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    Archived pages: 240 . Archive date: 2012-07.

  • Title: Customer Centric DNA
    Descriptive info: .. Home.. Customer Centric DNA.. What happened to real contact?.. The evolution of social media.. A new metric.. The event.. Expect the Unexpected.. Customer Experience management.. Awards 2012.. Winners 2012.. Photos 2012.. Nominees 2012.. Agenda 2012.. Breakouts 2012.. Speakers 2012.. Location.. Customer Centricity According to.. FBTO.. Hypercube.. Greenchoice.. ING.. Sociale Verzekeringsbank.. Aprimo.. Delta.. TNS NIPO.. Reaal.. Bacardi.. Vodafone.. Awards 2011.. Winners 2011.. Nominees 2011.. Movies 2011.. Speakers 2011.. Photos 2011.. Research 2011.. Research background.. Online complaints.. Hostmanship.. Analysis of results.. Sponsors.. IBM.. About IBM.. ING / Unica case study.. Cendris.. Press.. Press coverage.. Save the Date.. Invitation.. Mailing.. Contact.. Nominees 2012.. Take a look at the 2012 nominees.. Read More.. Online complaint behavior.. Consumers engage in complaining in public on the Internet in an attempt to make companies listen.. Successful webcare.. Companies can benefit from responding to online complaints in the form of webcare; but only when it is done correctly.. Customer Centric DNA Awards 2012.. Customer Experience is the next competitive battleground that will most impact your bottom-line.. With customer experience receiving more attention than ever before it is now time to put those organizations that excel in this arena  ...   a serious customer experience event that is fully based on in-depth research by one of the world’s most renowned research offices – TNS NIPO.. With over 10,000 customer evaluations, we will bring the voice of the customer to your ears.. The experience indicators and metrics will have substantial depth.. Acclaimed elements such as process employee performance, consistency of service delivery/experience, webcare performance, word-of-mouth recommendations, and trust will be systematically analyzed across 8 industries to provide the fundament for the Customer Centric DNA awards.. A unique location, a unique audience and a truly unique experience.. In other words a must attend event,.. so register today.. !.. Winners Customer Centric DNA Awards 2012.. Automotive.. Banking.. Energy.. Internet Providers.. Mobile Phone providers.. Retail.. Online retail.. Supermarkets.. Insurance.. Health insurance.. Language.. Nederlands.. English.. Location.. Duin Kruidberg.. Customer Centric DNA Awards.. The independent award for companies that put their customers first.. Gold sponsor.. Silver sponsor.. Bronze sponsor.. BNR Zaken doen met.. "BNR Zakendoen met.. " will be broadcasted live starting at 12:30 from the Customer Centric DNA Awards!.. CC DNA Awards 2012.. 10 May 2012.. Santpoort.. BearingPoint.. |.. TNS NIPO.. - CCDNA 2012.. Back to Top..

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  • Title: What happened to real contact?
    Descriptive info: As consumers, we can increasingly choose three ways in which to contact a company: shop, telephone or the internet.. Convenient, you might say.. Everyone can choose the option that suits them best.. Didn’t get time during the day to call the garage and arrange a service for your car? Then just log onto the website and arrange a date when you get home in the evening.. If you have any special requirements, you can call the next day to discuss details.. And if you happen to be in the neighbourhood, you can pop in to see your dealer in person.. In 2012, customers want choice and expect the same service quality in every channel, in every contact.. But do they actually get it? To what extent can the virtual employee on the website replace the customer-friendly employee on the phone or in store? Can an employee soothe the frustrated customer who has just experienced several minutes of Interactive Voice Response (IVR)?.. Contact must be smooth, take minimum effort.. In general, we enjoy a contact if it goes smoothly – or at least without problems.. In research into customer experiences, the Customer Effort score provides good insight.. It asks how difficult it was to get an answer to your question or a solution to your problem.. Because we want results with minimum effort.. Too much effort creates irritation and frustration.. Surprisingly, however, the smooth contact we find so enjoyable does not automatically mean that we recommend the company to friends and family.. This was revealed by CCDNA research carried out in 2011 (BearingPoint, TNS NIPO - May 2011).. Telephone contact is most difficult: room for improvement.. The 2011 CCDNA research helps us understand how contact through the three different channels is evaluated.. We asked respondents for feedback on intensive contacts, a purchase or contract amendment, for example.. Customers apparently found telephone contact most difficult.. To some extent, this will obviously be related to the reason for the contact.. Customers with a serious problem are more likely to pick up the phone or send an email.. However, there is definitely room for improvement when we look at the average scores.. Contact with the new employee, the chatbot.. Virtual employees are increasingly used to deal with your enquiry.. Famous examples are Anna at Ikea, Tess at Ziggo and Billy at Bol.. com.. In these cases, dialogue is limited.. Often, this  ...   words, winning by sharing!.. Contact works better if more empathy is demonstrated.. However, such skills vary.. One person may naturally be more empathetic and better at communicating than someone else.. So efforts to show consideration will be more successful on one occasion than another.. And.. real contact definitely doesn’t need to be more time consuming.. A good dialogue increases the chance of First time right.. Give the employees freedom, release all that pent-up consideration.. But give them a framework too.. Make sure that they are involved in the goals of the department, the organisation.. The aspects described above fall nicely into the framework of the Hostmanship idea, one of the dimensions of the CCDNA Index.. Why is it important to have real contact?.. We have clear evidence that the Hostmanship behaviour described above makes a positive contribution to the quality of customer relations.. This not only applies to face-to-face or telephone contact, but also to online contact (webcare).. This was established in the last CCDNA research in 2011.. Real contact continues after the sale.. The key is not just to be customer friendly during the sale, but also when the customer returns with a problem.. That’s not easy, as daily practice shows.. In general, we find that the customer scores the service provider higher during the initial phases (starting with orientation) in the Customer Life Cycle than in the last phases (after sales service).. Yet some companies are successful.. For example, our CCDNA Award research (TNS NIPO 2011) showed that ASN Bank and Univé Verzekeringen were able to maintain their high standards in all phases.. Even in the after sales phase, their customer rating continues to be at least the same as during the sales.. So always putting priority on customer contact reaps rewards.. Unsurprisingly, ASN Bank and Univé were last year’s CCDNA Award winners.. See www.. customercentricdna.. nl/nl/awards-2011/winnaars-2011.. Real contact is not restricted by protocols.. Everyone possesses contact characteristics, but they are often underused.. Standard protocols serve a certain goal.. Often, this is cost efficiency.. Which is understandable, but not always good for customer relations.. Savings like these tend to backfire, as recommendations fail to materialise.. And this is what is still important in 2012.. How can I create as much advocacy as possible for my company and my brand? And how can I make optimal use of social media?.. Eric Sondervan.. Directeur Customer Experience management..

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  • Title: The evolution of social media
    Descriptive info: Social media has become indispensable in communication between customer and company.. Besides being a private environment, it is also increasingly developing into a business environment.. But there is resistance too.. May businesses and brands infiltrate social media? In the Netherlands, we are more cautious than in other parts of the world, as TNS research Digital Life 2011 has shown.. Two thirds of the Dutch population (all ages) do not want to be ‘targeted’ by businesses on social media.. However, they are eager to learn from other people’s experiences with brands.. In over a quarter of cases, the experiences of others have had an impact on their final choice of product.. Differences in social media: how can you benefit?.. Social media are in the process of developing.. Sometimes they are being used in a way that may not have been initially intended.. For example, Twitter is used to flag up failure to comply with service agreements.. It is no longer an incident when a call centre employee advises someone to go on Twitter if a telephone agreement is not fulfilled.. Consumer sites – another channel that highlights the shortcomings of businesses and organisations – go back longer.. These sites provide a forum on which disappointed customers can vent their frustration.. A damaged image is a constant threat.. On Twitter, it may be your misfortune as a company that your disappointed customer just happens to have thousands of followers.. And as a business, you really don’t want to have anything to do with critical TV programmes such as Radar or Kassa.. Or are we overestimating the power of social media? T-Mobile is alive and kicking, despite the fierce negative buzz resulting from the ‘Youp affair’.. In the CCDNA research of 2011, we established that good webcare really does strengthen customer relations.. However, most businesses tend to use webcare as a medium to resolve or check an error.. So as a reactive response.. We only occasionally see proactive behaviour: ‘I saw your email … could I help you with…?’.. The customer doesn’t expect that.. It is quite possible that he experiences this as a ‘wow moment’, ‘real contact’, personal interest.. And a ‘wow experience’ then creates a positive buzz..  ...   who they plan to use to identify customer wishes and needs and improve service.. In the CCDNA research of 2012, we ask what criteria people feel are most important with regard to the quality of the content of Facebook pages and how they communicate.. Authenticity, honesty, clarity about the aim of the page and dealing appropriately with both positive and negative criticism came out on top.. This leads to further questions such as: What does the fan base reflect? Who are the fans? And … are they real fans? ‘Liking’ is easy, but that doesn’t make you an ambassador.. Only when these questions are answered can a company assess the value of the community and decide how to use the fan base.. For co-creation or trials, this is an ideal approach.. However, where customer needs or satisfaction are concerned, using the fan base is a riskier prospect.. A company must then be certain that the fans on Facebook really reflect the customer base as a whole.. Facebook is often seen as a medium for connecting with fans, whereby the brand is central.. Aimed at strengthening brand commitment, triggering fans to recommend them.. Because advocacy brings new customers and thus growth.. But Facebook is not just a sales channel.. On its Facebook page, KPN refers to its webcare team, for example.. And Vodafone also features customer service on its Facebook page.. Many companies have already created a page.. Often this page is liked by hundreds, despite the fact that there is very little or no content.. One wonders whether people who find so little content when they visit the page will be interested enough to return.. Future shapes.. What kind of medium will Facebook become in the future? There are many possibilities.. Facebook already reaches over half a billion people worldwide.. We cannot ignore its importance; this is no temporary hype.. As a company, you obviously need to take cultural differences into account.. Particularly if you use Facebook to communicate with your fan base.. The Dutch tend to show more antipathy to being targeted by brands on social networks than other countries.. That’s something you need to take into consideration.. Director Customer Experience Management, TNS NIPO.. Bearingpoint..

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  • Title: Customer Centric DNA
    Descriptive info: In 2011 Customer Centricity requires a more holistic approach.. Customer Relationships are getting more and more complex.. On one hand because the customer is served through a growing number of channels, and on the other because the customer is becoming more mature and outspoken, not hesitating to express his opinion on the internet.. This development leads to the shifting direction where the customer is taking over the lead from the company.. A company with Customer-Centric DNA not only puts the customer first in everything it does, but is also flexible enough to make a continuous evolution in a changing environment.. The DNA of the  ...   manifests itself in different ways and is therefore impossible to measure on a single scale.. A company with Customer Centric DNA:.. takes convenience to the customer as the basis for the design of its processes;.. is aware that hospitality and craftsmanship of an employee can make a difference, a customer still likes to be pleasantly surprised;.. offers its products and services across all channels (both online and offline) in a consistent manner;.. also remains consistent in customer approach over time, aftercare is just as important as sales;.. recognizes that a customer’s trust is not evident;.. acknowledges that buzz by recommendation is vital.. Tell A Friend..

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  • Title: A new customer metric for a new era
    Descriptive info: A new customer metric for a new era.. The customer relations landscape has changed a great deal during the last decade.. Although it has already existed since the nineties of the last century the Internet has become an increasingly important channel for companies to communicate with their customers.. This development has had direct consequences for performance measurement in customer relations and has forced it to take a wider scope.. A major implication is that, in addition to the traditional channels such as call centres and retail outlets, another channel needs to be measured, managed and monitored with regard to quality.. As soon as the Internet started to evolve the question was asked in many boardrooms whether it was necessary to keep open all three channels which meant an increment in investments; not least because the customer also demands constant quality of all these service channels.. It is common knowledge that varying service levels has a negative influence on the customer’s overall performance rating of the company.. The customer is becoming more mature and outspoken.. Nowadays the customer also makes use of the Internet taking the initiative himself.. Social media are offering the customer new ways to express an opinion about brands and companies and share these, not only with friends, but also with anyone who wants to know.. This is a new situation: in the past a company would be used to sitting in the director’ s chair taking the decisions when it came to what message was sent to the customer and what message received from the customer required a reaction.. Word of mouth has become more influential than ever.. Recommendation to a friend or colleague of a company’s product or service has now become common practice and is moving further towards a situation where the message is sent to anyone who wants to know (Twitter).. The Net Promoter Score (NPS) as a performance indicator fits in very well in this situation.. Recommendation is a good indicator of success.. Playing the game on several consoles.. The challenge of delivering constant quality through all channels offered has triggered many companies to exchange human interaction for automated processes.. The consequences of these actions on customer experience are not often thoroughly examined, although it has been shown that very often it is just the employee who  ...   recognizes that a customer’s trust is not taken for granted.. Designing a new measure for excellence.. This all leads to a performance measurement that takes all these dimensions into consideration: the Customer-Centric DNA Index.. Customer Centricity also means that the customer is the final judge of what strengthening and weakening his commitment to the service-providing company.. Although an internal customer-centric culture and structure is an important prerequisite for success, we measure the success of Customer Centricity by letting the customer be the final judge of that.. Until now internal audits have been the most common way of determining the level of Customer Centricity.. We have identified a number of basic requirements in order to design our new metric:.. Simple.. : the success of the Net Promoter Score shows that simplicity is key.. Up-to-date.. : answering the questions of today.. Actionable.. : comprehensible for everyone and applicable as target measure.. We measure on six dimensions to be able to take major challenges into consideration that a company needs to deal with today:.. Smooth and innovative processes.. Making optimal use of the Internet and taking convenience to the customer as a prerequisite.. Excellent employee behaviour.. Understanding the fact that the employee is able to turn customers into loyal and enthusiastic promoters of your brand/company.. Consistent in service delivery both cross-channel and cross- lifecycle.. Good service delivery in one channel sets the expectation level of the other.. Webcare performance.. A new reality challenging a company to react in the right way.. Recommendation, advocacy.. Managing buzz has become an integral part of customer relations management.. Trust as a basic prerequisite.. Trust was once almost taken for granted, until the financial has caused damage to a certain extent in.. some industry sectors.. All six dimensions are applicable as a single measure, but not all are applicable to the same extent.. in every industry sector.. For some sectors the Internet channel is a great deal more important than.. the other.. The dimensions are condensed into one CC DNA Index in order to have one barometer.. for benchmarking purposes.. Nevertheless, for reasons already mentioned the segments are just.. as important as the total.. In short, this leads to performance measurement that takes into consideration new trends in the.. way interaction with the customer takes place in the twenty-first century.. Director Stakeholder Management..

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  • Title: The event
    Descriptive info: Welcome to the most exclusive award program for organizations that show a customer centric culture! The Customer Centric DNA Awards has been known as one of the most renown award programs in France for years.. What makes the Customer Centric DNA Awards different from the rest?.. The nominated organizations "act" on a commitment to the customer experience and have successfully harnessed the power of their customer centric culture to execute change.. Commitment to customer centricity and consistency is what customers expect and that is what the Customer Centric  ...   is in their organizational DNA!.. The Customer Centric DNA Award winners are determined based on customer-centric performance measured through a number of experience indicators including (but not limited to) process performance, employee performance, consistent service, consistent brand experience, webcare performance, customer recommendation (through a.. o.. social media) and trust.. The analysis will be conducted by TNS NIPO using survey-based customer evaluations.. across 8 different industries.. The awards will be handed out to the winners during a spectacular day at Duin Kruidberg, where.. customer centricity will be the central theme..

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  • Title: Customer Centricity – Expect the Unexpected
    Descriptive info: Customer Centricity – Expect the Unexpected.. Customer Experience is a hot topic, that’s why you are here at the Customer Centric DNA Awards.. Customer Experience Management is not just the latest buzzword, it is a crucial, end-user focused strategy that is helping organizations evolve into market leaders by designing products and services around and involving customers.. Many organizations fail when it comes to understanding their customers.. They use their intuition for finding out their customers’ needs and experiences, instead of analyzing customer information they often have at hand.. In addition today's consumers are more sophisticated and more willing to explore alternatives to products and services and how they are delivered.. Getting closer to customers and effectively responding to their needs is a great way to boost loyalty and encourage deeper business relationships.. It also is an essential part of running a organization that wants to differentiate itself from its competitors.. With products and/or services becoming commoditized, creating  ...   unique Customer Experience that will turn customers into advocates.. Real sustainable competitive advantage is obtained by exceeding customers’ expectations and to let them tell others to expect the unexpected.. In other words; if an organization wants to move away from commoditization and wants to create a sustainable competitive advantage, it has to have a customer centric culture, Customer Experience Management has to be ingrained in the organization’s DNA.. That is what differentiates leading organizations from average performers.. In addition to awarding Customer Centric winners from eight different industries, the Customer Centric DNA Awards will also include breakout sessions on customer centricity from B2C, B2B and not–for–profit organizations.. Presenters will all address how customer-centric cultures have helped their companies thrive.. There is an emphasis on the importance of making customers part of their strategic planning, implementing and measuring ROI of customer experience strategies, and.. leveraging social media to augment the customer experience.. Folkert Ruiter.. Senior Manager - Customer Management..

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  • Title: Customer Experience Management
    Descriptive info: Customer Experience Management.. Look for Consistency Across all Touch-Points.. Organisations that understand what it takes to deliver an exceptional customer experience know the importance of consistency and how hard it is to achieve.. Many organisations fail when it comes to understanding their customers.. In addition today's consumers are more sophisticated and more willing to explore alternatives to products and services that really add value and how they are delivered.. Customer Experience Management (CEM) has become the new critical differentiator that organisations apply in order to create a sustainable competitive advantage.. According to Hamel and Prahalad (1994), the objective is to amaze customers by anticipating and fulfilling their unarticulated needs and wants.. In other words, organisations have to wow their target customers; they have to exceed their expectations on critical touch-points for the customer and the organisation in order to differentiate.. The Next Competitive Battleground.. With products and/or services becoming commoditised, creating and managing a unique customer experience is widely predicted to be the next competitive battleground.. Moreover where products and services are easily copied by competitors, delivering a customer experience that is in line with the organisation’s values and brand promises is much harder.. This requires organisations to differentiate by consistently exceeding the physical and emotional expectations of their customers, herewith creating a unique customer experience.. A successful organisation creates customers’ experiences by embedding the fundamental value proposition consistently in their offerings’ every feature and on every channel.. BMW, for example, clearly communicates what their customers can expect from them.. A good value proposition is key because it sets the expectation and, equally important, it sets the behaviour standard of the employees of that organisation in engaging with customers.. Pike Place Fish Market in Seattle has established a reputation for having a creative environment that fosters intense employee loyalty as well as customer satisfaction.. "We want to give employees and customers the best experience they've ever had” (Yokoyama, 2000).. Pike Place proves that an organisation comes to life when it treats its staff as peers rather than as peons.. And when an organisation comes to life, the customers will follow.. In differentiating by exceeding customers’ expectations, the quality and scope of the service provided are important as well.. For example, the tracking and shipping support FedEx provides on the Internet and by phone is as important to customers as its fundamental value proposition—on-time delivery.. Consistency is Key.. People’s expectations are partly set by their previous experiences with an organisation’s offerings.. Customers instinctively compare each new experience, positive or otherwise, with previous ones and judge it accordingly.. The remembrance of price, packaging, convenience and service are subject to being outmatched by the competition.. It is about the actual complete and consistent experience itself.. Key here is that what persists over time is the emotional or psychological consequence to the experience, not the experience per se.. Remembering past experiences produces brain activity similar to what transpired during the actual experiences..  ...   have across all touch-points, where the crucial touch-points for the brand are experience peaks and the main drivers for the customer to precipitate the brand in the way the company wants it to.. CEM is not effective unless it is branded.. Only when you’re branded, you can differentiate.. To optimize the branded experience, organisations have to deliver the most unique brand values and meet and/or exceed the most critical needs and expectations of customers by peak end experiences.. Organisations can deliver a branded customer experience because they excel in two significant areas (Driggs and Piotroski 2006):.. First, they rigorously include customers’ voices in the process, as well as measure the delivery of the experience on an ongoing basis.. This enables them to understand the key levers/touchpoints in the experience, what opportunities for improvement exist, and what impact these changes will have on customer loyalty.. Second, they operationalise these insights to ensure the customer experience is delivered consistently, across the organisation and time after time, regardless of how, or when, the customer interacts with the company.. The department store Nordstrom holds a reputation for customer service that many organisations attempt to emulate.. Organisations are proud when they are compared or are called the “Nordstrom” of their industry.. Nordstrom’s only rule to employees is to use good judgment.. Nordstrom is one of the few large organisations that truly trusts its employees to do the right thing for the customer.. This creates a culture in which workers feel free to take the initiative and be creative when interacting with customers and solving problems.. Nordstrom is rated the number 1 in customer experience for years and is the benchmark in customer service excellence (e.. g.. The Nordstrom Way).. Customer Experience as a Competence.. The power of experience-based differentiation is that it addresses the problem of retaining/increasing satisfaction and converting it into loyalty.. It creates the organisation’s character and uniqueness, delivering unique brand values and meeting and/or exceeding critical needs and expectations of customers at peak end experiences.. With experienced based differentiation organisations can improve their brand equity, their employee equity and their customer’s equity.. In short; obsess about customer needs not product features, reinforce brands with every interaction through every channel not just communications; i.. e.. make promises and keep/exceed promises and treat customer experience as a competence, not a function.. Organizations cannot control the entire experience, but what they can control (e.. quality and consistency) should make quite an impression with clear implications for tracking the customer experience across each touch-point and making sure that a single negative experience is not to damage a hard-earned relationship.. For organisations with multiple customer touch-points, consistency is achieved one experience at a time.. To be successful organisations should commit to CEM.. If organisations design experiences that start with customer behavior and then infuse it with emotions and feelings,.. the overall effectiveness will improve across all touch-points.. That is what differentiates good performers from average performers..

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  • Title: Winners 2012
    Original link path: /en/awards-2012/winners-2012
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  • Title: Photos 2012
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  • Title: Nominees of 2012
    Descriptive info: Nominees of 2012.. The 2012 Customer Centric DNA Awards nominees are.. Internet.. Telecom..

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