Pre-Conference Workshops: Monday, September 21, 2009

Workshop A: Leadership Development for Customer Excellence
Workshop B: Creating a Voice of the Customer (VOC) Process that Impacts the Entire Customer Experience
Workshop D: Integrating Feedback into Business Processes to Deliver a Better Customer Experience

7:30 Registration Workshop A

8:00 - 11:00 Workshop A: Leadership Development for Customer Excellence

NCO's Leadership Development for Excellence (LDE) program launched in October 2007 and is designed to offer continuous leadership education for our supervisors and division managers through Level 1 and Level 2 certification. The goal is to develop our front-line leaders, thereby increasing agent retention with our teams. Lower attrition and stronger leadership will build stronger customer relationships through effective customer support and will improve profitability.

WHAT WILL BE COVERED

The strong curriculum NCO Customer Management utilizes to cultivate top-notch personnel
The importance of surveys in identifying the strengths and opportunities of each individual

WHAT YOU WILL LEARN

How the training of agents and management is key to ensure the highest quality of customer care
How to develop an action plan to continually improve leadership performance and ultimately customer satisfaction

with Bob Corsi
Senior Vice President Operations
NCO Customer Management

2008 Winner - IQPC Call Center Excellence Award for Best Performance Leveraging the Customer Experience as a Strategic Business Driver

11:00Registration Workshop B

11:15 - 2:15 Workshop B: Creating a Voice of the Customer (VOC) Process that Impacts the Entire Customer Experience

(Lunch to be provided)

Most Chief Marketing and Finance Officers (CMOs and CFOs) view customer experience as interesting but not directly linked to sales and revenue. Your VOC process only has impact when it can appeal to greed and can be written into budgets or provide any direct benefit to them. This is because most VOC processes fail to quantify the revenue word of mouth and risk benefits of enhanced marketing, service and quality. Further they don't explicitly highlight the 20-40% of dissatisfaction that is caused by marketing and sales that set incorrect customer expectations.

WHAT WILL BE COVERED

This session will show how to get CFO and CMO buy-in and support for loyalty programs by drawing upon many different data sources and integrating them into a unified Voice of the Customer, and then developing a conservative estimate of revenue, word of mouth and risk impact which is often ten times the cost-saving impact. Mr. Goodman will describe TARP's basic research on the impact of quality problems on loyalty and word of mouth and then, using examples from financial services, direct mail, B2B and health care, he will then show how the analysis of damage to loyalty and word of can be used to quantify the revenue implications of a better customer experience in a conservative manner that even CFOs will accept.

WHAT YOU WILL LEARN

Key dimensions of loyalty and customer experience programs that can be quantified
How to reconcile data from multiple sources and touch points
Approaches for estimating revenue, word of mouth and risk impacts
Approaches to obtaining C level officer buy in to your business case
How to evaluate your current measurement and reporting process and identify key opportunities for improvement

John Goodman
Vice Chairman
TARP Worldwide
Author Strategic Customer Service

IQPC Top Rated Workshop Leader

2:15Registration Workshop D

2:30 - 5:30 Workshop D: Integrating Feedback into Business Processes to Deliver a Better Customer Experience

One of the most difficult challenges that businesses face is gathering accurate feedback data, both to ensure good customer experiences and to understand where to prioritize resources to streamline business processes. This is primarily because it is increasingly difficult to reach and elicit responses from all types of stakeholder, unless the request for feedback is timely and relevant. In this workshop, we will focus on options available to organizations for gathering feedback and integrating it into your business.

WHAT WILL BE COVERED

Defining loyalty
Identifying the key drivers for customer loyalty - what drives the passion?
Identifying the key moments of truth in your Customers' Experience
Mapping the moments of truth to business performance measures
Providing practical suggestions on coping with the challenges of increase the response rate and feedback accuracy
Linking the consumer insights to key business metrics to transform research into actionable insight
Demonstrating the expected Return on Investment

WHAT YOU WILL LEARN

Integrating operations to increase customer acquisition, reduce attrition, and enhance advocacy
Matching business "Key Performance Indicators," such as customer acquisition and churn rates, to customer attitude to identify the underlying drivers to better allocate resources in key areas of the business
Delivering interactive results and insight faster, increase efficiency, and increase the value of your reports and analytics
Utilizing the feedback and integrating into the decision making process for business processes
Creating the business case required by your finance department in order to justify the spend on a feedback management program
Understanding how customer experience and loyalty is affecting businesses

Gary Schwartz
SVP Marketing
CONFIRMIT