2213 dattatray dhuri project

We Like PROJECT ROLL NO.HPGD/OC14/2213

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IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR PGDM –DLP/HB –OCT 14

Submitted By:

MR . DATTATRAY YASHWANT DHURI 1 year 1st project

Roll no :--2213


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MR . Yogesh NikeDirector , Research and Innovations at iGate Patni

WE LOUNGE


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Director in Research and innovation

BE Electronics form Mumbai Unniversity

BITS – MS Software Systems

RBS , Institute of Management , MBA in HR and Finance

Personal Values or ethics to be learned:

Understanding of Emotional Intelligence is Key for technical managers

Never satisfied with the progress keep doing

Long term and broad strategic mindset is key to be employable

Increase the reading habit for keeping updated

Flexibility for the new opportunities

PERSONAL PROFILE


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IT Career: Opportunities and Challenges

Indian IT industry is changing from outsource service driven to technology and innovation industry. Reverse Innovation expected in technology and business solutions E-Business and e-Commerce is the booming area of IT E-commerce is subset of e-business E-commerce (business and governance) expected growth of 35% yearly Indian touch and feel psychology changing Could Computing: Answers to reduce high Capital Expenditure Employee become desk centered and introvert Learning and Development centers Culture hybridization

NASCOM 14000+ members, creating face of Indian IT industry globally Policy advocacy and formulations of initiatives to make IT industry sustainable in

future


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MR. Kshitiz verma Founder and CEO Maple IT and software Solution

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Founder and CEO of Maple IT software and solution Worked NEC and TCS 1997, BE in Electronics and Telecommunication Very dedicated to make Maple, a future leader


New Definition PC: Personal Cloud. Its all about cloud computing Maple Punch Line: ‘Innovation Next’ Hurdles are the learning, do not stop but move ahead. Having transparency and flexibility for employee is important. Every Employee is valued and respected in Maple Maple make the customer relationship unique by supporting and training

them from day-1 till end Building trustworthy relationship with business partner Blind trust on anybody in professional life should be avoided

Personal Profile


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Maple formed in 2014 with HQ at Mumbai and development center in Haryana. Current employee strength is 200

Core areas of business are ◦ Cloud computing ◦ Big Data Analytics ◦ Digital Marketing ◦ Technological Training Program: Enterprise Cloud Training and Certification

Our vision is to be the best in industry for your business Customer: TATA Communication, AirTel, NEC, Robi Axiata etc. Maple make the customer relationship unique by supporting and training them from day-1 till end Cloud computing is new in India so sales is difficult today but it will be future

Professional Career, Business strategies and Learning


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Core sector for Maple is Cloud computing which is growing in India. Cloud computing allows company to concentrate to core sector and outsourcing IT services to cloud computing. (Less Investment) Big Data Analytics allows a data mining to make good/correct strategic decision faster

Challenges For Industry:◦ Changing Technological Trends◦ New Skill set requirement◦ Adaption of new technology or trends by employee

Indian Economy: Reforms are Good FDI allows job creation, technological collaboration and opportunity for Indian company to make global footprint Service Industry share is increasing in the GDP

General Points about Industry and Economy


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Mr. Sanjay MehrotraNational Head Da Vinci Robotics ( USA)

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IIT, IIM student ACC Cement->Johnson n’ Johnsonà Da Vinci Robotics, as National Head


When you want to add values to the customer, do what is important for the customer.

The success of the country depends upon the how the young talent is nurtured within it. Honesty and high level of ethics allows business to grow with Indian Government Whatever you do, do it with full belief and in sync with your value system. Message: Talent should be spread across the society, nobody knows how it will favors

in return to you.

Personal Profile:


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The wide variety of experience in different industries demonstrate about the dynamic and ready to learn values of the personality of speaker

Initiatives in making surgeons expert in South East Asia Skill labs, Expert Training and hands on with Expert This allowed to increase the quality of life, number of surgeons in a region and off course the business at the end Business strategy: Make a business from scratch, grow and sell it off Good Marketing plan need

◦ Why people want to buy ◦ Why people can not buy Building the enough capacity is required to create awareness about the product in layman. The viable and Good competition in fact allows company to grow faster

Professional Career, Business strategies and Learning


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DISTRIBUTION MANAGEMENT ( prof B.N.Chatterjee )

Logistics Supply chain Criticality of distribution & logistic function Competitive advantage Logistics as an interface A Typical supply chain Distribution planning

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Arm or wings of management which services as a link between procurement purchase , manufacturing , marketing , sales & finance.Proper functioning of which synergizes the effects of all these activities & absence of which can , not only reduce efficiencies but can lead to chaos in the organization. The management of the efficient transfer of goods from the place where they are sold or used Logistics Management of material, services, information and capital Flows .Including management of he increasingly complex information, communication and control systemsRequired in today’s business environment.Supply chain Process of delivering goods through the raw material stage. Supply, production, and distribution of products to the customer.Organizations have supply chains of varying degrees, depending upon the size of the organizations and the type of product supplied these networks obtain supplies and components, changes these materials into finished products and then distribute them to the customer.



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Criticality of distribution & logistic function Process optimization better capacity utilization in manufacturing or better deals in

procurement Optimization in transportation more bulk movements better capacity utilization Proper location of distribution centres to reduce overall inventory/transportation

costs Reducing overall inventory requirement Improving customer service levels

Competitive advantage Competitive advantage derives from the value a company create for its customer

which may be selling an equivalent product at below OR proving additional unique benefits to customers to offset premium price being

charged in the value chain diagram 2 out of 5 primary activities are in the area of logistics and herein lies the criticality of distribution function in the value chain



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Logistics as an interface

Timely and accurate forecasts can reduce areas of conflict allowing operation to better plan productions

Reducing performance cycle time reducing transportation time reducing response time across the supply chain through strategic placement of mother /feeder depots

Faster order processing can in turn improve customer services & reduce customer out standings

Distribution planning

Audit distribution performance: - where are we now Design distribution controls :- how do we know we have arrived Define distribution mission :- where do we want to be Develop distribution strategy :- how do we get there



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Distribution planning

where are we now

where do we what to

do

How do we get there

How do we know we

have arried


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Branding basic part 1 Prof. Ashish Hathi

Content

Salient aspects of any brand What is a brand ? Depth of a brand Brand terms Journey of a brand Advantages of branding Challenges in brand decisions Brand building steps New way of branding

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Salient aspects of any brand

The sellersThe buyers

What is a brand?

Definitions Name Term signSymbolDesign

A Brand is a game term sign symbol or design or a combination of them intended to identify the goods if services of one seller or group of sellers and to differentiate them from those of competitions

WE TUBE- Branding basic part 1 Prof. Ashish Hathi


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Brands are central to creating and sustaining the customer value ,Not images Creating – first Purchase Sustaining – repeat Purchases Customer Value – what he gets is more than what he pays ( Not ) Images – what you posturize / visualize

Brands do so by consistently and repeatedly providing an ideal combination Of attributes

Tangible and intangible

Practical and symbolic

Visible and invisible



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Brand components Attributes speed across the world Benefits prompt assured delivery Value fail safe Culture technology adoption Personally - Users professional

Why brand components matter? It helps ou to determine DEPH OF YOUR BRAND However it helps to gauge brand awareness which is one of the constituents of brand

depth Depth of your brand means focusing your business on a specific product or category

–cake shop Photo frame shop Bisleri In other world you must go deep in every aspects of your brand Being Dept. means being a re-source



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Type of new product

◦ New Category Entry (Videocon DTH)◦ Addition to the Product Line (Airtel 4G)◦ Product Improvement (iPhone 6)◦ Repositioning (Blackberry as young choice).

Igor Ansoff Matrix Proposed in 1965 E.g. Dish TV Rise in India

◦ 1.Offering discounts and freebies◦ 2.More value added services◦ 3.South India Package◦ 4.Videocon

WE TUBE-New product Development Prof. Mangesh Borse


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Steps of New Product Development

IDEA GENERATION

IDEA SCREENING

PROJECT PLANNING

PRODUCT DEVELOPMENT

TEST MARKATING

COMMERCIALISATION



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Success

Superior and High Quality Economic advantages Overall Company and Dept fit Overall technology fit Identified market growth and size Competitive advantages Well defined opportunity and strategy from idea generation tocommercialization. Excellent customer care service Excellent marketingE.g. iPod, LG washing machine, Moto G, Dhoom3

New product Development – We Tube


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Failures

Poor Quality Time to Market delay high No value addition Poor Positioning/Not clearly defined opportunity Non delivery of promised benefits Price/Quality ratio is not justifiable Less marketing support Poor estimation of budget and business opportunities at product development stages Failed distribution channel Rapid changes in economye.g. TATA Nano, Samsung GalaxyS5,Pager,



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The magic stone of the Millenium

Method of madness Telephone took 70years Radio took 40 year Television took 15 years Internet took 5 years Mobile took 3 years A silent revolution

Printing press Electricity Automobile Telephone Computer Internet Mobile

We Tube –Internet marketing (Prof Sager narsian )


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What is internet ?

A worldwide network of computer The fastest and the cheapest communication medium in the world

with global reach More than 1 Billion users around the globe and growing every minute More than 350 million hosts & 3000 million pages of information and

growing by seconds Internet is a great leveller Internet is a marketing channel Internet is a distribution channel Internet increases business efficiency Internet is a business implementation tool

We Tube-Internet marketing (Prof Sager narsian )


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What is internet apart?

The only medium to offer interactivity with the client /consumer in the real sense resulting in highly focused audience coverage and involvement

No other medium will allow the personalized one – to - one reach with your clients – wherever , whenever !

Internet is a ~ Pull ~ medium

Conventional media follow push philosophy Every viewer sees the same content e g TV radio newspapers Magazines the inter net is a PULL Medium Viewer must solicit the marketing’s content The viewer will not find your marketing’s Content channel surfing or informed

browsing Mass Customization a unique message can be designed for each individual customer



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Type of WEB PRESENCE

Information Interactive Commerce Enabled

Information web presence

Gives detailed information Profile ,History ,Performance, products, Services

Benefits3

◦ Global presence◦ 24*7 availability ◦ promote enquires /leads,◦ increase in business opportunity ,◦ 5 Enhanced image



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Interactive web presence Facilitates interaction with A) Visitors B) ProspectsC) Vendors D) Business associates E) Employees

Benefits

faster response time improved customer services Reduced operational costs

Commerce EnabledEnables commercial transition likeNegotiations ,Electronic Ordering AuctionsLogistics Management ,Electronic payment Subscription

Benefits

Choice of product /services Experience the product Complete business transaction Pay for the product

We Tube-Internet marketing (Prof Sager narsian


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Kaizen Events Steps and PDCA Cycle. Step 0: Event Preparation Step 1: Scope and Goals of the event. Step 2: Training of team Step 3: Review of the event layout Step 4: Collection of Data Step 5: Brain Storming Step 6: Use multi-voting. Step 7: Sub-team to make idea implementation

PDCA Cycle:Continuous CyclePlanà Do àCheck àAct

WE TUBE :SMALL CHANGE BIG GAINS Sameer Chavan


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5s Concept in kaizenMethod to organize the shared workplace

Sort Simplify Sweeping Standardize Sustain

Pit Falls in Application of Kaizen Reluctant the change/ to leave comfort zone Lack of Proper procedure to implement Too many cooks spoil the food. (Lot of suggestions only

WE TUBE :SMALL CHANGE BIG GAINS Sameer Chavan


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Budget

Itemized summery of expected income and expenditure Simple and organized breakdown of expenditure. Importance:

Lesser expenditure and more savings Adaption for any unforeseen situation affecting income Sense of financial security and stress less life Identify and help to achieve short and long term financial goal Manage money and its flow

Without Budget…

Surviving month to month No saving and investment In quicksand of debt In a dark

WE TUBE- Personal budgeting Prof. Raj Kumar


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SEVEN STEPS OF BUDGETING:STEP-1 Choose system to establish the budget. Key is to note and track the budgetSTEP-2 Determine all income sources Key not to overestimate the income Make average incomeSTEP-3 Determine and categories expenses Fixed, Variable and Discretionary Track all small and big expansesSTEP-4 Compare I ? E (<, =, >)STEP-5 Determine the financial goal short and long term goals and plan to achieve Establish budget and work hard to achieve.STEP-6 Improve financial health Avoid discretionary expenseSTEP-7 Review and evaluate the budget plan Continues monitoring and tracking Act immediately for any deviation

WE TUBE- Personal budgeting Prof. Raj Kumar


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3.1 : HOW BRANDS FAIL AT CUSTOMER LOYALTY (AND WHAT TO LEARN FROM IT)

3.2: HOW TO DEAL WITH A DIFFICULT CUSTOMER-SERVICE CONVERSATION

3.3 : ARE YOU IN THE CUSTOMER SERVICE FAST LANE?

3.4 : CUSTOMER-SERVICE MISTAKES YOU'RE ALREADY MAKING -- AND HOW TO CORRECT THEM

3.5 : NEW CUSTOMER BEHAVIORS ALL CUSTOMER SERVICE MANAGERS NEED TO KNOW

3.6 : CONSUMER CONVERGENCE - PROMOTING & POSITIONING BRANDS IN A GLOBALIZED WORLD

3.7 : CUSTOMER EXPERIENCE: HOW TO CAPTURE THE RIGHT CUSTOMER INSIGHTS

3.8 : HOW CAN THE UTILITY SECTOR REBUILD CONSUMER TRUST?

3.9 : WHY IS 2015 THE YEAR OF THE EMPLOYEE FOR CUSTOMER-CENTRIC ORGANISATIONS?

3.10 : IS CUSTOMER EXPERIENCE MANAGEMENT FUTILE WITHOUT AN EMPLOYEE ENGAGEMENT

STRATEGY?

News wire


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Loyalty

Reach held opposes loyalty to the actual profit-theory. This theory gathers the firm's resources toward one unique goal: creation of profit. Reich held views loyalty as a value-creation theory.

The fundamental mission of a business is oriented toward the creation of value for the customer and profit becomes a consequence of value creation. It turns out to be a mean rather than an end.

Customer loyaltyCustomer loyalty is not always easy to construe and many definitions have been proposed.

Let's first settle what customer loyalty is not (Prus & Randall, 1995):

The most significant evolution of brand loyalty is the empowerment of the customer. Customers are influencing every industry today – from banking to retail, through mobile payments, social engagement and online shopping. When consumers are in control and connected in every which way, it is necessary for loyalty initiatives to evolve.

Marketing leaders are realising that loyalty is no longer solely synonymous with a “rewards program.” Loyalty today requires building an emotional connection with customers, maximising the consumer experience and adding real value to the brand-customer relationship. It is mandatory to engage customers in a relevant, timely and individualised way.

More than ever before, brands recognise and acknowledge the value of personalised communications to allow for superior customer experiences that foster long-term customer relationships. By understanding customers on a one-on-one level, brands ensure optimal customer experiences at multiple touch points throughout the consumer’s journey.

So, why do we continue to see marketing leaders lose their way on loyalty?

3.1 HOW BRANDS FAIL AT CUSTOMER LOYALTY (AND WHAT TO LEARN FROM IT)


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1. Failure to analyse customer data and make it actionable.

Brands have a plethora of their own first-party data (data they own about their customers) at their fingertips. The key to unlocking value is organising the data, synthesising it and making it meaningful to act on. The primary purpose of data is to drive better relevance in connection with each customer, so centralising data is the biggest factor in using it successfully.

It’s time to look beyond the data points to the individual. Does your brand’s chief marketing officer (CMO) spend time in your retail store, watching customers move and interact? Do you see customers engaging with products, taking out their smartphones to take photos? These data points act as micro-moments in time that serve to inform marketers well beyond a click or a call. Marketers must shift their perspective to see an individual person – rather than aggregated data points – to enable engagement on a one-to-one level.2. Sticking to the standard and static one loyalty program for millions of customers.

The most prevalent programs generate bulk rewards for the customer, while successful ones identify and offer highly relevant and individual rewards and offerings for the customer, such as Lux Deco’s personalised shopping experience. Success here lies within the personal recognition the brand makes with the customer, knowing what she wants and needs in a specific moment in time.

Ecommerce brands often have loyalty programs where the customer earns points for every dollar spent to redeem at a later time. Far too often, brands then deliver a static, mass communication to the customer with one message: “earn more points.” For a customer with high purchase frequency, this message is irrelevant. Instead, the brand should identify the right story for the right customer.

Brands should focus on the characteristics that comprise their ideal customer profile in order to build effective loyalty strategies. Deep loyalty for an Omni channel brand may mean driving purchases across product categories in order to compete with pure-play retailers such as Amazon and ASOS.


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3. Limiting focus on one-time transactions at a singular touch point. Too little, too late. It’s not just about a one-time, in-store experience. Brands should focus on putting together a program that creates an experience that builds a long-lasting relationship using trust as its foundation, and delivers a delightful experience using shared information that is relevant and timely. Loyalty is no longer a siloed marketing strategy that starts late in the customer lifecycle. Brands are acknowledging the impact of loyalty earlier in the customer lifecycle, even at the first touch point, and its ability to drive product value and service knowledge in order to combat new customer churn.

Loyalty needs to be infused throughout the entire customer lifecycle, and customer loyalty initiatives should emerge even earlier in the customer-brand relationship – at the very onset, in the customer acquisition stages. Brands need to have their loyalty strategies in place in these early acquisition stages, especially from a customer experience perspective. If retargeted display ads or abandoned cart emails continue to inundate the customer even after a transaction, it sets the relationship off on the wrong foot.

Because customer motivations evolve and change throughout the lifecycle, marketing leaders need to anticipate them and engage the customer accordingly. It’s not about loyalty rewards anymore, but about the relationship with the customer.4. Using the wrong channels.

If you’re not talking to your customers on the channels they use most, then your efforts are likely all for nothing. Consumers today are available through so many channels; it’s impractical for marketers to favor one over another. Create channel-agnostic content, such as personalised videos, to engage consumers at any point in the customer lifecycle to distinguish your brand from the competition.

More and more brand loyalty programs today are supporting omnichannel initiatives and leveraging transactions across the standard online and in-store channels, as well as across contact center interactive voice response (IVR) systems, service and support channels. The key characteristics here are engaging customers in a meaningful, relevant way that adds value for the customer and deepens the relationship with the brand. Marketers that drive loyalty programs with customer data deliver a more personalised experience for deeper customer loyalty. A loyalty program that works scores points with the customer, not amasses them.

As chief marketing officer, Jeff Hirsch oversees SundaySky’s messaging and positioning, product marketing, demand generation and public relations. Hirsch has more than 30 years of management and marketing experience including more than 18 years in the digital space, most recently as president of CPXi.

- MY CUSTOMER

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Tough conversations are generally difficult to initiate and respond to. Whether they occur in personal or professional life, we are hard-wired to act, react and emotionally invest -- and that makes it difficult to know how to resolve conflict. As a result, many people, especially younger or less experienced individuals, struggle here.

Those working in any profession will experience their share of difficult conversations. Whether a

customer’s cable service is not running properly, a new tablet is on the fritz or someone was overcharged on her healthcare bill, things simply come up. They also occur on a daily basis at work as managers and peers mentor, correct or bring tough news to others.

Regardless of the context, when these types of things happen a live conversation is the most direct

way to address the issue. In many instances, this is done over the phone, and some of these people wind up calling our company Dial America. As a result, I have gained a wealth of experience with conflict resolution skills to help in navigating these tough situations.

By following these conflict resolution techniques, you can get your way out of any tough

conversation and find a resolution that works for all parties: 1. Don’t act on instinct Human nature tells us to go with our gut. When someone is upset, critical or yelling at us, our initial

reaction is to respond immediately. It is important that you do not try to hastily fix the issue. Listen for a minute, because if someone feels you are talking over them, it only exacerbates their frustration.

3.2HOW TO DEAL WITH A DIFFICULT CUSTOMER-SERVICE CONVERSATION


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Customer service is their focus, they have built their brands around it, and they’re amazingly good at it. You could say they “stay in their lane”. Some examples are Ace Hardware, Nordstrom and Zappos.

Are these companies known for being the low price leader? No, but that doesn’t mean that they are overpriced. They compete fairly on price, but they deliver added value with their customer service.

Of course, these companies do have promotions and sales. I have found great buys at Nordstrom’s semi-

annual sales. But their main focus is not on sales and discounted items. It’s the experience, and whether you shop during the sale or any other time, you get the Nordstrom experience.

On the other side of the spectrum, you have Dollar Stores. Their main goal is to offer an incredibly low-priced

product. What you don’t find there, though, are sales experts greeting you at the door like you would at Ace Hardware, for example. The people are friendly as you interact with them at the cash register where they take your money and bag up your purchase. And that’s OK. It is part of their plan. Low prices are their focus, and they too, stay in their lane.

I started thinking about all this when I heard that Radio Shack had decided to close about 20 percept of its

stores. Closing low-volume stores could be a savvy business move for a retail company, but it has been reported for some time that the business is struggling. Radio Shack was once a retail industry icon, so what happened? I may not have all the answers to that, but I do have a theory about what contributed to its current situation.

3.3 ARE YOU IN THE CUSTOMER SERVICE FAST LANE?Some companies deliver added value with their customer service and are recognized for it. These companies are in the “customer service fast lane”.


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First let me say that I love Radio Shack and have great memories of going there as a kid to get items for cool projects (OK, maybe I was a bit of a geek). I still visit Radio Shack on occasion to purchase electronic accessories. Something has changed though. When I visit their store in the mall today I don’t get the same impression that I did as a kid. You know, that they sold things that weren’t available anywhere else – batteries, wires, cables. It was a cool place to find just what you needed. Do they still have that “cool” factor and offer hard-to-find items for electronics, phones and TVs? Are they the stores that come to mind when you are in the market for electronic items? Somewhere along the way, they switched lanes, but I’m not sure what lane they’re in now.

This is just an observation that made me think of companies that struggle because they can’t choose a lane and stay in it. Radio Shack may struggling to find its lane, and this just highlights the importance of that focus.

The companies I mentioned earlier – Ace Hardware, Nordstrom, Zappos – are not weaving around in

traffic, shall we say. There is no confusion. We know what lane they are in and what they stand for. The same goes for the Dollar Stores and Walmart. Whereas the customer-service focused companies are firmly in their lane, the low-price stores are as well, and it works for them. There are yet other companies that stick to their chosen lane of industry-specific merchandise or very high-end merchandise.

So, what lane are you in? Did the answer come to mind easily? Hopefully it did for you and would for

your customers as well. You can change lanes in business. It isn’t illegal and you won’t get a ticket. But it must be done with caution or you will confuse the customer. This remind me of the saying: “A confused customer won’t buy.”

- CUSTOMER SERVICE


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There’s no shortage of endearing customer service stories -- the hotel chef who flew to Singapore for special ingredients, the airline that went out of their way to let a grandfather say goodbye to his grandson or the retailer that organized a small army to recover a diamond earring from the store’s vacuum cleaners.

But these happy ending stories don't always happen in the customer-service world. There are also the nightmare tales – Time Warner 'robocalling' a customer 153 in a year and Comcast changing a customer's name to an offensive term are just a few. Don’t be these companies.

Here are four customer-service mistakes your company may be making and how to correct them, so you can be on the path of providing a memorable experience for customers, rather than an awful one.

1. Customer service keeps different hours from your customers. Just because most people work 9 to 5, doesn’t mean your customer service team should keep the

same schedule. If your phone and chat lines are open strictly during normal business hours, you’re operating under the belief that you expect customers to take time out of their busy work day to call you to solve a problem. It’s inconsiderate and inconvenient. Stagger your customer service team’s hours to provide a convenient and realistic range of service availability to those calling and live chatting -- and make sure to maintain weekend time.

The easier you make it to get in touch with you, the more they will enjoy an engaging and memorable experience.

2. You’re not obsessed with social media. People are busy -- really busy -- and social media is an easy, quick, and direct point of contact with

your company. And if your company doesn't realize this and isn't "on" all the time on social media, you are making a huge mistake.Reply to customer-service questions through your social channels promptly. Train your social-media specialists about the ins and outs of your product or service and maintain easy communication between your social and customer-service teams for fast problem solving. The faster and more efficiently the interaction is, the quicker you can reply with an accurate and helpful answer.

3.4 CUSTOMER-SERVICE MISTAKES YOU'RE ALREADY MAKING -- AND HOW TO CORRECT THEM


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3. You think robots can replace people. Most people press “zero” the second they call a service line to connect directly with a human

being. Don't do this. Customers want to communicate with a person, not a pre-determined flow-chart of scripted answers -- and certainly not a robot. An automated response should always be your last resort.

Train your team to know your product, company, brand and voice inside and out. Turn them into

users (in our case sleepers) of your product or service. Trust your team to communicate clearly, efficiently and with a little bit of their own personality and experience to solve problems and be brand advocates.

At Casper, all our employees sleep on Caspers, providing first-hand accounts of how a Casper

feels. We also maintain organized time slots throughout the day for the team to rotate between calls, live chats and emails. We allocate extra hands to be on standby to avoid any lines that may form with customers calling in.

4. You treat it like 'just another call.' For a majority of your customers, this will be their only interaction with the company. This short

conversation may be the one point of direct contact with you as a company, so don't treat them like they are just a number, another call in your day.

Instead, treat each customer as the most important call (or tweet, email, chat, etc.) your team

takes all day. They have taken the time to contact you to provide feedback -- good or bad. Listen carefully, empathize with the caller and work quickly to provide any solutions or further information you can. Do everything for your customers that you’d want done for you if the roles were reversed. For instance, at Casper, we call UPS on a customer’s behalf to resolve shipping issues and send airbeds to those who might be stuck sleeping on the floor due to a snowstorm.


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The digital revolution has forced companies to re-evaluate their customer communication programs and marketing tactics.

From social media to customer portals and personalized account pages, companies have had to determine what digital communication and support options make the most sense for their customers.

Customer behaviour has changed tremendously and businesses have been slow to catch up. But what are these

behaviors, and how can companies cater to these new digital attitudes? Here are five new customer behaviors all customer service managers need to know: 1. Customers are problem sensitive. According to a study by Customer Care Measurement & Consulting, 50 percent of consumers reported experiencing a problem with products or services in the past year. Customers are prone to being sensitive in service environments – the key is to offer fast and easy solutions to reduce frustration. 2. Customers want to solve their problems themselves. Consumers nowadays are “always on” and “on-the-go,” and expect to be able to find information at their fingertips (literally). Customer service managers need to consider mobile app customer service options. 3. Today’s consumers go online when they have questions. A Forrester study shows that 67 percent of customer support calls originate online. Customers prefer efficient over personalized service, and shouldn’t have to leave a website to find answers to their questions.

3.5 NEW CUSTOMER BEHAVIORS ALL CUSTOMER SERVICE MANAGERS NEED TO KNOW


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4. Calling out a company on social media is commonplace nowadays. Consumers place high value on the opinions of others when deciding to make a purchase. A customer calling out a company on Facebook or Twitter, therefore, can be detrimental to the business. Companies have to push back against this trend by having efficient service options on a multitude of channels.

5. Consumers are willing to pay for a better experience. According to a survey from CEI, 86

percent of buyers will pay more for a better experience. Consumers refuse to have a sub-par experience in digital channels – so much so that they would be willing to spend more on it.

By becoming aware of these new behaviours, customer service managers can adapt the strategies,

technology and most importantly, the mind-set needed to excel in today’s digital world. - CUSTOMER SERVICE MANAGER


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Consumer convergence can be defined as reduction in the difference of consumer product selection within a specified population, and therefore a growing similarity of preferences (Darryl J. Mitry, David E.Smith). After the article published by Levitt in1983 on globalization and standardization, consumer convergence has certainly become important between various commentators. Levitt even goes on saying, “Multinational Corporation’s accommodating mode to visible national difference is medieval”.

Technological advancement is one of the pivotal reasons for consumer convergence. Consumer preferences are considered one of the key parameters on basis of which marketing strategies are devised. Hence the consumer convergence and the debate between standardization vs. adaptation have become important. With globalization and cultural cross-fertilization, it is reasonable to believe that societies are converging in many ways (Usunier, 2000).For example, people around the world are selecting and wearing mostly the same type of clothing, paying to see many of the same films, watching typically the same type of programs on television and youth are playing the same digital games on computers (Kjeldgaard and Askegaard, 2006).

Consumer convergence can be talked about in only those market segments which have access to information and technology. An emerging market and a developed market consumer will behave differently and cannot said to be converged across all the market segments. Consumer convergence can be best talked about in global segments

3.6 CONSUMER CONVERGENCE - PROMOTING & POSITIONING BRANDS IN A GLOBALIZED WORLD


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Segments Attributes

Price Quality FeaturesGlobal Global Global GlobalEmerging Middle Class

GlobalLocal

GlobalGlobal

LocalLocal

Local Local Local LocalBottom Lowest Lowest Lowest

Market Segment in Emerging Economies (Tarun Khanna, Krishna G Palepu

The global segments features infrastructure, tastes, talent and resources similar to those in developed market based multinationals’ home markets. It thus offers these companies an easy entry points into emerging markets. For example many western fashion houses entering China bought their standard global lines with global pricing to retail outlets in the shopping plazas in five start hotels properties; in this way, the fashion houses exploited their retail locations frequented by members of the country’s market segment having wealth and global tastes ( Tarun Khanna, Krishna G Palepu).Global convergence lead to homogeneous consumer needs tastes and lifestyles. For example, cross-border music channels such as MTV, increased travel, and global communications have encouraged the notion of a ‘global teenager’ – that is, the notion that teenagers possess similar values, regardless of their country of origin (Assael 1998).

This article has been authored by Ashwani Raturi from IMI Delhi.) - MBA SKOOL


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To facilitate the holy grail of the digital customer experience you need a lot more than just some general online feedback or survey tools.

What you need is a customer experience strategy with a focus on the customer journey, for proper segmentation and ultimately relevant feedback. When this is in place correctly it is the first step to turning insights into action.

The Four Phases There are four phases that companies go through in order to reach a mature stage of digital

customer experience management. In phase 1 the focus is primarily on web statistics and numbers, phase 2 has a focus on periodic quantitative and qualitative research and phase 3, which is the point that continuous feedback is collected real-time via onsite feedback forms. Phase 4 is all about turning insight into action to reach a mature stage of digital customer experience management.

1. Capturing Feedback Capturing customer feedback can be done through periodic questionnaires, as happens in phase

two of this model, or as in phase 3, continuously through a “one size fits all” feedback form on the website. In the latter case, there is usable feedback within, but that is not always related to what the visitor is doing at that time. Why ask what a visitor is doing on your website when you can see it happening?

A professional approach means looking at the goals of the customer, user or visitor, depending on the online journey being made?? and then asking the right questions when it is relevant for a visitor to give feedback. For example, when you detect a visitor has a problem with ordering the product. Just like in real life, customers do not want store personnel bothering them with questions about customer service or registration when they haven’t even bought the product yet!

2. Align with Customer Goals When feedback is too general it is hard to define what drives a customer. Taking action is possible,

but it is not as refined as it could be. The questions to be asked in order to capture relevant feedback should therefore be linked to the goal that a customer or visitor has set themselves within your digital channel. Does the customer want to order a product, adjust his account, solve a problem or maybe get something done with a self-service tool? People use your website or mobile app to get a certain job done.

3.7 CUSTOMER EXPERIENCE: HOW TO CAPTURE THE RIGHT CUSTOMER INSIGHTS


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3. Close Control

Capturing feedback continuously that is focused on what the client is doing at that time, means having closer control. If someone is stuck within an online ordering process you must be able to identify the problem directly and immediately and ask the customer what goes wrong. And that mechanism should be in place on all digital processes in such a way that a company is able to collect useful information to optimize the digital experience continuously.

Ultimately, a better customer experience is good for customers, and therefore also for companies – in both

the short term and long term. The easier an online shopper can achieve his goal, the sooner something is ordered in the shop and how often they repeat their business. A better customer experience can lead to more sales in the short term. Thanks to customer feedback the bottle necks within the digital customer journey can be removed and customers reach the end of the journey more often. Make sure that the huge budgets that are spent on shiny advertising campaigns are not useless because customers switch to your competitors faster than you can say “feedback”, when the product is easier to order elsewhere!

4. Brand Values In this digital age, churn is an increasing problem for large corporations. In the long-term, customer loyalty is

already vital will become more and more important. Customers expect the same experience online as offline. This means a customer experience that matches the brand values ??of the organisation that they have chosen for. If your product appears to evoke low involvement from your business, (such as an insurance product for example), then offering better service than your competitor is something to excel at!

Depending on those brand values a company chooses points within the customer journey to differentiate.

This also goes for customer journeys within digital channels. But there must be understanding in how you are scoring on these parts. How do visitors experience the self-service tools on the website? The better the customers’ journeys are connected to the brand values, the better the customer experience and the more loyalty and in the end a healthy and profitable organisation.

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Utility companies not only lag other sectors when it comes to customer satisfaction but they have also lost the trust of the public. The media continue to report on a 'broken' energy market which is failing to provide for customers, and politicians have also helped stoke the debate by ensuring a highly publicised grilling of energy company bosses by the Energy & Climate Change committee in October 2013. Yet, whatever your stance on the debate, it must be recognised that this storm of criticism comes as our utility companies face a once-in-a-generation challenge. With a substantial proportion of generating capacity scheduled for retirement over the coming decade, reducing our buffer to withstand supply disruption at times of peak demand, energy companies must square this massive investment requirement with the affordability agenda.

Reversing this tide of negativity will not be easy. After all, utility companies alone cannot address the structural and market factors that contribute to high energy prices. But they can take steps to rebuild trust by improving communication and customer service. In fact, poor communication was cited by 94% of respondents as one of the most significant factors driving energy customers to switch supplier, second only to price (99%) and followed by lack of trust (91%).

1. Invest in the correct infrastructure - for years, errors in bill estimations, re-assessment of payment plans and inaccurate communication have contributed to low consumer confidence in the utilities sector. Getting these simple things right has never been more important to restore trust. The smart use of specific IT solutions can improve customer experience and more importantly, add real value to the business. For instance, a focused root-cause-analysis followed by designing an algorithm targeted at reducing exceptions, resulted in bringing down billing efforts by 70% while reducing the exceptions backlog by over 14 million.

2. Embrace social - apart from providing platforms to better engage with customers, social media provides another exciting opportunity. It enables utility companies to track customer behaviour and use debt propensity analytics to increase recovery rates. Despite this, utilities are reticent to engage with customers on their own terms. Only a quarter of respondents felt it was very important to offer 24-hour customer service channels even though 82% reported demand from customers to communicate via social media and other non-traditional channels. There is a clear gap here that can be filled and those who harness the power of social media will be better able to react quickly to customer concerns, providing real-time reassurance and customer engagement.

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Thin margins may leave little scope to reduce bills but customer anxiety about energy prices can be mitigated by good customer service backed by transparent and accurate bills. After all, utility companies not only supply essential services of water, heat and electricity but also build and maintain strategic national infrastructure, ranging from offshore wind arrays and North Sea gas fields to sewage works and high voltage transmission networks – and they do this at a price that is lower than the EU-wide average. Yet the debate, mystifyingly for our continental neighbours, is one about high prices rather than value for money, the factor that our respondents rated highest for its importance to customer satisfaction.Ultimately, any step towards change must be underpinned by good customer service if it is not to quickly ring hollow. Achieving this may be easier said than done but here are some simple steps that can be made to ensure public faith is restored:


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3. Use data to make informed business decisions - there is a lot of truth in the old management adage “you can’t manage what you don’t measure”. Simply put, getting to grips with big data has given managers an unprecedented level of insight into current business processes, enabling them to learn more about how well things work than ever before. Yet the reality is that the amount of data available to organisations today - about customers, competitors, operations, risk, regulations and the market - is overwhelming. The new information technology and operational technology (IT and OT) capabilities that energy & utility companies will need to develop are the management and exploitation of that data, creating information to enable predictive asset management, secure, optimal network operations, and a 'knowledge base' that will become increasingly essential to support the full life cycle of assets in the new, more complex, operating model.

Despite the often shrill and opportunistic tone of the public debate, the good news is that there is scope for the utility sector to restore public trust and for many, working with an external partner to address many customer concerns has now become a priority. More than half of respondents (53%) said greater use of outsourcing and shared services could yield cost savings that could be passed on to the consumer. Given an overwhelming majority (97%) identify price as the most important factor when consumers switch energy supplier, any measures that can reduce the cost to the customer should be a business priority. Ultimately, utility companies may have a long journey ahead when it comes to restoring public faith, but there is a path that can be followed to achieve it.

(Sulakshana Patankar is business unit leader, utilities, at WNS Global Services.)

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While it may seem counterintuitive, any organisation that wants to deliver a great customer experience shouldn’t focus on its customers first, but rather should focus on its employees

Engaged employees are valuable assets, and they trigger a virtuous cycle that drives great customer experiences, leading to more loyal customers and stronger financial results. Temkin Group’s Employee Engagement Benchmark, 2015 found that:

Companies with above average customer experience (CX) in their industry benefit from a workforce where 75% of their employees are highly or moderately engaged compared to only 47% of employees at other companies. Employees working for CX leaders are more committed to their jobs and work harder.

· Engaged employees demonstrate a higher commitment to their work across a spectrum of activities. For example, they are more than twice as likely to help someone at work even if they are not asked, three times as likely to make a recommendation for an improvement to the company, and over three times as likely to do something good for the company that is not expected of them. They are also less likely to take a sick day or look for a new job in the coming six months.

The current state of employee engagement activities Even for companies that recognise how important employees are to their CX efforts, the road

ahead is not easy. To understand how companies are working to improve employee engagement, Temkin Group surveyed executives from more than 200 large organisations. We found that while nearly all companies had at least some employee engagement efforts underway, only 43% of respondents classified these as significant efforts that are well-coordinated across the entire company.

When it comes to identifying the top obstacles getting in the way of their efforts, 53% of executives cited the lack of a clear employee engagement strategy, followed by inconsistent buy-in from middle managers and the lack of a clear owner leading the effort. The collective result? Only 19% of companies earned a strong or very strong rating in a self-assessment that analyses how effectively companies apply employee engagement approaches across their organisation.

3.9 WHY IS 2015 THE YEAR OF THE EMPLOYEE FOR CUSTOMER-CENTRIC ORGANISATIONS?


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Making this the Year of Your Employees

Companies interested in benefitting from the numerous advantages that an engaged workforce brings to their customer experience efforts need to fuel the front-end of the employee engagement virtuous cycle. While a number of factors influence how a company approaches employee engagement - including its existing culture, size and customer experience maturity - there are some universal practices that all companies should apply when seeking to engage employees in the customer experience journey. We call these the Five I’s of Employee Engagement:o Inform. Ad hoc, inconsistent communication messages are not effective in engaging employees. Instead, organisations should develop a thorough communication plan and deliver key customer experience messages through multiple channels on a regular basis. CX leaders recognise the importance of delivering their CX messages consistently and persistently to ensure they are heard, understood, and internalised by employees.o Inspire. Leaders play a key role in inspiring employees to believe in the company’s vision and values and to understand how their role contributes to the company’s success. Whether it’s meeting directly with employees to share organisational stories or demonstrating commitment by holding company leaders and managers accountable for changing their own behaviours, successful organisations should identify specific ways to tap into the positive influence of the senior executives to inspire and motivate employees.o Instruct. Organisations cannot decide customer experience is important and think employees will magically know what that means or how to behave. Training, coaching, and feedback are required for employees to be successful. And this training should touch more than front-line employees. Middle managers and those with little or no direct customer interaction need to be prepared to do their part in helping the company become more customer-centric. This is a prime opportunity for CX professionals to work with their colleagues in human resources to design and deliver training programmes that are aligned with the customer experience strategy.o Involve. Raising employee engagement isn’t a one-sided effort. Leading CX organisations find ways to involve employees, whether it’s through a formal voice of the employee programme, customer journey mapping, employee-driven improvement processes, or the company’s employee social network. Even if early efforts are informal and simple, successful organisations take action to raise employee engagement from the ground up, not only top down.o Incent. One of Temkin Group’s Six Laws of Customer Experience is that employees do what is measured, incented and celebrated. Employees and teams who deliver excellent customer experiences should be celebrated with meaningful gestures of appreciation along with formal awards and incentives. And if employee engagement is truly important, then organisations should establish and measure engagement levels as a management metric with defined goals, action plans, and progress tracking on a regular basis.

(Aimee Lucas is a customer experience transformist & vice president at Temkin Group.)

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When it comes to the root causes of customer complaints, evidence demonstrates that it is staff performance that is the biggest culprit. A recent survey of 3,000 consumers by the Institute of Customer Service (ICS) reveals that staff attitude and staff incompetence are rated the “most annoying or frustrating” service problem, while “people-related issues” account for a whopping 62% of all complaints.

This is quite logical – after all, “Your employees are the face of your company”. However, despite every company being familiar with this phrase, the reality is that employees are often an under-developed and overlooked aspect of the brand In fact, research indicates that staff have been marginalised so long that most of today’s employees are not engaged at their workplace at all, which has dramatic implications for staff performance. Worse still, engagement levels continue to tumble.

This concept of ‘employee engagement’ really came to the fore in the UK in 2009, with the publication of the influential research paper ‘Engaging For Success’ by David MacLeod and Nita Clarke. Tackling the myths and misconceptions around the issue, the paper was so convincing in its demonstration that employee engagement is a performance-driven concern, that it subsequently led to the creation of the UK taskforce Engage For Success, backed by the Department for Business, Innovation and Skills.

Elsewhere, other outcomes have been touted – lower accident rates, for instance and fewer conflicts. But there are also connections between employee engagement and customer-focused outcomes.

Year of the employee Customer experience leader Bruce Temkin, who is also chair of the Customer Experience

Professionals Association, believes that employee engagement will also feature far more prominently on the agenda of customer experience leaders in the coming year.

3.10 IS CUSTOMER EXPERIENCE MANAGEMENT FUTILE WITHOUT AN EMPLOYEE ENGAGEMENT STRATEGY?


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