Bertrand Duperrin's Library tagged loyalty → View Popular, Search in Google

Mar

2012

10 Reasons the Human Capital Zeitgeist is emerging

"The race for skilled talent is picking up speed and could have long-term implications in the job market. A Human Capital Zeitgeist, is emerging as companies big and small are getting smacked with the realization that talent management is SO critical to competing in a volatile marketplace, they might actually have to throw a bit more respect at the “human” in the human capital equation."

www.forbes.com/...-capital-zeitgeist-is-emerging

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humancapital recruitment humanresources attraction talent engagement loyalty stress wellbeing worklife worklifebalance talentmanagement resilience

Mar

2012

Trust Is Dead. Long Live Trust!

"As business leaders pick up the post-recession pieces, I'm increasingly asked how companies can restore trust with employees. My answer: only by instituting new talent management approaches that reflect the reality of today's relationship between employees and the corporation."

blogs.hbr.org/...t_is_dead_long_live_trust.html

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management humanresources hr trust talentmanagement loyalty

Bottom line: the organization should not implicitly promise protection and care that it realistically can't and won't provide.
These vestiges of organizations' former commitment to long-term protection and care aren't consistent with today's reality. They just don't make sense.
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- Many times managers feel compelled to convey messages about organizational stability ("no more lay-offs") that the listeners — and probably the speakers themselves — don't believe. These well-intentioned managers are trying to restore the old equation — but, in reality, are further decreasing trust by amplifying a tone of unreality.
- . Restoring trust requires establishing a new, realistic relationship — one both sides believe — translated into talent management practices and leadership behaviors that reflect that new equation
- Talent management practices that provide individuals with more choice in their work arrangements will be central to this shift.
- Employee loyalty, whether to the organization overall or to the individual boss, can lead to conformity and dependence, rather than a sense of exploration and innovation. It can foster protectionist competition, rather than a willingness to share ideas broadly.
- Finally, we can't overlook changing the metrics of success. The assumption that longevity is important has caused organizations to optimize around lower transaction costs (hiring, firing) rather than finding the person with the best possible skill for the specific task at hand.

Feb

2012

5 mythes déboulonnés à propos de la génération Y

"Jennifer J. Deal, qui a mené une vaste recherche sur 12 ans avec 13.000 salariés d’entreprises et d’organisations à buts non lucratifs, explique que ces clichés concernant les enfants du millénaire au travail sont infondés. Sur la base de cette recherche, elle démonte 5 mythes courants à propos de la génération Y :"

www.express.be/...162824.htm

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humanresources hr generationy management enagagement loyalty work worklifebalance

les 5.000 sujets de la génération Y étaient plus d’accord avec l’affirmation « Les employés devraient faire ce que leur responsable leur demande, même quand ils n’en voient pas la raison » que les sujets des autres générations.
Les recherches ont démontré qu’en fait, l’engagement des générations Y pour leur entreprise était le même que ceux des autres générations. Le mythe provient probablement de la tendance des jeunes gens à quitter leur emploi plus fréquemment que les plus âgés
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- Cependant, elles ont révélé que les gens des plus bas niveaux hiérarchiques étaient en général légèrement moins motivés que les autres.
- aucune corrélation entre les personnes vraiment motivées par ces aspects et la génération à laquelle elles appartenaient, mais elles montrent que les gens aux plus bas niveaux hiérarchiques sont plus intéressés par les récompenses matérielles. T
- Cette assertion est vraie, mais elle est partagée par les salariés de la génération X, et correspond davantage à un changement culturel apparu dans les années 1970 et 1980.

Feb

2012

Edge Perspectives with John Hagel: Pull Platforms for Performance

"We live in a world of mounting performance pressure. Our Shift Index reveals that return on assets for all public companies in the US has eroded by 75% since 1965. Companies clearly are failing to respond effectively to these mounting pressures. If we hope to turn this around, we need to step back and take a systematic look at the performance levers that drive these results and question the approaches of the past. "

edgeperspectives.typepad.com/...platforms-for-performance.html

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performance measurement metrics crm socialcrm profit pull KPIs innovation loyalty customerloyalty pareto costs costcutting

Most businesses can be understood as bundle of three core operating processes, each driven by a unique performance lever. These three operating processes are: customer relationship management, product innovation and commercialization and infrastructure operation
In most industries, customer loyalty is eroding, leading to a significant reduction of the average life of a customer. To make matters worse, margins are eroding as well, diminishing the profit generated per year of a customer relationship. In many industries, the cost of customer acquisition is also rising
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- Brand used to help a lot in charging a price premium, but the brand premiums are rapidly eroding in most industries. As if that is not bad enough, the cost of developing new products and services is also increasing in many industries.
- Margin pressure reduces profit generated per year, accelerating technology and consumer preference changes diminish the average years of asset viability and cost of building/acquiring assets tends to increase.
- it's hard to manage these levers, if they are not even measured. I continue to be amazed at the number of companies that have yet to even systematically measure and monitor these levers
- In fact, the Pareto principle is often missed by companies – 20% of the customers, products and facilities usually generate 80% of the profits. But which 20%? Few companies can answer this with any assurance or precision.
- One way to start improving performance dramatically is to ask two questions. First, what are the characteristics of the 20% that generate the 80% of the profitability and is there anything that can be done to increase the share of these highly profitable parts of the business? Second, is there a compelling reason to retain the other 80% of customers, products and facilities given their low contribution to profitability and, if so, what can be done to increase their profit contribution?
- Measurement is just the beginning. The key is: what actions can managers take to improve the overall performance of these operating levers? Unfortunately, the prevalent instinct of executives as they focus on these operating levers is to cut costs.
- cutting costs is a diminishing returns proposition. The more costs are cut, the harder and harder it will be to achieve the next increment of cost reduction.
- What if we viewed the ideal customer relationship as one where I, the vendor, seek to build an expanding platform to help customers connect more effectively with the resources that are most valuable to them individually?
- What if we began to re-conceive products and services as platforms that would invite and support third parties to add customized modules and extensions to the functionality available in the core platform?
- we might explore ways to make it available to third parties so that we can increase utilization of the resource and generate more profitability from our investment.
- I explored this option in a Harvard Business Review article – Unbundling the Corporation – which has gotten a lot of attention from executives around the world. The article had a provocative proposition – companies will ultimately have to choose one of three business types to focus on and shed the other two.

Dec

2011

CRM 2012 Forecast - The Era of Customer Engagement - Part I

"Also, truthfully, I’m kind of uncomfortable with this post too. While I’m pretty sure my conclusion is right, I’m not entirely at ease with what it took to get there. I’ll leave it at that. So I reserve the right to treat this as a work in progress.

Also, Part II of this post is on PGreenblog here. The actual “predictions” are there. This part is the explanatory justification for what I see as the shifting of the dynamics in the (social) business world."

www.zdnet.com/...3753

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crm socialcrm customer socialcustomer customerengagement loyalty engagement systemsofengagement

First, It doesn’t mean the era of customer intimacy though that is an optimally desired “condition” for a company’s view and relationship to its customers
It also doesn’t mean customer loyalty.
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- What customer engagement does mean (so there is no nebulosity here) is the company’s and the customer’s relationship is defined by the customer’s ongoing involvement with the company for their own specific reasons. The company doesn’t have to know all of them.
- It does mean that it is an era where the engagement the customer has with the company is controlled by the customer
- experiences that the customer needs to make an intelligent decision on how they want to be (selectively) engaged with the company.
- It does mean the use of systems of engagement (see Ray Wang discussion here and Dion Hinchcliffe here) which are systems that foster the interaction of the company with the customer.
- Social customers, because of their aggressive approach to using the social web, stood out and forced businesses to start to respond to the new forms and channels of communication that the customers were engaging in. For the first time, marketers and customer service agents, and to a lesser extent, sales people were forced to respond to people they couldn’t push a message to or define a response to and to people who were communicating in channels the company didn’t control.
- In other words, there was less and less reason to distinguish between CRM and Social CRM. Social CRM has almost (note the word “almost”) become what CRM is.
- The social customer is no longer a customer to gawk out, just a customer to deal with - like any other customer, with one explicit difference.
- IBM’s Institute for Business Value, in its 2010 CEO study found that the most important imperative for the next five years for CEOs - 88% of them to be exact - is to be closer to their customers.

Apr

2010

Definition of Social CRM – Explained!

"Social CRM is the business strategy of engaging customers through Social Media with goal of building trust and brand loyalty. Loyalty is defined as attitude towards a brand that inclines a customer to repurchase it and/or recommend it to others"

www.thesocialcmo.com/...social-crm-%E2%80%93-explained

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socialcrm definition customer customerloyalty loyalty stratehy socialmedia trust