Balanced Scorecard

B2B Customers Have Feelings Too

Thu, 14 May 2009 13:15:00 GMT

Only 22% of business-to-business customers are engaged, and just 13% are fully engaged. The reason? A small percentage of B2B companies focus on engaging customers emotionally. The other companies believe they need only emphasize price, speed, and efficiency.

The Eleventh Element of Great Managing

Thu, 13 Mar 2008 00:00:00 GMT

This element is measured by the statement “In the last six months, someone at work has talked to me about my progress.” Some people think a performance review will suffice. But it’s not nearly enough, write the authors of 12: The Elements of Great Managing.

To Form a More Perfect Customer Experience

Thu, 13 Apr 2006 00:00:00 GMT

Business leaders, take note: You can learn a lot from the federal government. This profile delves into how a Department of Labor agency became a model purveyor of customer engagement.

Making the Balanced Scorecard Work (Part 2)

Thu, 12 Aug 2004 00:00:00 GMT

The balanced scorecard is a powerful approach to managing high-performing organizations. But if it’s not implemented correctly, the scorecard is just a set of data that has little impact on the bottom line. Gallup’s research has found four key elements that make the balanced scorecard work. This article, the second in a two-part series, highlights two of those elements.

Making the Balanced Scorecard Work (Part 1)

Thu, 08 Jul 2004 00:00:00 GMT

Many companies that use a balanced scorecard approach to managing performance aren't seeing the expected returns -- or worse, their organizations have become more bureaucratic. Gallup's research has found that four key elements are required to make the balanced scorecard work. This article, the first in a two-part series, highlights two of those elements.

Roadblocks to Customer Engagement (Part 2)

Thu, 11 Dec 2003 00:00:00 GMT

If your company has identified and removed all employee-related roadblocks to creating customer engagement, you're ready to take the next step: focusing your organization on the right performance outcomes.

Roadblocks to Customer Engagement (Part 1)

Thu, 13 Nov 2003 00:00:00 GMT

“Putting Customers First.” “We’re Customer Centric.” “Becoming a Customer-Focused Organization.” Initiatives like these are well-intentioned, but only a handful ever succeed -- because too many companies are structured in ways that keep them from achieving world-class levels of customer engagement.

Maximizing Return

Mon, 17 Dec 2001 00:00:00 GMT

A company's assets include two key human components: its employees and its customers. Optimizing the performance of both of these assets can yield powerful business outcomes.

Optimize

Sat, 15 Dec 2001 00:00:00 GMT

Many companies start with an idea of how to make the company grow, then work from the top down to get the job done. But grand plans have a tendency to unravel somewhere down the chain of command, often when front-line managers and workers fail to meet customers' expectations. What separates businesses that thrive from those that founder?

Making It All Work Together

Mon, 06 Aug 2001 00:00:00 GMT

Once you understand the best practices used by the most successful call centers, it's time to see how they work together in practice. The most important tool of all is the balanced scorecard, which measures several facets of a great CSR's job. Once the scorecard is in place, you can implement improvement programs that can change the workplace culture.