Supported customer service improvements at all Accenture offices worldwide. Created a unique methodology for involving front-line service providers in the establishment and tracking of critical customer service process measures.
Developed, wrote, and implemented a master Service Innovation course for all offices in North and South America, resulting in significant service-level improvements. The Service Innovation course was well-received, even in the major established offices in Chicago, New York, Los Angeles, and Paris.
Provided key targets for managing service within a luxury brand at regional and national levels, including sales zone, parts and service zone, district managers, dealer grassroots programs, and Dealer Advisory Boards.
Designed and delivered a Brand Support program to help manage a 50% increase in volume.
Brand Support program has successfully helped the Boyne team exceed individual and team revenue goals, manage demand, and improve guest satisfaction.
Since program inception, customer satisfaction scores have improved 45%, and rate and volume goals have continued to be met.
Developed and conducted two master classes in senior manager development for the leading organization of human resource professionals in Europe, with more than 150,000 members.
Worked with Conrad’s senior management team to provide Brand Support by leading the update to the Conrad Hotels & Resorts brand operating standards. A select group of Conrad general managers tested the standards, after which the standards were refined and finalized. The entire process, including time for internal sign-offs by legal, risk management, and insurance, took less than five months to complete and roll out.
Helped launch this new, forward-looking premium brand. C³ led collaborative teams in Service Innovation, process improvement, and the development of customer-focused service standards. C³ also designed, created, and delivered content supporting service skills development for management and front-line team members.
For 22 years, C³ supported the worldwide growth of this leading luxury brand through Brand Support.Designed and delivered customer service management workshops for all managers at multiple locations, including Four Seasons George V Paris, Four Seasons Las Vegas, Four Seasons Washington, DC, and Four Seasons San Francisco.
Led the realignment and improvement of the sales process for all Four Seasons Residence Clubs, which included the design and delivery of a new sales development program, Clients for Life.
Created and implemented the company’s first systemwide service quality audit program and helped develop industry-leading customer service standards.
Provided Brand Supportby collaborating with the global head of the brand and his key leadership team to create a three-year plan to revitalize this iconic brand.
Provided ongoing Executive Support for the VP of strategy and culture as the three-year plan was put into action worldwide.
Through our Service Innovationprogram, facilitated an internal customer response task force initiative to improve quality and response time in handling customer requests from the field for this Fortune 500 company.
Developed a Brand Support mechanism to prepare the sales force for pressures from competitor product introductions.
Consulted with the company’s action response team to develop ISO 9001 quality assurance protocols.
Designed and delivered the Intrawest Destination Sales School for all sales associates. More than 130 sales personnel completed courses in the first 11 months, supporting the company’s goal of creating a sales-driven culture.
C³ collaborated with 35 of this company’s current and future leaders to create customer service standards for their new sub-brand, The Collection, upgrading the customer experience and supporting clear and specific training of current and future front-line service team members. Helped update current customer service materials, including new-hire orientation and manager development programs.
For all three of their brands, C³ designed and led the development of a brand equity model actionable at the unit level. Unique to its design is a connection among brand leadership, execution, and financial return.
Le Méridien Hotels & Resorts (Worldwide)
Created worldwide metrics and measures program to support Le Méridien’s key strategic objective of becoming more data driven and strategic in customer service and retention issues.
Provided Brand Supportthrough the design and delivery of:
(1) Business process redesign for The Oriental Singapore, which achieved payback period of less than 12 months and returns on investment of more than 200% in the first two years.
(2) Unique customer service program, Moments of Delight, which integrated Mandarin Oriental’s award-winning international advertising and PR campaign with on-site service delivery at business and resort locations worldwide.
(3) Problem-Solving Technology program, which has had a global success rate of more than 80% in eliminating recurring defects that affect the brand’s reputation.
(4) Detailed process mapping at four flagship properties to improve predictability and productivity.
Provided Executive Support through:
(1) Design of quarterly “direct report card” for the CEO of Mandarin Oriental – The Americas. This alignment tool supports the head office’s balanced score card and provides more scheduled feedback. The CEO’s direct team now makes frequent fine adjustments to keep their work and targets in perfect alignment.
(2) Designed and facilitated annual general managers’ meeting for eight consecutive years, providing continuity and increased focus on key growth topics.
(3) Consulted on expansion strategy for The Americas, including organizational structure, quality assurance, customer service management, and management development.
(4) Worked with individual general managers on issues important to their growth.
Developed first-of-its-kind value-stream analysis for the internationally acclaimed Raffles Hotel Singapore to fine-tune its award-winning customer service. This served as a launching pad for award-winning Service Innovations.
Provided Executive Support to CEO and COO as they brought the property out of bankruptcy. Through Service Innovation, developed the first self-directed work teams in a casino environment, which improved both customer service and cycle times on the casino floor.
Designed and delivered Rio Styles 2000, a Service Innovation program for 5,200 employees that connected the front and back of the house service personnel efforts.
Helped the president sharpen the strategy that aided expansion from 1,000 rooms to 2,500 rooms and doubled the employee base while maintaining award-winning customer service.
Worked with sales teams at this unique luxury resort (recently voted the best golf resort in North America). The focus of Brand Support was finding and then leveraging alignment between the culture of the resort and the aspirations of the callers to an inbound call center.
Customized strategic and tactical interventions to deliver exceptional luxury brand attributes, including: (1) Service Innovation forums with key managers, (2) bringing Service Innovation to customer service standards, and (3) Executive Support for their operations committee through the development of higher-performing teams and designing a plan for building trust.
Provided Executive Support by acting as a sounding board for the managing director of this dynamic international strategic alignment and mobilization firm with deep roots in the biotech and technology sectors. Consulted on company strategies for growth, structure, and specialization.
Assisted as subject-matter expert in the development of appropriate metrics and measures for UK government-sponsored project making improvements to the London Underground.
As part of Executive Support, developed an in-depth analysis of four different management structures for this newly formed development company. The analysis included 10-year financial projections and an analysis of which structure would best serve the new design features and positioning of this company’s innovative, multipurpose development offerings..
Provided Executive Support through the design and facilitation of a two-day executive team retreat for this flagship of the dynamic W Brand. The deep dive used the C³ Building Trust model to produce fast, useful insights for this remarkable team.
Collaborated with Waldorf Astoria’s senior brand team to write the brand operating standards for newly built hotels of this luxury hotel brand. Edited and updated the already existing Waldorf Astoria Collection brand operating standards.
As part of Brand Support, developed customer service standards for this four-diamond luxury independent hotel and resort that leveraged its existing successful hospitality style and its importance in the local community to reach more consistent levels of service delivery.