Tag Archives: NACCM Live 2010

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

Presented by: Ica van Eeden, SUN INTERNATIONAL (PTY) LTD HOTEL GROUP

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

Joey Fitts, Author, DRIVE BUSINESS PERFORMANCE: ENABLING 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 bestbuysocialmediapolicy.com.

NACCM 2010: Xerox Puts the Customer at the Core of Their Strategy

Presented by: Jared K. Hardie, XEROX CORPORATION

It’s all about teamwork. Nothing can be done alone. Customer contact and care is circular at Xerox. Interaction with the customer is discussed frequently at Xerox. Contact frequency is important, they share with their sales team how often they should be connecting with their customers. This includes social media, Xerox is still working, but they’ve come a long way in incorporating blogs, Facebook, Twitter and other tools.

There should be standards for customer service set, expected behaviors for your employees as to how they treat their client. The employees also need to be held to those standards. Hardie can be pulled out of a meeting at any time to deal with a client issue, as they are the most import ones for a company. Employees must see and understand how they are to treat customers at all times.

Hardie states a customer who I likely to recommend a company represents 2 ?? times revenue than one who does not. This goes up as the customer has successfully resolved issues.

Have a clear resolution service, has a closed loop to resolve the customer’s issues. There must be a consistent theme of the top priority is the customer across the organization. Team work is very important.

NACCM 2010: Netezza’s High Touch Customer Strategy

Presentation from Trish Cotter ‘ SVP Worldwide Service Operations (Owns Manufacturing & Support) ‘ NACCM, 2010‘You can’t do everything, so make sure the things you do are done right. Small things add up.’Netezza is a provider of an Analytics Appliance, a highly technical product combining hardware and software. With 300 customers, 400 employees, and $250MM in sales, Netezza focuses on being very easy to do business with. Trish’s advice is to start with a great product, be innovative, and then make everything easy starting with simple pricing and contracts, and then regular and consistent personalized outreach to their customers. The first opportunity to create loyalty is through the product delivery and installation experience. But then it is critical to invest in getting customers up to speed so they will be more productive, less costly to serve, and more loyal. Some practices that Netezza employs include:

  • -Turnkey installs ‘ make the data center installation process very easy. Make sure everything is ready before arriving to do the installation, and then get in and out within one day.
  • -Once installed you have the opportunity to wow the next group of people (beyond the data center personnel in their case). Netezza provides a customer health check, which periodically ensures everything is running right. They also proactively reach out to low-utilization customers to make sure everything is ok. These practices improve cost of service for Netezza and also provide good-will for the customer.
  • -A new program called NZ Launch has significantly reduced call volume, saving over $1M. The account teams proactively reach out to deliver best practices to individual customers, providing customers with not only good information but also enabling the customer to have a point of contact that welcomes the customer.
  • -Technical account managers form individual relationships with the customer. Expensive? Yes. But imagine the cost without it. Huge differentiator.

While these areas are customer-facing, there are also several areas of Netezza’s operations that are critical to making it all work:

  • -A team-oriented culture is critical. The account team that services the customer overall has to hit 4.0 out of 5 in order to achieve minimum bonus, and can receive a quarterly additional bonus for exceeding targets. Their focus is on the quarter ‘ not annual ‘ to make it more real and more focused on individual customers, not aggregated data.
  • -New Product Introduction process: The Support organization works closely with the product engineering teams to make sure things work better for the customer. Using technology wisely, they can now easily search all support tickets, and aggregate them together for the engineering team to be able to easily help the product improve. It is critical that they work well with Engineering to eliminate duplicate issues and provide as much information as possible to improve.
  • -Employees are critical. Attrition is very low and they make it easy for people to move around within the company. One interesting area on Netezza’s employee survey is that they make sure to find out if the employees think the company can get to the next major revenue milestone ($500M). In Netezza’s case employees believe. And their growth rate is projected at 30-40% for next year.

Netezza calls their strategy, ‘Look Left, Move Right.’ Keep moving forward. They know they can’t do everything, so they have decided that it is better to choose the things that they will do, do them very well, and communicate the right expectations to the customer. Bottom line: Focus on items that increase your footprint and raise renewals. Don’t try to actively sell 2 weeks before renewal: this is an ongoing experience, and customers do come back for more of what they enjoy.This blog was written by Steve Bernstein and is co-posted with the Customer Insight = Revenue blog.

NACCM 2010: Customer Engagement through Social CRM: You Can’t Fake It

Presented by Lewis Goldman, New Media Consulting, NACCM 2010There is a lot of hype around social media. The key is that this is 2-way communication.Fewer and fewer people are contributing, and so the rate of new content development is declining. For example, 90% of Twitter content is produced by 10% of users. Therefore, influencers are so critical because there are many more voyeurs than contributors.Lewis shared some important statistics that illustrate the impact of engaged customers:

  • -Ratings and reviews lift conversion rates by 56%
  • -71% of people take a friend’s recommendation
  • -Facebook is the 2nd largest referral site after Google
  • -Coupon sites, which are really social sharing sites, are becoming much more prominent

There are 3 unique elements of social media:

  1. Ability to find out exactly what the customer wants: Customers are very explicit with their preferences. For example, Pop Tart is growing tremendously ‘ reinventing the brand through social media and being relevant to teens again. 1-800Flowers introduces new products and services through social media, getting feedback and tuning the offering to hit customer expectations. So the lesson is to create a platform that allows you to easily market to your audience. Surveys can be done quickly and easily, accelerating pace of change, by getting feedback from your loyal customers, and build a place for your customers to go to get that feedback.
  2. Advocacy and pass-along are facilitated: 100′s of Influencers can be much more important than thousands of Facebook fans. Nurture them so they can advocate for your brand. March of Dimes enables mothers to share stories. Zappos product reviews are growing every day.
  3. Ability to get real-time feedback: This is a double-edged sword, as the expectations to change based on that feedback have also accelerated. When there is a problem, people have the ability to tell thousands and thousands of people. 1-800Flowers uses Twitter to monitor customer satisfaction, and as a result 2/3 of Tweets are positive, whereas for their primary competitor 2/3 of tweets are negative. When 1-800Flowers resolves the issue there is frequently an updated tweet that indicates the problem was solved. Customer Service needs to be engaged here. Can provide different channels for example on Twitter, for service, offers, and company news.

The process highlights the need for authenticity: Be honest and transparent. Monitoring the conversation (‘buzz’) is becoming easier through resources such as Tagcrowd.Com, which helps this process by visualizing word frequencies in any user-supplied text. Remember that the conversation changes, so it is important to do this on a regular basis. Don’t just provide snapshots: Trend the information, so you can see over time how you are being perceived on-line, especially against competitors.Loyalty programs need to reward advocates in the same way they reward repeat purchases. For example, your best customers get a survey panel that rewards them with points, asking about user interface changes, positioning, product development, promotional offers, and competitive feedback.Example: 1-800Flowers monitored the blogosphere to find influential bloggers that they wanted to engage. They found about 100 ‘Mommy Bloggers’ that had a large following, and exposed them to the message and offers in advance of Mother’s Day, specifically creating a campaign called ‘Spot a Mom’, which was highly promoted and easy to share. As a result, sales expectations were exceeded by 9%.Another example is from Starbucks: www.mystarbucksidea.com has significantly supplemented their own product R&D. A growing area called pCommerce (participatory commerce) is the next wave beyond eCommerce. Community members can comment on each other’s ideas, which facilitate the process for Starbucks R&D to filter through the most valuable contributions.This blog was written by Steve Bernstein and is co-posted with the Customer Insight = Revenue blog.

NACCM 2010: Customer Loyalty in a Disruptive Business Environment

Presented by Jill Noblett, former SVP Wyndham Hotel Group and now Principal Noblett Consulting ‘ NACCM 2010

Focus first on what customer’s value; not on customer value.

Wyndham has 12 diverse brands under its umbrella, and Jill was the architect of Wyndham Rewards, potentially the most successful Loyalty Rewards program in their industry.

Consumers are reluctant to spend, and they are getting bombarded with messages. Customers seek meaningful engagement, and there are 3 basic principles:

1. Focus on what the customer values: ‘customer value’ is more about the corporation, and companies should focus on what the customer cares about to drive profitable growth. After all, the more value the customer finds, the more they are willing to pay. So listen and iterate, establishing a service and ‘listening’ culture at the start in order to make this work.
2. Set clear goals: Be clear on what you want to achieve in business (money) terms. Traditional call center metrics like ASA (Average Speed of Answer) and AHT (Average Handle Time) probably won’t apply. Instead, set goals around customer treatment. Specifically,
- How will this program be deemed a success or failure? Get consensus from stakeholders so they share the goal.
- How do we know how we’re tracking? For example, look at retention and customer survey results.
- Can we make ongoing strategic adjustments? Be able to iterate.
3. Personalize communication: More than just addressing the customer by name, you need to know what they care about: have great customer data, and put it to good use. Collect the information in drips, being careful about what you ask (because you’ll just annoy customers if you ask about things that you don’t put to use!). ‘Personalization’ doesn’t have to be hard, just put the information in the context of what the customer cares about. For example, when sending customer statements Wyndham doesn’t just show points balance, they show customers how far they are in realizing their next reward.

Bottom line: Every interaction builds on the relationship. Keep customers coming back by showing that you’ve taken the time to get to know your customers and what they need.

Focus first on what customer’s value; not on customer value.

This blog was written by Steve Bernstein and is co-posted with the Customer Insight = Revenue blog.

NACCM 2010: Journey to Call Center Satisfaction

Valerie Foxman, GE Capital Retail Consumer Finance (RCF)‘We’re all in this together.’Valerie manages First Call Resolution (FCR) and Voice of the Customer (VoC) for GE Capital RCF. With over 45MM accounts and $30B in assets, they handle payment processing, billing statements, and card embossing for many notable retailers. And between the 11 call centers and the customer account handling, they have over 1 billion touchpoints to manage.They employ a straightforward cycle:

  1. Listen: use Voice of the Customer surveys, letters, blogs, Call Monitoring, and Web Tracking. They use an IVR-based survey system to ask 3 questions and remove agent bias: Overall satisfaction, information provided, and agent’s attitude. Since FCR is clearly a win for both the business and the customer, they then correlate those to problem resolution and FCR and have powerful data.
  2. Act: Deliver agent empowerment and training, process improvement, system enhancements, and customer self-service. Incorporate call quality recordings with the customer survey results to get the full view and deliver improvements in FCR, and leverage 3 main pillars:
  • Associate (‘call-center agent’) Development: Associate-level metrics, coaching skills, knowledge tools, recognition and reward
  • Process Opportunities: Robust analytics that enable deep-dives into inquiry types that drive defects and create opportunities for system enhancements.
  • Cardholder behaviors: Enable customer self-service and automated alerts
  1. Measure: Trend customer satisfaction, FCR, Call quality, IVR usage, and other vital center metrics ‘ don’t just report static numbers. GE Capital has seen enormous increases in FCR and reduction in call expenses ‘ worth well over $1M ‘ by delivering information at 3 levels:
  • Real-time reporting around individual calls is important as well, since the manager is expected to call the customer back when poor scores result.
  • Managers can review and segment their own data through user-friendly pivot tables
  • Scores and project updates are reported to senior leaders on a weekly basis.

Their Customer Experience Council (CEC) is a critical part of their governance process. Meeting every month, the team reviews specific issues that arise and creates an action plan for how it will be dealt with. To make it work, senior management consistently reinforces the critical theme, ‘We’re all in this together.’To build loyalty it’s critical to understand what’s behind customer questions, and not just answer the specific question. If a customer asks about account balance, it’s usually not enough to just answer that question. Why did they want to know their balance? GE Capital anticipates customer needs and proactively provides solutions for the associates on the front-line to appropriately handle such situations.This blog was written by Steve Bernstein and is co-posted with the Customer Insight = Revenue blog.