Total CVM HRD Forum
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This forum will introduce HRD heads and VPs to the concept of Total CVM which is described in Gautam Mahajan’s soon to be released book: ‘Total Customer Value Management: Changing Management Thinking’. The program builds on the HRD aspects of the Total CVM studies at the Tata and Godrej Groups. Most concepts are new, and are being globalised by Total CVM
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![Save the Date! CVF - CXO Total Customer Value Series presents Total Customer Value HRD Forum ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Employee Value Customer Value Shareholder Value October 30, 2009 India Habitat Center 10.30 am – 1.30 p.m. followed by lunch By invitation or by a fee of INR 10,000 RS VP: mkalra@customervaluefoundation.com Role of HR?](https://image.slidesharecdn.com/hrdforumsavethedatev5-1-091020050714-phpapp01/85/Total-CVM-HRD-Forum-1-320.jpg)
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Gautam Mahajan, National HRD TiE, Aug 6th 2010
The document discusses building an effective HR strategy focused on creating value for employees, customers, and shareholders. It recommends that HR transition from a staff to line function to directly increase organizational value. Specifically, HR should design customer-focused strategies from developing a Chief Customer Officer role to growing market value and profits. Additionally, HR's people role includes building employee value, brand, and a customer-centric culture through programs like continuous improvement and customer certification of employees.
Customer Relationships: Business Strategy for Competitive Advantage
Customer Relationships: Business Strategy for Competitive AdvantageFortune Institute of International Business
Customer focus and customer experience are important differentiators for companies. CRM involves identifying, attracting, developing and maintaining successful customer relationships over time through strategic alignment of business processes, customer knowledge and technology. Effective CRM conceptualizes customer experience as a driver, customer centricity in organizational design, and relationship management as a process involving communication, interaction and perception of value leading to customer relationships.HR Coaching Program
Through this coaching program, Scholar Consultants will transform your Human Resources function into a strategic business partner over 3 months.
Marketing Terminologies Marketing
Marketing management involves choosing target markets and building relationships to create and deliver superior customer value. It determines what customers to serve and how best to serve them through a company's value proposition. Customer relationship management is the process of building and maintaining profitable customer relationships through superior value and satisfaction. It deals with acquiring, keeping, and growing customers over time through interactions between a company and individuals.
The Royalty Of Loyalty Crm, Quality And Retention
The document discusses the relationship between customer relationship management (CRM), product/service quality, and customer loyalty. It proposes a new 5Qs model to measure quality and loyalty, with the 5Qs being quality of object, processes, infrastructure, interaction, and atmosphere. The model suggests that improving each quality dimension through CRM strategies can increase customer satisfaction and loyalty over time. Effective CRM requires understanding customers, having a well-structured customer database, and linking quality improvements to strategy changes to document their impact on satisfaction and competitive advantage.
Tenders and Bid Management Course (TBM)
Gurumurthi Shanker – Executive Sponsor of
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The Role of Total Quality Management in Raising Service Quality of Libraries ...
The Stone Age did not end because there were no more stones but it ended because of continuous improvement (kaizen). If the Stone Age people could apply continuous improvement who are we to ignore it. Continuous improvement should be applied by everyone, organisations, nations and the world. Without continuous improvement, we become lagging behind and lose in this competitive improvement and lose our market share. There is therefore the need for libraries and information centres to adopt Total Quality Management (TQM) in order to ensure their importance as gateways for information. Failure to do this will result in them losing their competitive advantage in this world of information and knowledge economy. There is global information competition due to the advancement of Information and Communication Technologies and libraries and information professionals should run very first in order to stay in the same position. This paper defines quality and Total Quality Management. It explains the application and the role of Total Quality Management in libraries and Information centers to enhance service quality. The reasons for TQM failure are listed and solutions and recommendations given. This paper recommends quality culture in libraries and information centres
Hrm in unilever
Unilever aims to equip its global managers with consistent skills and language. It selected TACK International as a partner to provide global management training over 5-7 years due to TACK's ability to offer consistency, breadth and depth across 40 markets in 25 languages. Unilever's HRM activities like organization structuring, job design, and organizational development help achieve its goals by creating an efficient structure, clearly defining roles, and adapting to changes. McDonald's recruitment process includes online applications and interviews to assess candidates for crew or management roles. It provides training and benefits to employees to create a positive work environment. BMW focuses on recruitment and selection, training, and performance management to develop specialized staff through the human resource strategies.
Insight on Opportune HR Mastermind series - "Future of HR"
- What are the future challenges in managing talent? How to keep Talent motivated?
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- How to identify, acquire and nurture good talent?
- Will past historical data help to identify future HR issues
- Will past trend analysis help to predict future Human resource behavior of all stake holders
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CRM and 4 P’s of Marketing
This document discusses Customer Relationship Management (CRM) and its importance for organizations. It states that CRM considers customers as insiders rather than outsiders and aims to build long-term relationships through commitment, services and quality conforming to customer requirements. CRM is defined as an ongoing process of identifying and creating new value for individual customers over their lifetime with an organization. The document also outlines Gordon's 11 C's of relationship marketing which are key aspects of maintaining customer relationships.
NorthHighland_CustomerExperience_WhitePaper_US_Final
This document provides an overview of optimizing a customer experience (CX)-focused organization. It outlines three key building blocks: 1) Prioritize CX in executive leadership and company culture, 2) Focus on the customer moments and processes that matter most, and 3) Continuously measure and improve CX based on metrics. The document advocates aligning the entire organization around CX, from strategy to incentives. It also shares stories from CX leaders about challenges in transforming company culture to make customers the top priority.
Hr Practices
The document discusses several aspects of human resource practices that are important for business success. It emphasizes that talent is a critical resource for innovation, world-class processes, and building strong brands. It also discusses the need for world-class HR practices to win the "war for talent" and compete in today's global market where customers demand continuous improvement. Finally, it outlines several domains of HR capability that are required, including strategies aligned with business goals, developing skills and engaging employees, compensation practices, and delivering excellent service.
CRM Strategy.pptx
The document discusses strategies and concepts for customer relationship management (CRM). It begins by outlining learning objectives related to explaining the importance of CRM strategy, development and implementation. It then discusses the importance of aligning CRM strategy to a firm's business model and assessing customer value added and loyalty. The document provides examples of CRM strategy development processes and emphasizes the importance of customer-centricity through organizational alignment and ongoing performance assessment.
TQM and HRM
University of Messina Department of Economics document discusses the relationship between total quality management (TQM) and human resource management (HRM). It explains that TQM and HRM pursue the same goals of profitability, productivity, customer orientation, and workforce motivation. Successful TQM implementation requires refashioning HRM practices like empowering employees, encouraging teamwork, extensive training, non-traditional performance evaluations focusing on development, and compensation systems fostering cooperation over individual incentives. The document also discusses how the Indian company Infosys applies quality principles to its HRM processes like recruitment, promotions, managing resignations, and ensuring constant skills development. It concludes that quality management can change how HRM functions operate and redefine their performance
Customer relationship management
Customer Retention discusses customer relationship management (CRM). CRM involves creating and maintaining relationships to increase customer retention and profitability. It requires trust and value. CRM has four components: customers, relationships, management, and a cycle of customer identification, differentiation, interaction, and customization. Implementing CRM provides benefits like increased loyalty but requires cultural change. Programs that enhance loyalty include discounts and rewards. CRM is a strategy to turn prospects into loyal customers and partners through superior value.
CRM Introduction
This chapter covers the basic introduction to Customer Relationship Management. It provides a conceptual foundation to CRM practices and implementation of the CRM
Mba i mm-1 u-1.2 customer value & satisfaction
This document discusses customer value, satisfaction, and relationship management. It defines customer perceived value as the difference between total customer value and total customer cost. Total customer value is the benefits customers expect, while total customer cost is what they expect to pay. Customer satisfaction depends on performance meeting or exceeding expectations. Companies can increase value by improving benefits, lowering costs, and managing the customer relationship through collecting detailed customer data and ensuring positive touchpoints across departments. The goal is to maximize customer loyalty and equity.
2nd Annual People In Goods & Services Summit
The Second Annual People in Consumer Goods & Services Summit will tackle real world workforce issues that are impacting your bottom line and will discuss the implications of economic uncertainty in today’s consumer talent market. Insightful and practitioner led sessions will address the latest strategies in recruitment, workforce planning, learning & development, performance management, engagement, and retention that can drive increased productivity and business excellence in the retail & consumer goods marketplace.
CRM Strategy
Alignment of customer value deliverables to total customer nodes so as to boost corporate performance.
SIP_Report_Mohit_Kumar_Dubey.docx.pdf
1) The intern worked on business development at Talent Corner HR Services by bringing in new client requirements to generate revenue. This involved selecting target sectors, researching companies, finalizing deals, and creating job descriptions.
2) Talent Corner HR Services is an Indian HR management company with over 150 employees and 22 offices. They provide customized recruitment and executive search solutions across industries.
3) Through surveys, the intern identified areas for improvement in Talent Corner's recruitment processes to boost employee satisfaction and retention. Recommendations included improving marketing strategies, developing a mobile app, and increasing hiring to support business growth.
Similar to Total CVM HRD Forum (20)
Customer Relationships: Business Strategy for Competitive Advantage
Customer Relationships: Business Strategy for Competitive Advantage
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The 8 Principles of Customer Value Creation
To appreciate Customer Value Creation, you must understand the principles of Customer Value Creation. The principles of Customer Value Creation, enunciated by Gautam Mahajan are:
The 1st Principle: Customers tend to buy or use those products or services that they perceive create greater value for them than competitive offers. It is essential for executives and leaders to create higher value for their Customers than competition can.
Value of being anonymous
I often look at the business world and wonder. What are they all about? They spend oodles of money in branding (in simple terms to be recognised by potential Customers, to distinguish themselves in the marketplace).
When less is more for customers
Let’s start where we all agree. Customers have less time. Customers want more convenience. They want to make fewer and shorter journeys to buy and service goods.
Employee journey
The document discusses the importance of understanding an employee's full journey, not just segments like hiring and performance reviews. An employee's journey includes their family life, efforts to improve themselves, interactions with customers inside and outside the company, and navigating politics and relationships with colleagues. Understanding an employee's complete journey is crucial for companies to improve performance and the well-being of their assets.
The real source of value
The document discusses the importance of non-financial assets such as employee, customer, partner, social, intellectual property, and brand assets. It argues that companies overly focus on financial assets and performance, but other important intangible assets are often ignored. These non-financial assets can appreciate over time and form 80% of a company's value from an investor's perspective. The document advocates for establishing value creation councils and reporting on intangible assets to better manage and grow these important sources of company value.
Ci os as value creators
CIOs have the potential to be true value creators for their organizations, but traditionally they are viewed more as staff than line functions and do not directly advance the core work. CIOs should take a more proactive leadership role in bringing new technologies to the business, such as digital media and big data, rather than just focusing on efficiencies. However, many CIOs are not confident in their ability to create value and follow consultants' advice too closely rather than focusing on customer needs and processes. For CIOs to truly contribute, CEOs need to reconsider their traditional views of IT and give CIOs more line responsibility, while CIOs need to understand how to identify and deliver value to the business.
CIOs as Value Creators
CIOs have the potential to be true value creators for their organizations, but traditionally they are viewed more as staff than line functions and do not directly advance the core work. CIOs should take a more proactive leadership role in bringing new technologies to the business, such as digital media and big data, rather than just focusing on efficiencies. However, many CIOs are not confident in their ability to create value and follow consultants' advice too closely rather than focusing on customer needs and processes. For CIOs to truly contribute, CEOs need to reconsider their traditional views of IT and give CIOs more line responsibility, while CIOs need to understand how to identify and deliver value to the business.
Value Creation Implementation Ideas. Avoid Value Destruction
We have talked about many ways of Value Creation, and
why Value creation is important.
How do executives create value for themselves and their organisations?
By differentiating themselves,
Being on time, reliable, timely,
Become knowledgeable about the..............
Teaching Value Creation
You might have noticed our main Value Creation discussion in education has focused on business schools. In fact we are developing course content for a Value Creation major in MBA schools......
Transforming Companies Through Value Creation not Value Destruction
Understandably, no one will want to change unless he sees a value in the change. And the Value has to be tangible and worthwhile. Value Creation is obviously a good idea for companies. Sometimes, evangelists like me forget that for most people the current situation is comfortable (they derive value from comfort). Many have bosses or Boards or company owners that demand profitability albeit short term. And if they do not deliver they run the risk of being fired (a value destruction situation for them). So there are many reasons for following the road well-travelled. My friend Jim Carras said to me: “You seem to make a big point of stakeholder value not being a good objective for companies and I fully understand your concept...................
Value Added Stories to Increase Price
Ask a CEO if they want to spend a pile of money on an analysis of their company's story, and they'll probably throw you out of their office. But if you tell them that you have a powerful insight that can help them raise the prices on all of their products, they might ask you over to their house for dinner. Money talks, in other words. Unfortunately, in most companies, the power of story to affect pricing still remains unknown, or at least it's vastly under-utilized.
Value Creation Vs. Death of Demand
The document discusses the inevitability of declining demand for products and services over time due to natural market forces. It advises companies to be prepared for this by focusing on creating value for customers through differentiation, loyalty programs, and efforts to increase customer satisfaction rather than just introducing new products. When demand is dropping, the key is to make more money through customer value creation that keeps existing customers and makes the product more appealing than competitors' options, slowing the effects of commoditization. Early action is important to address declining demand before it significantly impacts the business.
Do your Employees Feel Valued
Employees who feel valued provide better customer service and reduce employee churn. Measuring employee value added, which compares the value an employer provides to an employee versus competitors, can help understand why employees stay or leave. Treating frontline employees like CEOs and developing, empowering, and respecting all employees results in happy customers and builds trust within the organization.
Building Silos or Breaking Silos
The document criticizes the concept of internal customers in companies, arguing that it promotes the creation of silos between departments and a lack of cooperation. It states that internal customers lead departments to be independent of each other rather than working as a team. The two main reasons for failing to provide a good customer experience are a lack of clear customer strategy and lack of internal cooperation. The document recommends abandoning the concept of internal customers and instead building internal teamwork and cooperation through starting a courtesy system and defining customer-focused roles for all departments.
Why Training Does Not Create Great Leaders
If what you desire is a robotic, static thinker – train them. If you’re seeking innovative, critical thinkers – develop them. Unquote
Encouraging Your People to Take the Long View
The document discusses encouraging employees and managers to focus on long-term organizational health in addition to short-term performance. It provides three principles for companies to consider when building measures of long-term health into their performance management systems: rooting out unhealthy habits, prioritizing core values, and keeping health metrics simple but meaningful. Adopting these principles can help ensure people management supports long-term success over short-term gains.
Customer care or do we care
The author shares their negative experiences trying to purchase a new car from several major car companies in India. They faced difficulties finding dealership locations, getting test drives scheduled, and receiving unwashed used-looking cars for demonstrations. When finally purchasing from one dealer, the promised new car was dirty and unfinished, with no apologies from the sales team. The author questions how the companies can expect to sell cars when their customer service is so poor. They conclude customer care seems to mean "I don't care" at these establishments.
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Value Creation and Enhanced Pricing:
Increase Profits through Right Customer Value Pricing
SPECIALLY DESIGNED FOR CEOs, CXOs, HEADS OF MARKETING, SALES, OPERATIONS, PRICING, PURCHASE, CUSTOMER SERVICE, BUSINESS STRATEGY
Along the lines of seminar, Mr Gautam Mahajan recently conducted at the Professional Pricing Society meeting in Florida in October 2012.
Benefits of Attending:
What Customer Value is and why manage it
How to measure it
How to use value to create prices
How to create value and sell on that basis
Learn that every part of your offering has a price associated with it and what the customer is willing to pay and why, and why are non-price terms important
How to use the learning’s in your business
Customer value over shareholder value
The article argues that a focus on maximizing shareholder value has corrupted business practices by incentivizing executives to manage expectations on Wall Street rather than focus on building real customer value. This has led to scandals and unstable markets. The article calls for shifting the focus back to delighting customers in order to create sustainable long-term growth for shareholders and society. Legal changes are needed to change the incentives that currently reward expectations management over real performance.
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