Tag Archives: NACCM 2010 Live

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 http://www.microsoft.com/about/cpe

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

NACCM 2010: Westfield Creates a Culture of WOW through Employee Engagement

Westfield Creates a Culture of WOW through Employee Engagement
Presented by Andre Harris, Westfield’s VP Brand and Employee Communications, NACCM 2010

Connect with employees to create the customer experience.

Westfield isn’t just a landlord or owner of shopping malls: they manage all aspects of the shopping experience for the properties they own, and want to make sure they deliver a differentiated experience. Westfield’s ‘WOW’ used to be a program, and Andre has now been able to transform it into the overall culture, which includes their partners and vendors:
Way beyond the expected.
Own it personally.
Win over their hearts.

Andre shared their -steps to create a Culture of WOW:

1. HEAR the voice-of-the customer: Know what customers want, expect, and value. They respond to 100% of complaints, since satisfied customers tell 3 friends but angry customers tell 3,000, and a complaint is an opportunity to WOW.

2. HIRE ‘wow’ employees: The culture is part of everyone’s job descriptions.
A great example: A hiring manager wanted to give candidates gift bags. The thinking is that even though they aren’t hiring all these people, they are still a Westfield customer and should be treated well.

3. TRAIN: They have a clear understanding of their purpose, so everyone, including outsourced employees and executives, go through WOW Training. The training details 7 critical areas, including ‘Make their Day’ and ‘Represent.’ Empowerment, recognition, and reward are critical success factors. Telling success stories not only makes it more real and memorable, but also provides real solutions and answers to the questions that employees bring from their daily interactions with customers.

4. MEASURE: Customer, Retailer, and Employee satisfaction surveys are all part of the process. Employee turnover is a key measure as an indicator of customer experience, and of course also adds to the bottom-line.
[Posted by Steve Bernstein of Waypoint Group and cross-posted on Customer Insight = Revenue blog]

NACCM 2010: Connecting With Customers and Measuring Results

Presented by Tom Zimmerman, GE Healthcare, NACCM 2010

“Customer Experience’ starts with Marketing, not after Sales.

For GE Healthcare, excellent service means that customers are more likely to buy another $1M piece of equipment. Service and Customer Experience has to start with the Marketing and Sales process.

Marketers often want to get information from prospects, but you have to give something back first before the customer is ready to give more. Classic lead-generation criteria include Budget, Authority, Need, and Timing, but the customer may just want to speak with someone to get more information. So starting with a definition of ‘sales ready’ leads then brought them to defining what needed to be developed.

Starting with content first, every page has a ‘Contact Us’ area that allows the customer to engage if they are ready. Make sure that the organization is ready and able to follow-up when the customer request live contact.

Metrics are where it’s at: GE Healthcare can see the amount of spend on each campaign, and how it’s generated incremental revenue through the funnel. Since each touch has a campaign ID, they can now track the movement of the prospect through the marketing funnel, ultimately up to a sales-ready lead and establishing the value of the opportunity.

Every part of the organization brings a different perspective to the customer experience. It usually takes all perspectives to get to the optimal experience, so engage those different points of view around the organization to meet the company goals.

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

NACCM 2010: It’s Not About Smiling More: Creating a Measureable Customer Experience Culture at Thomson Reuters

Presented by Barbara Graovac, VP and GM of Thomson Reuters Employer Market, NACCM 2010

Use right-brain techniques to strengthen relationships with customers.

It’s not enough to be better than your competitors: Expectations are set by experiences all around us. So in 2007 Barbara went to the board and recommended service innovation. It took 3 tries to get it to stick: the language that eventually worked was around increasing profitability and revenue.

Barbara’s division was hearing that customers wanted more from them: Customers wanted broader solutions that solved business needs, delivered easily and empathetically. The issue wasn’t price. Leading indicators of client behaviors were measured: How fast does the client return phone calls? Do they invite you to critical meetings?

Presenting what would happen if they did mothering compared to what would happen if they took action, the division decided to take action. The first step was to define the gaps against what they wanted the customer experience to be. Next, a 100-day pilot was planned that would work with a limited number of customers requiring specific cross-functional issues.
A limited number of customers were selected to participate in this early program that spanned different aspects of the business. They consistently found that customers wanted ‘Right brain’ service ‘ ‘gift wrapping’ products and services in friendly interactions that are hassle-free. The gap was that as a company they were more geared to ‘Left brain’ ‘ delivering products and services and measuring specific results. It’s the ‘soft side’ that customers remember and value.

Internal education and awareness of ‘left brain’ ensued. The strategy was one of ‘Yes if”, and NOT ‘No but” They trained staff around responding to customers with, ‘Yes. if [conditions could be met].’ Clients are people, not organizations, and the emotional engagement proved to be very valuable.

At a structural level, the division innovated around specific customer pain points, including a new customer welcome packet that included photos, key bios, and other relevant materials. As a result the client now feels more connected with the account team.

In surveying the employees that went through the pilot in addition to their managers (which wasn’t part of the pilot), they found that managers were consistently providing higher scores and thinking they were performing better than the employees felt. Addressing these gaps helped fill in some of the mentoring opportunities for managers.

All this work resulted in both ‘soft’ results, such as
- An increase in general excitement levels
- Recognition from customers that w=as passed around the company

And also ‘hard’ metrics that increased across the board:
- Client engagement
- Employee engagement
- Customer renewal rates

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

NACCM 2010: Keeping it Real with Customers: Nationwide on your Side

Keeping it Real with Customers: Nationwide on your Side
Presented by Jasmine Green, Chief Customer Advocate, Office of Customer Advocacy, at NACCM 2010

Empower the front-line with empathy.

Initially born out of the CEO being tired of getting customer complaints, Nationwide started their journey by creating a single place to resolve customer issues. They were getting so much data, but being excellent at handling individual complaints wasn’t enough ‘ Nationwide needed to get to root cause and something with this wealth of information. Some of the specific initiatives include:

o A ‘Top 5′ report that is reviewed regularly at the executive level, providing the ability to drill into the major improvement opportunities.
o Nationwide now looks both at the Kudos and the Complaints, and also tie to employee feedback to be able to recognize employee performance and prioritize the right opportunities.
o They pass exactly what the customer says on to others in the organization: No filtering. Nationwide has found that the verbatim is critical ‘ don’t water it down, making it more real.
o Jasmine has rolled out a comprehensive training program across all 32,000 associates for service recovery, and have shifted culture to one of respect internally that then is passed on to the customer. Empathy is emphasized ‘ treat customers like your friend and make them feel special.
They recognize that their front-line associates are critical to providing an excellent customer experience, and therefore Jasmine view her responsibility as being on the job 24??7, not 9:00a to 5:00p. Measuring employee engagement is a big part of making it work, and correspondingly they also increased accountability of the front-line and further empowerment.

Key to their success has been the ability to tie improvements to the bottom line and show the business benefit (ROI) for various initiatives. Focusing on retention has made them able to establish the ROI for everything they do.

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

NACCM 2010: The Business Behind the Magic of Disney’s Chain of Excellence: Leadership, People Management, Quality Service, and Loyalty

Presented by: Mike Reardon, DISNEY INSTITUTE

What is the business model behind Disney? They made sure they could verify it. They have a chain of excellence: Leadership Excellence, Cast Excellence, Guest Satisfaction, Financial Results/Repeat Business. Key metrics: metrics to return and intent to tell others. If you don’t start out with great leaders, you’ll never achieve the great results your companies capable of.
Two keys to creativity at Disney:
-Everyone is creative
-Keep identities separate from idea

Keep creativity open. Why? You never know what’s going to come of them. What do cruise lines and Disney have to do with each other? Nothing. But give families a reason to travel. They are doubling the size of their fleet in the current economy. They expanded their ‘box’ and made their realm bigger.

Pirates of the Caribbean started as a ride. They then turned it into a movie, premiered it in a park. Everyone went to the ride looking for Jack Sparrow. Since then, Disney has updated and added Jack to the ride and expanded it to include more from the Caribbean.
The leader and relationships at Disney: responsibility, commitment, and inspiration. Every leader is telling a story about what he/she values. We judge ourselves by our intentions and others by their actions.

Walt sold his vision from moving the movies to an interactive theme park. He told his story, and set up his organization for success. True leaders are collaborators. Leaders look for reasons to change.

NACCM 2010: The Organizational Impact of Real-Time Customer Feedback

Presented by: Matthew Bowman, ALLEGIANCE

Real-time customer feedback: Contrasting real time feed back against laitency issues that are common with customer feedback reports. The internet and social media are providing customers with new expectations. Social Media has conditioned most US consumers to expect to be able to give feedback. SmartPhones allow customers to comment on the spot, or on the way to the car after they’ve had a bad customer experience.

The biggest growing demographic on social media is women ages 35-55. They’re also the largest purchasing demographic. The pure amount of data now available is providing customer feedback is causing companies to have to take notice. American Express finding ‘ 61% of Americans will pay a premium of 9% for better customer experience.

Text analytics tools can help pull in feedback and analyze it when it comes to complaints on the internet. These can allow you to quantify all of the feedback, not just ‘positive’ feedback and ‘negative’ feedback.

NACCM 2010: Straight Talk: How Electronic Arts’ Leaders Empower Employees

Boyd Beasley, ELECTRONIC ARTS

Beasley starts by asking: Do you know whether or not the service in your business is good? Will your agents break a policy when they need to to keep a customer? The gaming industry is shifting to a free-to-play online, which is costing quite a bit of time.

2 Wins in Customer Service at EA this year:
-COO agreed to reach target service level
-They received a budget that can support the staff for the standards level

If you are not talking to your call center employees on a regular basis, then you don’t know what your customers are asking for. Beasley wonders whether we’re looking at employees measurements for things that don’t matter such as call handle time. How should that be managed against first time resolutions? Talk to your employees about what’s going on in the company? They can share what is working and not working for your company.

NACCM 2010: AutoTrader.com Drives Sales, Retains Business, and Shapes Key Company Objectives with Their Client Loyalty Program

Presenter: Joe Richards, AUTOTRADER.COM

Autotrader created a customer satisfaction program for their customers in 2005. Through this, over 40,000 customers are surveyed a year. The 16% completion rate. The goal is for the findings from this program to be intergraded into the business.

They’ve created an actionable customer service program that surveys:
1) Newly acquired customers ‘ with the company for 2 months
2) Ongoing customers ‘ twice a year to understand retention
3) Canceled customers ‘ Understand retention and formulate win back strategies

Conclusions: Measure satisfaction throughout the customer lifecycle, as it often changes. Move beyond measuring satisfaction. Integrate customer satisfaction results into the organization, it must be a part of the business. Link satisfaction data to others, like profitability, to really understand how it affects the bottom line.

NACCM 2010: CVS Caremark Engages Colleagues in their Mission, Vision, and Values

Presented by: Candy Clay & Tracy Fields, CVS CAREMARK

CVS Call Centers focus more on PBM Members. This is unique because their employer has provided the benefit. The users of PBM are captive audiences, as their contracts connect them to CVS. They look at the client and the users of the products and services (the client’s employees).

Why is CVS different? They focus on their hiring profile. Seasonality is a major focus in their call center customer care, as health insurance is a usually renewed at these times. They’ve put in place a reserves system. They need their workers to make an emotional connection with their customers. In training, they begin with the call centers. They like to hire people who can connect with their parents, I.E. those who have cared for individuals before: healthcare workers, parents, work in the class room, etc.

Training is a key to educating their employees at CVS. They are educated in a classroom for two weeks, then to the call center, and back to the classroom. This is an evolving model to stay in-tuned with the customer.

The Voice of Your Customer must come through the Voice of your Employees. Continuing from this morning’s Stew Leonard’s session: For a customer, it can’t be a great place to shop/work with unless the employees are happy.