• I want to know the demonstrated - statistical or case study - effect of the introduction of a Customer Experience Management program on a business or organisation. What they were are achieving pre and post the Experience Management installation. This is not Customer Relationship Management CRM it's CEM


  • As far as I can tell you are entering an important but virgin area in the chain of customer experiences. Most work I am aware of is focused on training people for handling customers CRM,with the expectation that the process makes a happy customer. What needs to be viewed are the adverse events and then what was done about them. The dire lack of attention to this end of the chain is what produces serious backlash Lost customers, law suits, unhappy employees who must deal with irate and sometimes insulting situations, and a host of other ills. My suggestion is to look at rates of complaints and action steps including levels of review (senior managment attention)to gain some quantative perspective. CEM at its best is your best strategic warning of change.


  • Hello nevi-ga, It is difficult to find good case studies or statistical illustrations of a successful Customer Experience Management program implementation but I was finally able to come up with some for you. The literature is not always clear in differentiating between CRM and CEM. I came across a couple articles and papers that do a good job of this and I?ve included them as well. Wishing you well for your project. ~ czh ~ ========================================================= NICE SYSTEMS -- CUSTOMER EXPERIENCE MANAGEMENT CASE STUDY ========================================================= http://www.nice.com/news/show_pr.php?id=139 Mobile Telecommunications Provider in the Netherlands Implements NICE's Customer Experience Management Ben, a Dutch mobile operator, doubles the industry's agent retention rate using CEM Ra'anana, Israel, Dec 3, 2001 - NICE Systems (NASDAQ: NICE), a worldwide leader of multimedia recording solutions, applications and related professional services for business interaction management, today announced that Ben, a mobile telecommunications provider in the Netherlands has successfully implemented NICE's CEM solutions to improve agent retention and performance. Ben is 50% owned by Deutsche Telekom, the largest telecom provider in Europe and 50% owned by Belgacom and Tele Denmark. "After implementing NICE's CEM solutions we achieved an agent retention rate more than double the industry average (2.8% attrition rate versus 7%)" commented Joop Evers, customer service director at Ben. "This has resulted in significant savings since it costs approximately $10,000 to train each new agent. In addition, we have established and maintained a high level of customer satisfaction which was instrumental in our contact center receiving the National Contact Center Award in 2001 for providing the best customer service in the Netherlands". ***** This is a short article discussing the CEM implementation and the results achieved. ------------------------------------------------- http://forums.cisco.com/IPCApps/docs/OUTSOURCING_INTERTWINE_CASE_STUDY.pdf Case Study: Intertwine Customer quote "Everyone wants to improve customer satisfaction. Nice CEM helped us identify how to do it by identifying new business processes that reduced the time it takes to resolve each customer request. The results have been remarkable. Just nine months after we started with Nice, we reduced complaints by 90% and increased customer satisfaction to 80%." -Rutger Pekelharing, Managing Director, Intertwine http://www.nice.com/about/success_story.php?id=16 Intertwine, Dutch Contact Center outsourcer, achieves marked increase in customer satisfaction using NICE's CEM Solutions ------------------------------------------------- http://monitoringmadeeasy.com/1to1.php4 Rewarding the Right Behavior New techniques for evaluating and rewarding contact-center reps allow companies to align agents' pay structures with customer-centric goals. Intertwine weaves higher success For Intertwine, a 3-year-old contact center service bureau operating solely in The Netherlands for mobile-service provider Dutchtone, recording and surveying its 150 agents has definitely raised the level of success for Dutchtone, as well as the level of achievement for Intertwine. The company's absenteeism rates and recruitment costs are among the lowest in the country, and employee-satisfaction surveys typically score high. In January, the mobile provider won an award for best customer service in the mobile industry in The Netherlands. ------------------------------------------------- http://www.crmmarketplace.com/content/news/NewsIndex.asp?Bucket=suppliernews&Page=3 Intertwine, Dutch Contact Center Outsourcer, Achieves Marked Increase In Customer Satisfaction 1/30/2005 In the highly competitive world of mobile telecommunications, customer turnover (or 'churn') is the single most dangerous threat to profitability. The company that can identify the best way to boost customer retention has a distinct competitive edge. When Intertwine was first contracted by Dutchtone to improve customer satisfaction, they selected NICE CEM. Submitted by NICE Systems ============================================================ MISCELLANEOUS -- CUSTOMER EXPERIENCE MANAGEMENT CASE STUDIES ============================================================ http://www.hp.com/hpinfo/globalcitizenship/gcreport/customerengage/customerexperience.html Customer experience management HP has a goal to earn and keep our customers' trust and loyalty and to enable them to successfully apply technology to meet their business and personal needs. To help us meet our loyalty objectives, we established and implemented a total customer experience and quality (TCE&Q) leadership framework. The Customer Experience Standards and a related training solution have been implemented. All employees are required to complete the training by the end of fiscal year 2005. To date, more than 25,000 employees have completed the training. Market research and surveys Market research and customer satisfaction surveys that assess how customers perceive HP are critical. HP?s 2004 customer research included questions testing customer perception of selected HP values: Trust, Integrity, Ethical Business Practices, and the Provision of Environmentally Responsible Recycling Services. We gauge performance on the percentage of customers who select the highest score on each of the questions, using that information to establish a baseline and set improvement goals for each customer segment by region. Although the detailed results of our customer satisfaction and loyalty surveys are confidential, the most recent results show improvement by HP in all customer segments. This is the cumulative result of executing TCE and Quality initiatives in every business. Focusing on a common company-wide set of fundamental operational metrics tightly linked to improving customer loyalty contributed to improved survey results. ***** This is a self-report from HP that might be worth investigating further. ------------------------------------------------- http://exchange.diamondcluster.com/intelligence/200506/default.asp DiamondCluster recently conducted cross-industry research to understand how companies can do a better job of providing that essential ?one face? to the customer. This work updates John Sviokla?s analysis, which appeared in his 1992 Harvard Business Review article, ?Staple Yourself to an Order.? Recently reprinted as an HBR classic, the article suggests executives recreate their customer?s experience by following a single order through their company?s diverse customer touch points. ------------------------ http://exchange.diamondcluster.com/Intelligence/200506/ExecSummary_June%20DX%20Intelligence2005.pdf http://exchange.diamondcluster.com/intelligence/200506/summary.asp DX Intelligence - June 2005 One Face to the Customer June 7 - 8, 2005 The Four Seasons Hotel and The University of Chicago Gleacher Center Chicago, IL ***** This is a four page document discussing the importance of CEM. It quotes executives from several companies about their experiences with implementing CEM programs. ======================================== CUSTOMER EXPERIENCE MANAGEMENT RESOURCES ======================================== http://www.satmetrix.com/pdfs/sm-wp-CEM-best-practices.pdf Customer Experience Management Best Practices Profitable Growth through Customer Centricity A whitepaper by Satmetrix Systems, Inc. ***** This is a 15-page white paper that spells out in detail all the principles involved in CEM implementation. ------------------------------------------------- http://www.kinesis-cem.com/Insights/rewards_of_CEM.html The Rewards of Customer Experience Management Just when companies are becoming comfortable with the idea of CRM, a new term has emerged: customer experience management (CEM). The two are similar in many ways, not least in that they are both difficult to define. The premises of CRM and CEM are quite different, however, and best understood when compared side by side. The idea behind CRM is that every time a company and a customer interact, the company learns something about the customer. By capturing, sharing, analyzing, and acting upon this information, companies can better manage an individual customer's profitability. CEM's premise is the reverse. It states that every time a company and a customer interact, the customer learns something about the company. Depending upon what is learned from each experience, customers may alter their behavior in ways that affect their individual profitability. By managing these experiences, companies can orchestrate more profitable relationships with their customers. ------------------------------------------------- http://en.wikipedia.org/wiki/Customer_experience_management Customer experience management Customer experience management (CEM) is "the process of strategically managing a customer's entire experience with a product or a company" (Schmitt, 2003, p. 17). ------------------------------------------------- http://64.233.161.104/search?q=cache:RyGU3aPjpUQJ:www.optima.hr/dokumenti/Quest%2520%26%2520Ans.pdf+cisco+implementation+nice+cem&hl=en Q&A About CEM 7 i already have a CRM system. do i need CEM too? if so, why? The implementation of CRM is a major step toward building a business with true value for customers. But CRM ends when the interaction with the customer ends. It is geared toward effective execution on behalf of the business, and in some sense CRM does indeed foster loyalty; thus making it is easy to confuse the two. However, while building loyalty and a strong brand is a by-product of CRM systems, sometimes it is achieved and sometimes not. CEM is designed specifically for the purpose of building and maintaining loyalty, and is therefore considered a strategic solution that complements CRM. =============== SEARCH STRATEGY =============== Customer Experience Management CEM implementation OR "case study" research "customer experience management" cisco implementation nice cem "customer experience management" program implemented OR implementation







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