communication designed to nurture customer relationships. The 2017 update increased emphasis on making the relationship with individuals at a client site more personal, while IPM’s account management planning process establishes timeframes for client interactions. To acquire customers and build market share, relationships are established through meetings, social media, and networking activities. IPM employees use their professional and personal networks to identify prospective customers, which is behavior reinforced by the Employee Business Development Incentive Policy, with escalating rewards determined by the depth of the relationship built and with some employees earning several thousand dollars a year in extra income through the program. Building a stronger relationship logically increases the likelihood of being retained by a customer, an additional benefit of the regularly scheduled sponsor-PMC one-on-one meetings. IPM also emphasizes finding other opportunities to socialize with clients and solicit feedback, such as participating in client-sponsored charity events, which aligns with our core principle of giving back. The insights gained through strong relationships with client representatives help IPM meet requirements and exceed their expectations. Having our PMCs work on-site is part of a deliberate effort to increase engagement, as it’s far more difficult for a customer to disengage when someone is physically in their presence than it is via email or over the phone. The PQP process is another way of increasing customer engagement with IPM, as the client must think through what they actually want from us during the project. Relationships with former clients are maintained through regularly scheduled email or phone contact as well as get- togethers. Our dialogue with former clients identifies potential opportunities, establishes further credibility, and stimulates referrals. Additional modes of contact are listed in Figure 3.1-1 . IPM utilizes Deltek to support relationship management. For each relationship, the individual’s contact information is captured along with their relationship with IPM and their potential to influence IPM business, among other relevant information. Deltek is also used to document, plan, and manage any activities that may drive business opportunities. Over the last two years, Marketing has been revamped to manage and enhance IPM’s brand, increase customer engagement, and build relationships. Tracking data from customer interactions with our website provides insight into our target audience’s interests, as does the monitoring of responses to Managed Right via the Pardot marketing automation solution. Through Pardot and its ability to track attention through interaction, we can gauge the interest of current, former, and potential customers in various services. Additionally, IPM leverages social media by directing interested parties to follow the Company on LinkedIn, Twitter, and Glassdoor. A designated employee responds to all comments made on social media (e.g., Glassdoor), creating an
increased level of interaction and enhancing customer engagement. At the time of this application, IPM had nearly 80 times as many LinkedIn followers (14,056) as employees. In 2017, IPM completed an update of our company-wide social media policy, which included establishing guidelines, documenting processes, and building a tool kit with an emphasis on elevating our brand through the positioning of our people as SMEs. 3.2b(2) Complaint Management Because IPM is diligent about managing our relationships with clients and focuses on mitigating any concerns and intervening before issues become problems, customer complaints are few. When they do occur, each customer complaint is managed individually, with the AM and PMC determining the most appropriate response based on the situation. This direct-line approach allows for prompt and effective resolution of complaints. The complaint management process is depicted in Figure 3.2-1 . The comprehensiveness of our approach in Steps 1, 3, and 4 enable us to recover our customers’ confidence and enhance their satisfaction, while their participation in the solution also further drives engagement. Step 5 helps IPM avoid similar complaints in the future. As mentioned, all complaints are tracked in Deltek and are reviewed by the ET at the time they are logged. The data are then scrutinized quarterly to identify trends and establish a path to prevent the recurrence of any complaint. Complaint Management Process
• AM speaks with client sponsor to understand nature of complaint and begin defining corrective actions. • AM speaks with PMC to determine root cause of issue(s) and discuss possible corrective actions. • Depending on nature of the complaint, senior leadership might follow up with sponsor. • AM logs complaint in Deltek. • AM notifies MD, discusses corrective actions. • AM proposes corrective actions to the sponsor and secures agreement on a final plan. • IPM executes the corrective action plan. • AM provides oversight during execution of corrective action. Modifications are made as needed. • Findings and solution explained to client. • Determination made as to client satisfaction. • Response logged in Deltek. • Complaint reviewed with senior leadership. • Effective resolution confirmed through PPE results.
Step 1 Review & Verify
Step 2 Communicate & Document
Step 3 Review & Assess
Step 4 Respond & Close
Step 5 Complaint Follow-up
Figure 3.2-1 Complaint Management Process CATEGORY 4: MEASUREMENT, ANALYSIS, AND KNOWLEDGE MANAGEMENT 4.1 Measurement, Analysis, and Improvement of Organizational Performance
4.1a Performance Measurement 4.1a(1) Performance Measures
Ongoing operations are tracked through weekly realization reports, actual headcount versus budget, and Resource
Page | 14
Made with FlippingBook interactive PDF creator