Tag Archives: NACCM Customers 1st

Complimentary Webinar: CCOs Reveal Their Secret Killer Customer Strategies for Long-Term Profitability

Companies often sacrifice customers on the altar of short-term revenue and profit. Yet in competitive situations where your company’s advantages in product and price are not clearly evident, customer satisfaction and loyalty become the ultimate differentiators that give you the winning edge.

So how do you ensure customers remain the most valuable asset, carefully nurtured and developed for long-term profits? A growing number of companies are appointing a Chief Customer Officer (CCO) as a catalyst in becoming truly customer-centric to significantly improve revenue, profit, and competitive advantage.

Date: September 16, 2010
Time: 2-3PM EST

Space is limited.
Reserve your Webinar seat now at:

The speaker, Curtis N. Bingham, is the leading authority on CCOs, having worked with more than 70 CCOs over the last decade. Curtis shares some of the most profound strategies and tactics that these elite CCOs have used to attract, retain and grow profitable, long-term customer relationships also create a powerful competitive advantage for their organizations.

Lessons shared include:

  • Winning executive support for loyalty initiatives
  • Creating an unstoppable customer culture’so you aren’t the only customer advocate
  • Letting data tell you which customers to keep happy, and which ones to let go
  • Giving more to customers counter intuitively generates MORE revenue

Learn directly from experienced CCOs how you can drive both near- and long-term revenue — without sacrificing customer loyalty. This is hands-on customer-centric insight you cannot gain anywhere else. Each of these lessons is of profound value and is responsible for millions of dollars in profits at some of the world’s leading companies.

About the speaker:
Curtis N. Bingham is widely recognized as the authority on Chief Customer Officers, and was the first to promote the CCO role as catalyst for customer centricity. Curtis is the Founder & Executive Director of the Chief Customer Officer Council’, the first peer-led advisory group for CCOs.

During the last decade Curtis has worked with more than 60 CCOs, and with the help of CCO Council members, he has created the ‘CCO Roadmap,’ a groundbreaking work containing more than 100 prioritized, critical strategies essential for the success of customer-centric initiatives.

Curtis is a sought-after speaker and the author of the forthcoming book, ‘The Authoritative Guide to Customer Strategy: Lessons Learned from Renowned Chief Customer Officers,’ which describes how the CCO can create a consistent and unified customer strategy to grow revenue, profit, and loyalty.

If the shoe fits – Zappos takes #1 for customer service

Computerworld reports that the online shoe retailer Zappos.com has nabbed the top spot in online shopping sites by rating agency, StellaService LLC. The firm rated the 150 largest Internet retailers on 300 factors, such as online tools and their Web sites’ user interfaces. The evaluations included usability tests, orders (and returns) of several products, and more than a dozen interactions with customer service representatives via phone, e-mail and live chat.

This isn’t news for Zappos, who boasts numerous awards for customer service. So what’s the secret ingredient?

Companies looking to social customer service post-holiday

According to Marketing Vox, many companies are relying on social media tools to accommodate the questions of the individuals using the tool for such questions as return policies. Companies such as Comcast, Dell, Southwest, and AT&T are fully using it as a customers service tool.

What do you think of companies using Twitter as a customer service tool? Have you had a pleasant experience as a customer using these tools? One interesting fact in the article was that customers who do use these social media tools for assistance expect a higher level of service. Read the article here.

Customers 1st 2009 Podcasts: A Conversation with Dan Hill, Author, Emotionomics

As we get gear up for the 2009 NACCM: Customers 1st Event this year, we’re going to be interviewing and getting to know the speakers and sponsors who will bring their perspectives on customer service to you. We recently sat down with Dan Hill, author of Emotionomics. He will be participating in the keynote speech, ‘Saving Customer Ryan: The Power of Emotion Brand Equity’ at this year’s conference. Download the NACCM:Customers 1st Brochure to find out more about the program this year.

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Dan Hill is the President of Sensory Logic, Inc., founded in 1998 as a scientific consumer insights firm that specializes in gauging both verbal and nonverbal, subconscious reactions to advertising, store environments, and product design, packaging and presentation. He has also provides executive coaching for sales force training relating to interpersonal communication skills.

Dan will be presenting the keynote speech ‘Saving Customer Ryan: The Power of Emotional Brand Equity’ at this year’s NACCM: Customers 1st Conference this November 2-5 at the Pointe Hilton Squaw Peak in Phoenix, Arizona.

What is a company’s emotional equity and how can this affect consumer perceptions?
Dan: Well, we often talk about equity from an advertising perspective, and what they often mean is the awareness of the brand. That you’re aware of a brand, and you find it relevant. What I think it means when you get to customer service, what’s the experience you’ve had with a brand, is it meaningful, is it distinct and above all is it positive and it’s emotional because our emotions drive our decision making process and reflect the memories that we’ve had, and that’s why they’re so powerful and drive customer perceptions. If you have a positive feeling, it’s relent, it can drive you back toward the brand.

How important is it to customer service to be able to read what your customers are feeling when they are doing business with you?
Dan: It’s crucial because the breakthroughs in brain science confirm that people are largely emotional decision makers, the emotional part of the brain sends about 10x as many signals as the rational brain and vice versa, so everybody feels before they think, and the important thing about customer service is you’re in the moment, you’re interacting with another human being, it’s probably the single most emotional moment in the business world, and if you can engender positive feelings, and read as you’re creating those vibes with the other person, that’s really when you’re going to build brand equity.

How can being able to read facial expressions of candidates help during the hiring process?
Dan: Well, we all know that these days, people don’t disclose much in references, and obviously the person doing the interview is going to put on their best face possible, and the important thing you need to know is once you hire the person, and they are at the crucial touch point where brand equity is built so much, you really want someone was a good brand ambassador. Someone who has an agreeable personality, and I really think you can pick that up in an interview. Much more in just the words, after all in a stressful situation, it’s really a chance to get past the lip services. There are studies that show 55% of crucial communication is through the face and only 7% through the words. Reading someone’s temperament, seeing how they handle the stress of the interview, seeing how positive they can be and stay away from the negatives, those same qualities will be very valuable in someone who’s helping a customer.

Can you tell us a little about what you’ll be presenting at this year’s NACCM: Customers 1st?
Dan: [I will ]Probably two or three things most of all. One is to try to introduce people to the importance of the emotional element in people’s decision making process. As I said breakthroughs in brain science have confirmed that people are overwhelmingly emotional decision makers. That’s one part. The other part is indeed about hiring. We are linking how people emote and how they feel to their core personality. That’s how someone over time reveals themselves. And the third point will be specific practical applications to what the customer experience and customer service situation is and how you can make it better.

NACCM Customers 1st Conference in 2 Weeks ‘ Plus ‘ Enjoy Complimentary White Paper and NYT Article Download

We’re excited to be heading to NACCM Customers 1st in just 2 weeks, November 2-5 in Phoenix, AZ. Hundreds of executives will be assembling to explore next steps to re-focus and rebuild in 2010 using customer-centricity as their key catalyst for business growth.

B2B and B2C Professionals from these outstanding companies will be present to exchange new ideas and strategies in areas of loyalty, customer-centric innovation, operational excellence, culture, the customer experience and strategic leadership:

AAA Arizona, Affinion Loyalty Group, Alliance Global Services, ALSAC/ St. Jude Children’s Research Hospital, American Family Insurance, Arizona Public Service, Availity LLC, Baxter Healthcare Corporation, Bridgewater Bank, BrightSight Group, Burke Inc, Cablevision Systems Corporation, CACI International Inc
Carolina Biological Supply Company, CIGNA Healthcare, Cogeco Cable, Comcast Corporation, Compassion Canada, Conway Freight, Customers Rock!, CVS Caremark, Data Development Worldwide, Dell, ELCA Board of Pensions, Enumclaw Insurance Group, First Data Merchant Services, Freeman, Georgia Pacific, GFK, GlaxoSmithKline, Helzberg Diamonds, Hewlett Packard Company, Home Nursing Agency, Homestead Technologies, HSN, Intel Corporation, JC Penney Company, JetBlue Airways, LaCrosse Footwear, Landscape Forms, Level 3 Communications, LexisNexis, Martins Point Health Care, Methodist Hospital, NCO Group Inc, Nokia Inc, Norwegian Cruise Line, OnCURE Medical Corp, Pinnacle Financial Partners, Powerhouse Consulting, Pyramid, Quest Diagnostics, Regence, Results Companies, Rice University, RIM, San Diego Gas Electric, Sanofi Aventis, Sara Lee, Scotiabank, Scottsdale Insurance Company, SDN Communications, Sensory Logic, Setar, Sony Electronics, Southern California Edison, Southwest Airlines, Sportgiving.com, Tell Us About Us, TELUS, Thomson Reuters, Tobyhanna Army Depot, Towerbank International, Travelers, Travelocity, Ubercool LLC, Union Bank & Trust Co, Union Bank of California, United States Olympic Committee, Verizon Wireless, Wyndham Hotel Group, YMCA of the USA, Zappos.com

‘ Event Page: http://bit.ly/1EBpx9
‘ Brochure: http://bit.ly/Idgs9
‘ Registration: http://bit.ly/4bxTjM

Want to network with customer-minded professionals from these companies? You can, register today and remember, as a member of our LinkedIn group, you’ll receive an exclusive 20% discount off your registration.

NY Times Article:
In a recent study by the Journal of Consumer Research and referenced in a NY Times article “No Fury Like a Customer Mistreated” – found that keeping your customer happy is now more critical than ever. It will take a lot to win over customers who are unhappy with the service they receive, not to mention the rippled effect of damage that can be inflicted through negative emails, blog postings, tweets and word-of-mouth comments if not handled well.

Do you feel 100% confident that your company is doing everything it can to keep its customers happy, provide exceptional service and communicate true value?

New York Times Article, “No Fury Like a Customer Mistreated” : http://bit.ly/NYT_Article

We’d also like to direct to you a complimentary white paper from Forum. This piece, “Creating a Positive Organizational Climate in a Negative Economic One: Improving Organizational Climate to Transform Performance” by Tom Atkinson, Ph.D. and Henry Frechette, Ph.D. identifies six dimensions of climate3 that influence the work environment and employee motivation.

Read More: http://bit.ly/NACCM_Forum

See you in Phoenix!


Airlines seeing increase in better customer service

According to the LA Times, many airlines are seeing an increase in quality of customer service. Through the first seven months of 2009, 79% of US flights were on time, as opposed to 75% during the same time in 2008. The claims to lost luggage also dropped 1 bag per 1,00o people from 4.87 last year to 3.89 this year. One factor contributing to the increase in customer service could be because there are fewer flights in the skies, which means more fewer customers for the airlines to work with.

What do you think about the increase in customer service? As a frequent flier, customer service may have improved, but has the general experience of flying increased? While fewer bags were lost, how much of an impact did airlines new charges for checking bags decrease the number of checked bags?

JetBlue will be joining us at NACCM: Customers 1st to present the keynote speech “Fueling Loyalty within a Mile High Customer-Centric Culture” on Tuesday, November 3. Find out more about the speech here.

NACCM 2009 Speaker Profile: Ed Boswell, Forum Corporation

Ed Boswell
President and CEO,

Dr. Edwin Boswell is President and Chief Executive Officer of The Forum Corporation. In addition to his duties as CEO, Ed advises senior executive teams involved in major organizational transformation initiatives. His clients include DuPont, Department of Homeland Security, Merck, Ciba-Giegy, Mellon Financial, Campbell Soup, CIGNA, and Tyco Electronics. Prior to joining Forum, Ed led sales and service teams for IBM and served as an organizational consultant for Human Systems. Ed earned a B.A. in Psychology from the University of Texas at Austin. Additionally, he earned an M.A. and a Ph.D. in Psychology, as well as The Wharton School Certificate in Business Administration, all from the University of Pennsylvania. Ed’s accomplishments have been recognized by a President’s Award from DuPont Mexico and a Forum Chairman’s Award. A recognized leader in the field of performance improvement, Ed is often quoted in the press on issues relating to leadership and organizational performance.

Ed’s biography courtesy of Forum.com Join us for Ed’s concluding keynote, “Don’t Miss the Finale on How to Make Your Ideas Happen…Make Customer Strategy a Reality: Moving from Vision to Execution” at NACCM 2009!

Post-purchase customer service impacts customer loyalty

In a great article at Industry Week, they look at why it is so important to have great customer service throughout a product’s lifecycle for the customers. They found out that so typically the better customers service a customer receives after purchasing a product, the more likely they are to stay loyal to that company. Read the full article here.

Customers 1st 2009 Podcasts: A Conversation with Dan Wiersma, Sony Electronics

As we get gear up for the 2009 NACCM: Customers 1st Event this year, we’re going to be interviewing and getting to know the speakers and sponsors who will bring their perspectives on customer service to you. We recently sat down with Dan Wiersma, who 2000 as Senior Vice President for Professional Services was promoted in 2005 to Senior Vice President for Consumer Service at Sony Electronics. He retired from Sony this past June. He will be joining the panel, “It’s Not Business as Usual: Leading Loyalty amidst a Disruptive Business Environment,” on Tuesday, November 3 in the Creating Uber Loyalists: Cracking the Code on Next Gen Loyalty, Engagement and Advocacy. Download the NACCM:Customers 1st Brochure to find out more about the program this year.

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Hello and welcome to the NACCM: Customers 1st podcast, I’m Jenny Pereira and today I have the pleasure of speaking with Dan Wiersma. In 2000 Dan Wiersma joined Sony Electronics in 2000 as Senior Vice President for Professional Services was promoted in 2005 to Senior Vice President for Consumer Service. He retired from Sony this past June. He will be participating in the panel ‘It’s Not Business as Usual: Leading Loyal amidst a Disruptive Business Environment.’

And with that said, I would like to welcome Dan.

Congrats on your recent retirement from Sony last month. You were the Senior Vice President of Service Platforms for Sony Electronics. Tell us about your tenure there, how did you see service evolve, how did customer needs and expectations evolve?
Dan: Well thanks; I appreciate the invitation to do this podcast today. You know I spent nine years at Sony, responsible for the professional service group from 2000-2005, and then the service platform organization from 2005 until my retirement on June 1st of this year. You know the service at Sony evolved from the traditional break/fix service of the 90s to into more of a integral part, and the overall business in the nine years of my tenure there. I think in the professional side, value added services and manage service became a bigger part of the service in that overall business in that period. Things like remote monitor had long been used in the IT world, and became part of the broadcast and professional world as that market became more digitized. The need for lower costs, outsourced services and networked systems required new approaches to customer service needs. I think on the professional side, that’s what evolved there. In the consumer world, customers networked and applications required servicers to upgrade their capabilities to be able to solve much more difficult and integrated situations as well. Tools like log-me-in became a much more common use for solving customer service issues in a networked world. Not just for PCs but any network-based programs. Customers became much more able to search using the initial web 1.0 approaches, so we had services; we had to provide better support tools to help them find what they are looking for. Drivers became synonymous not just with PCs, but literally every product in the digital world. You know the web 2.0, whatever it is in the future, 3.0, 4.0, changes the game again as customers can now use social networking to communicate with each other with their experiences. So we had to change again with the implementation of some social networking capability, which was just getting underway in my organization when I retired June 1st. So overall, I’d say the expectations of customers increased significantly over my nine years at Sony. Much more information was available to them, they could find out about our products and services. You could not keep things kept up inside any more they became much more available externally, and you had to share those externally. We had to be open, you had to talk to customers, which was a really great thing because they could tell you what you’re doing right and wrong, so it gives you the opportunity to improve what you do and your products and services, assuming you’re listening to them. Of course, that’s what we’re working strongly to do at Sony. So that’s how I saw things evolve in my nine years at Sony.

What’s been your proudest moment at Sony?
Dan: Wow. I’ve had many. But I would say my proudest is working with what I thought was the best team of people you could hope to be a part of in the organization. And I think it’s really part of the company’s success, the people. Everyone in our organization stepped up four years ago when I became head of the service platform. We created a strategy and looking back over that period, by all of the measures we had that related to customers, our loyalty scores improved in every sector of the organization. We adopted the Net Promoter Score methodology, I’m assuming most of the listeners here are familiar with. And we did it not only for service, but for all of the consumer business in the organization, and people around the world in other regions and corporate areas started paying attention to the methodology and started adopting it. I was extremely proud of this since I was the one senior executive leading the effort in the company. This couldn’t have happened without the incredible dedication of the people that I had in the organization. And I was extremely proud to be a member of that team, and that really dramatically improved the customer service of the organization over the four years.

What are you most passionate about when it comes to customer-centricity?
Dan: I’d say paying attention to what customers are saying. In order to do that, you have to have an organization that can listen to when a customer is ‘hot’ and not to loose your cool or critical in really telling you that you messed up and maybe you don’t feel that you did. So it’s really listening to the customer. And this goes back to my previous comment about my pride in the company. It’s really related to the people that I have the privilege to work with in the organization. We train our people to be really good at listening to customers, spent a lot of time over and over and gave them additional tools and capabilities. We’ve spent hundreds of thousands of dollars training our employees to be good listeners. It wasn’t always perfect, but our front line people, and our national frontline customer relations team, they were just the best at this. Without them and the support of the organization to that approach, we couldn’t have accomplished the performance that we did. So I’m really passionate about people first in the customer centric equation.

Second, I’m really passionate about the measures and the analysis of the measures to tell you what to do. In the past, we had a lot of measures but we didn’t pay much attention to the measures and what they were telling us. We began establishing a regular monthly customer experience meeting with our entire management team, and that included not just the operations level, but human resources, IT, admin, literally everybody in the organization and their supervisors to focus on the measures and the action plans that we needed to use to improve the customer facing performance. People knew I was really serious about this and came well prepared to address the issues and implement changes. Some of them came quickly, and others took time. And quite honestly we did some experimentation. And people were excited about the idea of trying new things without feeling that if they didn’t work, they were going to be punished for them. I applauded all of the efforts that they did on a regular basis and we learned from that over four years, and we continued to improve our results as part of that process. So the people and measures are two key things that I was incredibly passionate about in terms of customer centricity.

Where do you think companies go wrong with delivering the best service to their customers and how can they overcome that?
Dan: I think, and maybe this goes back to a little bit of the history in some respects in regards to the service organizations and maybe depending on who you are and what company your in. This may be right or wrong, but I think many see service as an expense. Especially, in my experience, those product-centric companies don’t see service as a value-added opportunity to delight customers. Not only can companies fix ‘busted stuff’ but they can also gain valuable customer feedback that the product people can use to improve the quality of the products and the customer experience. I don’t think companies take advantage of ‘rich data’ that is available to them via the customer service groups in using it to improve the overall customer experience. At least at Sony, we were probably the organization that got more one-to-one face customer information than any other group including the sales and marketing organization. So that information is really rich in customers telling you what’s going on. And I think the concepts of Net Promoter Score, when used deeply; provide you the opportunity to use that information. I think we proved it, at least in one product area within the company made significant progress by using our data as well as some of their own to really focus on some of the customers and solve some real customer issues at the sales, marketing, out of the box, service experience level. It defiantly panned out. I think companies may go wrong as not thinking of service as a significant part of the data repository for customer information and use it to help them improve their business.

You’ll be speaking at the NACCM Customers 1st event on Leading Loyalty amidst a Disruptive Business Environment, how do you get the whole company to embrace loyalty as a strategic business initiative?
Dan: It’s not easy. Even with our successes, there’s always some resistance. And one way, the way that I’ve found that most initiatives of any type get traction is to the top executive or executives in the company, believing in what you’re doing, and in this case, believing the loyalty of customers is really critical to the business success. I was fortunate and Sony was fortunate because the president and the chief operating officer of Sony Electronics saw this value and made it part of the overall strategy and action plans for their total business. And even with that, not everyone reached out and embraced it. And for those that did, the results came clear and improvement was evident to everyone. I think in what I call the new economy, the one we’re moving into, I believe in order to maintain success, you have to have the loyalty of customers, which means not just products but also content, networking and service, they all have to play together to take care of customers because they’re all an integral part of what the customer purchases. And I think NPS is a great tool, it’s a concept around loyalty as a measure but it’s also a process that you can use to look across the entire organization and focus on improving your customer loyalty, and I think that’s one of the key things on my mind in the changing business environment you have to think much more broadly than what I call silent.

Is there anything else you’d like to share?
Dan: Just one last thing, which I’ve talked a little bit about in this discussion, but it’s something that over my nine years and even before that, I think there’s some key tenants for success in the service business. And the first one as I’ve already articulated is make sure you have your people in your organization empowered, and feeling like they can make decisions and helping them understand what the strategy of that organization is in getting that focus together. Empowered workforce is empowered people. I think secondly is really focus on your customers. Make sure you have enough performance data and metrics and use the information to really help develop what you need to do to keep your customers loyal as far as the service goes. Operational efficiency and effectiveness. And then last one comes as part of the business but it’s also part of the process, and what I call is shareholder satisfaction or profitability. I think without those other three before them, it’s hard to make the last one successful without your people being excited and your people working closely with customers and making your operation as efficient and effective as you can. I think that’s my final comment from an overall direction from a service perspective. Probably those are tenants that would withstand the overall test of time whether it’s the overall new economy or old economy.

We’d like to thank Dan Wiersma for speaking with us today and a very special thank you to our listeners. Be sure to follow us on Twitter at twitter.com/customerworld.

See you in November!