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How CEOs Can Drive Their Company Toward Being Customer-Centric

How CEOs Can Drive Their Company Toward Being Customer-Centric

May 9, 2022

Over the past four weeks Insights has focused on developing a customer centric organization. The discussions focused on the following four strategies:

  • Developing a customer-centric organizational culture;
  • Ensuring ease of customer data sharing;
  • Robust technology that allows a company to understand the consumer experience; and
  • Designing products and services with data collection in mind.

According to Blake Morgan, Senior Contributor at Forbes, customer-centric companies live and breathe their customers and are laser-focused on providing amazing experiences. They are innovative and they make a difference in the world. These companies disrupt their industries and are often rewarded with growth and increased revenue.

Today, the last article in this series, I am focusing on the role of the CEO in bringing customer-centricity to the forefront of the organization. These ideas represent a compilation of ideas from Harvard Business Review, Forbes, and Deloitte.

  • Explicitly Define How the Values and Mission of the Organization Align with Being Customer Centric. Create the business case for being customer-centric and devote time during leadership discussions to underscore its importance and why Harvard Business Review stresses that enhancing the customer experience is the new competitive battleground. Research by Bain found that increasing customer retention rates by 5% can grow profits by 25-35%.

    Forrester analyst Harley Manning found that companies with higher CX scores outperformed their rivals in the same industry when it came to revenue growth. Leaders across the organization must understand its importance, and be committed, or it will never happen.

  • Shine a Spotlight on the Data and Act. The third article in this series stressed the importance of having technological infrastructure capable of compiling data and generating real time reports. Yet compiling and analyzing data means little if the results of the analysis are not highlighted by leadership and if course correction as required is not implemented and monitored.

    Elevate customer satisfaction and other customer metrics at the same level as revenue and profits. Businesses succeed when their customers succeed and yet many companies bury the customer metrics in favor of only revenue and profits. But revenue and profits are the outcome of the customer metrics. In competitive markets, if you see declines in customer satisfaction, increases in customer defection and reductions in customer lifetime value, a profit decrease is sure to follow.

    The practice of communicating what is on customers’ minds on a regular basis across the entire organization demonstrates that customers and their issues are important. According to Deloitte, great customer centric companies publish these regularly, and they come straight from the top. Treating all feedback as valuable and potentially actionable is energizing. Make sure complaints are viewed as opportunities by presenting them in a “here is what we are going to do about it” fashion.

  • Benchmark Current levels of Customer Performance Against Competitors. As we have stressed, companies with a strong culture of customer focus outperform their competitors on a consistent basis. According to Forbes, companies like Wegmans, Trader Joe’s, Citizens Bank, Kaiser Permanente, FedEx, and Cisco have dominated their markets with an unrelenting focus on customers.

    Customer expectations are continually rising and regardless of the area of service—social services, retail, or insurance—they expect a positive experience. That means companies need to constantly reinvent the experience they deliver if they want to compete. Therefore, benchmark yourself against recognized customer experience leaders, whatever their sector, and see what lessons you can learn and put into practice within your own organization. Know what customers say about your company and compare it with what customers say about the top performing companies.

  • Evaluate every decision in light of the message they send to customers. When you decide the location of an office, change the service flow, change office hours, etc., think about what message those decisions send to customers. Is it clear from your decisions that customer needs were put first?

    As a CEO, ensure that decisions are made through the lens of the customer experience AND through the lens of revenue and margin.

This has been an important discussion and as always, I welcome your thoughts.

9 de mayo de 2022

Cómo los Directores Ejecutivos Impulsan a Su Empresa a Centrarse en la Atención al cliente

Durante las últimas cuatro semanas, “Insights” se ha centrado en el desarrollo de una organización centrada en la atención al cliente.

Los debates se centraron en las cuatro estrategias siguientes:

  • Desarrollar una cultura organizacional centrada en la atención al cliente;
  • Garantizar la facilidad de intercambio de datos de los clientes;
  • Tecnología robusta que permita a una empresa comprender la experiencia del consumidor; y
  • Diseñar productos y servicios teniendo en cuenta la recopilación de datos.

Según Blake Morgan, colaborador principal de Forbes, las empresas centradas en la atención a \l cliente viven y suspiran por sus clientes y se centran en proporcionar experiencias increíbles. Ellos son innovadores y hacen la diferencia en el mundo. Estas empresas desvían el curso de sus industrias y a menudo son recompensadas con el crecimiento y el aumento de los ingresos.

Hoy, en el último artículo de esta serie, me estoy centrando en el papel del director/a ejecutivo/a, llevando a la vanguardia el enfoque en la centralidad en la atención el cliente de la organización. Estas ideas representan una recopilación de ideas de Harvard Business Review, Forbes y Deloitte.

  • Definir explícitamente cómo los valores y la misión de la organización se alinean estando centrados en la atención al cliente. Crear el modelo de negocio de centrarse en la atención al cliente y dedicar tiempo durante las discusiones de la dirección para subrayar su importancia y por qué Harvard Business Review enfatiza que mejorar la experiencia del cliente es el nuevo campo de batalla competitivo. La investigación de Bain encontró que aumentar las tasas de retención de clientes en un 5% puede aumentar las ganancias de un 25 a 35%.

    El analista de Forrester Harley Manning descubrió que las empresas con puntajes más altos en la experience del consumidor superaron a sus rivales en la misma industria en lo que respecta al crecimiento de los ingresos. Los líderes de toda la organización deben comprender su importancia y estar comprometidos, o nunca sucederá.

  • Ponga el Enfoque en los datos y actúe. El tercer artículo de esta serie destacó la importancia de contar con una infraestructura tecnológica capaz de recopilar datos y generar informes en tiempo real. Sin embargo, recabar y analizar datos significa poco, si los resultados del análisis no son destacados por la dirección y si la corrección del curso según lo requerido no se implementa y monitorea.

    Elevar la satisfacción del cliente y otros parámetros del cliente al mismo nivel que los ingresos y las ganancias. Las empresas tienen éxito cuando sus clientes tienen éxito y, sin embargo, muchas empresas entierran los parámetros de los clientes a favor solamente de los ingresos y las ganancias. Pero los ingresos y las ganancias son el resultado de los parámetros de los clientes. En los mercados competitivos, si ves disminuciones en la satisfacción del cliente, aumentos en la deserción de ellos y reducciones en el valor de por vida del cliente, seguramente seguirá una disminución de las ganancias.

    La práctica de comunicar lo que hay en la mente de los clientes de forma regular en toda la organización demuestra que los clientes y sus problemas son importantes. Según Deloitte, las grandes empresas centradas en la atención al cliente los publican regularmente, y vienen directamente de la parte superior. Tratar todos los comentarios como valiosos y potencialmente procesables es vigorizante. Asegúrate de que las quejas se vean como oportunidades; presentándolas de una manera de "esto es lo que vamos a hacer al respecto".

  • Comparar los niveles actuales de rendimiento del cliente frente a los competidores. Como hemos subrayado, las empresas con una fuerte cultura de enfoque en la atención al cliente superan a sus competidores de manera consistente. Según Forbes, compañías como Wegmans, Trader Joe's, Citizens Bank, Kaiser Permanente, FedEx y Cisco han dominado sus mercados con un enfoque implacable en los clientes.

    Las expectativas de los clientes aumentan continuamente e independientemente del área de servicio (servicios sociales, venta minorista o seguros), esperan una experiencia positiva. Eso significa que las empresas necesitan reinventar constantemente la experiencia que ofrecen si quieren competir. Por lo tanto, compárate con líderes reconocidos en la experiencia del cliente, sea cual sea su sector, y ve qué lecciones puedes aprender y poner en práctica dentro de tu propia organización. Conoce lo que los clientes dicen sobre tu empresa y compáralo con lo que los clientes dicen sobre las empresas de mejor rendimiento.

  • Evalúa cada decisión teniendo en cuenta el mensaje que le envían a los clientes.. Cuando decidas la ubicación de una oficina, cambia el flujo de servicio, cambia las horas de oficina, etc., piensa sobre qué mensaje le envían esas decisiones a los clientes. ¿Está claro dentro de tus decisiones que las necesidades de los clientes se pusieron en primer lugar?

    Como un director/a ejecutivo/a, asegúrate de que las decisiones se tomen a través de la lente de la experiencia del cliente, así mismo como a través de la lente de los ingresos y el margen.

Este ha sido un debate importante y, como siempre, espero con ansia tus comentarios.

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Older Workers: A Solution to the Labor Shortage

Older Workers: A Solution to the Labor Shortage

NerdWallet.com interviewed ReServe Executive Director Edward Bolognini about what older workers bring to businesses, and how they can help solve the labor shortage.

Ed Bolognini, Executive Director of ReServe was recently interviewed for an article on the website of NerdWallet, a personal finance company with a strong online presence.

The article–Are Older Workers a Solution to the Labor Shortage?–asks whether older workers, classified as those age 40 and over by the federal Age Discrimination in Employment Act, are the answer to today’s labor shortage. There are 10,000 people turning 65 every day in this country. They possess a wealth of knowledge and expertise that can be tremendously beneficial to companies. Currently ReServe has 435 ReServists placed in organizations throughout New York City, Miami, Augusta, MA, Boston, MA and Wilmington DE.

To date, the article has been picked up by Yahoo Finance, Syracuse.com, The Tallahassee Tribune, BlueMountainEagle.com (in Grant County, Oregon), The Weekly Journal (Puerto Rico & Caribbean), WFMZ-TV website (Berks County/Philadelphia/Lehigh Valley), Madisonville Messenger (Kentucky), and Alexander City Outlook (Alabama).

ReServe was founded in 2005 by Jack Rosenthal, Herb Sturz and Michael Weinstein, on the premise that hiring older workers, leveraging their experience and talents is good for business and good for the older worker. In the NerdWallet article, Ed had the opportunity to expand on the value of older workers–beyond the experience and knowledge they bring to the workplace, there is also a cultural advantage they bring to the organization. Their no-nonsense work ethic, ability to motivate co-workers and insight on how to solve seemingly intractable problems is invaluable.

“You’ve worked with people, for people, around people for a long enough time that you have settled into how you successfully interact with colleagues, supervisors, customers and clients,” he said.

Click here to read the article. Congratulations to Ed for sharing his insights, and for bringing ReServe to the attention of a wide national audience.

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Putting Data Collection at the Forefront of Designing Products And Services

Putting Data Collection at the Forefront of Designing Products And Services

May 2, 2022

Over the past three weeks I have focused my Insights column on strategies involved in building a customer-centric organization.

Research is clear that customer centric organizations have better customer retention, better bottom lines and overall much more promising long-term sustainability. Customer-centricity is about putting the customer at the center of everything an organization does, and, according to Harvard Business Review, enhancing the customer experience is the new competitive battleground.

Yet, according to PwC, only 38 percent of U.S. consumers say the employees they interact with understand their needs or their customer experience. Recent articles in Harvard Business Review, HubType and Optimove identify a common set of areas to focus on when serious about building a customer-centric organization including developing a customer-centric culture:

  • Hiring staff through the lens of their commitment to customer service;
  • Ensuring customer data is easily shared across the organization and that any organizational silos that inhibit sharing are eliminated;
  • Implementing technology that is flexible and allows ease of access to consumer information, allowing companies to rapidly course correct when indicated; and
  • Designing products and services with data collection in mind.

Today we will focus on the process of ensuring that collecting data about the consumer experience is at the front end of designing products and services. In other words, “Design the input to get the output.”

Companies need to design programs and services so that collecting customer data and feedback on their experiences is built into multiple stages of the customer experience starting with the first interaction. Building technology to capture these data throughout the consumer experience with the organization allows for individual consumer as well as aggregate analysis of how customer centric the organization really is.

When mapping the customer experience, as discussed previously in this series, it is important to determine the points in which the customer experience should be moving them toward achieving their goals. At these points, time should be set aside for information gathering and analysis and course correction as indicated. According to Harvard Business Review, “What companies really need to home in on is the progress that the customer is trying to make in a given circumstance—what the customer hopes to accomplish. This is what we’ve come to call the job to be done.” And rather than trying to piece the puzzle together after products and services are launched, design them with the desired output in mind and then use that data to drive company interactions with their customers.

As I have discussed in this series, customer centricity is critical to organizational growth and sustainability. Getting it right requires that companies examine the current status of their customer centeredness using data and rigorous analytics, using the information to make cultural, practice and technological and changes as needed.

Next week I intend to focus on how CEOs can demonstrate that they are serious about customer centricity.

2 de mayo de 2022

Poner la Recopilación de Datos a la Vanguardia del Diseño de Productos y Servicios

Durante las últimas tres semanas he centrado mi columna de “Insights” en las estrategias involucradas en la construcción de una organización centrada en la atención al cliente.

La investigación es clara en cuanto a que las organizaciones centradas en la atención al cliente tienen una mejor retención de clientes, mejores resultados finales y, en general, una sostenibilidad a largo plazo mucho más prometedora. La centralidad en la atención al cliente se trata de poner al cliente en el centro de todo lo que hace una organización y, según Harvard Business Review, mejorar la experiencia del cliente es el nuevo competitivo campo de batalla.

Sin embargo, según PwC, solo el 38 por ciento de los consumidores estadounidenses dicen que los empleados con los que interactúan entienden sus necesidades o su experiencia del cliente. Artículos recientes en Harvard Business Review, HubType y Optimove identifican un conjunto común de áreas en las que centrarse cuando se toma en serio la construcción de una organización centrada en la atención al cliente, incluido el desarrollo de una cultura centrada en la atención al cliente:

  • Contratación de personal a través de la lente de su compromiso con el servicio al cliente;
  • Garantizar que los datos de los clientes se compartan fácilmente en toda la organización y que se eliminen todos los silos organizacionales que inhiban el intercambio;
  • Implementar tecnología que sea flexible y facilite el acceso a la información del consumidor, permitiendo a las empresas corregir rápidamente el rumbo cuando se indique; y
  • Diseñar productos y servicios teniendo en cuenta la recopilación de datos.

Hoy nos centraremos en el proceso de garantizar que la recopilación de datos sobre la experiencia del cliente esté a la vanguardia del diseño de productos y servicios. En otras palabras, “Diseñar el aporte para obtener el resultado.”

Las empresas necesitan diseñar programas y servicios para que la recopilación de datos de los clientes y la retroalimentación sobre sus experiencias se integren en múltiples etapas de la experiencia del cliente, comenzando con la primera interacción. La creación de tecnología para capturar estos datos a lo largo de la experiencia del cliente con la organización permite el análisis individual del cliente, así como el análisis agregado de cuán centrada en la atención al cliente es realmente la organización.

Al esquematizar la experiencia del cliente, como se discutió anteriormente en esta serie, es importante determinar los puntos en los que la experiencia del cliente debe moverlos hacia el logro de sus objetivos. Para estos puntos, se debe reservar tiempo para la recopilación y el análisis de la información y la corrección del curso según lo indicado. Según Harvard Business Review, “Lo que las empresas realmente necesitan para centrarse en el progreso que el cliente está tratando de hacer en una circunstancia determinada, o lo que el cliente espera lograr. Esto es lo que hemos llegado a llamar el trabajo que debe hacerse. Y en lugar de tratar de armar el rompecabezas después del lanzamiento de los productos y servicios, diseñarlos con el resultado deseado en mente y luego usar esos datos para impulsar las interacciones de la empresa con sus clientes.

Como he dicho en esta serie, la centralidad de cliente es fundamental para el crecimiento y la sostenibilidad de la organización. Hacerlo bien requiere que las empresas examinen el estado actual de su centrado en la atención al cliente utilizando datos y análisis rigurosos, utilizando la información para mejorar los cambios culturales, prácticos y tecnológicos según sea necesario.

La próxima semana tengo la intención de centrarme en cómo los directores ejecutivos pueden demostrar que se toman en serio la centralidad en el cliente.

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For Luc Samuel Kuanzambi and His Family, a Desperate Journey Leads to a New Life in Maine

For Luc Samuel Kuanzambi and His Family, a Desperate Journey Leads to a New Life in Maine

Families Forward was well-positioned to help Luc and his family settle into a community where they could put down roots.

Luc Samuel Kuanzambi and his wife Paulette were a happy young couple living in South Africa with very promising professional careers. They had a five-year-old son, Lael, and a newborn daughter, Ticvah.

Little did they know they were heading into some tremendously difficult times. A month and a half after Ticvah’s birth, the baby developed jaundice and it was determined she would most likely need a liver transplant. The frantic parents began calling everywhere for help and advice. They were advised by medical contacts not to have the procedure done in South Africa where transplants were still experimental.

Taking their plight to social media, Luc and Paulette were told about a hospital in Omaha, Nebraska with the capacity to provide a second opinion and possibly perform the transplant, but they would have to raise the money on their own. With no other options, the family applied for and obtained a medical visa, left nearly all of their possessions behind, and headed for Omaha. They managed to raise a little over $30,000 from local community donors and online appeals, far short of the $750,000 required by the hospital. As a result, all the hospital could do was stabilize Ticvah.

Luc couldn’t work, rent a house, or buy medical insurance because he lacked a Social Security number, so the family lived off the kindness of strangers, staying for a few nights in various charity homes and relying on charity for food and essentials. Five months after arriving in Omaha, with Ticvah’s condition worsening, their visas about to expire and $116,000 in debt, they left Nebraska for Maine, where Luc had a cousin who told them that they could expect more generosity. Arriving in Maine on a hot July night, the heat aggravated Ticvah’s condition and was hard on Paulette, who was now pregnant. The family hadn’t eaten all day. Luc said he prayed and wept that night.

“I felt broken. I was wiped out of everything, we were so afraid our daughter would die, and my family was facing the reality of living in poverty. We had no idea what to do next.”

In Maine, the family’s fortunes finally changed. A community shelter, where other African immigrants were staying, welcomed them with open arms. At Maine Medical Center, Luc and Paulette talked to social workers, who explained that Ticvah had legal protections in Maine and that the family qualified for emergency housing while Ticvah was hospitalized. When her condition worsened, the miracle they had so desperately sought finally arrived—Ticvah was sent to Boston for a liver transplant at no cost to the family.

“I don’t know who footed the bill,” Luc said. “We were just told at the hospital not to worry about money.”

In the midst of the crisis Luc was connected to Maine’s Families Forward, a statewide program funded by the Department of Health and Human Services and operated by Fedcap, Inc. Families Forward provides support and services to refugees and immigrants from more than 22 different countries and was well-positioned to help Luc and his family settle into a community where they could put down roots. They sponsored Paulette’s driver training and certified nurse assistant (CNA) training; Paulette is now on track to become a registered nurse. Fedcap was able to secure funding for the renewal of Paulette’s work permit, and is doing the same for Luc.

Luc eagerly undertook workforce training as he was eager to get off public assistance. “So many immigrants face the same struggle,” he said. “All our background means nothing and our work history is wiped out. I did not want to be a liability and my goal is to be independent as soon as possible.”

Today life is so much better. Ticvah, now five, is doing amazing—she has so much confidence and such a “strong personality”. Lael, now 11, is a gifted piano player and Alexander-King, the youngest child born in Portland, Maine four years ago, is showing signs of being gifted in math.

Luc has become a powerful advocate for Maine’s immigrant community. On October 28, 2021, he gave a presentation to Families Forward leadership and funders about the immigrant experience, the challenges he and his family faced, and the value of Families Forward and the kind of immigrant services and support they received from the staff of Fedcap.

“These programs are lifesaving,” Luc said. “Without Families Forward and the support of the community and local benefactors, our daughter would not be alive today. Families Forward made it possible for us to begin building a new life.”

 

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Fedcap’s Families Forward Employs Mainers in Their First Step Toward Economic Well-Being

Fedcap’s Families Forward Employs Mainers in Their First Step Toward Economic Well-Being

The people who drive Families Forward live and work in the state of Maine including the Executive Director Serena Powell and every member of her leadership team.

 

Families Forward is committed to helping people obtain long term economic well-being. Families Forward was designed and implemented to meet the existing and emerging needs of the people of Maine. The people who drive Families Forward live and work in the state of Maine including the Executive Director Serena Powell and every member of her leadership team.

93 Maine residents are employed in Families Forward, with wages that exceed most social service jobs in the state of Maine. Of those 33 were born in Maine. They have robust benefit packages and are provided numerous opportunities for professional training through our Brown Bag Lunches and Professional Development Collaborative and leadership development through our Leadership Academy. They are raising their families, including 133 children, in Maine and contributing to the Maine economy.

Nearly 60 percent of the staff of Families Forward have lived in Maine for over 20 years. They are “Mainers” to their core and implement the program with the strong work ethic and integrity the state of Maine is known for.

Families Forward leadership honors individuals who have serve our country demonstrated by the fact that 12 percent of the staff are veterans.

Just under 30 percent of the staff working in Families Forward have been with us from the very beginning—a very high retention rate in social services. Given that this period includes two years of a global pandemic, this retention rate is remarkable. Staff range in age from 18 to 70 with the majority between the ages of 35 and 50, reflecting the average age in Maine. Four percent of the staff are over the age of 70—demonstrating our commitment to hiring people who bring diverse views and experiences to the work.

Maine has a diverse population of immigrants and over the past five plus years, Families Forward has intentionally and successfully recruited diverse staff, 32 percent of whom speak more than one language.

Families Forward also “walks its talk,” with 30 percent of staff having been former participants; after education and training they found that they were the perfect fit for working in this field. Their “lived” experience is invaluable to other Families Forward staff and to every participant who walks through our door.

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Creating a Customer-Centric Organization: Ensuring Your Technology is Up to the Task

Creating a Customer-Centric Organization: Ensuring Your Technology is Up to the Task

Customer-centricity is about putting the customer at the center of everything you do. Customer-centricity is more than just a good business practice—it's key to survival.

Jenna Alburger, HubType

April 25, 2022

Research demonstrates the impact that customer experience has on the bottom line and that customer-centric organizations are more successful in critical metrics including percentage of repeat customers, winning new business, customer engagement and overall profitability. As I shared previously, Deloitte found that customer-centric companies were 60 percent more profitable compared to companies that were not focused on the customer, and 64 percent of companies with a customer focused CEO are more profitable than their competitors. Companies that put the customer at the heart of their organization experience an increase in customer lifetime value and a reduction in churn.

According to Harvard Business Review, enhancing the customer experience is the new competitive battleground. Yet, according to new research by the Chief Marketing Officer (CMO) Council, only 14 percent of marketers say that customer centricity is a hallmark of their companies, and only 11 percent believe their customers would agree with their companies are customer centric.

During my literature review the following stood out as the most effective strategies to becoming customer centric:

• Developing a customer-centric organizational culture;
• Ensuring ease of customer data sharing;
• Robust technology that allows a company to understand the consumer experience; and
• Designing products and services with data collection in mind.

Over the last several weeks I addressed developing a customer-centric culture and ease of sharing consumer information. This week’s Insights is focused on ensuring that your technology is robust enough to capture the critical information required as a consumer centric organization.

Technology is fundamental to customer-centric business models. To be successful, companies need to map their customer experiences, compile and analyze data and apply their learnings rapidly. The ability to respond rapidly to issues identified in the customer experience is critical to achieving sustainable growth. But large, complex and outdated systems can make it difficult to make the kinds of changes required to enhance the customer experience.

According to a recent article by Sharma, Gill and Kwan from Deloitte, “the ever-changing technology landscape has solidified the need for businesses to adopt a customer-in mindset, shifting focus from selling a product to nourishing a customer relationship- understanding expectations and maximizing customer value from offerings. This requires robust, flexible technology.” In this same article the authors stressed that in a customer centric environment, the right kind of information shifts leadership conversations from the traditional “What are our profit and revenue this quarter?” to, “How are we providing value to customers? What are their experiences with us? Are they getting value from our products/services?”

These are critical questions to ask—and obtaining the answers in real time, requires robust technology that:

• Is structured to engage the consumer during key times in the customer experience;
• Allows for ease of information aggregation;
• Has detailed reporting capability; and
• Is agile enough to be modified to capture additional information deemed essential.

Technology that provides this kind of functionality, implemented within an organization prepared to use the information, will benefit the company’s bottom line through better customer experiences, cost reduction, and higher product quality.

La centralidad en el cliente se trata de poner al cliente en el centro de todo lo que haces. La centralidad en el cliente es más que una buena práctica comercial: es clave para la supervivencia.

Jenna Alburger, HubType

25 abril 2022

Crear una Organización Centrada en la atención al cliente: Garantizar Que Tu Tecnología Esté a la Altura de la Misión

La investigación demuestra el impacto que la experiencia del cliente tiene en el resultado final y que las organizaciones centradas en la atención al cliente tienen más éxito en parámetros criticos, incluido el porcentaje de clientes habituales, la obtención de nuevos negocios, el compromiso del cliente y la rentabilidad general. Como compartí anteriormente, Deloitte descubrió que las empresas centradas en la atención al cliente eran un 60 por ciento más rentables en comparación con las empresas que no se centraban en la atención al cliente, y el 64 por ciento de las empresas con un/a director ejecutivo centrado en el cliente, son más rentables que sus competidores. Las empresas que ponen al cliente en el corazón de su organización experimentan un aumento en el valor de por vida del cliente y una reducción en la deserción de personal.

Según Harvard Business Review, mejorar la experiencia del cliente es el nuevo competitivo campo de batalla. Sin embargo, según una nueva investigación realizada por el Chief Marketing Officer (CMO), solo el 14 por ciento de los especialistas en mercadeo dicen que la centralidad en la atención al cliente es un sello distintivo de sus empresas, y solo el 11 por ciento cree que sus clientes estarían de acuerdo con que sus empresas estuvieran centradas en la atención al cliente.

Durante mi revisión de la bibliografía, las siguientes estrategias se destacaron como las más efectivas para centrarse en la atención al cliente:

• Desarrollar una cultura organizacional centrada en la atención al cliente;
• Garantizar la facilidad de intercambio de datos de los clientes;
• Tecnología robusta que permita a una empresa comprender la experiencia del cliente; y
• Diseñar productos y servicios teniendo en cuenta la recopilación de datos.

En las últimas semanas abordé el desarrollo de una cultura centrada en la atención al cliente y la facilidad de compartir información del cliente. En “Insights” de esta semana, se centra en garantizar que tu tecnología sea lo suficientemente robusta como para capturar la información crítica requerida como una organización centrada en la atención al cliente.

La tecnología es fundamental para los modelos de negocio centrados en la atención al cliente. Para tener éxito, las empresas necesitan esquematizar las experiencias de sus clientes, recopilar y analizar datos y aplicar sus aprendizajes rápidamente. La capacidad de responder rápidamente a los problemas asociados con la experiencia del cliente es fundamental para lograr un crecimiento sostenible. Pero los sistemas grandes, complejos y obsoletos pueden dificultar la realización de los tipos de cambios necesarios para mejorar la experiencia del cliente. Según un artículo reciente de Sharma, Gill y Kwan de Deloitte, “el panorama tecnológico en cambio constante ha solidificado la necesidad de que las empresas adopten una mentalidad como de cliente, cambiando el enfoque de vender un producto, a nutrir una relación con el cliente, entendiendo las expectativas y maximizando el valor del cliente, de las ofertas. Esto requiere una tecnología robusta y flexible. En este mismo artículo, los autores enfatizaron que, en un entorno centrado en la atención al cliente, el tipo correcto de información cambia las conversaciones de liderazgo, de las tradicionales de: “¿Cuáles son nuestras ganancias e ingresos este trimestre?” a “¿Cómo estamos proporcionando importancia a los clientes? ¿Cuáles son sus experiencias con nosotros? ¿Están obteniendo valor de nuestros productos o servicios? “

Estas son preguntas críticas para hacernos, y obtener las respuestas en tiempo real requiere una tecnología robusta que:

• Esté estructurada para involucrar al consumidor durante los momentos claves en la experiencia del cliente;
• Permita facilitar la agregación de información;
• Tenga capacidad de presentación de informes minuciosos; y
• Sea lo suficientemente ágil como para ser modificada para capturar información adicional que sea considerada esencial.

La tecnología que proporcione este tipo de funcionalidad, implementada en una organización preparada para usar la información, beneficiará los resultados de la empresa a través de mejores experiencias de los clientes, reducción de costos y una mayor calidad del producto.

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Brian Bell Presented with Prestigious UK Employment Services Sector Award

Brian Bell Presented with Prestigious UK Employment Services Sector Award

Brian Bell, CEO of Fedcap Employment and Fedcap Scotland, was recently presented with The Employment Related Services Association (ERSA) Outstanding Contribution to the Sector award. ERSA, the national membership body for the employment support sector that advocates for high-quality services for the UK’s jobseekers and low earners, presented Brian with the award in a virtual ceremony in July, 2020—and in person on April 5th of this year at ERSA’s annual conference.

“Brian has devoted his career to readdressing social injustice – and has helped millions of people in the process,” ERSA said in a statement. “From his roots as an Unemployment Benefits and Jobcentre Officer in the 1980s to the prominent employability expert and leader of an international company that he is today, Brian has never forgotten why he does what he does.”

“What an absolute honor to win this award,” Brian said. “I’ve worked in the employability industry pretty much my whole working life. Along the way I’ve met, and learned from, some remarkable people, and been fortunate enough to get involved in so many incredibly interesting projects – some in the U.K, some further afield including Ireland, the Middle East and Eastern Europe. I have a wonderful team around me, who I love working with. They are as passionate about their work as I am, and they keep me right.”

Leaders across The Fedcap Group praised the great work of Brian and his team, and the recognition by ERSA.

“I want to congratulate Brian for this well-deserved award, and for his remarkable work on behalf of individuals and families seeking a path out of the cycle of unemployment,” said Christine McMahon, President and CEO of The Fedcap Group. “Brian understands the root causes of unemployment and what it takes to motivate and prepare people to find and keep sustainable work. The energy, empathy and professionalism he brings to this critical work are an inspiration to his customers and his great UK team. His innovations have changed countless lives and helped to rebuild communities across the UK, and are now being exported around the world.”

“Congratulations to Brian Bell, for the impact of his work on so many, and his professional contributions over the years,” said Grant Collins SVP Workforce Development the Fedcap Group, and President of Fedcap UK. “Brian is a true ambassador for the industry, and this is a well-deserved honor reserved for only the very best!”

Susan Paterson, UK Operations Director for Fedcap Employment and Fedcap Scotland, has been working with Brian for 17 years, starting at Working Links, an employability organization that was founded in 2000. “Brian has always been close to the front of the business and, and he has never lost his human touch,” she said. “He is completely customer focused, he understands the impact of unemployment and economic hardship on customers, families and communities. He knows from a customer perspective what solutions will work, and that is what makes him so unique.”  

Growing up in an economically deprived area of Gateshead in Tyne and Wear, in North East England, Brian witnessed firsthand the impact of inter-generational unemployment on individuals and families. He noted the lack of effective supports and interventions, early experiences that inspired him to seek new and innovative solutions to support those caught up in the cycle of unemployment.

Today, Brian is widely recognized as an expert in creating innovative interventions that work for the people who need them most, consistently using his expertise and deep sense of empathy to support people on the road out of poverty to sustainable employment. The impact of his work extends well beyond the UK as his work readiness practices are exported to governments in the Republic of Ireland, Singapore, Chile, France, Poland, Kuwait, Saudi Arabia, United Arab Emirates, the US, and Canada.

Brian began his career in 1980 as a Frontline Unemployment Benefit / Jobcentre Adviser, part of the Department for Work and Pensions (DWP), the UK’s largest government department with responsibility for welfare, pensions and child maintenance policy. After 20 years with DWP in a variety of positions, he was a founding director of Working Links, where he served as Managing Director. Brian has served as CEO of Fedcap Employment and Fedcap Scotland since 2019

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