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Comment prendre de bonnes décisions, Directions générales. Accueil Olivier Sibony, auteur de « Réapprendre à décider », propose des antidotes aux biais - ou raccourcis pris par le cerveau - qui amènent à commettre des erreurs dans la conduite des affaires.(...)

Comment prendre de bonnes décisions, Directions générales

Cet article est réservé aux abonnés, pour en profiter abonnez-vous. Et aussi sur les Echos. Darty renforce son service clients en livrant... Le drive et le click and collect ?

Darty renforce son service clients en livrant...

Bien, mais visiblement pas suffisant à l’heure où le service clients, plus que jamais, fait la différence. Doit faire la différence, plutôt… C’est ainsi que Darty annonce vouloir raccourcir ses délais de livraison et de dépannage à domicile pour ses clients. Mais la livraison, d’abord. A compter de ce 30 mars 2015, Darty met en place un service « J-0 » (bien lire : zéro) sur le gros électroménager et la télévision. Fixing the Cracks: Reinventing Loyalty Programs for the Digital Age. Launching a loyalty program is expensive and it’s complex.

Fixing the Cracks: Reinventing Loyalty Programs for the Digital Age

In the US alone, companies spend a staggering $2 billion on loyalty programs every year. But does this translate into increased customer engagement? Service à la personne : le secteur mute peu à peu sur Internet, Actualité des PME. Les plates-formes de mise en relation entre prestataires de services et particuliers se multiplient.

Service à la personne : le secteur mute peu à peu sur Internet, Actualité des PME

Jusqu’ici peu présents sur Internet, les services à la personne vivent une véritable révolution. En quelques mois, plusieurs sites Internet se sont créés sur le même créneau, mettant en relation particuliers et prestataires de services et court-circuitant les agences traditionnelles. A tel point que le secteur attire les plus grands noms : Google a investi aux Etats-Unis dans Homejoy, une plate-forme pour trouver une aide ménagère, Amazon vient de lancer Amazon Home Services pour trouver un jardinier, un plombier ou un électricien. En France, quelques « serial entrepreneurs » se sont positionnés, tel Denys Chalumeau, fondateur de Seloger, qui a créé SeFaireAider , une société qui a récemment ouvert son capital à TF1, ou Marc Simoncini (Meetic) qui a misé sur FamiHero , une plate-forme pour trouver baby-sitter, soutien scolaire ou aide à domicile.

Economie parallèle Nicolas Rauline. RETAIL : CROSS CANAL, MAGASIN DU FUTUR, MERCHANDISING. Relation client dans l'e-commerce : les axes de progrès pour 2015. Le nombre de sites marchands en France a été multiplié par 10 en neuf ans pour s'établir à plus de 150.000 en 2014.

Relation client dans l'e-commerce : les axes de progrès pour 2015

Le marché du e-commerce est en pleine croissance, avec 7% de nouveaux acheteurs supplémentaires et 9% de croissance de la fréquence d'achat. Le chiffre d'affaires 2014 devrait dépasser les +11% de croissance vs 2013, pour atteindre les 56 milliards, et ce, malgré le recul de la consommation des ménages (source FEVAD). On apprend en outre, dans l'étude de l'Académie du service publiée il y a quelques jours et intitulée "les Français et les services" (2ème édition), le secteur recule en termes de satisfaction. L’Expérience client sera "LE&... Amazon veut livrer lui-même ses produits. Moving From Value Creation To Value Co-Creation. As sales people we have been drilled and drilled in “Value Propositions.”

Moving From Value Creation To Value Co-Creation

Over time, our concepts of value propositions have changed–as they should. Value propositions used to be generic claims (usually generated by marketing) about value, perhaps statements about our products–things like “best quality,” “richest functionality,” “highest performance.” and so forth. At one point (decades ago), these generic generic value propositions became meaningless and undifferentiated as everyone started claiming the same. How were we to set ourselve apart? By the way, too many companies are still stuck in this mode! Successful Sales Management: Reengineering Sales Management. A manifesto for modern sales management – embracing the new order of customer driven buyer/seller relationships.

Successful Sales Management: Reengineering Sales Management

In today’s flatter, faster world, prospects are smarter and better informed. They’re suspicious of claims made by sellers, more demanding of personalised offers, insistent on controlling the relationship. Vendors must know what will make the customer happy, prove how they’ll deliver it, and do it at a price which can be paid. Sales managers need to evolve from lion tamers into engineers, with resources, strategies and processes which can be continuously improved. Sales people need to evolve from robotic drones into intelligent capable entrepreneurs – business people who can develop value adding and sharing relationships with customers.

CRM Is Yesterday's Answer To The Wrong Problem. Why doesn’t CRM work?

CRM Is Yesterday's Answer To The Wrong Problem

Because its an answer to the wrong problem. Another heretical thought from the people who suggest sales managers need to change just about everything. Why People Buy and How They Perceive Value. Some time ago, I wrote a blog post about the elu­sive nature of "value.

Why People Buy and How They Perceive Value

" The post told the true story of a man who started with a red paper­clip and, through a series of improb­a­ble bar­ter­ing trades, ended up in pos­ses­sion of a house. I was reminded of this story when a recent episode of the NBC tele­vi­sion show "The Office" explored a sim­i­lar theme—at a com­pany garage sale Dwight begins with a triv­ial item and keeps “trad­ing up” until at last he's attained a tele­scope (which in pre­dictable sit­com fash­ion then gets traded for a packet of magic legumes).

It's the eter­nal ques­tion for adver­tis­ers, mar­keters, devel­op­ers, sales pro­fes­sion­als and cus­tomer ser­vice strate­gists: Why do peo­ple buy and how do they per­ceive value? The Importance of Customer Support. Cus­tomer sup­port used to be an after­thought.

The Importance of Customer Support

Now, sup­port has become a stan­dard com­po­nent of the prod­uct pack­age, and is an area in which com­pa­nies can, and do, dis­tin­guish them­selves from their com­pe­ti­tion. With cus­tomer expe­ri­ence man­age­ment book­marked on every C-Level’s lap­top, all ser­vice and sup­port chan­nels are being scru­ti­nized for improve­ment oppor­tu­ni­ties. Pro­vid­ing con­sis­tent, supe­rior cus­tomer sup­port expe­ri­ences is an opti­mal way to increase cus­tomer loy­alty — and increase revenue. 3 Rea­sons You Should Improve Your Cus­tomer Support. Upselling and Cross-selling by Customer Service and Support Teams. As the econ­omy recov­ers, many com­pa­nies are look­ing for oppor­tu­ni­ties to claw their way back to pre-recession sales lev­els.

And com­pa­nies that fared well want to be sure to keep their cus­tomers as com­pe­ti­tion in the play­ing field grows. Add a Touch of Service to Your Sales. Service-orientated sell­ing is a proven approach to pro­vid­ing a world-class cus­tomer expe­ri­ence. Using high-pressured sales tac­tics may result in short term suc­cess to meet a quar­terly goal, but to sus­tain long-term com­pany suc­cess, cus­tomer rela­tion­ships must be fos­tered.

Call Center Best Practices. Call cen­ters that han­dle ser­vice and sup­port calls are, unfor­tu­nately, often viewed as cost cen­ters. Although these cen­ters usu­ally don’t bring in rev­enue directly, they do con­tribute to the company’s goals in many valu­able ways, most notably in rein­forc­ing the company’s brand and in increas­ing cus­tomer loyalty. To raise the vis­i­bil­ity of your call cen­ter as a valu­able con­trib­u­tor to your company’s growth and bot­tom line prof­its, fol­low these six best practices. Know Where You’re Going. Best Practices for Email Customer Service. Email is often the pre­ferred ser­vice and sup­port chan­nel for cus­tomers. There are two things cus­tomer ser­vice rep­re­sen­ta­tives should do to guar­an­tee world-class email cus­tomer ser­vice. 1.

Ques­tion Strate­gi­cally. Live Chat Best Practices. No mat­ter which ser­vice or sup­port chan­nel a cus­tomer chooses – the cus­tomer expe­ri­ence must be pos­i­tive. A grow­ing num­ber of cus­tomers are opt­ing for web chat when need­ing to com­mu­ni­cate with a com­pany. Web chat has many ben­e­fits for the cus­tomer includ­ing the abil­ity to multi-task, which is a wel­come advan­tage for peo­ple with busy schedules. How­ever, the customer’s expe­ri­ence can be less than favor­able if the live chat agent uses too many scripted lines, fails to per­son­al­ize com­ments, or asks ques­tions irrel­e­vant to the customer’s need. While many ser­vice and sup­port agents will tran­si­tion nat­u­rally into a live chat role, some may need chat eti­quette train­ing to improve their writ­ten com­mu­ni­ca­tion skills.

How to Provide Customer Service Through Live Chat. Best Practices for Improving Supervisory Skills. Perception and Customer Service. Think about the last time you expe­ri­enced truly great cus­tomer ser­vice. What made it so mem­o­rable? The case of Customer complaints. Oracle Survey Finds Customer Experience Divide. Feb 6 2013 | Resource: Daily News By: Phillip Britt, Loyalty 360 Back To Results A just-released study by Oracle, Redwood Shores, Calif., finds a large disconnect between the customer experience aspirations of firms and their actual practices. More than nine in 10 companies (91 percent) say that they want to be a customer experience (CX) leader, but more than a third (37 percent) of firms are just getting started with a formal CX initiative. Only 20 percent of those surveyed said that they considered their CX initiative to be “advanced.” Customer Experience vs. Compensation: a Customer Service Showdown. The other night, I went to din­ner at one of my new favorite restau­rants.

When I sat down, I couldn’t help but notice the table next to me was not hav­ing a pleas­ant din­ing expe­ri­ence. The two din­ers’ body lan­guage said it all. They both had their arms folded and were clearly try­ing to get the waiter’s atten­tion by star­ing and ges­tur­ing for him to come over to the table. He apol­o­gized sev­eral times for some­thing I could not deci­pher.

Loyalty: The Currency of Customer Satisfaction – Part 1. Check out any online com­mu­nity that deals with cus­tomer ser­vice (and believe me, I’ve checked out my share) and before long you’ll find a post­ing on “loy­alty.” The top­ics are var­ied: “Loy­alty and Cus­tomer Sat­is­fac­tion;” “Does qual­ity ser­vice always equal loy­alty?” Etc. The desire to under­stand loy­alty is sim­ple: cus­tomer loy­alty is the “cur­rency” we use to mea­sure our cus­tomers’ satisfaction. What are some of the major fac­tors that impact cus­tomer loyalty? Exclu­siv­ity (“oblig­a­tory loy­alty”): If a com­pany pro­duces a unique prod­uct or is the only ser­vice provider in a cer­tain area, the loy­alty of their cus­tomers is oblig­a­tory. Exam­ple: Aside from file servers, most of us who use com­put­ers in our daily work rou­tines are run­ning those com­put­ers on oper­at­ing sys­tems from one of two major com­pa­nies. Loyalty: The Currency of Customer Satisfaction – Part 2.

The Role of Consistency in Professional Support – Part 1: Employee Coaching. The Role of Consistency in Professional Support – Part 3: Communication Skills. Customer Service and Support Trends 2012. Lead­ing com­pa­nies will mon­i­tor their cus­tomers, not just their agents.Small & medium sized busi­nesses will crowd-source cus­tomer ser­vice and sup­port.Suc­cess­ful com­pa­nies will focus on pro­vid­ing proac­tive sup­port.Ser­vice will be geared to cus­tomer per­son­al­ity types.Invest­ing in front-line super­vi­sors will be the mark of success.Cus­tomer ser­vice agents will do more up-selling and cross-selling.Ser­vice and sup­port will be tai­lored for mobile devices.Con­tact cen­ters will track customer-focused met­rics.Social media will be inte­grated into ser­vice and sup­port.Man­agers will focus on improv­ing the employee expe­ri­ence.

Monitor Your Customers, Not Just Your Agents. Com­pa­nies are refram­ing cus­tomer ser­vice as a strate­gic method for gath­er­ing impor­tant infor­ma­tion to inform mar­ket­ing direc­tion and prod­uct devel­op­ment. While you can obtain valu­able insights by mon­i­tor­ing your social media chan­nels, adding insights from your call cen­ter will pro­vide a greater breadth and depth of information. The Employee Experience: Motivate, Empower, Invest. There’s a con­cern brew­ing in employ­ers every­where. If the econ­omy keeps mov­ing in a pos­i­tive direc­tion, employ­ees may take their tal­ent else­where. Human factor in service design.pdf.

Using Social Media for Service and Support. Is There an App for That? Tailoring Customer Service for Mobile Devices. The Difference Between Customer Service and Customer Experience. The Ultimate Customer Experience. Social Customer Service Battleground. Customer Experience Management: The Role of a Chief Customer Officer.

4 Tips for Building a Thriving Self-Serve Community for Customer Service. Lagardère Services s’associe avec Relais. "Marketing Funnel. Bringing the voice of the customer into the factory.