really want. This implies for us, too. Vlerick Business School and MCH Consultancy have co-created a research to understand the perceptions of decision makers and senior managers on the current state of customer centricity among service providers in the Netherlands.
During May and June 2014 we have conducted an online survey with over 150 respondents in the Netherlands. The results of this survey give valuable insights in the changes required towards being customer centric as an organization. This quantitative research is the first step on our journey to understand what it takes to become a true customer centric service provider that consistently delivers its customer experience.
Clear Cell helps businesses increase profits through better customer understanding and insight deployment. They focus on managing customer relationships and value over time. Clear Cell believes the most successful businesses focus on customer insight, deploying that insight across the business, and continually learning from testing new approaches. Their approach involves discovering value from customer data, developing customer insights, and deploying insights through business levers to increase efficiency and profits.
To differentiate customer experience, do something your competitors aren't doing in customer experience management. Re-examine how you're listening to customers, viewing customers' expectations, and focusing your employees and business rituals on customers. See http://ClearActionCX.com Contact us at OptimizeCX@ClearActionCX.com
Sumit Kumar is seeking a middle level management position with a reputable organization. He has over 5 years of experience in management and operations, currently working as the Business Manager for McDonald's Corporation in the UK Coventry region. He is skilled in business development, customer relationship management, quality assurance, team management, and staff development. His experience also includes roles as a Personal Banker for Barclays Bank and a Process Associate for GE Capital in India. He holds an MBA in International Business from Coventry Business School and relevant business qualifications.
Watch this Addressable Customer Experience webinar here: http://bit.ly/1vJ2YvZ
Addressable Customer Experience On-Demand Webinar Series For Financial Services and Insurance Marketing Leaders
Webinar 4: Overcoming the Organizational Challenge
This webinar goes into actionable details on how to put the customer experience at the center of your organization’s goals. You’ll learn how to design customer journeys, integrate channels effectively, assign responsibilities, develop culture, and measure results for incredibly successful customer relationships.
Collaborate with us!
With a subscription to our software-as-a-service, we will quickly partner with you to put structure into your digital management strategy (the same way we do with ours) and give you the performance governance visibility you need to stop swimming in administration and start building your digital future
OUR PRODUCT - Super easy and fun to use
OUR TEAM - Experts from all areas of business management specialising in leadership, lean, operational excellence (to name a few)
THE PRICE - Very affordable !! (see details attached)
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