http://searchcrm.techtarget.com/news/2240020842/Five-mistakes-to-avoid-when-implementing-self-service-CRM

I’ve just been informed that anyone who registers for the webcast Measures, Metrics and Madness: The New World of ‘Guiding, not Grading’ will get the slides and audio sent to them.

Join us to hear from TSIA’s VP of technology research, John Ragsdale, as he interviews Phil Verghis, founder of The Verghis Group. Phil is not only a brilliant strategist and innovator, but also a long-time TSIA community member and a founding member of TSIA’s Expert Alliance Partner program.

Register now for this informative webcast.

If you want to hear a complimentary one hour (webinar) version of what I will be covering at my next workshop, register for the August 5th TSIA webinar at: http://bit.ly/bc6R0T

While it is tailored for service & support executives,  it will be useful for any senior manager wrestling with measures, and looking for new ways to motivate people.

Free white paper (no registration needed) on which the workshop is built: http://bit.ly/cpFoMv

What happens when a software company re-invents itself as a subscription-based service business?

That question is becoming increasingly urgent as the “software as a service” (SaaS) model gains momentum. And on September 22, the First Wednesday Roundtable will take you behind the scenes for a candid look at a company that made this transition–and survived. Our guide will be Renee Bochman, VP of Professional Services and Support at Axeda corporation.

http://events.linkedin.com/Surviving-SaaS-migration/pub/369402

Once again, I’m a co-producer and active participant at the 4th Annual Voice of the Customer Conference near Boston. Now in its fourth year, the First Wednesday Group’s annual conference has built a strong reputation as the place for leading-edge insights from the support world’s smartest people. Some of these smart people are on stage with microphones; others are part of our audience of hands-on support managers and professionals–people who are eager to share their ideas and experiences with their colleagues in an intimate, friendly retreat away from office distractions.

Find out more at: http://www.first-wednesday.com/conference/

http://bit.ly/cg9iQW — I’ll be there…

Over the last year or two, I’ve been trying to replicate the magic of start-ups – where everyone is laser-focused on the mission of the organization. Everyone knows what needs to be done and just does it.

Unfortunately, this ‘honeymoon’ phase quickly dissipates during the transition to a middle-aged company and beyond.

I think I’ve moved one step closer to finding a solution, as this month’s article discusses. Two of my retainer-based clients are one year into the ‘alignment and measurement’ process, and have reported (mostly) amazing success.

One of the biggest unanticipated side effects has been the boost in employee morale, which has a multiplier effect on productivity, customer loyalty and so much more.

Get the article in a pdf format — http://bit.ly/cpFoMv or sign up for the next newsletter from my home page – www.verghisgroup.com

Well, it has taken me much longer to finish than I thought, but I’ve just put the finishing touches to an interesting new article “Measures, Metrics and Madness”.  It will be the basis for the April 2010 edition of the Verghis View (my newsletter).

Stay tuned… it is truly perhaps the single best method to turbocharge productivity that I have seen.

A highly under-rated and under-used partnership is between marketing and customer support/customer service. I’m working with a large client now where (as part of a larger engagement) we explored and developed a partnership between marketing and customer service that has resulted in more loyal customers that at the same time yields tens of thousands of dollars of incremental revenue a quarter.

Yes, it can be done without turning customer service and support into sales people. They always have to be the customer’s advocate. However, understanding the customer lifecycle, personas and churn risk points and making that part of the support DNA helps. Dramatically.

Embedded in this interesting article from the Economist is something similar that Cablecom (a Swiss cable tv/internet/phone provider) did.

“Like many telecoms providers, Cablecom has grappled with churn.  Using advanced data analytics, Cablecom discovered that although customer defections peaked in the 13th month, the decision to leave was typically around the 9th month (as indicated by things like the number of calls to customer support services).  To reduce defections, Cablecom offered at-risk customers special deals 7 months into their subscription. 

The results were impressive:  customer defections fell from 20% of subscribers a year to under 5%, enabling the firm to save significant marketing acquisition costs while boosting customer satisfaction.”

Sprint has a plan that allows international data roaming for $40 a month. In theory, it is very simple. You to call before you leave the country and sign up for an international data roaming plan (allows you to get mail, web content, radio etc. while traveling to countries where CDMA services are available) and cancel when you get back. This is significantly less expensive than paying by the byte. I’ve done it before, and it works well.

When it works.

My first hint that my last three week global trip may end up with a huge bill came when from ‘Jennifer’ at Sprint Customer Care called to see if I was aware my *upcoming* bill was going to be unusually high. When I asked how high, and she said well about $1,112.23 more than usual. We walked through the sequence of events, and it was clear Sprint had made a mistake. However, she could not authorize the refund because the bill hadn’t posted yet. 

She promised to call me back after the bill had posted. I was skeptical, and set a reminder to call Sprint back a day after the bill posted. Well wouldn’t you know it — ‘Jennifer’ called back and informed me that I would get a paper  bill for the higher amount, but to just pay the normal monthly charge and ignore the rest as she had taken care of it. Sprint sent me a survey after the call and I noted that while I was very happy with the support, I hadn’t seen the bill yet. Based on the survey answer, I got a call from another group following up, by which time the updated bill had posted. I also got a second courtesy call from someone in the Customer Care team making sure that all was fine.

Well done, Jennifer. Well done, Sprint. You have earned my loyalty.

Lessons for service providers:

1. Scour your customer’s bills and call them (don’t just email) *before* the bill posts if there is anything unusual from the customer’s end. While I was unhappy, I would have been far less happy if the first time I learned of the  bill was when I had saw it and had to call in about it.
2. Take personal responsibility. Jennifer called and said she would personally stay on the case until it was resolved. Even though she made notes in the CRM system, it didn’t replace the rapport we had built when she first called me.
3. Set expectations properly. Jennifer warned me that the paper bill would be high, but not to worry about it and the online bill would reflect the right amount. So it has. 
4. Trust  but verify. The follow up call was gravy from Sprint’s part, but well worth while.

Hats off Jennifer. Hats off to you Sprint. I’ve called to let Jennifer’s supervisor know of the work she did, and this is my public thank you to Sprint.