Customer Engagement: Best Of The Best
Customer Engagement:Best of the BestMarketers know what it takes to succeed today: Stop talking “at” customers and engage with them.By making customers feel listened to and “known,” marketers can capture their loyalty. Here’s alook at what customer engagement means today, through the eyes of six organizations that havetransformed their marketing efforts by focusing on the customer.January 2015
Table of ContentsIntroduction: Engagement Is Everything. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Société de Transport de Montréal: STM Spells F-U-N. . . . . . . . . . . . . . . . . . . . . . . . . . . 6Lenovo: Lenovo Listens. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Australia and New Zealand Banking Group:ANZ Invests in Ease, Simplicity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8ARI: ARI Drives—and Delivers—Trust. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9coop@home: Nourishing the Customer. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10CEMEX: Cementing the Relationship. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Sponsor’s Statement: Creating a Responsive andAdaptive Customer Engagement Organization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12COPYRIGHT AND DISCLAIMER NOTESForbes Insights does not make any guarantees or warranties as to the accuracy or completeness of this report. Forbes Insights shall not be liable to the user oranyone else for any inaccuracy, error or omission, regardless of cause, or for any damages resulting therefrom. In no event will Forbes Insights nor other companiesor third-party licensors be liable for any indirect, special or consequential damages, including but not limited to lost time, lost money, lost profits or lost good will,whether in contract, tort, strict liability or otherwise, and whether or not such damages are foreseen or unforeseen with respect to any use of this document. Thisdocument, or any portion thereof, may not be reproduced, transmitted, introduced into a retrieval system or distributed without the written consent of ForbesInsights. Copyright 2015 Forbes Insights. All rights reserved.The names of actual companies and products mentioned herein may be the trademarks of their respective owners.E L E C T R O N I C V E R S I O N AVA I L A B L ETo see or use an electronic copy of this document in PDF format, please visit the following Web site:http://www.forbes.com/forbesinsights/2
Engagement Is EverythingHere’s what it takes to engage with customers and keep themcoming back for more.BY L AU R E N G I B B O N S PAU LMarketers today are undergoing a dramatic transformation. Customers aren’t what theyused to be, thanks to their always-connected status, the intertwining of Web and physi-cal commerce, and the socialization of everything. So rather than focusing on traditionalIn many cases,“there is abig gapbetween whatcustomersexpect theexperience tobe and whatit is.”approaches to brand messaging and campaign man-—David Raab,product he’s likely to want at that particular time. It’s theprincipal,store associate who can offer useful help because sheRaab Associatescan access the customer’s transaction history. It’s theagement, marketers now need to provide real-time,FIGURE 1Slow Progress TowardCustomer Engagementpersonalized experiences that reach customers just asthey need them. Businesses need to provide an unbroken and highly relevant conversation across channels,36%Have a formal customer experience management strategy orprogram in their organizationresponding to and even anticipating customers’ everevolving needs.25%Have conducted a customer experience management auditacross all touchpoints, life stages and operational areasIn today’s terms, this is known as “customer engagement,” and it can take many forms. It’s the promotionthat pops up when a customer passes a store selling amobile alert on exactly when an order will be delivered.24%Have a comprehensive view of engagement and interactionsacross all stages of the customer lifecycle11%Are highly satisfied with their ability to listen and respond tothe needs of the customer8%It’s the ability for customers to move from chat sessionHave well-developed and fully evolved systems for understandingand meeting the needs of customersto mobile app to store and, no matter which channel is inSource: “Maximize How You Individualize,” CMO Council, March 2014use, to still feel “known.”their mind,” Raab says. In many cases, however, “there isIn other words, it’s about providing customer engage-a big gap between what customers expect the experi-ments that are relevant, convenient, responsive andence to be and what it is,” he says (see Figure 1, “Slowreliable. “A compelling customer experience meets cus-Progress Toward Customer Engagement”).tomer expectations and then exceeds them,” says DavidRaab, principal at Raab Associates, a marketing technol-Consider that as quickly as companies can add newogy consulting firm. For example, the Amazons, Burber-channels, customers take advantage of them, whether it’srys and Netflixes of the world have created a widespreadmobile, social and the Web or in-store, on-location and inexpectation that goods and services will be deliveredthe field. Marketers need to ensure their messaging andpractically in real time and cater exactly to customers’corporate persona are consistent across channels, whilepersonal needs. [Click here to see Raab’s presentation onsimultaneously exploiting each channel’s capabilities forthe ‘Seven Marketing Automation Myths to Ignore.’]what it can bring to the interaction. As they channel-hop,customers leave behind digital imprints, rich with data3“Consumers expect so much—the immediate delivery,that marketers can collect and analyze to create ever morethese incredible personalized offers, just shy of readingpersonalized and localized interactions.
FIGURE 2In response, marketers are investing in technology capa-The Value ofPersonalizationbilities that enable them to track and analyze customeractivities, anticipate needs, interact in real time and relayinformation across all channels. The result: gripping,58%Would share measurements/sizes for morepersonal servicesrelevant, absorbing customer engagements that lead tolasting, profitable relationships, higher levels of satisfac-Many customersprefer to handletransactionaldetails viaself-serviceand automatedsolutions.When they dospeak witha serviceprovider, “theyhave a desire forthe genuine,for unscriptedservice.”tion and new revenue. Société de Transport de Montréal,49%Are comfortable with retailers collecting personal informationin exchange for more personalized servicefor example, has increased ridership and discoverednew revenue, in part by delivering in-the-moment travelinformation, as well as localized and personalized offers,to commuters’ smartphones (see page 6).35%Are OK with retailers sharing information withvendors/manufacturersSource: Retail Shopping Results,Cisco Customer Experience Research, 2013.A Moving Targetplatforms are a key technology on marketers’ priority listStill, trying to make customers happy can be confusing.of investments (see Figure 3, “Analytics Key toTheir desires may seem contradictory at times. Many ofCustomer Engagement”). An example is Lenovo, wheretoday’s customers, especially millennials, prefer to handledata scientists analyze the unstructured data from socialtransactional details with the utmost speed and conve-media to find out what’s important to consumers “beforenience via self-service and automated solutions, saysBuzzfeed starts talking,” says Rod Strother, director ofMicah Solomon, a customer service consultant, authorthe technology provider’s Digital and Social Center ofand speaker. When they do speak with a service provider,Excellence in Singapore (see page 7).however, “they also have a desire for the genuine, forunscripted service,” he says. This can be a difficult mix toAdditionally, Australia and New Zealand Banking Groupget right, unless you can really understand their needs(ANZ) analyzes actual customer behavior to provideand desires. [Click here to read Solomon’s blog post onadvice on streamlining customers’ banking transactionsthe key to customer engagement.](see page 8).consultant, authorThankfully, more consumers are willing to trade privacyAnalytics can also enable companies to glean hidden in-and speakerfor convenience and other valued engagements, Raabsights from ever-growing data stores that can be passedsays (see Figure 2, “The Value of Personalization”). Ofalong to customers. Using the latest in-memory technol-course, because not everyone feels that way, there needsogy, fleet management giant ARI offers customers fastto be an “off” switch so individuals can set their owninsights into data to optimize efficiency and minimizepreferred balance, he adds.total cost of ownership (see page 9).With big data analytics platforms able to comb throughEmotional Bondingvolumes of structured and unstructured data points inEmotions can be the heart of an engaging customer ex-seconds—combining relevant information on demo-perience. “The hallmarks of personal service are a warmgraphic, psychographic, social activity and purchasewelcome, a fond farewell and emotionally appropriatebehavior—companies can now draw conclusions aboutservice processes,” says consultant Solomon. To Mikeconsumer preferences and predict their next moves.Wittenstein, customer experience designer at Storymin-—Micah Solomon,customer serviceers, a global experience and service design consultancy,4“Assuming you know what your customer wants is theemotions are the “brand glue that bring customers closerworst. Asking is better than assuming. But observingto companies.” [Click here to view a video interviewreal behavior to determine preferences is the goldwith Wittenstein, conducted by the editor of Customerstandard,” says Raab. No wonder, then, that analyticsExperience Magazine.]
Providing personal experiences is one way that companiesFIGURE 3Marketers IncreasingAnalytics Investmentscan inject emotion into their engagements. This would bethe hotel clerk who upgrades a family’s accommodationsto a suite, unasked, knowing the single room they bookedwill prove claustrophobic. It is the jeweler who enlarges awedding band, gratis, when brought in for cleaning because“No matter howhard you try orhow much youspend, yourbrand can’t beany better thanwhat yourcustomersactuallyexperience.”48%Managing customer data40%Web analytics39%the customer’s arthritis made it impossible to slip it on herfinger. People don’t forget experiences like these, and theyMarketing analyticswant to tell others about them.Source: “Turbulence for the CMO,” Accenture Interactive, April 2013Swiss grocer coop@home, for example, is working withselect to enable that strategy. “You have to start with aa group of healthcare clinics to provide coop@homecommitment as a business to align around your cus-vouchers as part of the “going home” package fortomer,” consultant Raab says. “It has to be a consciouspeople who have been hospitalized. The effort is part ofbusiness strategy—this is what we’re doing, why we’rea push to target people who most need at-home grocerydoing it, and this is what we expect to get out of it.”delivery. “That’s part of our long-term goals, to reallymake a difference in people’s lives,” says Ellen Brasse,What matters most is to make a decision about puttinghead of marketing for coop@home (see page 10).the customer at the center of your company, Solomon—Mike Wittenstein,adds. “From this, finding the right tools and approachescustomer experienceEmotional connections come into play in the B2B world,will follow logically.” CEMEX is a good B2B example ofdesigner, Storyminersas well, says Wittenstein. “In B2B, people want to feela company that has struck that balance. Well-known forsupported, informed and to look great in front of theirits focus on keeping customers updated in real time onboss,” he says. In fact, B2B companies are currently mak-delivery status, CEMEX has developed a mobile app thating more progress, faster, than their B2C counterparts.tells customers exactly where the truck carrying their“B2B clients notice and appreciate the slightest time-order is located (see page 11).and money-saving improvements,” Wittenstein says.Customer engagement is not just another marketingIt’s not enough to strike the right emotional note;campaign; the entire company needs to rally around themarketers, and the leaders who support them, need toeffort. “No matter how hard you try or how much youensure that all channels are aligned to deliver on thespend, your brand can’t be any better than what yourpromise implied by the emotion. Wittenstein cites thecustomers actually experience,” says Wittenstein. “Noth-case of a home improvement retailer running a touchinging matters unless customers notice, appreciate andTV ad showing a father and son building a tree houseshare what you did for them.” together. When he went to his local store to pick up supplies for just such a project, he was chagrined to discoverthe necessary materials were not in stock. “They justmissed the boat completely,” Wittenstein recalls.Lauren Gibbons Paul has written extensively onTechnology Enables Executioncustomer relationship management and customerAlthough more technology options than ever can helpexperience management for more than 15 years.marketers get closer to customers—mobility, analytics,Additional reporting for the ANZ and Lenovosocial networking and big data platforms top the list—snapshots provided by Elizabeth Fry.experts agree your customer engagement strategy ismuch more important than the choice of technology you5
STM Spells F-U-NMontreal’s public transportation system provides muchmore than an efficient ride.Riding on public transportation doesn’t rank at the top of most people’s lists ofdelightful experiences. That is, not unless they live in Montréal. On any given day,a commute on a Société de Transport de Montréal (STM) bus or train transportscustomers into a world of convenience, personalized deals and fun.STM has developed an app thatits environmental friendliness. The increase in riders isuses geolocation capabilities,important, as STM’s objective is to increase ridership byreal-time analytics and informa-40 percent by 2020.tion gleaned from its transit-cardKey Takeaways»Pierre Bourbonniére,director of marketing,Société de Transportde MontréalBy finding new ways to“We have made ourselves a little more approachable,customers with current travelless governmental, more fun, cooler and always withinformation and send them con-something that is related to the environment.” STM hastextually relevant promotional of-also picked up new revenues from deals with merchants,fers to businesses on their routes.who are keen to access people whose interests intersect[Click here to view a video onwith their offerings.Millennial riders are especially environmentally conscious,STM has “rebranded”itself.STM uses geolocation,analytics and mobileLet’s say you’re heading home from work on a FridayBourbonniére says, and STM targets this demographic viaafternoon. Because you swiped your transit card at thegamification techniques. In its “Merci” loyalty program,beginning of the trip, STM knows you are on-board.riders earn a “tree” for each return trip they make, whichShortly after you get on, you receive an alert on yourleads to awards when they reach different levels.smartphone that your home station is closed for elevatortechnologies to sendcommuters contextuallyrelevant information andrepairs and that you should take the suggested alternateWhen it comes to customer engagement, STM enjoys anroute instead.undeniably winning equation: appeal to riders’ higherselves while providing maximum efficiency, relevance,offers.»“We have rebranded ourselves,” says Bourbonniére.customer behaviors, updateSTM’s mobile initiative.]engage with customers,»system to learn about individualFurther into your trip, another alert informs you that aGamification techniquesfamous fish market near the alternate destination has aencourage increasedspecial this evening: 50 percent off oysters. Because youridership.opted to receive alerts on retail, restaurant, sports andgood deals and—mais oui!—fun. At a Glance: Société de Transport de Montréalentertainment offers, and you also provided the systemIndustry: Public transportationwith your preferences, STM “knows” that fresh seafoodHeadquarters: Montréal, Quebec, Canadawould likely be a great way to kick off your weekend.Founded: 1861Employees: Approximately 9,000Led by the inventive Pierre Bourbonniére, director ofmarketing, STM has increased public ridership in the last18 months by sending real-time information to riders,expanding its routes, improving quality and emphasizing6Scope: 540 million rides estimated by 2020www.stm.info/frSource: Société de Transport de Montréal
Lenovo ListensThe global maker of PCs, smartphones and tablets is using social mediato engage with and provide more value to customers.Marketers often view social media as a way to broadcast their brand message to customers.But at Lenovo, a global leader in the computer technology sector, that approach is turnedinside out: The company uses digital marketing, and particularly social media, to listen to whatconsumers are saying.AUDIOI N T E RV I E W W I T HROD STROTHER.Lenovo then analyzes that infor-is on the autism spectrum. When a community managermation to get a feel for what con-on Strother’s team saw the tweets, she lobbied for a freesumers are interested in, so it canHorizon to be delivered to the woman’s home. A Lenovodeliver more relevant productsemployee did just that, live-tweeting on the way.and valuable interactions. “Hav-Key Takeaways»Rod Strother,director, Digital andSocial Center ofExcellence, LenovoLenovo views socialmedia as a way to engage with consumers inreal time and portray its»How many Horizons did Lenovo sell as a result of thatagency side, I know the numberexperience? “I don’t care,” Strother says. “I can tell you howof companies who think of digitalmany tweets and replies there were, but it was more aboutand social as something thatmaking a connection with our target audience.” At thehappens ‘over there,’” says Rodsame time, Lenovo recently partnered with Socialbakers toStrother, director of the Digitalcreate the Social Health Index, which traces a brand’s socialand Social Center of Excellenceperformance and combines it into one single rating. Brandsat Lenovo in Singapore. “We’ve tried to change that by put-are scored on four metrics: audience participation, acquisi-ting social media at the heart of everything we do.”tion of new community members, retention of the brand’saudience, and the shareability and effectiveness of content.brands in a new way.»ing spent a lot of time on theData scientists at Lenovo analyze the unstructured data ob-The company hastained from social media to discover new consumer trends“One of the biggest challenges we have in social mediainvested time, staff and“before Buzzfeed starts talking about them,” Strother says.is the sheer number of things to measure,” Strother says.tools in bringing its socialThese insights—like color preferences for laptops—areUsing the Social Health Index, he says, marketers are bettermedia strategy to thepassed to product development and the global supplyable to report their social media engagement results tonext maturity level.chain. “It takes the guesswork out of product development,business leaders. so customers are getting products that are far more rel-It’s important to measureyour customer engagement efforts, but metricsdon’t tell the whole story.evant and useful,” he says. Doing so requires an investmentAt a Glance: Lenovoof time, staff and tools, but it also represents a step towardIndustry: Global provider of computer technology, includingdeveloping a socially optimized marketing strategy.PCs, tablets and smartphones[Click here to view a presentation by Strother at anHeadquarters: Beijing, China, and Morrisville, North CarolinaAMEC event.]Founded: 1984Revenues: US 39 billionNote: Strother’s quotes arebased on an interview andhis presentation at a 2014event sponsored by theInternational Association forthe Measurement andEvaluation ofCommunication (AMEC).Lenovo also uses social media for what Strother callsEmployees: 54,000 worldwide“real-time marketing.” For example, when the companyScope: Operates in more than 60 countries, sells products inrecently introduced its Horizon interpersonal PC, a woman160 countriesin Cleveland, Ohio, tweeted her excitement because shewww.lenovo.comknew its touchscreen would benefit her young son, who7Source: Lenovo
ANZ Invests in Ease and SimplicityAustralia’s largest bank bases its customer engagement on the premisethat people don’t want to spend their time banking.Australia and New Zealand Banking Group Ltd (ANZ) has turned the question of how toengage with customers on its head. The country’s second biggest lender by value looks athow customers can engage with the bank rather than how it engages with customers.A U D I O I N T E RV I E WW I T H M AT T B O S SThe key to those experiences,quicker approach. “It has to be immediate. It’s no goodsays Matt Boss, Australianhaving that insight 30 days later, because you’ve lost allmanaging director of productsrelevancy,” he says. “It’s really a different skill and a dif-and marketing, is simplicity.ferent vision than is found in most marketing or even inWith ANZ’s goMoney mobileproduct departments.”offering, for example, custom-Key Takeaways»Matt Boss, Australianmanaging director ofproducts andmarketing, ANZFor ANZ, customerANZ is starting to use social data and analytics to bettertransfer money or pay billsunderstand key trends. “Just as Google uses a search towithout having to punch in allunderstand what’s going on in the world, we can some-their account details. The apptimes address macro issues if we see things start to takeis designed to be used withoutplace in the social space,” Boss says.instructions, and everything canengagement is aboutrethinking the role ofmarketing—from communicating to people whatbe accomplished with one hand. “Many customers don’tSo far, it looks like ANZ is succeeding: Complaints arewant to think about banking,” Boss says. [Click here todown 10 percent each year, and customer satisfaction isview ANZ’s 30-second advertisement on goMoney.]at about 83 percent. “The strategy,” Boss says, “isto ultimately make our customers’ and staff’s daythe brand is to re-craftingANZ has also invested heavily in analytics so it canexperiences based on[campaigns], but we are thinking much more about theone-to-one customer communication,” Boss says.The bank’s philosophyhinges on making bank-At a Glance: ANZ Banking Group LtdIndustry: Banking and Financeing as simple as possibleThe focus for these insights will be on providing adviceHeadquarters: Melbourne, Victoria, Australiafor customers.and suggestions to streamline customers’ banking expe-Founded: 1835rience based on their actual behavior. “When someone»much easier.” create a more tailored, relevant experience. “We still dorelevant information.»ers can quickly check balances,ANZ contacts custom-walks into the branch, we want to have a good idea ofers who have conductedwhy they are there. If their card doesn’t work in a mer-time-consuming transac-chant terminal, we need to reach out to let them knowtions to gain feedbackit’s not something to do with their card; it has to do withand suggest a betterthe terminal,” Boss says.way to complete such2014 full-year operating income: AU 20 billionEmployees: Approximately 50,000 worldwideScope: One of Australia’s big-four banks, with operations inthe Asia-Pacific region, ANZ provides a range of banking andfinancial products and services to retail, small business, corporateand institutional clientswww.anz.comSimilarly, if customers are conducting time-consumingtransactions.transactions, the bank sends them a text to suggest a8Source: Australia and New Zealand Banking Group Ltd
ARI Drives-and Delivers-TrustFleet management giant provides insights that optimize customers’operational performance.ARI is no stranger to using data and insights for customer engagement. For years, it hashelped its customers optimize fleet efficiency and minimize total cost of ownership(TCO) by collecting and analyzing thousands of vehicle data points.The data includes a nearlyARI plans to delve further into analytics to predict main-infinite number of variables,tenance needs before major failures occur, benchmarkincluding equipment depre-TCO levels among similar fleets, detect outliers and mineciation, fuel, maintenance,trends to improve driver behavior. For instance, by ana-registration costs, miles driven,lyzing gas station locations and accident rates, it couldterrain, temperature and drivingencourage drivers to re-fuel using optimal routes.style. It also includes telemat-Key Takeaways»Lee Ann Gehrs, vicepresident of clientrelations, ARIARI collects thousands ofdata points on each ve-The company strengthens customer engagement incomputers that measure aother ways, as well. For example, it built a technology labmultitude of metrics, includ-in which customers and prospects can experiment withing vehicle speed, fuel use andnew technologies, such as “connected truck” telematicsidling time.tools. “We evaluate the technology and say whether ornot it is right for our customers on an individual level,”hicle, as well as telematics information fromonboard computers thattrack vehicle speed, fueluse and idling time.»ics information from onboardHowever, as both the speed ofsays Tony Candeloro, vice president of product develop-business and the amount ofment. “They can completely rely on us to deploy thedata has increased, ARI neededright technology for their fleet.” For ARI, it’s all part of ato deliver insights in minutes,being a true trusted partner for its customers. not days, and respond to que-Using in-memory tech-Tony Candeloro, vicepresident of productdevelopment, ARInology, the companyfinds insights and hiddenries in minutes, not hours. Thecompany also recognized theopportunity to unearth trendsand correlations buried withincorrelations within thisits data. “We were seeing a lot of customer requests toinformation.get more insight out of the information we had,” says»Lee Ann Gehrs, ARI vice president of client relations.Customers can querydata themselves throughTo accomplish its goals, ARI deployed a high-powereda Web portal.in-memory database, which aggregates and analyzesvast amounts of data from multiple data sources in realtime, in conjunction with a business intelligence tool.Now, service agents can respond to questions in half thetime it used to take, and through a Web portal, customers can query the data themselves.9At a Glance: ARIIndustry: Vehicle fleet managementHeadquarters: Mount Laurel, New JerseyFounded: 1948Employees: 2,800 worldwideScope: Largest privately held fleet management services company in the world. Manages approximately 1 million vehicles inNorth America and Europe; together with partners, manages2 million vehicles worldwideParent company: Holman Automotive Groupwww.arifleet.comSource: ARI
Nourishing the CustomerA pioneer of mobile grocery shopping in Switzerland, coop@home neverstops working to make customers’ lives easier.For Ellen Brasse, engaging customers with personalized experiences is a personalmission. Head of marketing and sales for coop@home, Brasse helped launch asmartphone-based grocery shopping app for Basel, Switzerland-based grocery giantCoop back in 2009.The app took off, with onlinethe loyalty scale,] they are at 80 percent. Then you havesales increasing 13 percent year-someone who has had a bad experience and a badover-year in 2013. In the yearsresult. They are at 50 percent. Then you have a customersince its debut, Brasse has con-who had a problem, called in and got it resolved. Thosetinued to experiment, leveragingpeople are like 95 percent for loyalty. They are a muchomnichannel integration andmore loyal group,” says Brasse.analytics to engage even moreeffectively with customers.Key TakeawaysEllen Brasse, head ofmarketing and sales,coop@home»coop@home goes out ofits way to hear and resolve customer concerns.»The mobile grocerfocuses on customerin on where the need isgreatest, including families with small childrenand surgery patients.»home delivery service. For example, numerous comFor example, in 2013 coop@plaints about bananas arriving in bad shape led to thehome experimented with ainsight that delicate tropical fruit does not thrive in coolpop-up store promotion at the large Coop store locateddelivery trucks. Now, bananas are sent home in specialjust above the main commuter train station in Zurich.bags. This is the type of small touch at which coop@The store’s front window displayed products that wouldhome shines. “We’re extremely focused on getting thebe difficult to handle by train—wine, large bags of petexperience right and engaging customers the way theyfood, multipack drinks—and invited shoppers to orderwant to engage with us,” says Brasse. them for immediate home delivery by scanning thesegmentation and honesUsing analytics, the grocer has tweaked elements of itsproducts’ barcodes on their smartphones. (These sameAt a Glance: Coopitems, incidentally, nudge up the average cost per cartIndustry: Retailby quite a bit.) [Click here for SAP CEO Bill McDermott’sHeadquarters: Basel, Switzerlandviews on coop@home.]Founded: 1969Revenues, Coop: US 27 billionAnalytics helps gener-Brasse and her team have recently leveraged analyticsRevenues, coop@home: US 106.7 millionate insights
Emotional connections come into play in the B2B world, as well, says Wittenstein. “In B2B, people want to feel supported, informed and to look great in front of their boss,” he says. In fact, B2B companies are currently mak-ing more progress, faster, than their B2C counterparts. “B2B clients notice and appreciate the slightest time-
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
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Chính Văn.- Còn đức Thế tôn thì tuệ giác cực kỳ trong sạch 8: hiện hành bất nhị 9, đạt đến vô tướng 10, đứng vào chỗ đứng của các đức Thế tôn 11, thể hiện tính bình đẳng của các Ngài, đến chỗ không còn chướng ngại 12, giáo pháp không thể khuynh đảo, tâm thức không bị cản trở, cái được
2. Implementing customer engagement 12 Effective customer engagement is a dialogue 12 Effective customer engagement aims to build mutual trust 13 Effective customer engagement is strategic and planned 13 Effective customer engagement recognises a scale of participation 16 Effective customer engagement is conducted responsibly 17 Case Study 2 18 3.
Food outlets which focused on food quality, Service quality, environment and price factors, are thè valuable factors for food outlets to increase thè satisfaction level of customers and it will create a positive impact through word ofmouth. Keyword : Customer satisfaction, food quality, Service quality, physical environment off ood outlets .
