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.]
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.
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.
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.
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.
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.
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.