CRM - January 2008 - (Page 44)

“Customers tell us [digital] is the most provocative way ever to look at equipment.” The change has made Ciena much more customer-centric. equipment eliminated, Ciena not only saved 85 percent on recurring shipping costs, but cut back on labor and stress as well. And in 2006, Ciena won “best-in-show” at an international technology trade show where, Rozier says, Ciena wasn’t even the largest exhibitor. “Customers tell us [digital] is the most provocative way ever to look at equipment,” he says. “They’re enamored with it.” Moreover, after adding Kaon’s models to the company Web site—a feature that Rozier claims the telecom space had never seen—Ciena reports that 61 percent of visitors spend between 5 and 60 minutes per visit, compared to only 17 percent of visitors who don’t engage with the digital models. The overall change, he adds, has allowed Ciena to be much more customercentric as customers can navigate the product in a whole new way. Ciena has also equipped its sales force with the digital models to better facilitate one-on-one customer interactions. Digital models have also enabled Ciena to deliver the most current product models more easily and in real time. The telecommunications industry is continually advancing, Rozier observes, with product changes occurring almost every six months. Kaon’s v-OSK has become the “cornerstone” in Ciena’s marketing initiatives, Rozier says, and he is confident that “it’s only going to get better.” —Jessica Tsai president of customer and product support tomer expectations, while only 26 percent of customers agreed,” he says. with Honeywell Aerospace. Experience 360 was also used to map Not surprisingly, Honeywell found itself riddled with customer complaints across every touch point during a customer intera wide range: lack of technical expertise action, resulting in the realization by Paull among service agents, slow response times, that Honeywell Aerospace service reps and a less-than-customer-friendly Web site. were lacking in technical expertise and “inCommercial carriers and private airliners dustry lingo,” he says. “We could have a alike began to take their complaints back to sales guy calling in who didn’t even know Boeing and Airbus, which in turn com- what the product looked like, or it could plained to Honeywell, says Lior Arussy, be a mechanic who needed detailed inforpresident of Strativity Group—a CRM mation. We understood the environment consultancy focusing on implementing our customers were operating in, but we customer-centric strategies—and, coinci- were not good enough on the terminology dentally, a columnist for CRM magazine. or the specifics.” To correct things, Strativity Group initiTo counter the clamor, strengthening customer support became one of the ated an “Aerospace Customer Service 101 training course” involving apmain goals of current Honeyproximately 500 employees, well Aerospace Chief Executive A $16 billion Paull says. And to make the Officer Robert Gillette when he training stick and keep the new took the helm in January 2005. deal with Airbus “We never faced a problem of was a direct result strategies top-of-mind, Strativity “literally hijacked the communiexecutive buy-in,” Paull recalls of Honeywell’s cation agenda for Honeywell now.“Our new CEO was focused Aerospace for close to a year,” on customer centricity from Day restructuring, Arussy says. “Every two or three One.” This new focus—and according to weeks we had newsletters comPaull’s own current assigning out with updates, Experience ment—represented a smaller one analyst. 360 results, training progression, piece of a larger restructuring within Honeywell.“Before Gillette, Honey- everything—simply harassing employees well Aerospace was divided into 12 smaller to the point that they couldn’t ignore it.” Between training and a revamping of lines of businesses,” Paull says, citing as an example the multiple toll-free service num- corporate processes, Honeywell Aerospace bers that required consolidation. “After opened a new technical support center in early discussions with customers, we real- spring of 2006, establishing a single tollized this complexity was only making free number, resulting in a 20 percent increase in customer satisfaction. Moving things worse for our customers.” For assistance, Honeywell Aerospace forward, Honeywell Aerospace is focusing turned to Strativity Group. Having al- on the details, Paull says, including investready assisted other Honeywell divisions, ments in its Web site that will introduce Arussy decided the first step was to break features such as online product catalogues, the product-centric business processes a new order management system, and warthat gripped the organization. To deal ranty administration. The makeover also with the flawed employee and manage- helped the company land a $16 billion deal ment perception that customer expecta- with Airbus for the company’s forthcomtions were being met, Strativity used its ing A350 airliner, a deal that one JefferExperience 360, a Web-based employee- ies & Co. analyst said is a direct result and customer-surveying solution that of Honeywell’s restructuring.“The biggest maps the gap between employee perform- takeaway from this whole experience ance and customer expectations. Arussy was opening a two-way dialogue with immediately found employees and cus- our customers. Now we’re using customer tomers were not on the same page when feedback to drive enhancements in our it came to defining a successful interac- processes, our services, and our technoltion: “Ninety-two percent of Honeywell ogy,” Paull says. “It’s a win-win situation employees said they were exceeding cus- for all parties involved.” —Colin Beasty www.destinationCRM.com 44 CUSTOMER RELATIONSHIP MANAGEMENT | JANUARY 2008 http://www.destinationCRM.com

Table of Contents Feed for the Digital Edition of CRM - January 2008

CRM - January 2008 Contents Front Office Reality Check Customer Centricity The Tipping Point Facebook's About-Face On the Scene: Oracle OpenWorld 2007 CRM Market Set to Double Customers, Meet your Makers Required Reading Oh, Behave! Fine-Tuning the Channel Listen Up! The Master Piece Flying High on Customer Service Let's Get Digital The Big Rigs Get Revved Up Putting Asia in Your Pocket Secret of My Success Connect Re:Tooling Pint of View

CRM - January 2008

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