Video: Revolutionizing Customer Service


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Every organization wants to raise its level of customer service. The question is how to do it.

Customer service experts Jochen Wirtz and Ron Kaufman—who are researchers, consultants, and authors—recommend revolutionizing customer service by jettisoning several conventional practices and engaging in deep cultural changes. Their advice includes:

  • Don’t start with customer-facing employees. Instead, include everyone in service training.
  • Don’t focus training on specific skills or scripts. Educate employees more generally.
  • Don’t pilot changes. Focus instead on sweeping reforms.
  • Don’t track traditional metrics. Look at the total number of new value-adding services put into practice.

In this Harvard Business Review webinar, Wirtz and Kaufman explain the logic behind their unconventional advice and discuss why their approach to revolutionizing service will lead to better service and improve business results.

They share practical examples and case studies of organizations that have bucked conventional wisdom to achieve uncommon and outstanding customer service excellence.

Megan Miller’s Journey to #ServiceDesign


One year ago I set out on a path to become a service designer.

In my journey from pixels to product to service, I have developed a deeper understanding of what it means to be a designer, and what I carry with me as I transition into the landscape of business and leadership.

In this talk I will share my story of how I was inspired to become a service designer, how championing the cause connected me to new people and opportunities, and how I’ve transformed my mindset, strategy, and methods to meet the challenges of designing in a radically different context.Join me on my journey to service

Level 3: Top Five #Digital Transformation Trends In Health Care

No one can dispute technology’s ability to enable us all to live longer, healthier lives.

From surgical robots to “smart hospitals,” the digital transformation is revolutionizing patient care in new and exciting ways.

That’s not all. National health expenditures in the United States accounted for $3.2 trillion in 2015 – nearly 18% of the country’s total GDP. I

t’s predicted that the digital revolution can save $300 billion in spending in the sector, especially in the area of chronic diseases.

Clearly there is value – human and financial – in bringing new technology to the health care market. The following are just a few ways how.

Read about them at : Top Five Digital Transformation Trends In Health Care – Level 3

INSEAD Knowledge: When #Advertising is Just a Waste of Money

Why so much repetition?

Theory has it that consumer response to repetition follows an inverted-U shape. That is, initially, consumer response increases with repetition, as consumers learn about the brand, but then declines, as repeatedly watching a brand’s advertising becomes boring and irritating. The point at which additional exposure has a negative impact depends on the complexity of the advertising, the amount of attention consumers pay to advertising, and the like.

Read all: When Advertising is Just a Waste of Money | INSEAD Knowledge

McKinsey & Company: Building #omnichannel excellence #custexp #digital

As consumers move more of their shopping online, consumer-goods companies need to meet service and efficiency challenges across multiple channels.

That calls for a new approach to the supply chain.

Competition in the consumer-goods sector has always been intense.

Today, that competition is coming from a host of new directions. Retailers face competition from companies that used to be their suppliers as consumer brands open dedicated retail chains and online direct-sales offerings.

Consumer-packaged-goods (CPG) companies, in turn, face competition from retailers’ growing private-label product offerings. And both retailers and CPG companies face competition from online superstores, such as US-based Amazon or Europe’s Zalando, which offer vast ranges of products, inspiring customer experiences, personalization, ever faster delivery, quick returns, and more.

Read all: Building omnichannel excellence | McKinsey & Company