Tag Archives: Randall Brandt

Got Happiness? NACCM Provides Solutions!

The North American Conference on Customer Management began with great speakers with informative and entertaining messages about Managing Customer Satisfaction. The attendees shared about their objective to return to their workplace with new ideas, renewed commitment, and inspiration to lead their teams. You could see heads nodding in the room as these managers agreed on principles, challenges, programs, dedication to the customer experience and most importantly a determination for new approaches to continue and improve processes to delight our customers.

We began the day with JoAnna Brandi, Customer Care Coach, that shared the science on how happiness can not only create endorphins and serotonin, along with a long list of other benefits, that improve our problem solving abilities, focus, creativity, and resilience to name a few. The formula for happy customers included the AAA Feedback – Acknowledge & Affirm, Amplify it, and Anchor it. Statistics was also a part of equation in understanding the 60% spread in performance when employees are praised, supported, and show strengths versus emphasizing weakness. An enthusiastic and well-documented presentation on the subject of positivity was enjoyed by all.
Kate Feather, People Metrics, gave a presentation on Brand Ambassadors and improving customer engagement. One of the most powerful measures for investment in customer service programs was that a 5 point increase in customer engagement could improve average stock price by as much as 26% while a 5 point decrease caused stock performance to be below the industry average. Julie Broderick of Signature Flight Support gave a case study of their Voice of the Customer Feedback Program. The program includes action alerts and accountability that maintains momentum.
The final morning speaker was Randall Brandt of Maritz. He shared about setting the bar for customer satisfaction by determining and evaluating the goal whether judgement, benchmarking, or linkage-based targets are used. The objective is to drive continuous improvement to realize desired results.
As a speaker, trainer, and writer, I feel validated, encouraged, and inspired by a room full of advocates that share my passion and unwavering commitment to outstanding customer service. I enjoyed my conversations with other attendees like David Fischer of John Deere, C.J. Muniz of Blue Cross Blue Shield, and Faith Williams, Cancer Treatment Centers of America. Yes, happiness rules here in Orlando and I haven’t even enjoyed a lunch yet.
Connie Brubaker
Integrity Training Solutions
www.ConnieBrubaker.com
512 346 7270

Setting Targets for Measures of Customer Satisfaction: Comparing Results Based on Benchmarking vs. Linkage Analysis

Every company wants to know how they add up against the competition. But how do you measure customer satisfaction and loyalty? Dr. D. Randall Brandt spoke about three ways to set target loyalty goals: judgment-based metrics, benchmark-based, and linkage analysis. Judgment-based choosing is when management simply picks a target based on personal judgment. This works best in tandem with benchmarking or linkage. It can be difficult for management to articulate the rationale, and it may not be realistic. When companies use benchmark-based targets, they define their targets in comparison to some benchmark, be it time, inter- or intra-organizational. These targets are easier to explain and take into account the company’s current state. However, this may promote a false sense of confidence since you don’t know if achieving the target will yield desired business results. Linkage Analysis is based on strength and creates a relationship between satisfaction and business outcome of interest. It is easier for management to explain, which increases the odds of achieving the desired business result The objectives of this analysis is to determine and evaluate the similarities and differences among targets based upon benchmarks vs. linkage analysis, then use the results to develop a framework. Frameworks should: – 1. Drive continuous improvement – 2. Achieve customer experience leadership – 3. Realize desired business results Use these criteria for setting targets for key customer metrics on the basis of business strategies and objectives. Evaluate scores on these metrics using the selected multiple criteria and targets to find out just where your company sits against others in the industry.