PROGRAMME
: European Customer Experience World
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- Day 1 - |
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08:15 - 09:00
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| Registration & Exhibition |
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09:00 - 09:05
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| Welcome |
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09:05 - 09:30
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| Introduction from the Chairman |
| Jason Wright - Head of Retail Telephony, Royal Bank of Scotland |
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09:30 - 10:00
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| Aligning the Front Line Experience to Bottom Line Results |
By the end of the session, you will have gained:
- Appreciation for customer experience design as a strategy and as an implementation tool
- Questions that will guide you to break through obstacles and delight customers at the same time
- A framework for making and keeping the right promises as a brand
- Insights on how to implement experience designs that last
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Read the outline for this session
After ten years, customer experience seems like a no-brainer. Or is it? The assumed trade-off between making the experience better and making more money continues to challenge many decision-makers and their brands. It doesn’t have to be that way. By designing a front line experience customers rave about and the bottom line results bean counters love, you can earn both outcomes with the same effort. Do it right and the results will stick. In this session, you’ll learn some questioning strategies to guide you and hear about some real world examples to hearten you. As a result, your customers—and your bean counters—will take note.
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| Mike Wittenstein - CEO, Storyminers |
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10:00 - 10:40
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| Delivering Happiness: Happy Employees Makes For Happy Customers |
During this closing keynote, you will learn how to:
- Define your company's core values
- The power of customer service and word-of-mouth marketing
- Why your culture and your brand are two sides of the same coin
- How to hire for culture fit
- How to train and retain employees in your culture
In 10 years, Zappos.com has grown from a startup to a business that had more than $1 billion in gross merchandise sales in 2008. It is known for its focus on "Wow" customer service and in 2009 has been recognized on Fortune's Best 100 Companies to Work For List, Fast Company's 50 Most Innovative Companies and Business Week's Top 25 Customer Service Champs. In this session, you will learn how a culture was built based on committable core values and how it continues to evolve to stay relevant to its employees and customers. |
| Alfred Lin - COO, Zappos.com |
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10:40 - 11:00
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| Coffee Networking Break & Exhibition |
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11:40 - 12:15
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| Q&A with AM Speakers led by Chairman |
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11:00 - 11:40
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| Business Implications of Online Social Networks |
- An overview of social networks and their relevance
- New worlds and touch points
- Overview of current business models
- Platform examples
- What types of social networking initiatives are having the biggest impact on business today and what audiences are they addressing?
- How does social networking impact the business, innovation and culture?
- How does it impact the nature of collaboration and commercialization?
- How can organizations best mitigate the risks associated with more open collaborative working practices?
Customers are becoming increasing demanding, confident and experience orientated. They know their rights and they are determined to get what they want. They no longer trust organizations and they are determined to seize power for themselves, demanding ever greater levels of customer service both online and offline. This combined with the pressures of globalization, the financial crisis and new technologies means that businesses are experiencing a shift from a regulated, hierarchical world, where companies dictate the rules of engagement, into a fast-changing, dynamic environment that demands creativity, innovation and collaboration. It also demands global expertise and knowledge from people with diverse skills and abilities.
Even though many individuals have accepted the role of social media as a means of personal gratification, it is not clear if businesses are coming to recognise its value to solve specific issues and gain competitive advantage. Understanding new types of collaboration is not a new initiative, but the emphasis has traditionally been on solving problems from within the organization, with the established workforce, and largely using traditional technologies such as email, instant messaging and track changes in word documents.
This session will explore how a NEW type of collaboration – social networking, is facilitating business model innovation and with it, competitive advantage. Professor Moira Clark will look at how social networking breaks conventional internal thinking and reinforces the premise that the highest added value innovation comes from outside an organization. It is about a much larger group of people - anyone, anywhere, anytime, with previously no ties or connections - using internet-based social media tools, such as blogs, wikis and social networking, to connect individuals outside of organizational boundaries to solve problems and create knowledge faster.
The session is based on the findings of leading-edge research into social networking undertaken by The Henley Centre for Customer Management, Henley Business School, IESE Business School, Spain and Rochester Institute of Technology, USA. It will include a case study of how Cisco Systems uses social networking as a business tool. |
| Moira Clark - Director of The Henley Centre for Customer Management, Henley Business School |
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12:15 - 13:30
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| Buffet Lunch & Exhibition - Wessex Foyer |
The following sessions are broken into three individual streams which run in parallel from 13:30 to 16:10
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13:30 - 14:00
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| Achieving strategic competitive advantage through effective management of customer experiences |
Stream 1: Acquiring New Customers - Chaired by Peter Wilcock
- Examine the lessons we can learn from best practice firms (Apple Inc., Harley-Davidson, Ikea, Singapore Airlines, Walt Disney Company, and Zara)
- Learn about the strategies these companies use to develop competitive advantages
- Discuss a model for implementing and managing CEM within your organization
- Look at how you can bring this model to your own firm in order to develop great customer experiences and gain a strategic competitive advantage over competition
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Read the outline for this session
Introduction
Customer loyalty has been an interest of managers and researchers alike in the recent past. Research has pointed towards many benefits an organization can have as a result of improving loyalty levels. This has consequently led companies to launch various efforts to increase customer loyalty. Despite our efforts to make customers more loyal to our organizations, researchers have found that ‘loyal’ customers are willing to switch, if provided with the appropriate opportunity. This has led researchers to believe that loyalty research has been unable to produce ‘generalizable’ results. One of the major reasons for this is attributed to not fully understanding the concept of loyalty from a customers’ perspective. Researchers have classified loyalty into three levels, with emotional attachment being its best form. Although we know emotionally attached customers produce greater benefits for organizations and are the least likely to switch, we have been unable to draw a clear picture of what an emotionally attached customer looks like. By carrying out an extensive study on emotionally attached customers, this research seeks to bridge this gap. The rest of this paper looks at a study conducted over two years, which sought to improve our understanding of emotional attachment. The findings of the research are crucial for all organizations that want to have a better understanding of loyal customers, and consequently improve their loyalty strategies. It is also imperative for researchers who wish to study this phenomenon in further detail.
Background Literature
The concept of customer loyalty is not a new one to business. It is highly likely that businesses dating back thousands of years would have wanted to generate repeat business, create goodwill with customers, and improve their profits. Loyalty in literature, on the other hand, is a relatively new concept, with the earliest mention of it going back to the 1960s and 70s. Since loyalty was brought to the forefront of research, much work has been done in this area. Much research has been done into the benefits that loyal customers bring to organizations.
Benefits of Loyalty
Loyalty is said to benefit organizations in a number of ways.
- Loyalty has been
- Methodology
- Key Findings
- Conclusion
- References
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| Osman Khan - Senior Lecturer, Royal Docks Business School, UEL |
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14:00 - 14:30
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| Growth is a relative concept! |
In the new economy companies are having to rethink “Growth”. It’s now much more about growing market share as Revenue growth can often be declining. Winning relative to your Competition is how companies will survive and thrive in today’s environment. Microsoft UKs Customer and Partner Experience Director talks about how they are embedding Customer Experience into the heart of their Competitive Strategy? |
| Abigail Rappoport-Sharan - Customer and Partner Experience Director, Microsoft UK |
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13:30 - 14:10
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| Making Branding and Operational Delivery Pay: The Secret of Success |
Stream 2: Measuring Value - Chaired by Kip Knight
- Brand Image – How do you bring alive the brand piece internally for the team?
- How do you take steps to demonstrate your brand promise in your customer communication – let’s explore it and hear from our team and our customers?
- Where is the value at an operational level within the contact centre?
- The Problem: why is there a gap between the corporate brands and operational reality?
- The Effect: what happens when customers perceive the gap?
- The Solution: what impact does closing the gap have on the bottom line?
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| Beverley Rowney - Head of Service Excellence, British Gas |
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| Valerie Bram - Director, T2 UK |
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14:10 - 14:50
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| Satmetrix & Aggreko |
| Naomi Kasolowsky - Senior Director, Satmetrix Europe |
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| Simon Lyons - Global Head of Marketing & Communications, Aggreko Plc |
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13:30 - 14:00
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| Bank Muscat |
Stream 3: Employee Experience - Chaired by Mike Wittenstein
If your company or corporation is beginning the extensive journey of customer experience management, the adaptation of a proven successful programme from one industry to another is a compelling way to understand some of the best practical tips in terms of effective CEM.
Understanding the set up and execution hurdles and barriers, not to mention the continuity, longevity and sustainability of the programme, to ensure that the programme becomes engrained as part of your corporate culture and DNA.
Brief case study in terms of previous industry programmes
- High level overview of the programme, its scope and its success factors
How to adapt from one industry to another
- Where to begin
- What to look for
- Challenges and barriers faced and overcome
- Sustainability
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| Kevin Goodburn - H/O Customer Service, Bank Muscat SAOG |
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14:00 - 14:40
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| Building a great customer experience strategy without a budget |
Since integrating two retail catalogue giants in Littlewoods and Great Universal, Shop Direct Group, supported by its shareholders, has been driving a programme of customer experience improvement. With no pre-defined budget, and stuttering support of senior management, the results achieved have been made possible through a great deal of will, determination and its Customer 1st programme.
Who are Shop Direct Group? (Chris Plank)
- 2 minute introductory video
- Our history
- The integration period
- Our ‘customer service legacy’
Customer Experience Transformation (Ian Golding)
- The introduction of the ‘Customer 1st programme’
- Translating what we think we do into ‘Moments of Truth’
- How we measure the customer experience
- How we engage our people through ‘Customer 1st Aid’
The proof is in the pudding! (Chris Plank)
- Customer 1st achievements
- Examples of improvements
- Don’t take our word for it – customer video
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Read the outline for this session
Since integrating two retail catalogue giants in Littlewoods and Great Universal, Shop Direct Group, supported by its shareholders, has been driving a programme of customer experience improvement. With no pre-defined budget, and the inevitable stuttering support of senior management, the results achieved have been made possible through a great deal of will, determination, and its Customer 1st programme. In their presentation, Chris Plank (Customer Services Director) will take us through the journey the group has been on, looking at the history of the business, the integration of Shop Direct and Littlewoods, and the 'legacy' of customer service they were left with. Ian Golding (Head of Customer Experience Improvement) will then lead us through the transformation of their customer experience and how they have managed use measurement, root cause analysis tools and people engagement to put the customer at the forefront of everything they do - and all on a very limited budget! Chris will then return to show us that this is not just rhetoric and hyperbole - the proof is in the pudding as they say - Chris will show us the success that Shop Direct Group have achieved, provide examples of improvements, and show us a short video of customers talking directly about the changes they have experienced. The theme of the presentation is achieving all of this on a shoestring - you will be surprised what you can do with very little!
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| Ian Golding - Head of Customer Experience Improvement, Shop Direct Group (SDG) |
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| Chris Plank - Customer Service Director, Shop Direct |
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14:30 - 15:00
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| Refreshment Break & Exhibition |
This break may come at slight different times (+/- 5 minutes), depending on the breakout session you decide to attend. |
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15:00 - 15:30
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| Social Media in Tourism |
Stream 1: Acquiring New Customers - Chaired by Peter Wilcock
With traditional advertising becoming less and less effective, return on marketing investments are getting smaller as fewer people respond to our messages. Visitors just don’t pay attention to adverts as much as they used to. Do we continue to shout louder or is there another way to attract new customers to our business and retain existing customers?
Generating positive word of mouth promotion for our business, whether it is done online or offline, starts and ends with the customer experience. This is especially true in a service industry such as tourism, where the primary outcome is the way visitors feel about their experience. The challenge for tourism operators is to ensure every visitor gets world-class customer service and is inspired to talk about the visit to others after they leave in a way that makes them crave the same experience.
This session will show you how to use social media as a complementary approach to traditional marketing techniques, not as a replacement. Whether you’re in tourism or not, this session will demonstrate why social media needs to be fully integrated into the marketing strategy of the business and not to be seen purely as a tactical activity.
Using real-life case studies, delegates will learn about:
- Why traditional advertising is not working any more
- Harnessing the power of word of mouth
- Web 2.0 and joining the conversation
- Monitoring social media - Return on Engagement
- Creating a web 2.0 marketing strategy
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| Alan Martin - Marketing Director, Dundee Science Centre |
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15:30 - 16:00
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| Expectation and Experience: The Scientific View on Acquiring Customers |
The relatively new field of customer experience is settling down to a number of shared assumptions that add up to a common language. But how well do these concepts stand up to scientific scrutiny? Throughout the last two decades, John Bunyard has been undertaking pioneering research into the ways in which potential customers experience products and services, particularly in the context of their expectations. Now he will be sharing experimental proof that some of our most closely held beliefs about customer behaviour are simply wrong. He will also demonstrate how large corporations like Honda are using exciting new techniques for understanding consumer experience from the inside out, and applying the findings strategically to new business acquisition.
- What does science say about current theory?
- How can we understand the customer’s brain better?
- Why do expectations matter so much?
- How can businesses turn insight into profit?
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| John Bunyard - Co-Founder, The Newcomen Group |
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15:00 - 15:40
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| Greasing the Wheel: Turning Customer Experience Measurement Into an Acquisition Programme |
Stream 2: Measuring Value - Chaired by Kip Knight
- Most companies use CEM programmes to measure Customer Satisfaction and Loyalty, but such metrics aren’t actionable in and of themselves.
- Most companies fail to contact customers to tell them what’s been done with their feedback.
- Learn how to create a CEM programme that is actionable, driving alerts to escalate customer issues.
- Learn how Nationwide Autocentres delivers alerts to customers as well, driving referral business while improving customer satisfaction and repeat business.
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Read the outline for this session
CRM: Customer relationship management. VOC: Voice of the customer. CEM: Customer Experience Management. NPS: Net Promoter Score. All of these acronyms describe technologies that support a singular business strategy: customer centricity. Putting the customer at the heart of the business.
Nationwide Autocentres lives this strategy. Forty percent of their business is driven by word of mouth, and as a company that provides service to a person’s most important possession, providing a high quality of service to its customers so that they return and so that they recommend Nationwide to their friends, colleagues and family is central to what they do.
That said, Nationwide was measuring standard loyalty metrics without those scores being actionable to the business. To create a deeper understanding, and to drive the Customer Experience Management programme to meet the company’s broader objectives, Nationwide implemented a leading feedback management software platform.
In this talk you’ll learn how
- Most companies use CEM programmes to measure Customer Satisfaction and Loyalty, but such metrics aren’t actionable in and of themselves.
- Most companies fail to contact customers to tell them what’s been done with their feedback.
- How to create a CEM programme that is actionable, driving alerts to escalate customer issues.
- How Nationwide Autocentres leverages the data, including open text comments, to drive improvements within its business.
- How Nationwide Autocentres delivers alerts to customers as well, driving referral business while improving customer satisfaction and repeat business.
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| Gary Schwartz - SVP Marketing, Confirmit |
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| Mark Taylor - Commercial Director, Nationwide Autocentres |
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15:40 - 16:10
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| Volkswagen |
This is war. Personally, I am sick swingeing attempts by large organisations to contain the customer, trap them in rules and processes allegedly designed to protect us. What rubbish! At Volkswagen Group we are breaking the mould. We are putting our customers in the driving seat (and I don’t mean just by selling cars!) To do this, we need to create a chain of empowerment and trust, and sometimes that is uncomfortable and even counter intuitive. But, if we aren’t occasionally feeling uncomfortable when we’re serving our customers, then we aren’t digging deep enough and our expectations are too low. |
Read the outline for this session
Storyboard
- Every “customer terrorist’s” dream – Security
- Who is protecting whom?
- Processes to protect the customer?
- E.g. – banking, airports: are they customer focused?
Designing “in” the customer
- Think out of the box
- Reward the “wow” factor
- It only takes the will….
Culture
- Controlling
- Fearful
- Put the customer in the driving seat?
Relate to Volkswagen
- A customer experience…..always a good one?
- Customer – Dealer – Manufacturer: a turbulent cocktail?
Transformation
- “change is easy, transformation takes balls”
- when it makes sense to relinquish control
Processes – how to use them
- Guiding, not ruling
- Lean
- Alignment to the vision
Empowerment
- Partnership
- Trust
- Communication – simple / honest
It’s a journey, and yes we sometimes get it wrong…
- Accepting the risk
- Leading tadvocacy
- Driving out cost
- More fulfilling
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| Graham Parker-Gore - Head of Customer Contact Strategy, Volkswagon Group |
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15:00 - 15:40
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| Prudential |
Stream 3: Employee Experience - Chaired by Mike Wittenstein
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| Sarah Hobday - Senior Brand Experience Manager , Prudential |
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| Amanda Marko - Head of Customer Experience, Prudential UK & Europe |
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15:40 - 16:10
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| LSN Connections Oxford |
| Cilla McKay - Head of Private Sector Consulting, LSN Connections Oxford |
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16:15 - 17:00
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| How to bring your vision and values to life, improve employee engagement and increase customer satisfaction all by using one proven approach! Hear how... |
In this lively, dynamic and powerful session, Mary Gober, a leading authority on customer service culture development, will share with you her expertise in bringing organisations’ visions and values to life for people. She will demonstrate how her proven approach has helped organisations not only explain company direction, but engage employees to take ownership and responsibility to work towards defined business objectives and deliver consistently superior service. Mary will draw on recent case study material with proven results to show you how her methodology can address all 3 of the following aspects within your organisation:
- Bringing together the sometimes complex vision, values and objectives of an organisation into meaningful direction focused on service
- Improving employee engagement to deliver these objectives
- Increasing the consistency with which excellent customer service is delivered through engendering the optimal mindset and communication skills in all employees.
A thought-provoking session not to be missed! |
| Mary Gober - CEO, Mary Gober International |
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17:00 - 17:15
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| Summary |
| Jason Wright - Head of Retail Telephony, Royal Bank of Scotland |
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17:20 - 18:20
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| Round-Table Discussions |
Sponsored round-table session will provide a platform for focussed discussion on the topics raised in specific keynotes and sessions. Click the link below to find out more.
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19:00 - 19:45
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| Pre-Dinner Drinks |
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19:45
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| Gala Dinner |
See what we have planned for entertainment during the dinner!
The Poet
Our Poet has created magical memories for audiences all around the world. He has performed throughout Great Britain and across Europe, America, Australasia, Asia and the Middle East.
His unique talents have been sought and enjoyed by Nelson Mandela, Queen Elizabeth II, King Hussein of Jordan, Prince Charles, Bjorn Borg and many others.
The Poet will take suggestions from the audience - any words, ideas or concepts they may wish. He then immediately recites for them a rhyming, enjoyable and understandable poem that links all that they have said. Whatever happens, it is sure to be highly memorable and talked about for a long time to come!
The show is enjoyed by young and old. Even people who think they "don't like poems" are amazed and entertained by Judge's unique skills and amusing words
The Magician
Robert Pound is an excellent entertainer who knows how to truly captivate and thrill an audience.
As a magician, Robert has dazzled audiences nationwide. You'll get original close up magic routines that deliver a winning combination of psychological misdirection, sleight of hand and mind-reading techniques for results that never fail to make an impact.
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- Day 2 - |
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09:00 - 09:15
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| Welcome from Chair |
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09:15 - 09:45
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| How to turn your customers into your sales force! |
The old thinking used to be “The only purpose of a business is to attract, maximise and retain customers”. Now the game of business is changing and as we look for the edge in the market place, the thinking of precisely how to do this is evolving.
Customer advocacy, share of mind and salience are critical challenges for ALL businesses to address in 2010!
“The purpose of a business is to create customers…
…who create customers!”
What if there was one strategy which you could implement in your business which would deliver this statement and drive:
- Your customer Satisfaction scores
- Customer Advocacy
- New customer acquisition (the key here being quality relational customers!)
- Customer maximisation and finally….
- Customer Retention
Well actually yes there is and Royston Guest, CEO of Pti Worldwide is going to be covering the WHY, the WHAT and the HOW to implementing this strategy in your business in 2010.
Royston Guest, CEO, Pti Worldwide |
| Royston Guest - CEO, PTi Worldwide |
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09:45 - 10:15
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| Harley-Davidson: Growth Through Brand |
- Who is Harley-Davidson
- The Harley-Davidson Brand
- Current and Future Challenges
- Brand & Marketing Frameworks
- Congruence Building
Harley-Davidson was founded in 1903 and has its corporate headquarters in Milwaukee, U.S.A. Today, the company builds not only great motorcycles, but also offers a complete line of motorcycle parts, accessories, apparel, general merchandise and financial service products.
But do Harley-Davidson customers really buy a product? When customers buy a Harley-Davidson, they are buying into a complex and rewarding brand experience. Offering a value proposition that goes well beyond the actual product, creating lasting relationships and balancing passion and professionalism are at the heart of Harley-Davidson’s brand strategy.
Whilst the Harley-Davidson brand remains one of the most powerful globally, continued growth poses significant challenges for the company; economic context and changing customer demographics are just a few. What other limiting factors does Harley-Davidson face from a brand perspective?
Further topics addressed include the glue that makes the Harley-Davidson marketing clock tick, strategy ingredients that contribute to long term, sustainable brand building and issues associated with expanding the Harley-Davidson brand internationally. |
| Markus Kramer - Director Marketing Operations, Harley-Davidson Europe Ltd |
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10:15 - 10:45
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| Coffee Networking Break & Exhibition |
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10:45 - 11:15
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| Social Networks and Online Communities: The Hype, The Hope and The Future |
- Why Consumers are driving marketers crazy and what to do about it if you want to stay in business for the long term
- How to separate the hype from the substance on what's happening with Social Media and Web 2.0
- What to do BEFORE even thinking about embarking on anything to do with social media
- The lastest tools and tricks for Social Media coming out of Silicon Valley
- The Good, The Bad and the Ugly: Lessons from the real world on what's working (and what's not) for Social Media
- How to convince your management that Social Media deserves a place in your overall marketing mix (and to painlessly get started)
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| Kip Knight - President, Knight Vision Marketing, Inc |
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11:15 - 11:45
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| Mind the Gap: Achieving customer loyalty across generations |
Sometimes achieving customer loyalty can be like trying to herd cats! Mind the Gap is a humour-filled exploration of the different generational value systems. Understand why younger and older customers have such different expectations and approaches to life, and why loyalty means differnt things to people from different generations. We'll show you how by tapping into people's value systems you can improve customer relationships and build stronger connections with your customers. Apply the insights immediately and change your company forever. |
| Dean Van Leeuwen - Co-Founder, TomorrowToday International |
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11:45 - 12:15
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| Q&A with AM speakers led by Chair |
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12:15 - 13:30
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| Buffet Lunch & Exhibition - Wessex Foyer |
The following sessions are broken into three individual streams which run in parallel from 13:30 to 16:30
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13:30 - 14:00
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| Beyond the (social media) Hype - combine values-focused marketing with social media to build deep and valuable connections |
Stream 1: Acquiring New Customers - Chaired by Peter Wilcock
For some companies, customers are like onions, full of layers and potential but difficult to identify through watering eyes. For other companies customers are like parfait, rich, rewarding and fattening (in a good way) to the bottom line. Beyond the Hype uses case studies in an interactive manner to explore how companies can go beyond the hype of social media and create deep and intimate connections with their customers. Discover how Bill Clinton, Shrek, Donkey, the fishmongers at the Pike Place Fish Market and other pioneering companies can help you make the most of customer connections and the new social media boom. |
| Dean Van Leeuwen - Co-Founder, TomorrowToday International |
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14:00 - 14:30
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| The Monkey Sphere: Get gold out of the social networks |
- Social Networks and Customer Experience: creating competitive advantage from the buzz channel.
- The Monkey Sphere: how many customers are you able to conceptualize as people?
- Breake the limits: above the Dumbar's number.
- Managing the Monkey Sphere: serve your customers and creating acquisition and retention opportunities.
- The buzz: turn the viral logic in a tremendous opportunity
- Providing the ROI managing the Social Networks: seriously managing a monkey sphere is hardly a monkey's business
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| Federico Cesconi - Director of Business Intelligence, Cablecom |
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13:30 - 14:10
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| BT - Testing the Customer Experience |
Stream 2: Measuring Value - Chaired by Kip Knight
- Everyday in your company people get out of bed and upset customers which don’t come back – What are you doing about it? (Design & Measurement)
- How much is Dissatisfaction effecting your business? (Measuring and Business Growth)
- Limitations to what companies can do – How do you prioritise? (Change)
- What is customer centricity? How do you create interaction? (Change)
- How do you build a great CE without big budget? What can SME’s learn from companies with big budgets? ( Business Growth and or new customer Acquisition)
- How competent are we at challenging CW (conventional wisdom)? (Measurement)
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Read the outline for this session
Testing the Customer Experience
• Reactive CE – now how to get ahead of the game?
We’ve been looking at customer experience in industry for a while now and it’s come a long way, but how do we take it further. How do we move from just reacting very quickly to customer problems (because we are now very good at monitoring customer experience), to never letting the customer have a bad experience in the first place – look at testing business processes and the whole customer journey.
• How CE grew up
Typically, customer experience has been managed using a standard feedback loop. This means a process/change/product is deployed, the experience is measured, and then operational changes are made to improve the experience based on these measurements. It has been an effective way of improving levels of service and satisfaction. The next step is usually to spend time working on ways to more effectively measure experience and to react more quickly once service dives or customers complain. But doesn’t this all feel a bit reactive?
• Flexibility in improving CE process
As automated processes begin to complement or replace manual processes, CE professionals are finding that the time, cost, and effort involved with modifying the automation to react to changes in measurements introduces a whole new set of challenges. Simply put, a manual process can change faster than an automated one. Because of this, if customer-facing process is to be automated, it becomes critically important to deliver it right the first time. The consequence of failure is weeks or months of poor experience until an upgrade can be designed, built, and deployed. This can have a major impact on businesses where customer loyalty is low or the barriers to substitute products are few.
• Predicting the customer experience for our business
To address these challenges, BT has done a significant amount of work on a new technique, called Customer Experience Testing, which allows us to predict the types of experiences our customers will receive before we launch a new product with high levels of process automation. This prediction then can be used to drive the development effort, make better decisions about when new products or services are ready to launch, and once launched, can help the product managers get a head start on fixing areas that need improvement by identifying them early – before a large number of customers are exposed to potential issues.
Our presentation will give an overview of these customer experience testing techniques, highlight some results, and outline some lessons that we’ve learned while implementing our programme to deliver the best possible customer experience – right from the start.
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| Brian Buege - H/O CE Testing, BT Group & Customer Experience Testing |
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| Paul Richmond - CE Testing Manager, BT Group & Customer Experience Testing |
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14:10 - 14:40
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| Funky Business |
| Diana Graepel - Founder & Managing Director, Funky Business |
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13:30 - 14:00
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| 'We are Mercedes-Benz' |
Stream 3: Employee Experience - Chaired by Mike Wittenstein
During a period of massive internal change, how do you equip over 9000 people at 169 locations across the UK to deliver consistently the level of customer service promised by, and expected of, a global premium brand?
- Global changes / local challenges / big opportunities
- Tough decisions - confronting the issues
- A brand new strategy - coordinated action
- ‘Class Leaders On The Road’ – bringing innovation to communication
- We began in the bedroom - getting on side with our people
- ‘Best In Class’ – ground-breaking training to convert a premium brand into natural, everyday behaviour
- CSI Milton Keynes – raising the scores
- JD Power – rising through the rankings
- Following the star – where we go next
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| Mike Belk - MD, Customer Service Group, Mercedes-Benz UK Ltd |
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| Jill Dean - Client Services Director, Power Train UK Ltd. |
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14:00 - 14:30
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| Transforming a business culture to underpin a shift in customer perception |
- What needs to change in order to keep up with the ever changing fickle needs of the customer
- Can you just change the attitude within a company or do you need to go from the ground up and change it all, or is there a half way house
- How do you being to make that change
- How do you monitor and benchmark the success of the change
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| Nicola Staines - Head of Online Channel Insight, Telefonica O2 UK Ltd |
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14:30 - 15:00
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| Refreshment Break & Exhibition |
This break may come at slight different times (+/- 5 minutes), depending on the breakout session you decide to attend. |
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15:00 - 15:30
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| TBC |
Stream 1: Acquiring New Customers - Chaired by Peter Wilcock |
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15:00 - 15:30
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| TBC |
Stream 2: Measuring Value - Chaired by Kip Knight
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| Kip Knight - President, Knight Vision Marketing, Inc |
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15:00 - 15:30
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| How do you Help People Change? |
Stream 3: Employee Experience - Chaired by Mike Wittenstein
- Introduction – definitions of change and common circumstances where change management is needed
- Issues within change – control and blame, how to spot and what to do
- Process of change – Awareness, responsibility and commitment, know the process but don’t be a slave to it
- Group work – own experiences, questions and discussion to learn from each other, Chatham House Rules
- Successsful change management methods – how you can make it work within your contact centre, from tomorrow, top tips to get the ball rolling
- Sustainable change – after tomorrow, techniques to keep the changes in place and convince the sceptics
- Checking you’re still on course – how evaluation, appraisal and in-the-moment feedback play a part in change
- Common issues encountered – the avoidance of change practical examples and what to do about it
- Conclusion – overview and final questions
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| Simon Ireland-Davies - Director, ID Coaching Ltd |
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15:35 - 16:00
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| Summary and call to action from Chairman – close |
| Jason Wright - Head of Retail Telephony, Royal Bank of Scotland |
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© The Focus Group Ltd. 2010 | Tel: +44 (0)1993 844 466 | Fax: +44 (0)1993 843 294 | info@thefocusgroup.org.uk
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