OUR TAKE -
Revisit Your Roots
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Everybody needs beauty as well as bread, places to play in and pray in where nature may heal and cheer and give strength to the body and soul.
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John Muir
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What does the "customer experience" stand for in your organization? That question posed last week in this column prompted many great responses. Allow me to share a few this week.
"Customer Experience to us meant getting buy-in from the top down, to revisit our roots as a customer service organization and evaluate our core philosophy from a customer perspective. This begs many fundamental questions pertaining to things like relevance, communication, internal organization, profit, customer service, location, product and service offerings, and many others. It encompasses the entire experience the customer has with our organization -- all interactions, and all touch points -- from billing statements to store visits; from marketing communications to our website; and even to what is read about us in publications and online, or heard about us from other people."
This time of year, many organizations are charting their path for the coming quarter, the coming year, and the indefinite future. When looking to the future, is it time to revisit your past?
More thoughts on the customer experience tomorrow. That's my take. Do you agree? What's your take?
Gary Lemke, Publisher
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NEW IN CRM
News: Over 2,000 Social Networks Created in 12 Weeks on BroadVision BroadVision users have created over 2,000 networks created and adopted in the 12 weeks since the initial launch BroadVision Clearvale - an on-demand business portal. The rapid proliferation of consumer social networking (CSN) services such as Twitter and Facebook has paved the way for a rapid uptake. Clearvale provides an easy-to-use Enterprise Social Networking service. Users are able to set up team or business networks, create profiles, and then select from a wide range of standard and premium services as necessary for their work. (BroadVision
)
Article: What’s Your Customer Experience Value Quotient? If value is defined as benefits versus costs, what’s your company’s customer experience value ratio? Superior value is the objective of customers and marketers alike. And since customers hold the purse strings, marketers are compelled to view value as customers do. In the customer experience value ratio, the numerator includes product and service value, as well as image and personal value. We may often overlook or be unaware of some of the cost dimensions in the denominator: money … plus time, energy and psychic costs. In managing customer experience, the challenge is not only to maximize the numerator, but also to minimize the denominator. (CustomerThink
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Article: Breaking Loyalty Barriers with New Technologies Marketers today recognize the importance of developing customer loyalty through customer-centric marketing efforts. Looking through the lens of the economic recession, marketers are highly motivated to retain and grow revenues from existing customer relationships. However, they are often at odds when it comes to expanding their customer database to include all customer touch points. Moreover, marketers struggle with how to integrate analysis without breaking the bank and how to deploy the right technology to deliver effective customer communications.(DestinationCRM
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News: Interactive Intelligence and RightNow to Release Integration Interactive Intelligence and RightNow introduced an integrated software solution that brings embedded call controls, screen-pop, multichannel queuing and routing, click-to-dial, and unified reporting.to the RightNow agent desktop. (Interactive Intelligence
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News: Rosemount Leverages Oracle's Sales and Operations Planning To establish a standard global sales and operations planning (S&OP) process that could support its growing business, Emerson Rosemount implemented Oracle's Real-Time Sales and Operations Planning solution, powered by Oracle's Demantra. Rosemount needed enhanced insight into its expanding global supply chain to facilitate collaborative processes that would allow it to manage demand across a configure-to-order product line with more than 161 billion product feature/option combinations. With Oracle's Demantra Real-Time Sales and Operation Planning, Rosemount was able to implement a global S&OP process that standardized and centralized planning and buying functions, enabling timely planning decisions that align the best combination of products, customers and markets to serve. (Oracle
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