micg - effective strategies on how to identify, develop and sustain high performance human capital...
DESCRIPTION
MICG NATIONAL HRM, LABOUR LAW UPDATES AND COMPLIANCE SEMINAR FOR THE PUBLIC AND PRIVATE SECTOR 2012Effective Strategies on How to Identify, Develop and Sustain High Performance Human Capital to Drive Business Results• Key characteristics and capabilities of high-performing organizations • Steps to foster development of high-performing organisations • Analysing organisational structures and climates in order to maximise the satisfaction and effectiveness of individuals and work groups • Cultivating loyalty by aligning employees’ career growth with company goal • Evaluate the links between systems of high performance work practices and strategic business planning • How can HR practices add value to business performance?TRANSCRIPT
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EFFECTIVE STRATEGIES ON HOW TO IDENTIFY, DEVELOP AND SUSTAIN HIGH PERFORMANCE HUMAN CAPITAL TO DRIVE BUSINESSCase Study, Concepts and Debatable Ideas
Kenny OngTakaful IKHLAS Sdn Bhd
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TAKAFUL IKHLAS CORPORATE PROFILE
• Shareholder : MNRB Holdings Berhad
(100%)
• Established Date : 18 September 2002
• Operational since : 2 July 2003
• Takaful Model : Al-Wakalah
• Business Portfolio : General and Family Takaful
• Number Products : More than 90
• Number of Participants : More than 1,800,000
• Number of Agents : More than 6,000
• Number of Staff : 490
• Regional Offices : 11
• Paid Up Capital : RM295 million
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Referral
Employees
Specialist& Hospitals
Panel GP Clinics
EMPLOYEES & DEPENDANT• Claims Submission• Tracking of eligibility• Enquiries & Complaints • Employee benefit materials• Unions• Abuse of benefits
PANEL CLINICS•Processing Bills•Payment •Appointment and removal•Policies & Procedures•Tracking Entitlements •Issues & Complaints•Overcharging & Abuse •MC Verification
SPECIALIST & HOSPITALS•Issuance of GL•Hosp. Bank Guarantee/Deposit•Appointment and removal •Tracking Entitlements•Processing Bills•Payment •Hospital Reports
CLIENT
TISB
EASY ACCESS TO CARE•Panel of 2000 clinics
nationwide•All major hospitals recognises
our GLs•Appointment & management of
medical panel
1st CLASS SERVICE•Benefit & Procedure briefing
•Help Desk•Tri-annual Cost & Utilization
Report•Benchmarking
•Analysis & Recommendations
PEACE OF MIND•24/7 LOG Issuance •Cashless Admission
•Comments
IKHLAS Medical/Health (EB/GHS) Solutions
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The New World…
13th April 2009
•Two Domino’s employees
•YouTube
•Apology from Domino’s after 48 hours
•1 million hits
•Twitter: questions on silence
•LinkedIn: suggestions by users in forum
BusinessWeek, May 4, 2009
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Question 1: Human Capital - Who?
Excellent
Very Good
Average
Not Good
Commit Suicide
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Question 2
What is the Objective?
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Intro
Ultimate Objective of Marketing: “Get more people, to buy more things, more frequently, at higher prices.”
Sergio Zyman
“Retention and Loyalty are useless if No Conversion is happening.”
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Intro
“Retention and Loyalty are useless if No Conversion is happening.”
“Retention and Loyalty are useless if No Performance is happening.”
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Intro
Loyalty is misleading…
• Heavy Consumption ≠ Loyalty
• Loyalty ≠ Heavy Consumption
• Good Performance ≠ Retention
• Retention ≠ Good Performance
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Principles and Objectives
Principles Company’s Needs
1.Succession Planning of Key Leaders – Founding Directors (perpetual business theory)
2.Retention of Key Staff – especially younger ones
3.Transform into a Performance-based organization
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Principles and Objectives
Principles HR Philosophy
1.Equal / Fair
2.Happy / Productive
3.Hire Low, Train High
4.Performance vs Potential
5.Retention / Engagement
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Summary: Today’s presentation
1. Business Model
2. Building Blocks
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#1: Get the right Business Model first
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“Hope is not a strategy”John Maxwell
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The McPlaybook*
Make it easy to eat• 50% drive-thru• Meals held in one
hand
Make it easy to prepare• High Turnover• Tasks simple to learn
& repeat
Make it quick• “Fast Food”• Tests new products
for Cooking Times
Make what customers want• Prowls market for new
products• Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007
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What is the Business Model?
USP
Market Discipline
Profit Model
•Tata Nano
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Business Model: Profit Model
Revenue
Cost
MarginCash Flow
Assets
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Market Discipline
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and hassle
Lowest overall cost of ownership
"A no-hassles firm"
Convenience and speed
Reliable product and service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Product Leadership
OperationalExcellence
CustomerIntimacy•Air Asia
•LV
•Ramly
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Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Alignment & Consistency: Market Disciplines
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Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Strategy: Market Disciplines
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Operational Excellence(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership(best product)
Customer Intimacy(best total solution)
Strategy: Market Disciplines
HP well-balanced portfolio, mass customization
Acer super lean cost structure, aggressive pricing
Apple powerful products, premium
pricing, limited range
Still Doing well in 2009-2011
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Operational Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent information for all
• Transactional
• 'Once and Done'
Operational Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent information for all
• Transactional
• 'Once and Done'
Customer Intimacy
• Management by Fact
• Easy to do business with
• Have it your way (customization)
• Market segments of one
• Proactive, flexible
• Relationship and consultative selling
• Cross selling
Customer Intimacy
• Management by Fact
• Easy to do business with
• Have it your way (customization)
• Market segments of one
• Proactive, flexible
• Relationship and consultative selling
• Cross selling
Product Leadership
• New, state of the art products or services
• Risk takers
• Meet volatile customer needs
• Fast concept-to- counter
• Never satisfied - obsolete own and competitors' products
• Learning organization
Product Leadership
• New, state of the art products or services
• Risk takers
• Meet volatile customer needs
• Fast concept-to- counter
• Never satisfied - obsolete own and competitors' products
• Learning organization
Strategy: Market Disciplines
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• Operational Excellence• Move know-how from top performing
units to others• Benchmark against best in class• Ensure operations training for all
employees• Use disciplines like TQM for continuous
learning to reduce costs and improve quality
Alignment & Consistency: Market Disciplines
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Alignment & Consistency: Market Disciplines
• Customer Intimacy• Capture knowledge about customers• Understand customer needs• Empower front line employees• Ensure that everyone knows the
customer• Make company knowledge available to
customers
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• Product Leadership• Reduce time to market• Commercialize new products fast• Ensure that ideas flow• Reuse what other parts of the company
have already learned• Ensure there are multiple sources of
funding
Alignment & Consistency: Market Disciplines
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#2: Building Blocks
People, Strategies, Structures, Culture
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Intro:
“Cow don’t drink water cannot push cow head down”
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Operational Excellence
Operational Excellence
Customer Intimacy
Customer Intimacy
Product Leadership
Product Leadership
Organization, jobs,skills
Management systems
Information and systems
Culture, values,norms
Business Model vs. Talent & Performance Management
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Operational Excellence
•Central authority, low level of empowerment•High skills at the core of the organization
•Disciplined Teamwork•Process, product- driven•Conformance, 'one size fits all' mindset
• Integrated, low cost transaction systems•The system is the process
•Command and control•Quality management
Operational Excellence
•Central authority, low level of empowerment•High skills at the core of the organization
•Disciplined Teamwork•Process, product- driven•Conformance, 'one size fits all' mindset
• Integrated, low cost transaction systems•The system is the process
•Command and control•Quality management
Organization, jobs, skills
Management systems
Information and systems
Culture, values,norms
Business Model vs. Talent & Performance Management
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Organization, jobs,skills
Management systems
Information and systems
Culture, values,norms
Product Leadership
•Ad hoc, organic and cellular•High skills abound in loose-knit structures
•Concept, future-driven•Experimentation and 'out of the box' mindset
•Person-to-person communications systems•Technologies enabling cooperation
•Rewarding individuals' innovative capacity•Risk and exposure management•Product Life Cycle profitability
Product Leadership
•Ad hoc, organic and cellular•High skills abound in loose-knit structures
•Concept, future-driven•Experimentation and 'out of the box' mindset
•Person-to-person communications systems•Technologies enabling cooperation
•Rewarding individuals' innovative capacity•Risk and exposure management•Product Life Cycle profitability
Business Model vs. Talent & Performance Management
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Organization, jobs,skills
Management systems
Information and systems
Culture, values,norms
Customer Intimacy
•Empowerment close to point of customer contact•High skills in the field and front-line
•Customer-driven•Variation and 'have it your way' mindset
•Strong customer databases, linking internal and external information
•Strong analytical tools
•Customer equity measures like life time value•Satisfaction and share management•Focus on ‘Share of Wallet’
Customer Intimacy
•Empowerment close to point of customer contact•High skills in the field and front-line
•Customer-driven•Variation and 'have it your way' mindset
•Strong customer databases, linking internal and external information
•Strong analytical tools
•Customer equity measures like life time value•Satisfaction and share management•Focus on ‘Share of Wallet’
Business Model vs. Talent & Performance Management
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Alignment: 4-Wheels Model
Culture
Business
Model
Strategic Planning
StructurePerson
Leadership
Resources
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Alignment: Framework
• Focus point• Alignment• Quality• Innovation & Differentiation• Risk taking• Performance Management• Corporate obsession• Decision making
Culture
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Alignment: Framework
• Org Structure• Job Design• C&B• Policies & procedures• Decision making• Job fit• Management Systems• BSC and KPIs• Decentralized & Empower
Structure
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Strategy: Framework
• Role modeling• Vision/Mission/Philosophy• Leadership Style• Delegation & Empowerment• C&B, Promotions• Sense of Urgency• Speak regularly about Performance
Leadership
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Strategy: Framework
• Recognition• Recruitment• Training• Profit sharing• Values• Motivation• Self Efficacy• Awareness• Useful Competencies• Career aspirations• Attribution (control)
Person
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Strategy: Framework
Enablers• Technology• Equipment• Materials• Human• Intellectual
Property• Partners• Property
Resources
Funding • CAPEX• OPEX
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Alignment: 4-Wheels Model
Culture
Business
Model
Strategic Planning
StructurePerson
Leadership
Resources
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Retention, Engagement and Motivation
Employees are not your assets. Good Employees are your assets
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Background: The Four Desperates
1. Desperate Competition
2. Desperate Consumer
3. Desperate Achievers
4. Desperate Changes
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Targeting: Identify and Attract
• Who are your Talents?
: A Talent for others does not mean a Talent for you
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Example: ABC’s Talent Profile
• Unwanted by big MNCs• Small companies• Boring Environment• No Growth/Learning• No MBA• Passion, Values, IQ (streetsmart)• Appreciate Chaos• Multitask• Passion to Learn
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Targeting: Identify and Attract
Group I
(Talent Pool)
23
45
PE
RF
OR
MA
NC
E
2 3 4 5
POTENTIAL• Identify
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Targeting: Identify and Attract
Group I
(Talent Pool)
Group II
( Potential)
Group III
( Performance)
Group IV
(Counseling)
2 3 4 5
23
45
PE
RF
OR
MA
NC
E
POTENTIAL• Identify
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MBO Standards
A Excellent
B Good
C Average
D Poor
E Useless
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MBO Standards
A Excellent
B Good
C Average Good
D Poor
E Useless
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MBO Standards
A Excellent Excellent
B Good Very Good
C Average Good
D Poor Not Good
E Useless Commit Suicide
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MBO Standards
A Excellent Consistently achieved 4 for 3 quarters
B Very Good Higher than planned results
C Good Achieved Planned Results
D Not Good Did not fully meet planned results
E Commit Suicide
Unacceptable performance
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Top Performers and the ‘No Contribution’ Problem
Lagging
Leading
Historical, Outcome, Results, 1st Level, Usually Financial or tangible, Quarterly and Annually
Current, Indicators, Drivers, 2nd Level onwards, usually non-financial or intangible, Weekly, Monthly and Quarterly
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Top Performers and the ‘No Contribution’ Problem
Customer Retention % Lagging, 1st Level
Customer Satisfaction Index
Leading, 2nd Level
On time delivery
Time to market for new products
TNA %
Defect levels, warranty claims
Leading, 3rd Level onwards
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Revenue Growth
Base Retention
Share Gain Positioning Adjacent Market
New Business
Operational Excellence
Product Leadership
Customer Intimacy
Competencies Information Systems
Motivation, empowerment,
alignment
Financial
Learning & Growth
Internal Process
Customers
Investment Strategy
Productivity Market Value
Linking Business Model, Strategy and Building Blocks
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Before we continue…
Which comes first?
1. Strategies -> KPI?
2. KPI -> Strategies?
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Before we continue …
Which comes first?
1. Strategies -> KPI?
2. KPI -> Strategies?
•already know our priorities, aware of all strategy options available
•creating something UNIQUE, INNOVATIVE and DISRUPTIVE e.g. Air Asia
•conducting a business Turnaround e.g. MAS
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Before we continue …
Which comes first?
1. Strategies -> KPI?
2. KPI -> Strategies?
•want to find out possible strategies,
•determine our priorities first thru selection of important KPIs;
•growing through ‘normal’ business, not a Turnaround.
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Competency Target Setting
1. Initiative
2. Teamwork
3. Problem Solving
4. Leadership
5. Integrity
What’s the problem here?
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Competency Target Setting
Initiative
1. Minimize problems quickly without needing to be asked
2. Seeks personal growth and professional self-development
3. Doing more than is required/expected in a job
4. Seeks new and improved solutions and approaches to completing assignments
5. Looks for opportunities to help others and team
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Competency Standards
3 Meets behavioral standards consistently. Is a good role model for others.
2 Meets behavioral standards some of the time. Needs improvement.
1 Does not meet behavioral standards. Require counseling or disciplinary actions.
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Reminder…
Reality #1
Cash is King
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Reminder …
Reality #2
Tangible C&B
Attraction
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Reminder …
Reality #3
In-Tangible C&B
Retention
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Reminder …
Reality #4
In-Tangible C&B
Tipping Point for Attraction/Retention
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The 51.28% Theory
• Resign = Push + Pull > 51.28%
• If staff is Happy:=> 0 + Pull > 51.28%
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Retention
Retention
Experience Swing Ex
Oppose
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Retention 1: Experience
Loyalty = Experience vs. Expectations
Solution Strategy: Talent Management Plan
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Loyalty 1: Experience• Talent
Management Plan
PhilosophyOJT, Mentoring, Big-5, LP, PDP, SDP, Projects,
P/P Grid, SP Table, PDP, Premium,
Q12, C&B, ACDP, SCL, Transfers, Events, Recognition
P/P Grid, Q12, PA, SDP, SP
Development
Motivation
Selection
Evaluation
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Loyalty 2: Swing
Loyalty = Best alternative at the current moment until I find another alternative
Solution Strategy: Improve your Talent Management Plan, Try Your Best, or Live with It
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Loyalty 2: Swing
Swing Talents are “loyal” because:• Individual Relationships• Convenience (at that point in time)• Contractually tied-up• Direct Incentives*• No better alternative• Subordinates• No known alternative• CV friendly
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Post-Recession
Retention
Experience Swing Ex
Oppose
Post-Recession
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Swing Loyalty: Try Your Best…
1. Over Promote
2. Loans
3. Spot Bonuses
4. Block recruiters
5. The Spouse
6. Toys
7. Glorified Titles
8. Forced Ambassador
9. “Position” the competition
10.Sell the Dream
11.Give them a Best Friend
12.Internal Trainer
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SCL: Specialist Career Ladder
•Telco, •Outsourcing, •Aerospace, •Biotech,•Digital media, •Animation, •M&A•Financial forensics
Associate Specialist (2)
Specialist (4)
Consultant (4)
Principal Consultant (1)
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Motivating Talent
Hope
Control
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Motivating Talent
Passion Job
GrowthTalent
Minimum Motivation Target: 2 out of 4
Delegation
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Curse of the Bell Curve
‘A’ Staff
‘B’ Staff
‘D’ Staff
‘E’ Staff
‘C’ Staff
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End Notes & Start Up
The end of the Beginning
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For Starting Up…
1. Get the Business Model right
2. Link HRM to Strategy (e.g. BSC)
3. Clarify the HRM Philosophy
4. Strengthen Performance Management System
5. Redirect Funds ($$)
6. Design simple processes
7. Develop and Reward focused on Talent groups
8. Communicate throughout
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Which Company?
American Customer Satisfaction Index (ACSI) • 64 out of100-point scale: lower than IRS (Tax)• 2nd last among 30 companies surveyed• Lowest 5% among 223 companies surveyed• Bottom 5% of all measured private sector
companies
• 500 million customers2010 American Customer Satisfaction Index (ACSI)
E-Business Report
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Which Company?
American Customer Satisfaction Index (ACSI) • 64 out of100-point scale: lower than IRS (Tax)• 2nd last among 30 companies surveyed• Lowest 5% among 223 companies surveyed• Bottom 5% of all measured private sector
companies
• 500 million customers
2010 American Customer Satisfaction Index (ACSI) E-Business Report
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Popularly Unpopular
Popularity
≠
Affection
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Thank You.
soft copy of slides: http://totallyunrelatedrandomanddebatable.
blogspot.com/