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Informal Learning Flow is a content hub started by Jay Cross that collects and organizes the best information on the web around informal learning. We hope this will help you find good stuff, learn and stay current. |
102 Articles match "business process","customers"
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The Latest from Informal Learning Flow
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HR Series - The White heat of competition? Bull - Your #1 Competitor is the other department
There is a process that is in the way that all ignore. Because they cannot make the returns in the new that they make in a mature business like oil. The people at the top are not stupid – they are locked in by the budget. So what does this mean? No executive who wants to climb will change the job grading system – who wants to be accountable for impact when a much simpler task of getting more budget is the alternative All the talk of innovation attacks the power holders of the mature parts that have the largest Many look forward to the day when technology will enable their organization to become a real 2.0
Robert Paterson's Weblog
- Friday, February 26, 2010
Beyond the Call Center - Crowdsourced Customer Support in the Cloud
Customer Service operations have undergone some heavy changes in the last few years. CrowdEngineering believe that the Social Web is bringing a new wave of disruption to the way customers get help. Customers Looking for Help
This is a great opportunity for companies to To save money, many call centers have been moved offshore and self-service Websites allow users to tackle mundane tasks like ordering, paying bills and checking statements.
Their CrowdForce platform is already helping telecommunications companies to crowdsource assistance from distributed online communities
ReadWriteWeb
- Thursday, February 18, 2010
Facebook and Twitter: SalesForce.com Offers Social, Real Time Enterprise Tools
After several months of testing with select customers, it is going into production for this group. We are very enthusiastic about the concept of having that sort of functionality integrated with our sales and marketing processes and also as a more general purpose tool that will allow general social networking but also the ability to "follow" what is happening in processes or on platforms."
These questions and more are some of the things we look forward to learning Today, Saleforce takes the wraps off Chatter pilot program. We reviewed Chatter with SalesForce's VP of
ReadWriteWeb
- Wednesday, February 17, 2010
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The Best from Informal Learning Flow
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Becoming a Customer Experience-Driven Business
In Forrester Research's Customer Experience Index 2008 , Southwest is the only airline to rank in the top 25, whereas American, Delta, Northwest and, yes, United, sit in the bottom 25. Because customer experience is an organizational mindset. It's not something a business buys, it's something a business becomes.
2008 was the year I decided to no longer care about my frequent flyer miles on United. I've been Premier for about 5-6 years, and after finally reaching Premier Executive (having flown 50,000 miles on United in 2007), the only perk seemed to be exit
HarvardBusiness.org
- Wednesday, February 4, 2009
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Balancing Customer Service and Satisfaction
Trimming customer service costs while boosting customer satisfaction — and hence loyalty — is challenging in the best of times. When the economy starts recovering, they beef up investments in customer service to win back customers. Offshoring this service cut costs, but at the price of customer loyalty.
During a downturn, performing this balancing act becomes both more difficult and more critical to achieve.
Many companies don't even try.
HarvardBusiness.org
- Tuesday, March 17, 2009
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How to Align Customer Value With Green Value
In most discussions I have with people about sustainable brands and product or service offerings, someone inevitably asks, "But will customers pay a premium for green products?"
With the downturn in the economy, this question has been arising earlier in the conversation and is framed more as a statement: "But customers won't pay a premium for green products, especially now, will they?" In Focusing on whether or not customers will pay a premium for green products brings with it a number of constraining assumptions: 1) that green products do not have any tangible benefits for customers other than making them feel good about helping the planet, and 2) that green products are more expensive to produce than non-green products.
HarvardBusiness.org
- Friday, April 3, 2009
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Beyond the Call Center - Crowdsourced Customer Support in the Cloud
Customer Service operations have undergone some heavy changes in the last few years. CrowdEngineering believe that the Social Web is bringing a new wave of disruption to the way customers get help. Customers Looking for Help
This is a great opportunity for companies to To save money, many call centers have been moved offshore and self-service Websites allow users to tackle mundane tasks like ordering, paying bills and checking statements.
Their CrowdForce platform is already helping telecommunications companies to crowdsource assistance from distributed online communities
ReadWriteWeb
- Thursday, February 18, 2010
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Value isn’t a subtractive process: designing from the outside in
In this time of economic constraint, there’s probably many business looking at efficiencies and optimizations trying to create value by trimming excess. But guess what: creating value isn’t a subtractive process .
photo by blyzz
Icky approaches like Business Process Reengineering were over-hyped and misapplied in the past because they focused on cutting back, not on the people in the processes They asked, “what can be eliminated by new technologies and short cuts?” 8221; But as consumers we don’t think of value as the removal
Adaptive Path
- Thursday, February 19, 2009
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Product Development 2.0
For now, I'm calling this online business trend "Product Development 2.0" It's an informal term I'm applying to something that online startups and traditional businesses both are increasingly doing: leveraging of mass user contributions, providing open architectures for others to build on as they like, and even handing control over key product decisions directly to users. The reasoning behind doing this is simple: Satisfied customers have always been essential While the window on using the "2.0" quot; suffix is probably closing, I thought
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Netvibes Goes From Web 2.0 To Enterprise 2.0 In Partnership With Sage Software
Netvibes struggled to find a business model.
million customers worldwide and more than 14,500 people worldwide.
Sage will integrate the Netvibes dashboard technology into Sage software products and business processes. Netvibes technology will help manage Sage software by providing customers with an environment that is more user friendly. In the Web 2.0 heyday, Netvibes had that star appeal that few companies ever experience.
ReadWriteWeb
- Tuesday, November 3, 2009
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Product Development 2.0
For now, I'm calling this online business trend "Product Development 2.0" It's an informal term I'm applying to something that online startups and traditional businesses both are increasingly doing: leveraging of mass user contributions, providing open architectures for others to build on as they like, and even handing control over key product decisions directly to users. The reasoning behind doing this is simple: Satisfied customers have always been essential While the window on using the "2.0" quot; suffix is probably closing, I thought
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Can You Sell Without Lying?
As Theodore Levitt put it in one of Harvard Business Review 's best known and most quoted articles: "Selling concerns itself with the tricks and techniques of getting people to exchange their cash for your product. view the entire business process as consisting of a tightly integrated effort to discover, create, arouse, and satisfy customer needs. A lot of managers believe that in sales, you can't be completely honest and still be successful. Are they right?
HarvardBusiness.org
- Monday, August 10, 2009
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Why IT Solutions Are Never Simple
The approach to programming reflected a simple and static world where it was the norm to embed data and business rules together with the logic necessary to support a business function — for example, to book and manage reservations. No one conceived that customers would book their own travel, that airlines would merge and spin off, that competing airlines would sell seats through code share agreements, or that competition would become so fierce as to necessitate greeting them by name and remembering their favorite drink.
Without concerted effort, what was once neat and tidy becomes marred and messy.
HarvardBusiness.org
- Wednesday, April 1, 2009
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