NACCM 2010: Learning Leadership Disney Style for Strong Business Results

Presenter: William Greenwald, HUMANA

Leadership Details from Disney:
-Attention to detail ‘ Humana has no meetings between 8:00-9:00 and 4:00-5:00 so they can meet with their employees and say good morning/good evening
-As leaders, you must listen to your employees. They can provide insights as little things you can do to improve your employees interactions with customers.
-When someone is asking a question, figure out what they’re really asking.

Expect resistance ‘ Great leaders must listen. Managers must listen. Most people have problems with change. Have you ever been taught how to deal with change? People have resistance because they don’t know how.

Make people your brand. Is it common practice in your organization? People aren’t often in the most conventional places. Leaders can pick out talent in individuals even though they may not have had previous experience. Hire for your organization with emotional intelligence.

-How do you teach leaders to teach others?
-’Burn the free fuel’ ‘ do the free things ‘ recognize your employees, show up to the employee birthday parties, recognize your employees and their spouses
-Train for leaders, not just skill

NACCM 2010: Leadership Means Enabling Success for All Associates: How ADT’s Employee Engagement Impacts the Bottom Line

Presented by: Georgia Eddleman Little, ADT SECURITY SERVICES

The Customer Monitoring Center ‘ take calls for customers at times of emergency, answering calls for over 90,000 alarms a day. They also serve as the security for all WalMart products.

Employee engagement at ADT: IT’s critical to their success.
Four ways to link engagement to high performance with employees:
1) Build a line of sight
2) Increase involvement
3) Share of accurate decision making decisions
4) Reward and recognition

When evaluating individuals, the information goes to the direct manager’s boss. Every quarter, there is a meeting with the director a level above their manager. In addition, each quarter, one team from each center collects the information, collaborate across call centers, and then develop a report and share it on the company’s portal. It’s an easy way to get employee engagement and views from the front line.

NACCM 2010: Customer-Centric Leadership: Sun International Hotels Gears Up for the World Cup


What does customer management mean? Identify and undsteradn what they really want and look at what your business really is. They need to have a good business strategy with balance.

Manage five things for their customers:
1) Perceptions
2) Interactions
3) Experiences
4) Relationships

They had to unite their brands under across many different cultures. They chose to use CHarleze Theron as a brand ambassador, as she represented many of the ideals of South Africa. They then created a strategy to communicate their new vision across their properties world wide. How did they implement this? They started in one hotel then moved to many others. Their projects just continued into the World Cup.

How do you deliver an experience? Map out all customer touch points. The Middle Manager became the coach. They coached the employees as to their new goals and initiatives. They created videos that showcased the bad experience then the good experience and discussed the attitudes between the two.

She challenged all Middle Managers, and explained that they were the customer service and they had to lead by action.

NACCM 2010: Drive Business Performance: How Leaders Enable a Culture of Intelligent Execution


How do you differentiate from the competitor? Focus on great customer experience.

The core function of customer service is to deal with customers. Customer centricity is not a single department or function, but something that needs to persist across the organization. Everyone has to be able to understand customers: both their needs and their wants.

We have to understand customers, and how their perceive the issues. We should not only understand our customers, but understand who they are talking to and what they know. What does evidence play in making decisions?

Customer loyalty. They’re loyal to you, but how loyal are you to them? Is it easy to engage with your customers? Within Hilton, 5% Loyalty increase resulted in a 1.1% revenue increase.

Innovation is a challenge. Know what customers need, even if they don’t know what they need. Previously, Lego has been innovating, but not in a way that makes sense to their customer. They must understand their consumers, because the majority of their sales each year are on products that didn’t exist the year before. They started to focus on their core customers, and they see results in their sales.

NACCM 2010: “Breakfast of Champions” Outdoor Roundtables

Roundtable: Gina Debogovich, BEST BUY

Best Buy’s social strategy has really taken flight over the past three years. Here are a few of the key points from her roundtable:

  • -Her team creates videos on a biweekly basis. It is all done in house by her employees. They produce videos that often see the highest call volumes and questions to their call center, which often reduces their incoming calls.
  • -Through all of their platforms, they continue to engage with their customers and answer customer service questions first.
  • -With all of their social media platforms, they have to cater the voice that is used on the platform. Messaging and conversations aren’t’ the same from Facebook to Twitter to their online message boards.

Best Buy’s Social Media policy can be found at

Part 2: Inside Insights Podcast Series with Horst Stipp

In the second episode of our four-part interview, NBC’s Horst Stipp compares YouTube-style ‘video snacking’ to viewing behavior for more traditional programming. He also discusses how the network’s research team is working with advertisers to not only prove that commercials still work, but to actually improve their effectiveness in spite of media fragmentation and fast-forwarding.

Tune in tomorrow for part 3 of the podcast!

Check out the podcast

View the transcript

NACCM 2010: Growing a Branded Community to Increase Engagement and Advocacy

Pesented by Rebecca (Becky) Carroll, Community Program Manager, Verizon, NACCM 2010

Moving from as tech support oriented community with forums into a more engaging business community required Verizon to realize that social media isn’t a campaign; it is a strategy to build relationships. Viral activities are fleeting ‘ customer evangelism lasts.

Communities allow companies to listen in to conversations and benefit from the insight. And customers have the opportunity to get answers to broader questions beyond Verizon offerings. They have 12 individual customers that lead their communities (not employees), doing this work out of sheer love and passion, and selected from their contribution to the community every 6 months.

As part of the effort, Verizon also monitors and engages via Twitter, via their ‘Idea Exchange’ site, and provides educational and lifestyle content through ‘Room to Learn.’ These activities provide other channels for communication, since customers have different needs and not all use the forums.

And if you think this is all too expensive to do, note that Verizon has only a team of 3 plus their community software vendor. Lean and mean!

The Verizon community is open to everyone, not just customers. As a vehicle to grow their business, the communities also enable Verizon can also get closer to the customer, gain new insights, and drive improvements in customer retention. And for customers, they now are able to self-serve, learn, and have a place to be heard.

Becky recommends starting within your own community: Go into your company’s forums and see what people are saying, passing along the insight in customer-speak. You can then go to external social sites like Twitter and Facebook, using that ‘customer-speak’ from your own forums to find the things that are the best opportunities for engaging customers on your own site.

[Posted by Steve Bernstein of Waypoint Group, and cross-posted at Customer Insight = Revenue blog]

NACCM 2010: Improving Worldwide Customer-Centric Culture & Accountability

Presented by Ines Vargas, LATAM Customer & Partner Experience Lead, Microsoft Corporation, NACCM 2010

95% of Microsoft’s business comes through more than 640,000 partners. And with 88,000 employees worldwide, Microsoft has created a very challenging environment to manage.

They maintain a simple execution model based on 3 pillars:

1. Listening Systems: Windows 7 is based on millions of customer opinions and exemplifies what can be done when they listen to customers. Microsoft conducts a bi-annual customer relationship survey, transactional surveys, website surveys, submitted feedback, and even in-product submissions. All are followed-up where issues are uncovered, both individually and in the aggregate for ongoing improvement. As an example, the in-product window that appears when a Windows system issue occurs gathers critical data that is used in prioritizing fixes, establishing service packs, and communications.

2. Business Planning & Performance Management: Scorecards are used throughout all levels of the organization. Everyone has commitments around customer and partner experience, measured both directly and indirectly. For example, since they know that Windows 7 has the highest and excellent satisfaction levels compared to previous versions, they track the conversion rate of customers migrating to this product.

3. Culture & Accountability: In addition to corporate values, Microsoft has a Senior Executive responsible for Customer Experience enterprise-wide, and ties individual goals to compensation. Accountability is measured and monitored through scorecards, as well as well as with peer recognition and spot awards.

Microsoft maintains a website for all to see their efforts, at

[This posted provided by Steve Bernstein of Waypoint Group, and cross-posted on Customer Insight = Revenue blog.]