Rypple Social Goals 2.0: Live Demo and Q&A - YouTube

Have questions on how to get started with Rypple Social Goals 2.0? Watch Meghan Gendelman from our Customer Success team as she demonstrates a new way for teams to stay focused on what really matters and make progress on shared goals.

In less than an hour, you'll learn: * What's new in Social Goals 2.0 * Why customers like Spotify use it * How to make it work for you

You can also watch the live Q&A with our VP of Product at the end of the presentation.

Change Management - What is it and why it matters?

Complexity of Change

 According to Wiki, ‘Change management is a structured approach to transitioning individuals, teams, and organisations from a current state to a desired future state.

It is an organisational process aimed at helping employees to accept and embrace changes in their current business environment.’

Such definition of Change Management is often called Organisation Change Management to differentiate from the software change management that refers to software configuration management or project change control that refers to managing the project scope, timeline, and budget.

When we talk about the Organisation Change Management we need to understand who needs to change and who are all the stakeholders that will be affected.

Any change in the organisation involves to various degrees following stakeholders:

• Customers – they experience change in customer service at all touch points, unless change is completely internal (hard to imagine such changes these days!)
• Executive team – they need to formulate the strategy and embrace the change first so they can ‘walk the talk’ and inspire the organisation to internalise the change
• Line management (within an organisation and within partner organisations) – they need to interpret the strategy, define the ‘how to’ plan, and then embrace the change so that they can become effective mentors and coaches and continue to inspire ‘by example’
• Line workers (within an organisation and within partner organisations) – they make the change happen or not; when they are inspired and identify with the change the organisation achieves true transformation

Given the wide reach of change on all levels of stakeholders internally and externally to the organisation, the program that has to be put in place needs to define correctly the scope of the change being introduced and the areas being impacted.

Read more of this article: Business Process Management (BPM) - Change Management - What is it and why it matters?

Banking: A Service desert

Good service from a customer perspective is one of the key reasons for choosing a bank. Within the other hand, banks will usually understood under the service counter area unpleasant. Accordingly, often the large gap between the experienced and the service is promised at banks.

Googling for you "service in banks", we get a lot of evidence of poor service. If you ask friends or acquaintances on the service experience at banks, so the picture looks not much different: Mostly criticism, little praise. The concept of "Service desert Germany" seems to be created for banks.

Customer engagement as a central objective

It has long been proven that good service and business success are closely positively correlated. Two important keywords and gradually make it clear this place in the banking sector by: Customer Engagement and Customer Experience.
 
Under Customer Engagement is the ability to inspire customers. From a Harvard study , we know that this can lead to an increase in customer profitability by over 20%.

Customer Experience, also a term from the Harvard Business School is known, a company's ability to bring about all the sales channels of communication and positive experiences that make a crucial difference from a customer perspective in the competition.

To bank customers to inspire positive experience high service quality is an important if not crucial. And this is where banks do all confessions, despite often difficult.

Is the term "Service" burned?

A few years ago thought about it a major German bank to introduce a different concept for their stores. They tried something new and more meaningful.

These include surveys were conducted and reviewed various term variants for approval and acceptance by customers and employees. From the perspective of the bank it was hoped above all to the term "advisory branch." Clear favorite was from a customer perspective but the term "Service branch". Unfortunately, this was also the term with the worst approval rating among the employees.

Even if this action is a long time ago and has not yet implemented this, but it reveals the problems of the term "service" in the banking sector.

The term "service" for bank employees often have little "value". Do you mean by "service" in short and simplified "counter service" and want it most as quickly as possible away.

Bank customers "love" good service

For customer service, however is something important, and often something crucial. Good or bad service makes for a lot of customers from the difference between a good and a bad bank.

This is especially true because products have become more or less interchangeable. A global study by management consultancy Bain from 2010 to approximately 90,000 individuals were interviewed, says that service was the deciding factor for a retail bank.

Product range and the level of charges on the other hand are secondary. The study comes to three key findings:

1. Service quality determines satisfaction and loyalty of bank customers
2. Banks with a high number of loyal customers are more successful and cheaper to refinance
3. In a survey of about 90,000 residential customers direct banks cut the best and the worst performing large branch banks

One of the authors of the study, combined, for example, respondents with the term "service" that you will be greeted when you walk into a bank branch. Many bank customers would sometimes feel, however, to interfere with the entry . Notably, this would apply to wealthy clients.
 
Nothing new. Already in 2007, came a study by Booz Allen Hamilton to similar results. Frightening, is that banks seem to learn little from these results apparently.

Customers have certainly supports clear ideas about what they associate with good and poor service:

Characteristics of good and bad customer service from bank perspective

Actually, the above points should make it a particular challenge to banks.

All the more so, why banks not change that. Or do they communicate their good service not only right for the customer?
 
Or, as Jim Bush (Executive Vice President, Services at American Express) expressed on the Forrester's Customer Experience Forum 2011 is: "Treat the customer as you would like to be treated."
 
What do you mean? They have particularly good or particularly bad experiences in the service of the banks do? Whether as customer or as an employee, tell us of it here.

Customer Service versus Fraud Management

Ooops! Accidents will happen but sometimes they may not be what they seem.

Price and customer service have always been the two biggest influencers behind the purchase of insurance, and insurance companies are seeing this trend increase significantly. This is partly as a result of current tough economic conditions and partly from the emergence and availability of new distribution channels for customers.

Insurance companies can offer very little by way of flexibility on pricing structures, and the provision of enhanced or better customer service is an issue facing increased scrutiny in the boardroom.

Also, insurers are facing an ongoing battle against insurance fraud - an issue that according to the ABI, costs the industry $1.6bn a year.

The need to provide policyholders with an efficient and positive claims experience, as well as managing fraud effectively, has proved to be a big challenge for the industry in recent years as fraud increases and fraudsters become more sophisticated.

Forensic Psychology
Since the introduction of forensic psychology to the insurance market in 2001, the adoption of 'cognitive interviewing' has grown rapidly as a means of detecting honesty and combating fraud in a more empathetic way. Perhaps its success is not surprising because this is a common sense approach to comfortably extracting information, which complements the service delivered to the genuine policyholder.

Cognitive Interviewing
Cognitive interviewing is a system which incorporates a number of key components. Since 2001, when it was introduced into the insurance industry, cognitive interviewing has been further refined.

Today, it draws on advanced forensic psychology, behavioural psychology, advanced conversation management, communication techniques and experience, in identifying and anticipating fraud trends.

Rapid Detection of Honesty
The key is to identify honesty rapidly, and fast tack genuine claims through to settlement whilst simultaneously pinpointing fraud and extracting the evidence to robustly repudiate such claims.

The methodology has also evolved to cater for, and manage, claim volumes with no loss of service or fraud identification. Commercial advantage can consequently be realised in terms of cost and the ability to ramp up the service as required. This is a real bonus.

FSA Regulations
As well as helping to enhance the customer service experience during the claims process, cognitive interviewing can also play an intrinsic role in supporting FSA regulations and TCF guidelines.

The methodology of obtaining information at the outset of a claim rather than weeks or months down the line when it has been flagged as high risk, is a natural complement to best practice and TCF guidelines. The cognitive process leads to early decisions with no need to keep referring back to various parties for additional information.

The industry as a whole recognises that working collaboratively is vital to combating fraud, yet historically there has been a deep mistrust between brokers and insurers in handling suspected fraudulent claims.

BIBA Survey
In last year's BIBA survey, it was reported that insurers tend to bypass brokers when dealing with suspicious claims because they feel they are obstructive when it comes to identifying fraudulent policyholders. Brokers, meanwhile, have concerns about the impact of fraud investigations on policyholders' customer service aligned to the claims experience.

Fraud Detection Tool
Forensic psychology as a fraud detection tool can help brokers and insurers to work together in collaboration throughout this sensitive process. Cognitive interviewing meets the needs of both insurer and broker alike, enabling a joined up approach which drastically reduces claims spend in relation to fraud whilst simultaneously delivering strong customer service to policyholders.

Protecting the Bottom Line
This joined up approach shields genuine policyholders from the additional costs of fraud, supporting FSA guidelines, whilst at the same time protecting the bottom line of both broker and insurer businesses. Policyholders value the fact that they are being protected from unnecessarily high premiums through the proactive pursuit of fraud and the swift resolution of genuine claims is a powerful reputation booster.

The significance for insurers of adopting empathetic methods of fraud management that will impact positively on both customer service and the bottom line cannot be overestimated and
this is a trend that is definitely here to stay.

On of the more popular versions of this Fraud Detection system is Absolute's Flatline