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 ~
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NICE SYSTEMS -- CUSTOMER EXPERIENCE MANAGEMENT CASE STUDY
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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.
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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.
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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.
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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.
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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).
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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.
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