Fizzback Blog

A new Big Data lesson

noreply@blogger.com (Tom Lynam) — Fri, 17 Feb 2012 17:00:00 +0000

In the last couple of years there has been a recurring theme on media press sites covering technology, of companies compromising the security and belittling the value of their customers information – whether it be dangerous (i.e. bank cards) or personal. The recent headline that drew my attention was on BBC News - “Social apps ‘harvest smartphone contacts’”. According to the report, the Twitter App on the iPhone has been copying entire address books from the phone to another third party company.

While apologies have been made and policies changed, it highlights a growing trend in security and private information breaches. This rise has also been matched in the amount of data that is being captured and stored by companies. This blog has already covered the issue of Big Data and the difficulties in controlling and utilizing that information to maximum effect – but perhaps I left one thing off the list of key challenges of Volume, Velocity and Variety – and that is Protection.

Without sounding like a school teacher addressing a disobedient child, thought needs to be put towards ensuring that data security is tight throughout the whole organisation, but that it is also treated with a level of respect. The above example demonstrates that this is not always the case.

Managing the customer experience and customer feedback in particular is no different. Aside from ensuring that all the data is secure and regional laws are abided by, contact with the customer requires a handling with respect. Whether this is in how we protect data or in using it to engage with the customer in a conversation.

For companies to gather data and effectively map the customer journey it is paramount to ensure that customers feel comfortable and happy for their information to be stored and used. These recent articles should be a warning to us all that despite the vast increases in the amount of data that is being used by businesses and the subsequent challenges that throws up, its protection and responsible use must constantly be at the forefront of companies minds as well.

Tom Lynam

For more info on NICE Fizzback please visit www.nice.com/fizzback

Identifying the knowledge gaps of front line advisers

noreply@blogger.com (Tom Lynam) — Fri, 10 Feb 2012 16:49:00 +0000

How many times have you contacted customer services only to be transferred to another adviser, promised a call back or left the call with no resolution only to phone up again and receive answer you sought? My guess, all too often!

It is well known that across frontline call centre advisers there are varying degrees of knowledge, especially around the extensively varied call types that they handle. This variation in knowledge can have a direct impact on the overall customer satisfaction scores and resolution rates for businesses, especially when customers are left feeling frustrated that the adviser didn’t know the answer.

With adviser training plans often led by call listening to dictate training needs, as well as adviser feedback, a blanket “one size fits all” approach is often adopted. However, this approach can result in the desired improvements not occurring.

At NICE Fizzback we receive over 3 million pieces of feedback on a weekly basis, which helps us assist our clients link-up operational data such as call types, with the customer feedback data in order to identify training needs based on the customer experience.

With response rates reaching over 50% in some cases, the volume of data we are able to analyse allows us to focus on specific abilities, drilling down to team and individual levels in order to identify where the biggest gains will be.

In this example NICE Fizzback clearly demonstrates the improvements to both customer satisfaction scores and resolution rates that can be achieved when specific learning plans/training is placed on underperforming call types for a specific team.

This approach to using customer feedback to identify knowledge gaps allows for a much more targeted approach that will benefit the advisers, the business and ultimately the overall customer experience.

By identifying the trends and process flows that generate low agent scores we can help our clients address the core issues and suggest a resolution. Whether it is a specific gap in product knowledge that requires additional training or a fault that has not been addressed, the NICE Fizzback system can identify the problem at an early stage. By obtaining this high level of granularity it increases the chance that any enquiries will be resolved on the first call.

Liz Turrell

For more info on NICE Fizzback please visit www.nice.com/fizzback

12 Voice of Customer New Year Resolutions

noreply@blogger.com (Tom Lynam) — Sun, 29 Jan 2012 19:38:00 +0000

We’re quickly reaching the end of January and many New Year’s resolutions made with the best of intentions will have already fallen by the wayside. However, it’s never too late to take look back and find areas for improvement – whether it’s in your personal life or in your Voice of Customer (VOC) programs.

Making a genuine lifestyle change, of course, requires commitment and discipline but much of the battle lies in choosing the right changes to make at the beginning. To help you get started, here are NICE Fizzback’s top twelve ideas for VOC New Year Resolutions:

1) Aligning objectives: All businesses have to achieve multiple objectives. Satisfying customers is only one part of the equation and must be balanced against other goals such as maintaining call quality, maximising profitability and improving First Call Resolution (FCR). As we have mentioned in a previous blog, an agent who receives high customer satisfaction scores, but takes too long on the phone is leaving potential business value untapped. It’s all about striking the right balance.

2) Considering the ecosystem: Employees, partners, third parties, your self-service solutions and your marketing materials all contribute to the customer’s experience and perception of your brand. Taking a holistic 360 degree view of your business that considers feedback from all channels, touch points and stages of the customer life cycle will empower you to introduce improvements across board that will pay dividends in your CSAT ratings.

3) Leveraging text analytics: The business world is obsessed by numbers but customers usually aren’t. When a customer leaves a written comment, they may wonder if anyone’s really listening. Companies should aim to converse with rather than just survey their customers. Listen, learn, and act and the results will follow.

4) Avoiding analysis paralysis: In today’s world of Big Data many companies are swimming in a sea of numbers and without appropriate prioritization this can quickly become drowning. In order to avoid this, identify a few key actions, deep dive for root causes, plan change, execute and follow up. Remember – he who chases two rabbits catches neither.

5) Defining the right levels of Executive Sponsorship: “You don’t fatten the pig just by weighing it!” Where there is a need for action from managers and employees, it is crucial that the leadership provides appropriate support and conveys the right message across the business. Reaching your goals is much easier when everyone is pulling together.

6) Considering means as well as ends: There is often pressure to have a VOC solution in place and obtaining results as quickly as possible but sometimes companies don’t dedicate enough time and attention to survey design. Ask the wrong questions and you’re never going to get the right answers and insights. It’s amazing how often this is overlooked.

7) Closing the loop: One of the main objectives of gathering feedback is to recover dissatisfied customers. But closing the loop goes far beyond the level of the individual customer. Companies should also close the loop at the strategic level, using feedback to train employees and change the company’s processes, policies, and organisational structure in order to be more customer centric.

8) Standardising: Global companies need to benchmark their customer experience across their different markets. Cultural nuances typically generate some noise but it remains an exceptionally valuable exercise. Looking at results against regional targets and focusing on objective hard skills (i.e.: issue resolution) rather than more subjective soft skills (i.e.: employee warmth and friendliness) helps to cut through the noise and provide insights that you can rely upon to drive global change in your business.

9) Capturing transactional, relationship-based, and strategic feedback. Different surveys serve different purposes. A relationship survey focuses on overarching brand perception. Transactional surveys provide insight around the operational aspects of the business, and strategic surveys are often used to address a specific issue or capture feedback at key moments of truth in the customer life cycle. Nonetheless, most of feedback these surveys provide is somehow interrelated. Conducting impact analysis and calibration exercises can help companies to better understand how results from some surveys relate to others.

10) Engaging with your employees: Companies increasingly understand the importance of getting employees involved in the customer experience challenge. However, to maximise results, CEM should become a truly imbedded feature of their business culture. Reward and recognition programs, incentives and employee feedback mechanisms can all contribute to this end.

11) Understanding what happens after the feedback: The comment is just the beginning. Looking for clues and warning lights as to what the customer will do next is massively important. Anticipating customer behaviour correctly could prevent a defection or lead to an up-sell. A few things to consider are:

· What percentages of polled customers had to be recovered?

· What proportion of dissatisfied customers churn?

· How many customers who threaten to churn actually do so?

· How does query resolution impact customer satisfaction?

· Does satisfaction affect a customer’s propensity to respond to a survey?

12) Keeping in mind the 4 Cs of ownership. As our Ownership and Operationalization white paper states , it is important to follow the 4 Cs framework: Culture, Commitment, Consistency, Continuity. Having a Customer centric Culture, Committing to improve the Customer Experience, being Consistent and not setting contradictory objectives, and Continuously seeking improvement.

Make a resolution today and watch the ROI of your VOC solution climb!

Natalia Piaggio

For more info on NICE Fizzback please visit www.nice.com/fizzback

A Unified Customer Experience

noreply@blogger.com (Tom Lynam) — Sun, 22 Jan 2012 12:35:00 +0000

The Forrester Customer Experience blog recently gave their predictions for what lies ahead in 2012. Among the main points which were discussed were an increase in Executive Level support for customer experience and growing education and recruitment within the industry. This is great and demonstrates the increasing importance of customer experience within the business today and the rest of year. But what really interested me was the prediction that companies which do not offer a unified customer experience will start to fall behind.

This really excited me, and more importantly is something which at NICE Fizzback, we agree with too.

Offering a unified customer experience across all channels is about understanding your customer across their whole lifecycle. You don’t need me to tell you that customers interact with many parts of a business, either online, in store or over the phone, and these need to offer a consistent and continually high level of service. If one fails or is disjointed then the relationship between the customer and brand falters and breaks down.

Probably one of the best examples of this is the common gap between an online shopping experience to in store one, where even within the same company, there are differing offers, deals and promises.

But how can companies pinpoint where that experience is failing or where it’s not matching up to the experience with the other channel or channels? Engaging every customer at different points along their lifecycle enables companies to understand just that. Gathering a census and not just a sample unlocks the true insight into the whole customer experience and enables businesses to discover the root cause drivers of this dissatisfaction or disjointed experiences.

At NICE Fizzback this exactly what we do – using a multi-channel solution we help leading global brands engage with their whole customer base across their customer lifecycle whatever the channel, online, in store or from the call centre. And in 2012 we will continue to help our customers achieve this, enabling them to offer a unified customer experience, not just placing them with the pack, but putting them out in front leading the way.

Tom Lynam

For more info on NICE Fizzback please visit www.nice.com/fizzback

Leveraging your Agent Quartiles

noreply@blogger.com (Tom Lynam) — Fri, 13 Jan 2012 14:31:00 +0000

NICE Fizzback Business Transformation helps our existing clients to utilise best practices in reporting and analysis to achieve more effective insight-led action: in both broader strategic considerations and the day-to-day performance management of agents on the call centre floor.

One of the most powerful ways of looking at performance is to segregate individuals into quartiles by VoC performance and use these cohorts as a basis for cross inspection with any number of operational metrics.

NICE Fizzback compared a population of cash collection agents – whose mandate is to collect funds due from customers in the B2B environment – by considering their VoC quartile in addition to their cash collection performance and their average call handle time. The results paint a fascinating picture of the relationship between VoC and operational metrics.

Quartile 1 agents delight their customers; receiving high scores for their own personal performance and its reflection of the company - but this comes at the cost of lengthy call handle times and below-par levels of cash collection. Takeaway: train in more effective cash collection.

Quartile 2 agents sit in the optimum VoC-operational groove: achieving above-average customer ratings, collecting the most cash – and doing all of this across the lowest call handle time. Takeaway: reward & recognise performance.

Quartile 3 agents perform well in terms of cash collection and call handle time – but are below average in the eyes of the customer. Takeaway: work on customer manner.

Quartile 4 agents exhibit the worst scores in the eyes of the customer – and in this case compound poor VoC scores with lower than average cash collection at the highest average call handle time. Takeaway: monitor performance closely & look for imminent improvement.

This is undoubtedly a case of how a synergised consideration of Operational and VoC metrics as a cohesive tranche of analysis provides more value than the sum of the parts – and NICE Fizzback harness this cohesion to provide cutting edge performance management insights to our growing client base.

Andrew Robson

For more info on NICE Fizzback please visit www.nice.com/fizzback

The Impact of Big Data on the Voice of the Customer

noreply@blogger.com (Tom Lynam) — Fri, 06 Jan 2012 15:25:00 +0000

Big data and its challenges are not a new phenomenon. Back in 2001 Gartner analyst, Doug Laney defined the challenges surrounding the growth of big data in a research report that he authored (he also presented on the topic at a number of conferences). He described the challenge as being three dimensional; the increase in volume, velocity and variety.

Without going too deeply into the science and intricacies of big data, it is undoubtedly something critical to the success of every voice of customer program today and going forward into 2012. It is something which must be managed, and companies which best meet those challenges will end up on the top if the pile this year and in the future.

Let me explain:

• Volume: Companies need to utilise information from their whole customer base to gather a census and not just a sample. This enables businesses to drive by the true voice of customer, understanding real causes of satisfaction and dissatisfaction.

Additionally there is the Benjamin Franklin Effect: as mentioned in previous posts, the mere process of asking for feedback increases loyalty to a brand. To read more on this you can click here.

• Velocity: Big data is mostly redundant if captured and delivered too slowly. Information on the customer experience requires capturing at the moment of truth, or as close as possible to it, to gather an accurate picture of the experience.

This then needs to be analysed and shared throughout the business in real-time so fast and effective change can happen; whether this be quick customer recovery or training for an underperforming agent.

• Variety: To maximise its benefits, big data needs to viewed multi-dimensionally; this variety enables a complete view of the customer lifecycle to truly understand their journey from point of sale through to a contract renewal or their next customer experience.

Effective use of big data enables a company to capture the voice of the customer in multiple channels, from multiple touchpoints and offer a diverse range of analytics.

Big data is not something to be feared – the NICE Fizzback solution enables companies to utilise their customer information to understand the voice of the customer and drive improvements in performance and efficiency to dramatically improve the customer experience. It has the power to transform your business to lead the industry in customer service.

Tom Lynam

For more info on NICE Fizzback please visit www.nice.com/fizzback

The Christmas Disaster: A tale of Customer Recovery

noreply@blogger.com (Tom Lynam) — Wed, 21 Dec 2011 10:49:00 +0000

I’ll set the scene; its Christmas morning, there’s snow outside, the smell of roast Turkey in the oven is wafting around the house and the unwrapped gifts are stacked under the tree. Everyone begins passing round the presents, wrapping paper thrown everywhere and you’ve realised you bought mum the wrong scent of perfume. It is a disaster.

Okay so maybe I am being a little melodramatic but I'm sure this has happened before, and will probably happen again. But the question is what does this have to do with the customer experience? It is in fact closer than you may think.

Customer recovery is a critical part of managing the customer experience; in the above instance the son or daughter needs to quickly rectify the situation by ordering the correct perfume that same day online (and get a little something extra on top to say sorry) – and this should be regardless of the reaction from Mum, whether it be a smile, disappointment, tears or anger. The son/daughter should then also learn from the experience for next year, and pay more attention when purchasing presents so the mistake won't be repeated.

All in all, mum is happy (even if I painted a fairly materialistic picture of her) and the whole episode has been forgotten. Or I could say the customer has been recovered.

Now in my example you would expect the mother to forgive her child regardless, but unfortunately for brands the relationship between the business and the customer isn’t quite so forgiving. But there is an opportunity here as well; customers generally have different expectations from companies. Rightly or wrongly most do not expect to be recovered. But if a customer is quickly contacted and their issue dealt with in a timely manner, then their overall satisfaction can soar higher than it would originally have been, higher than if there was no issue in the first place.

While we of course do not advocate frustrating every customer so that they can be recovered, there are incidents when customers have been left feeling disappointed, upset or angered. NICE Fizzback’s unique and award winning solution enables businesses to highlight these dissatisfied customers and quickly turn a negative into a positive, a detractor into a promoter.

From everyone at the Fizzback Blog we wish you a very Merry Christmas and a Happy New Year.

Tom Lynam

NICE Fizzback will be making available their latest white paper on Customer Recovery in 2012. Register your interest in recieveing a copy by emailing info-fizzback@nice.com

For more info on NICE Fizzback please visit www.nice.com/fizzback

VOC Forum 2011: A Tweeter’s Review

noreply@blogger.com (Tom Lynam) — Thu, 15 Dec 2011 20:45:00 +0000

Last week’s Voice of the Customer Forum held in prestigious surroundings at the British Museum brought together over 100 delegates from industries ranging from telecoms to utilities, financial services to transport. Attendees were able to share cross-industry successes, best practices and opportunities with the NICE Fizzback solution.

I was charged with running the live tweeting at the conference – sharing with the world the brightest and sharpest CEM nuggets from our excellent guest speakers from Virgin Media, CapitalOne and Telefonica Germany.

The crystal clear insight that emerged through the morning session was the power of real-time.

"#VOCForum11 CapOne using real-time feedback to change their CC hold time music! #cxp #cem #voc"

CapOne showcased the operational power of real-time. They received a spike in the volume of customer feedback about the hold time music deployed in the call centre one day; an investigation revealed that a change in music had been made unbeknownst to senior management. Through the Voice of the Customer, the issue was flagged and brought to a rapid resolution.

"#VOCForum11 @virginmedia driving best-in-class response rates of 56% with #cem #cxp #voc"

Virgin Media gave us a great example of real-time as a best practice in CEM surveying. With customers proactively surveyed within half an hour of an interaction with their contact centre, Virgin Media have been able to secure a hugely impressive response rate of 56% through the SMS channel. This constitutes a best-in-class result; and typifies the NICE Fizzback philosophy of engaging as close to the point of experience as is technologically possible.

So we see that harnessing the power of real-time in CEM helps our clients to deliver world-class performance - and rapidly align their operation behind the Voice of the Customer.

Andrew Robson

For more info on NICE Fizzback visit www.nice.com/fizzback

CEM Attitudinal Data – The Pestle & Mortar of Enterprise Analytics

noreply@blogger.com (Tom Lynam) — Fri, 02 Dec 2011 17:35:00 +0000

For years, I cooked my favourite pasta dish in the same way – brown some sausage meat, add fennel seeds and chilli flakes and cook through before glazing the pan with white wine and a little lemon zest & juice. To this I would add cooked pasta with butter, parmesan and fresh parsley, coating the pasta in the sauce and serving immediately.

The flavours marry tremendously – and it’s truly delicious. About 6 months ago, I took the plunge and invested in a pestle and mortar - and created a taste sensation. Blending the fennel seeds with the chilli flakes in my new toy before adding to the sausage meat changed my dish, and my life.

In many ways, I see NICE Fizzback as the pestle and mortar of enterprise analytics.

Take simple behavioural data – the fennel seed of my analogy. Most of our clients have it in abundance – data from internal systems around customer interactions to understand their behaviour. A common example would be customer spend. For Joe Bloggs it’s not that interesting - cross-tabulated across an organisation it’s more interesting. That said, it’s commoditized, purely quantitative and fairly static.

You’ve also got environmental data – the chilli flakes in my mortar. This is data that helps us understand more about customers and customer segments – geographies, products & contracts for example.

Combine environmental and behavioural data and we have an interesting proposition – just like my very agreeable pre-pestle pasta dish. Understanding customer behaviour and the environmental context behind it is important to all organisations.

What produces a life-changing pasta dish and game-changing operational value for our clients is the incorporation of attitudinal data collected in huge volumes through our solution.

This is data taken from specific customer feedback about how they feel about something. We have quantitative and qualitative elements; agent satisfaction scores and a likelihood to recommend scores on the quant side married with a qualitative aspect – a categorized customer issue with an enriching verbatim comment for example.

Enter the pestle and mortar of CEM; it grinds up behavioural, environmental & attitudinal data and delivers a dynamic, regularly changing window into the Voice of the Customer - reflecting ever-changing customer issues, preferences & tastes against the backdrop of their behaviour and environment.

And when our clients taste that moreish blend of data – it has the power to change their organisation by the Voice of the Customer.

Andrew Robson

For more info on NICE Fizzback please visit www.nice.com/fizzback

To Benchmark or Not to Benchmark?

noreply@blogger.com (Tom Lynam) — Thu, 24 Nov 2011 14:57:00 +0000

At NICE Fizzback Insight Consulting, our clients usually request us to conduct customer satisfaction benchmarks. Benchmarking possibilities are almost endless with the graph below portraying some examples (where we could apply any combination of them):

The Universe of Benchmarking

Benchmarking often leads to a reality check, throwing up unexpected results. Since like-for-like comparisons are almost impossible to make, those who disappointed with the results may think of several excuses, or at least question the numbers. Some of the questions and comments I often hear are: “Really??? Can we get more detail on that?”, “… but the experience in retail is different than in a call center”… and in truth a level of questioning is valid, as the nature of benchmarks requires results to be contextualised. However, on occasion this turns into a political game where decision makers can forget the main purpose of the exercise.

On the other hand, clients who were nicely surprised typically won’t question the numbers – instead they will pat themselves on the back and sometimes get too comfortable with their results…

While I am posing only two extreme examples, the point I want to make is that often the main goal of benchmarking is missed. Regardless of the caveats, the questions we should ask are:

• If a bottom performer: “What explains the gap and what can I do to narrow it?”
• If a top performer: “What should I do more of and what are my benchmarks doing in an attempt to close the gap?” (Remember: these numbers are never static!)

So in the question to Benchmark or not to Benchmark, the answer is clear to me: Benchmark. Contextualise. And DO something about it!

Natalia Piaggio

For more info on NICE Fizzback visit www.nice.com/fizzback

Choosing a Performance Management Scale

noreply@blogger.com (Tom Lynam) — Fri, 18 Nov 2011 10:21:00 +0000

Choosing an effective Performance Management Scale is a vital cog in designing and operationalizing an effective Customer Experience Management (CEM) solution. The scale provides the means by which employee performance is measured, managed and improved over time.

For a scale to be effective, it needs to satisfy each of the 3 I’s – Involvement, Inspiration and Improvement. Each of these areas must be considered in the context of company culture.

Involvement covers the extent to which a scale is simple enough to resonate with employees to secure buy-in at the operational level and ease of translation and normalisation at the brand-level.

Inspiration suggests that the scale should be both comprehensible and achievable, so employees whose performance is managed by it can understand what actions they can take to improve the customer experience.

Improvement indicates the scale needs to be capable of recognising performance and improvement. No one scaling option is necessarily better than another at capturing this – an organisation’s decision here depends on a multitude of factors including industry sector, touchpoint and overall CEM objectives.

Common approaches in Performances Management Scaling fall into a general trade-off between seeking excellence and moving the needle.

By using a top-box methodology, companies are looking to reward and recognise outstanding performance and using these examples to motivate and coach others. Top-box companies tend to have high base-line scores and are looking to drive from good to great – hence seeking excellence.

More commonly, average and net scores look to provide more representation ensuring that all employee performance is considered and score improvements at a lower-level can be recognised – hence moving the needle.

By taking our clients requirements on a case-by-case basis to ensure their Performance Management Scale meets the 3 I’s and resonates with their circumstances and culture, we drive cutting edge CEM solutions that don’t just measure performance – but improve it.

Andrew Robson

For more info on NICE Fizzback please visit www.nice.com/fizzback

Close the Loop and Start Riding the Virtuous Cycle of CEM Success

noreply@blogger.com (Tom Lynam) — Thu, 10 Nov 2011 17:57:00 +0000

So you’ve taken the plunge into the world of Customer Experience Management (CEM), you’re regularly engaging with your customers and collecting feedback, but you’re not sure that you’re getting the most out of this new data. Sound familiar? Don’t worry, you certainly aren’t alone. There is a long road between the first step of the CEM journey and the end goal of world class practice and only a handful of businesses get there on their own.

Fortunately, NICE Fizzback can offer a turbo boost, propelling you toward that elusive end point and the big wins of CEM. For starters, let us share perhaps the biggest secret of CEM success stories – Closing the Loop on Voice of the Customer.

Closing the loop is the process of aligning the fundamentals of your business to promote continuous improvement driven by voice of the customer. When the loop is fully closed, your business is able to ride a virtuous cycle of CEM success with continuous gains in customer satisfaction, loyalty, and, most importantly, profitability.

Moreover, Forrester Research’s Ten Major Voice of Customer Trends finds that closed-loop processes are rapidly becoming the norm amongst those at the top of the CEM game. This means that when the loop is left open, not only is a wealth of potential value from your CEM programmes left on the table but, increasingly, this stands to place your business at a competitive disadvantage.

So we’ve talked plenty about the benefits of Closing the Loop but what does it actually mean in practice? How about a road map to help you on your way:

Source of Figures: Weiss & Cesconi’s The Customer Experience Management Business Case

NICE Fizzback is highly experienced in helping businesses close the loop and unlock the true potential of CEM. Our experts can guide you through every step of the journey, taking you from the 95% of businesses that engage with their customers to the 5% that extract maximum value from CEM and deliver truly great experiences to their customers.

James Pacey

Buying Customer Loyalty: What about the basics?

noreply@blogger.com (Tom Lynam) — Fri, 04 Nov 2011 10:51:00 +0000

In the economic climate today, the competitive battleground over custom and loyalty is fierce and one option to entice new business, or promote loyalty within the existing customer base is through offering freebies or special deals. Whether this is through free apps heavily embedded with adverts, or offering special gifts to customers, companies are increasingly going out of their way to buy existing customers’ loyalty and bring new customers to the brand.

If the old adage “Nothing in life is free,” is to be believed then companies see a real economic benefit in enticing customers with their free gifts and special services.

So, are customers who are partaking in this service, deserving of the same quality of customer experience as when they are experiencing their normal service? They have, at least, invested time into the product, if not their money. And perceptions of a company’s brand are still being influenced via the nature of an interaction taking place between the customer and the brand, regardless of the cost to the customer that is involved.

There is a real danger of investing too much time and resource in offering something the customer doesn’t want or expect, and ultimately having a negative effect on the customer.

The issue requires assessment in the context of the whole customer experience. As companies offer these gifts in an effort to drive new business or promote loyalty, the customer experience should really be above the expectation of the customer, creating a positive impact. But, in a culture where customers expect so much, can companies match the level of expectation while offering specials or gifts?

I believe companies need to strike the fine balance between getting the basics right for every customer, and going the extra mile to turn every customer into an advocate. This is only possible by capturing, mapping and understanding the whole customer journey to enable the business to highlight the key moments of truth and adapt accordingly. Brands can ascertain the impact of special offers and freebies on the whole customer experience and judge whether they are worthwhile, or impacting negatively on the customer.

Although specials and freebies can boost customer advocacy, ultimately the core business needs to ensure they get the basics right.

Tom Lynam

For more info on NICE Fizzback please visit www.nice.com/fizzback

Fizzback is now part of NICE!

noreply@blogger.com (Tom Lynam) — Wed, 26 Oct 2011 15:41:00 +0000

We all have pivotal moments in our lives. For me it was early 2005 when I recognized the dramatic changes ahead for customer service, and asked whether we could build a business we could be proud of, around this problem.

Fizzback was born as we started to look in detail at the issue. Traditionally the industry measured and monitored satisfaction of customers with very small samples, very slowly and without getting at the root causes of issues. Approaches such as Mystery Shopping had not changed in 40 years, providing feedback that was hazy at best. That had to change. So we set out to build a business that enabled companies to capture and act on feedback in a way that was highly meaningful for both the organization and the customer.

Our small team developed an approach that could reach all customers, in real-time,and truly engage them. This combination becomes very powerful as it creates personal score cards for every single company representative – agent, teller, retail clerk - and identifies feedback that can drive improvements. This approach generates measurably happier customers, leading to greater loyalty, greater profitability, and an overall rapid return on investment.

We made a market and our business doubled every year for five years. We realized that we were on to something really big. Within 5 years we had some of the world’s largest companies using Fizzback, such as T-Mobile, Best Buy and Tesco.We already manage 200M Fizzback interactions a year. This time next year I expect we’ll be managing, interpreting and operationalizing many, many more.

We are proud to become a part of NICE. They are a world-class company that shares the vision of using innovation to improve customer service. This is a logical step for our customers and partners as we become part of a global company that can deliver highly impactful Voice of the Customer solutions. The combination of NICE and Fizzback is absolutely different than anything else on the market and will change the game.

I’m as proud of the past as I am excited about the future.

Rob Keve

Step 5 to CEM Greatness: Noise to Signal

noreply@blogger.com (Tom Lynam) — Thu, 20 Oct 2011 13:35:00 +0000

It’s time to round off our 5 Steps to CEM Greatness series with the fifth and final step; Noise to Signal. But before I begin I thought it would be best to have a quick look back at the four previous steps (or at least give you links to them all):

1. March to the Beat
2. Everyone Counts
3. Right Here, Right Now
4. Take it to the Board

So what about step 5? Noise to Signal is perhaps the most important of all the steps (saving the best till last and all that!), and it is the one step that is required before all the others. It is the difference between merely measuring performance and analysing and understanding it to drive improvement. As Fizzback like to say you can’t fatten the pig just by weighing it! Without analysing the feedback that you gather the other steps are largely meaningless and in essence any point in measuring performance is negated.

Detailed, deep and root cause analysis is essential to unlocking the key drivers of customer satisfaction, and hence improving the customer experience as a whole. Analysts need to utilise a number of key elements to gain true understanding into the voice of the customer:

• Gather a verbatim comment, enabling the customer to give feedback about what is most important to them.
• Maximise volumes to ensure you gather a census not just a sample.
• Gain as much information possible about each customer that you already have e.g. demographics of a loyalty card member, when contract renewals are due or what handset a mobile customer has.

All the data gathered can be very accurately described as lots and lots of “noise” and requires a great deal of skill to turn that into a direct “signal” by which to drive the business by. But the noise is necessary to accurately and efficiently align the business behind the voice of the customer to deliver a truly exceptional customer experience.

So there we have it, Fizzback’s 5 Steps to CEM Greatness! I hope you found the steps insightful and useful, and will help you transform your business to drive by voice of customer!

Tom Lynam

For more info on Fizzback please visit www.fizzback.com.

The Customer Experience, the iPhone 4S and the Noisy Influencer

noreply@blogger.com (Tom Lynam) — Wed, 12 Oct 2011 14:33:00 +0000

Apple was always going to grab the headlines last week; it just wasn't how we expected it, as sadly co-founder and ex CEO, Steve Jobs passed away. What I want to discuss though, is the other bit of news that surrounded Apple, the announcement of the next instalment in their smartphone range, the iPhone 4S and its link to the customer experience.

There had been months of speculation surrounding the announcement, with all sorts of rumours (some more accurate than others) circulating on what the new features and design for the device would actually be. It is fair to say expectation was impossibly high. To the disappointment of many fans, the changes were perhaps more evolutionary than revolutionary; there was no iPhone 5, no new design, no secret new feature that took everyone by surprise. Journalists and Apple fans were left asking, “Is this it?”.

Yet, when looked at in the cold light of day the new features are pretty wide ranging: a new processing chip, a new camera which can record video in high def, the claim of an industry leading voice control system, a new operating system…and I could continue, but I may start sounding like a sales rep from the Apple store.

So, at this point you're probably wondering how this links to the customer experience?

For me, the release highlights the gap many seem to miss, between the popular reaction, and the actual reality. For brands these days, it is increasingly dangerous to pay attention to a few, but loud customers, and changing the business accordingly. It is a stark reality that anyone with an internet connection can have a weighty voice and become a genuine influencer of opinion. In the case of the iPhone 4S release, I am referring to the media and noisy “fans” online on forums.

It is an easy conclusion to come to, by reading the articles in the news, that the new iPhone is a flop and the beginning of the end for Apple. This has particularly gathered traction as HTC and Samsung have begun circling in on Apple, already offering many of the features that the new iPhone has. Yet, the company has broken all its previous pre-order records and mobile companies have sold out in a matter of days. Can this really be called a failure? Apple seemed to have delighted a large number of customers who have flocked to pre-order the handset.

Knowing and understanding the whole voice of the customer is not about listening to the noisy few (although these must be considered as well), but listening to the census view (or your whole customer base). Only by engaging every customer, can companies really improve and provide the best customer experience to the majority of its customers. Through Fizzback, this is exactly what our clients can do, we enable them to capture that census view, accurately aligning their business behind the voice of the customer.

Tom Lynam

For more info on Fizzback, please visit www.fizzback.com

What Gets Measured Gets Done!

noreply@blogger.com (Tom Lynam) — Thu, 06 Oct 2011 16:01:00 +0000

Would you like fries with that?

In 1993, McDonald’s became famous (or perhaps even infamous) for introducing us to larger portion sizes called “Supersized” meals. The idea was built upon previous consumer studies from the movie theatre industry, where they make all efforts to maximise the amount of revenue per customer. Introducing the larger sized meals represented a typical product extension; the key to their success was getting the employees to ask the customer if they wanted to supersize their meal – and their total bill! To ensure this happened, all McDonald’s had to do was ask the customer if the employees offered to “Supersize” them.

Several Fizzback clients have also adopted a customer-centric approach to ensure their employees are completing strategic tasks associated with a sales or service based transaction. This approach essentially asks the customer during a Fizzback administered post-transaction survey if the employee had completed all tasks.

• For a service-based transaction, the employee can proactively address first-bill questions, offer advice to setup the customer’s new equipment, or ask if they answered all their questions during the transaction.
• For a sales-based transaction, the employee could offer additional products, warranties, or ask for customer referrals.

The results of the survey show which employees are adhering to the service or sales process. To ensure maximum adherence, employee incentives could be tied to the results. Another strong motivator is recognition, either by senior management or their peers. Celebrating top performers for adhering to sales and service processes becomes a self-fulfilling prophecy, where other employees will seek similar recognition and also adhere to processes.

A relevant Fizzback case study shows a client of ours who included several process-adherence questions in their surveys on a rotating basis. They would ask customers if the Sales Representative had offered to demonstrate the product, and whether appropriate product accessories were suggested to them. We observed a 40% increase in product demonstrations and a related 19% lift in accessory sales!

So even though McDonald’s phased out Supersize meals in 2004, don’t be surprised we continue to see the lasting impression they’ve made on the overall customer experience.

Brian Powers

For more info on Fizzback, please visit www.fizzback.com

"Data is Power" or "Power is Data"

noreply@blogger.com (Tom Lynam) — Wed, 28 Sep 2011 15:08:00 +0000

I was born and raised in India, and brought up in a family where the main emphasis was on education. But why did they believe this to be so important? My parents constantly ingrained in me that “Knowledge is Power”. They always guided me to follow the path shown by them, as they believed by doing this, you would become invincible.

Over the years as I have been exposed to the corporate world, I realized that “Knowledge is Power” could also be looked at as “Data is Power”. Having worked in several Fortune 500 companies in America, I was amazed to learn and see how data at hand can be used for performing key analytics that could help companies create and implement strategic initiatives.

When I joined Fizzback and started learning about the Fizzback solution, a major revelation happened to me that confused what I had learnt over the years. I realized that, by Fizzback providing key data elements to its clients, it was equipping them with a great deal of power, enabling them to rise above their competitors.

So, I am in a dilemma today where I started my life thinking that “Knowledge is Power” which gradually transitioned to the mindset “Data is Power” that has eventually transitioned to “Power is Data”.

I believe in today’s competitive world where there is both cut-throat competition amongst competitors and clients becoming smarter and more aware i.e. “Power is Data” and “Data is Power”.

Did I say that I learnt this with Fizzback? Of course, yes. This is why Fizzback stands apart from its competitors and helps the clients achieve success.

Kudos to Fizzback and its data capabilities!!!

Geeta Gupta

For more info on Fizzback please visit www.fizzback.com

NICE to Acquire Fizzback, A Perspective from Fizzback CEO Rob Keve

noreply@blogger.com (Tom Lynam) — Mon, 19 Sep 2011 17:06:00 +0000

In 1975 Andrew J R Mack wrote an insightful article "Why Big Nations Lose Small Wars”. It discussed the concept of Asymmetrical Warfare looking at the factors behind why the little guys sometime prevail over the big guys in the most shocking of theatres: military warfare. There are many parallels between how military battles are fought and how marketing battles are fought. Marketers can use the same vernacular as Generals. As we unwrap the advantages that the little guy can have over the big guy in both worlds, we see technology emerge as a pivotal factor. In this blog, I will share some ideas of how technology can change the balance of power between the consumer and the brand owner.

The much quoted battle between United Airlines and the small time singer Dave Carroll -whose clever song about the airline’s customer service boasts 10,873,498 hits on YouTube as of yesterday - struck deep into the hearts and minds of large corporations. It was the consumer example of Asymmetrical Warfare and it stung many large corporate brand owners into action. The idea that one disaffected customer can move a market has become a reality and so the threat posed by poor service is massively increased. We also have begun to measure the upside, as we begin to directly link customer loyalty to corporate earnings and - for the first time - start to quantify the Life Time Value of a customer.

As the pace of change accelerates, the demand for differentiating technology that better serves the customer also accelerates. Wherever there is any kind of meaningful interaction with a customer, it is important to know how the customer felt. Were they happy, satisfied, annoyed – these have become essential questions to answer.

This was the genesis of Fizzback. Our original vision centred on the ability to discover what your customer would say about the brand, the product, or the service at the point of experience – the “moment of truth”. We need to know and we need to know now –in real-time. We need to know what every customer thinks, not just a survey or a sample – we need to ask everyone. We need to analyse the data in a form where it can be used in the day-to-day running of the business. Fizzback generates market leading response rates - more than 50% in some cases - and the result is game-changing volumes. This year alone we will process over 150,000,000 Fizzbacks. This is the quality of intelligence that we need from the battleground.

Over the last few years, Fizzback has been woven into the core customer service processes of some of the largest customer-centric businesses in the world. We have seen the product deployed in 11 different languages across 3 continents and in multiple sectors. The consumers tell our customers directly how they feel about the brand and the service. But the market is evolving; our customers are becoming ever more sophisticated. They want to join the direct and indirect feedback they receive through Fizzback with other forms of indirect and inferred feedback from other sources such as call recording in the contact centre.

This brings us to the logic that supports the planned acquisition of Fizzback by NICE Systems.

As consumers become more demanding, brand owners must respond. The brand owners must deploy and utilise technology that captures all forms of feedback and describes the customer journey. The integration of Fizzback into the NICE Customer Hub captures this vision.

In summary, we have seen the market for technology to support customer service emerge and flourish over the last few years. We have seen attitudes and behaviour to customer service change. We have seen rising demand for ever more sophisticated solutions articulated by innovative brand owners. We believe the merging of the Fizzback proposition with the NICE proposition provides that holistic solution; this is evidence of a market forming and of technologists responding. In its own way, it is a small slice of history that we are proud to be a part of.

Rob Keve

To read the full press release, please click here. For more information on Fizzback visit www.fizzback.com

Setting stretch goals in the contact center

noreply@blogger.com (Tom Lynam) — Thu, 15 Sep 2011 12:37:00 +0000

“We aim above the mark to hit the mark.” Ralph Waldo Emerson

One of the most memorable stretch goals of all time was set on October 1^st, some 79 years ago, by Babe Ruth while with the NY Yankees. He pointed at the outfield bleachers indicating his audacious “stretch goal” of hitting a homerun, then, proceeded to hit the ball out of the stadium. Since then, there have been over 230,000 homeruns hit in Major League Baseball, but none perhaps as memorable as Babe Ruth’s – all because he set a stretch goal, then achieved it.

Determining which key metrics to measure performance by is a strategic decision call center managers have to make (or is made for them). We all know the critical few: Average Speed of Answer (ASA), percentage of calls transferred, call abandonment rate, overall customer satisfaction and repeat callers (measured as First Call Resolution). The complete list of metrics that can and are tracked by call centers is truly endless as they can be further modified based on industry, region and by customer applications used.

The next step is establishing measurable goals for these metrics, which comes with an ironic twist. Set the goal too low and suffer from lackluster performance and a poor image. Set the goal too high and it becomes unachievable and a demotivating factor in the contact center. A common example is when companies tout slogans such as “100% satisfaction guaranteed.” A savvy customer can use this to their advantage when calling a contact center to ensure they get credits, discounts and other incentives possibly without merit.

When setting goals, consider the following guidelines:

Benchmark against industry peers to set realistic goals. It is perfectly acceptable to compare against global best practices, but recognize that customers have very different expectations for service across industries.
Consider if the goals are for public or internal communication. Answering 95% of calls within 30 seconds takes a great deal of resource management, however may not make for a good press release.
Tie rewards and recognition to achieving goals. In Customer Operations, we realize there are no true “home run” celebrations so ensure you recognize measurable improvement along the way.

Fizzback’s real-time dashboards can help organizations identify the drivers of satisfaction and track progress toward stretch goals. This leads to future training, process and product improvements. Ensure you are setting stretch goals that are realistic and drive the desired team performance within your organization.

Brian Powers

For more info on Fizzback please visit www.fizzback.com

From defensive to empowered agents

noreply@blogger.com (Tom Lynam) — Thu, 08 Sep 2011 16:44:00 +0000

Contact centre managers really don’t have it easy. Trying to satisfy relentless head office demands to do more with less while keeping agent teams happy and motivated is hard enough, then overlay ever more complex incoming calls and regulatory demands, keeping plates spinning must feel easy in comparison.

The success of their role is a function of their ability to keep three main groups happy: their management, the company’s customers and their agent teams. The latter is essential to minimise staff (and therefore extensive knowledge) attrition and clearly not doing this has an impact on customer satisfaction and cost, leading to extreme dissatisfaction in the corridors of head office.

Competition for good agents is keen and this is especially true for call centre outsourcers for whom their agents are essentially their product. Call centres tend to be pretty densely packed in specific areas of the country they happen to be in. Whether in Manila, Bangalore or Newcastle-Upon-Tyne, agents have options and the good ones are constantly lured by the competition.

So balancing quality, customer satisfaction and agent satisfaction is an imperative and one that doesn’t lend itself to subjectivity. Coaching agents on a sample of ‘monitored call recordings’ alone is not sufficient. Agents will tend, to a greater or lesser extent, to resist or even argue with the views of their team leaders. Getting the exact same feedback from real customers however lands very differently with agents. It removes any ‘you’re out to get me’ defensive reactions. This is especially so when it comes in high volumes.

Fizzback’s clients consistently witness this transformation. With agents typically getting between 25 and 250 highly descriptive pieces of customer feedback each month, agents have irrefutable evidence of their opportunities to improve, which if they capitalise on, can lead to significant performance improvements. This sense of empowerment leads to dramatic improvements in morale and employee engagement, which translates to good customer interactions, happy customers and ultimately, happy executives in head office.

John Coldicutt

For more info on Fizzback visit www.fizzback.com

Don’t shoot the messenger: Is the contact centre agent always at fault?

noreply@blogger.com (Tom Lynam) — Thu, 01 Sep 2011 16:21:00 +0000

Call centres evoke many different emotions, most of which are focused on the voice at the end of the phone. I, (as I’m sure many of you would agree) expect a friendly, helpful and knowledgeable adviser to tend to my needs, all culminating in a generally good customer experience.

One of the key influencing factors to my satisfaction level is whether or not I leave the call with my query resolved. Naturally though, there are occasions when the agent at the end of the line just can’t meet my requirements, but is it always their fault?

Research undertaken by Jacada found that “38% of UK consumers surveyed believed that agents are trying to be helpful, but that they seem to struggle with company policies or technology.”

The modern contact centre agent has a lot to deal with and they need to be experts at multi-tasking. Whilst engaging in conversation with the customer and listening to the query being asked they are skilfully navigating their way around numerous computer screens, making notes on the account and trying to identify and find the correct resources and knowledge necessary to try and resolve the query.

However, through no fault of their own, increasingly complicated and rigid company processes, policies and advanced technology solutions can sometimes make it impossible for the agent to deliver the desired result to the customer.

Policy and process makers are often unaware about aspects which are driving customer dissatisfaction and could be improved.

How can we help? At Fizzback we believe that utilising verbatim comments left by customers in open-ended questions can be the key to unlocking process, policy and system issues that may be affecting the agent’s ability to resolve customer queries. Advanced Natural Language Processors quickly and accurately pin-point the true drivers of satisfaction and dissatisfaction (whether it be the agent at fault or another issue upstream).

Many Fizzback clients have been able to successfully identify processes and policies that needed improvement by using the customer verbatim comments as a starting point for investigations, prompting process and policy owners to hold Voice of the Agent forums to understand the impact on the front line as well as the customers.

So, is it always the agent fault? In my humble opinion no, often they are just the bearers of bad news, bound by the process, policies and technologies put in place by the company.

Liz Turrell

For more info on Fizzback visit www.fizzback.com

Wait times in the Contact Centre

noreply@blogger.com (Tom Lynam) — Wed, 24 Aug 2011 22:34:00 +0000

I have recently had to go through the process of contacting a service provider and as I am sure many of you will agree, these calls can often be unpredictable and time consuming.

However, I bit the bullet, picked up the phone, dialled the number and successfully managed to navigate my way through the automated options system only to be met with “currently all our advisers are busy.” My heart sank, what followed felt like hours of terrible hold music and intermittent updates telling me that “your call is important to us” and “an adviser will be available shortly.” In reality the wait was probably only a couple of minutes long.

Needless to say by the time I was connected to an adviser my experience had already been seriously damaged; all I wanted was to have my query resolved as quickly as possible and to get off the phone.

This is a great example of the type of experience that Fizzback clients wish to monitor and improve on for future calls.There are a number of ways in which we help our clients but I am going to pick two which are the most important to me:

Firstly, Fizzback’s use of a sophisticated Natural Language Processing (NLP) technique to interpret feedback, determining the nature, topics and sentiment expressed by the customers allows for drivers of dissatisfaction such as wait times and queue times to be categorised and monitored over time.

Secondly, Fizzback has experience working with clients on linking-up operational metric data such as call volumes, service levels, average time to answer calls and shift patterns in order to identify how significant changes in these can impact overall satisfaction scores over time.

What we know: Operations often set internal SLA’s e.g. 90/20 or 80/20. In this example Fizzback is able to prove that essentially customers do not care about the internally set SLA, they care about getting their call answered. When service levels drop below what the customer deems to be acceptable, in this case 20 seconds, then it has a significant impact on the customer experience. Fizzback clients want to understand the balance between what customers find acceptable and what can be delivered within their financial budget.

In order to maximise benefits contact centres need to build a complete picture of all the potential impactors to their customer satisfaction scores and monitor them over time. This involves not just looking at other operational metrics but also incorporating and monitoring the impact of wider business initiatives such as new product launches, high visibility marketing campaigns and technical or service failures all of which can drive unexpected call volumes, increase wait times and negatively impact customer perceptions.

As for me? Although my enquiry was dealt with effectively and to my satisfaction the initial wait had left me feeling as if I had a negative experience.

Liz Turrell

For more info on Fizzback visit www.fizzback.com

The Evolution of Call Centre Quality Assurance

noreply@blogger.com (Tom Lynam) — Wed, 24 Aug 2011 22:23:00 +0000

Overseeing call centers in the 1990’s was relatively straightforward, and hitting the critical key performance indicator ASA (average speed of answer) was the result of effective scheduling and force management. At the time, I was overseeing two call centers for a major telco provider in the northeast US. The Quality Assurance (QA) team was managed separately to ensure impartial feedback on employee performance. With a rather narrow focus, the QA team’s main purpose was to give me direction on which employees should be terminated.

The QA team based their decisions on a few randomly sampled recorded customer interactions. Occasionally when we were lucky they would provide good instructional input, although it was always alongside their recommendations for termination. When basing terminations on only a few observations, the union leaders were sure to challenge the decision and occasionally had these terminations overturned.

Fast forward to today and the QA function can be a strategic resource to help drive the overall customer experience. Feedback on performance can be completely outsourced to the ultimate provider: the customer. Fizzback polls customers after interactions with employees and can provide insights to QA for developing targeted training, incentive programs and process improvements. This positions the QA team as an enabler for improvement, rather than just the once-despised “auditor” of performance. The volume of feedback is dependent on the client’s needs and can be geared toward a “census” rather than sampling approach, where every customer is polled.

As for the future, QA may be at the forefront of influencing company strategy. Leveraging key voice of customer input to drive decision making, companies can become more fluid and adaptive to changes in the marketplace. The front-line QA team has their finger on the pulse of the customer, the most important barometer of company performance. But for the sake of us all, please answer the phone timely and don’t let your ASA performance slip!

Brian Powers

For more info on Fizzback visit www.fizzback.com

Social media in a corporate world

noreply@blogger.com (Tom Lynam) — Wed, 17 Aug 2011 09:57:00 +0000

We will continue the trend of discussing social media within the Fizzback Blog this week by having a look at a recently published article in The Independent, “Corporate Britain joins the social network”. The post explores how “companies are becoming more tuned into the potential of social networking” by searching for and responding to customer comments on online social media sites such as Facebook and Twitter.

While social media analytics is nothing new within the retail sector, the article highlights the fact that the practice is now common place, and something every company should be doing. Research also reinforces the value of adopting this strategy; according to Neilson 90% of internet users trust the opinions of friends online and 70% trust those of strangers posting online.

Another report cited in the article is from Conversocial who looked into the top “liked” retailers on Facebook; they discovered that some of the top retailers in terms of “likes” had the worse customer service in terms of time to respond to comments on their own page. So is having a successful Social Media strategy actually having a negative effect on companies, as detractors are allowed to freely vent in a very public space?

On top of this social media can be an unreliable and sometimes inaccurate tool, allowing customers to vent in the moment, neither giving full nor helpful accounts of the good or bad service they received. I will though not go into details about this, as my previous post on the London Riots tackled this issue.

Yet with all this said, negative posts complaining about (or complementing) the service customers received cannot be left unanswered and companies must have a strategy in place to deal with responding to and recording each relevant comment, wherever they may be online.

What the example above of popular retailers struggling to react to customer comments demonstrates is the difficulty companies’ face in having teams manually trawl through social media sites. The two retailers were struggling to respond to customers on their own Facebook page, let alone other sites such as Twitter and online forums.

Fizzback’s Natural Language Processors (NLP) offers a genuine solution to this problem, gathering all comments relating to a brand, accurately categorising and scoring them into one simple yet insightful dashboard. Particularly negative comments create email alerts, highlighting issues and routing them to the correct team to deal with them effectively. All the gathered feedback is processed in a way that enables the companies to act on what their customers are saying, and drive real performance improvement.

Tom Lynam

For more info on Fizzback visit www.fizzback.com.