1. What makes an effective CX management process?

    August 26, 2015 by ahmed

    This is the question that the Cranfield Management Forum (CCMF) set out to answer in its recent white paper: Stages of customer experience management: Case studies from the UK Customer Experience Awards.

    Researcher Dr Farah Arkadan studied the winning entries from the UK Customer Experience Awards 2015 in order to gain insights into how organisations manage and deliver a superior customer experience across seven stages of customer experience.

    To read the full article about the seven management stages of customer experience and download the free white paper


  2. Get inspiration from 4 genius collaboration examples

    by ahmed

     

    Originally posted on LinkedIn by Roisin King

    I am always asked “what do you mean exactly” when talking about collaboration. We know what it means but put it into the context of growing your business and thinking outside your box!

    Example ! Example ! Example ! When you can’t afford to learn by doing, the next best option is to look at others’ experience to figure out whether something is beneficial and relevant enough for you to take on. This is exactly what I am planning to do in this blog – to paint a clearer picture of what collaboration is all about and to better yet demonstrate its practical application to the business world through specific examples

    From the little guys

    1. Lewis Road Creamery x Whittaker

    inspire01On October, 2014, a 5-employee boutique New Zealand dairy company decided to add a twist to their fresh milk product by introducing a chocolate drink in partnership with a local renowned confectioner, Whittaker. Little did they know at the time that they was creating one of the most sought after drink in the country – “the Kiwi equivalent of the Cronut”. Before this unanticipated success, Lewis Road Creamery’s most well-known product was its butter. From the initial 1,000 litres per week, within weeks, they were making 40 times that volume in order to meet market demand for that little ‘heaven in a bottle’- chocolate milk.

     

    2. Tile x Blunt

    inspire02I never thought I would get excited about laying my hands on a new umbrella, but I did (and I had good reasons for that). The Blunt umbrella is no ordinary one. It is an ‘indestructible’ product with a locating device allowing me to find it instantly with just a push of button. Brilliant isn’t it?

    In a market that already very saturated, who would have thought a company that sells umbrellas at $125+ could survive let alone be so successful? But Blunt – an Auckland based company, has done exactly just that.

    Most of us knows the struggle of being unable to find the umbrella when it’s raining hard outside and ends up buying a new one only to find the other one sitting in the back of the car. Putting themselves in customers’ shoes, the team at Blunt in partnering with Tile, introduces the world’s first traceable umbrella. Not only does the product possess the outstanding aerodynamic robust canopy structure powered by Blunt but it also inherits Tile’s brilliant world-class tracking technology. Never worried about losing your umbrella again!

    To the bigger ones

    3. Biotherm x Renault

    What do automobile and skincare have in common

    It’s very hard to connect the dots. The brilliant team at Renault and Biotherm ( L’Oreal’s Luxury Product Division ) has taken collaboration to a whole new level where they bring together Renault’s expertise on car design and Biotherm’s knowledge on cellular mechanisms and aromatherapy to introduce a Spa Car – Zoe. This 100% electric car is aimed to provide drivers the absolute travel comfort and even positive enhancement to passengers’ health, particularly their skin. Indeed, Zoe’s smart air-conditioning systems can automatically adjust temperature, provide aromatherapy that fit drivers’ needs and eliminate skin dehydrating effects as well as filtering out toxic particles inside the car.

    And the story of bringing Kiwi brands to the East.

    4. New Zealand Post’s TMall

    inspire03China is where everyone wants to be. While New Zealand brand image is very positively perceived over there, our physical remoteness often presents a significant barrier for Kiwi firms contemplating to enter this market. NZPost’s TMall project was born to address this. With the ambition to bring New Zealand’s brands closer to the Chinese customers and further strengthened the premium quality image of our product, NZPost along with Weta Workshop, Natural health product business Xtend Life and Hauora Honey, are currently selling their products directly to the Chinese consumers through their new storefront on Alibaba Groups’ TMall Global internet shopping website.

    For a long time, the couriers and local delivery services has suffered a stagnant period of minimal growth and declining sales. Hence, by doing this, NZPost is able to drive sales for parcels and e-commerce. At the same time, their partners are able to “dip the toes in the water for very minimal risk”.


  3. 4th International Best Practice Competition & 4th Global Benchmarking Award – call for entries

    August 23, 2015 by ahmed
    4th International Best Practice Competition – 2nd Call for Entries

    The International Best Practice Competition, http://www.bestpracticecompetition.com, is now announcing a 2nd Call for entries.

    Have a think about what systems, processes and practices your organization does well and submit an entry form by 25 September 2015. If successful you will be asked to share your best practice in an 8 minute presentation on the 26/27th November 2015, Manila, Philippines, courtesy of the Development Academy of the Philippines and our sponsors the Abu Dhabi Chamber of Commerce (who were hosts in 2014).

    This competition serves as a unique opportunity to share and learn best practices from around the globe. From the 1st call we received over 20 entries from India, Philippines, Singapore, Sri-Lanka, United States, and United Arab Emirates. In total we are hoping to receive over 50 entries.

    If you have not been to the Philippines before this is your chance for a once in a life-time experience to enjoy the warmth of Filipino hospitality. Watch It’s More Fun in the Philippines video to get an insight into this wonderful country.

    Download an entry form or view a promotional flyer to share with your colleagues.

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    4th Global Benchmarking Award – 1st call for entries

    The Global Benchmarking Network (GBN) launched the Global Benchmarking Award in 2012 to recognise those organisations that had integrated benchmarking into their organisation’s strategy and processes in order to continuously learn and innovate.

    The winners have been Watson Real Estate (New Zealand) in 2012, Knowledge and Human Development Authority (United Arab Emirates) in 2013 and OCBC Bank (Singapore) in 2014. For videos on these award winning organisations go to http://www.globalbenchmarkingaward.com/past-winners.

    The 4th Global Benchmarking Award will be held at the 9th International Benchmarking Conference, 6/7th December 2015, Dubai, United Arab Emirates.

    The closing date for entries is the 25th of September 2015, for more information about the award visit the official award website.

     

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  4. Lions, Tigers, and Baldrige: A Zoo’s Use of Baldrige Helps Secure Better World for Animals

    August 21, 2015 by ahmed

    Denver_Zoo_0

    Originally posted on Blogrige by Dawn Marie

    As a writer for the Baldrige Program, I have a lot of fun learning about how various people and organizations use the Baldrige Excellence Framework to guide, focus, and improve their operations.

    I recently had the pleasure of a virtual conversation with Shannon Block, president and CEO of the Denver Zoo, on how the zoo is using Baldrige principles to achieve its mission, and how she is using these principles to successfully run the organization. It was especially gratifying to learn how Baldrige can help zoos be agile and nimble enough to tackle the sometimes-overwhelming issue of animal conservation around the world.

    How did you learn about Baldrige?
    I learned about Baldrige for the first time when I was the chief business development officer at Denver Health. I attended an awards ceremony when it clicked for me. Since then, I have used the philosophy when I was the CEO of Rocky Mountain Cancer Centers and now as the CEO and president of the Denver Zoo. I’m not sure I’d be a CEO today if I hadn’t understood those Baldrige principles I saw as an observer in that awards ceremony.

    Denver_Zoo_2How has Baldrige helped you get where you are today as a CEO? What learning has been most valuable?
    What is most valuable to me is understanding the strategic framework to run an organization; understanding that the order in which you do things is important. Mission, vision, and values come first. They are the soul of the organization. When we go down the road and make decisions that sometimes make us want to pull our hair out, the reason we get through it, the reason we understand it, is because they are decisions that help us move forward with our mission, vision and values. Then we have these big rocks in the road in the way of accomplishing our mission, vision, and values. Those are called strategic imperatives. From there, a strategic plan can be developed and people can be held accountable. The strategic framework helps people in the organization move together to accomplish goals. It doesn’t matter if you are running cancer centers or a zoo, the same basic principles apply.

    Denver_Zoo_3How do Baldrige principles help you with your work at the Denver Zoo? Can you share a story of a decision made at the zoo, inspired by Baldrige, that made you proud or helped animals, etc.?
    A strategic framework helps us move forward in a way that is constantly reinforcing our mission, vision and values. Denver Zoo’s mission is to secure a better world for animals through human understanding. Our strategic imperatives are around the guest experience, education/conservation, and financial predictability and management. This has changed the way we think about animal enclosure space. For example, given our mission, our first big project is making a new home for our tigers. But, because of our strategic plan, when this exhibit is completed next year, we will also be activating it from an educational standpoint. And, that will help us deliver our conservation message, which will hopefully help raise philanthropic support for our conservation projects around the globe. Leveraging the strategic framework allowed these cross-functional conversations of envisioning exhibit design and activation at the zoo with a logic that everyone could get behind–whether he/she was from the animal department, education department, or conservation biology team.

    Denver_Zoo_4How do you think other CEOs, other zoos, might benefit from the use of Baldrige?
    I’m presenting to other zoo executives across North America this coming September on how to use these principles to successfully run an organization. As zoos move into the future, we need to be nimble in identifying new solutions to protect animals around the world. Many animals are going extinct at such as fast rate that it becomes overwhelming sometimes to think about where to start to help. The Baldrige principles can help zoos stay focused as we try to make a difference for animals all over the world.

    Denver_Zoo_5Is there anything else you would like to share?
    I also am a firm believer that culture eats strategy for lunch. I always encourage new executives to apply the Baldrige strategic framework to understand change management. Change happens fast, but transition is slow. And, there are very normal emotions that come along with change. Creating an environment where your employees can talk through those emotions and realize that they are normal can help strategic frameworks advance in a lasting way that also respects most organizations’ biggest asset–their people!


  5. Bad Meetings are Business Killers

    August 19, 2015 by ahmed

     

    Originally posted on Customer Experience Magazine by Blaire Palmer

    Senior staff believe just 36% of meeting time helps with their jobs and only 44% of time helps the business

    Senior staff estimate just a third of the time they spend in business meetings helps them do their jobs better and that less than half the time helps their organisation, new research* from executive leadership coaches That People Thing shows.

    The company, which has worked with organisations including Manchester United, Santander, Mattel, Airbus and the Foreign Office, commissioned the research to understand what is bad – and good – about the business meetings culture.

    Its nationwide study among senior employees found on average they believe just 36% of meeting time is valuable for their own jobs and only 44% of the time helps their business.

    More than a third admit to daydreaming and one in 10 plan their evening meal

    That is just the average – 73% believe less than half the time they spend in meetings is valuable for their job and 64% say less than half their meeting time is valuable for their company.

    The detail of how they spend their time in meetings demonstrates that – 35% admit to daydreaming in work meetings while one in 10 have planned their evening meal while 27% are doodling and 1% are on dating sites or looking for other jobs.

    More than half (51%) say they go to meetings even when they know beforehand it is going to be a waste of time.

    However there is general agreement on what makes a good meeting – 59% say a meeting which makes clear decisions is valuable while 46% welcome a vigorous debate and discussion.

    Blaire Palmer, CEO of That People Thing said: “Bad meetings are killing businesses. Meetings should be where key decisions are taken, where sales targets and figures are discussed and where the agenda is set.”

    The research however shows they are a huge waste of valuable resources tying up the time of key people responsible for the success of businesses in meetings where too much of the time they are achieving nothing.

    “Well-run meetings can create a positive ripple throughout the culture of a business and companies which address the issue of what is going wrong can see real benefits.”

    The research found the main problem with meetings was how long they were – 56% say meetings they attend are too long followed by 43% who say colleagues have not prepared and the same number who say meetings veer off topic and are not organised.

    *Research conducted between May 18th and 28th 2015 among a nationally representative sample of 668 senior business people by independent research organisation Consumer Intelligence