How Big Data is of Value for Improving the Customer Experience at AARP

By Curtis Generous
VP and Chief Technology Officer
AARP






With nearly 38 million members, AARP serves a wide array of customers:  caregivers, policymakers, advocates, digital communities, volunteers, and many others.  We produce the world’s largest circulation magazine and run the country’s largest refresher driving course.  We help older adults fight financial fraud and help them save money on their home energy bills.  Through our Drive to End Hunger, we have helped donate more than 30 million meals to hungry older adults.  We provide community-based technology training.  We advocate for people 50-plus in public policy.  We advocate for them in the marketplace by selecting high-quality, high-value products and services that carry the AARP name.  We help our members get discounts.

With so many offerings for so many customers, it is critically important that we use Big Data related technologies to enhance our customer experience.

Traditional Enterprise Data Warehouse (EDW) technologies are focused on providing reports and dashboards for operationally- based reporting.  Today, to provide the best customer experience, we need to go further.  Executive leaders and marketers want to gain more insights about the data to understand customer sentiments, analyze voice or chat data, understand current topics of interest or trends, and combine and analyze data from a wide range of IT and external business systems.

Here are some of the ways we are meeting that challenge at AARP:

• We are linking behavioral, transactional and customer interactional data to better understand customers’ expectations so that we can deliver the best possible value to our members.
• We are using in-depth data to personalize our members’ experience and what we can offer them.
• We are measuring the efficiency and effectiveness of our Contact Center agents and operations to continuously improve and deliver the best experience for our members, volunteers, and others who are seeking information from AARP.
• We are discovering what types of services and discount offerings are most valuable to our members so that, when necessary, we can redesign our offerings and services to make them more relevant.
• We are using Contact Center agent notes to constantly improve the ways in which our agents interact with our customers so that we provide a better customer experience and grow our relevance with our members.

Call Center Success Through the Power of Giving

By Sharon Scheckter
Director of Service
Blinds.com






How to provide value, grow employee happiness and increase profitability

How generous is your call center?  And I'm not talking about the dollar amount of your employee holiday bonuses or 'giving it all away' to angry customers.  



Encouraging a culture of value creation and generosity in your organization might have some unexpected and exciting consequences for your employees and your bottom line.  Here's a look at some of the things we do at Blinds.com: 




Be passionate about providing value to your customers

No customer likes to be on the phone with a call center agent that is unable to solve their problems.  Empower your employees with the ability to make important decisions and take immediate action to make things right.



There are many smart ways to provide value to your customers, but it all starts with being passionate about customer satisfaction and providing amazing experiences.  When your team is in alignment with these goals, the rest easily falls into place.

We work hard to ensure that every customer service team member is able to tackle the day-to-day challenges that arise after a customer places a complex, custom order like window coverings.



From being pro-active in alerting customers of delivery issues or unexpected back orders to spending the time required for a deep research dive on an order status with hyper-communicative updates, we train the team extensively to do the right thing for our customers and make it an easy experience.

There are, of course, moments in any business where things go wrong and customers become upset. 

This means crediting back to a customer's credit card to apologize for a much-delayed order or replacing products entirely (even if they're not under warranty!) when the situation merits it.  Agents do these things on their own, without management's approval in most cases, as we have trained them well and given them the power to empathetically take control of any situation.





Be generous to your community and have fun!

It's inspiring to see how your call center employees can rally behind causes they believe in!  One of the most rewarding programs we have implemented at Blinds.com is our 'Pay It Forward' customer program.  

Perhaps it's happened to you. A customer calls in and shares a personal story of a challenge or tragedy in their family that truly touches your team.  Beyond offering words of encouragement and a fantastic customer experience, what else can you offer that customer to truly make a positive impact in their world?



Our team uses the 'Pay It Forward' program to nominate customers to receive specials perks or gifts from our company within their quarterly budget.  We have sent chew toys and humorous  cards to customers who had to replace their blinds because of a naughty puppy.   



Employees have even taken it upon themselves to collect personal funds to send money to families who have lost everything in natural disasters or to help sponsor a family movie night outing to offer an evening of normalcy for children who are struggling with an parent's illness.

You can take it farther, of course, in supporting employees' favorite charities and providing nonprofit volunteer opportunities to reach an even greater slice of the world.  Allow your team to take the lead on what community initiatives to champion and celebrate their successes and involvement.  It will mean the world to your employees and to the people they impact.




Encourage a culture of giving within your organization

We enjoy an incredibly low turnover rate at Blinds.com (under 4% annually) in part due to a positive, collaborative work environment.

Employees give to each other on a daily basis, whether through peer training, daily coaching sessions or by mentoring each other. While there is always healthy competitiveness, especially as we openly share employees' metrics and salaries with one another, this competition also drives employees reaching out to one another to share their best practices with each other.



To drive this spirit of employee giving home, our employees share weekly 'You WOW-ed Me' cards to recognize the 'little things' that they do for one another.  These cards are distributed privately and are greatly cherished as they celebrate moments like 'you calmed me down after a rough call and that meant a lot to me' or 'you referred a sale to me and that really made my day' or even statements like 'your success this week inspired me to try new skills and improve as well!'



Imagine a working culture where collaboration and helpfulness thrive on all levels, there is a tremendous power in actively growing and participating in a generous call center culture.  You'll love the results you see!

Customer Contact East Webinar Recap

By Lindsey Walker
Integrated Marketing Solutions Coordinator
Frost & Sullivan

On January 28, 2015, Frost & Sullivan’s Principal Analyst in Customer Contact, Michael DeSalles, led an engaging panel discussion titled: Dynamic Customer-Centric Strategies: 10 Strategies in 20 Minutes. Michael was joined by Cippy Seidler, the Call Center Director at Banner Health, and Sean Albertson, the Director of Performance and Technology at ViaSat. Both presenters delivered their insight on how to engage your customers, and interestingly enough, many of their tips started with engaging your employees first.  Below, are each speaker’s biggest takeaways from the webinar.

1.    Focus on the journey of your employees
 
Siedler’s main point was that any successful company and leadership team should focus on the journey of the employee by “engaging their hearts and minds,” helping them transition from an “agent” to an “ambassador,” while moving away from the “transitional job” stigma that call center jobs often carry. Creating a supportive employee environment, with an actively involved leadership program, is one of Siedler’s critical recommendations for supporting her employees. “By giving them the tools they need to be successful it provides a lot more opportunities down the road.” Siedler invests in the journey of her employees, and focuses primarily on creating trust and a sense of accountability by setting clear expectations for both sides. This, inherently leads to employees being more likely to participate in advanced training, peer training, and in turn, becoming an “ambassador, or role model,”  for their company.

2.    Capture the voice of your customer

Albertson’s insight provided another look at focusing on the customer experience, and capturing the true voice of the customer, while searching through an over-saturation of data in the information age. Albertson believes that sorting through the seemingly endless amounts of data “noise” to find value, is extremely important to understand and find the main voice of the customer. The key, is finding “anecdotal data at a human level” and “leveraging resources to support this data statistically” to add value to the business. An organization perceives the voice of the customer program differently amongst each department and sales channel, so it’s important to understand each department’s needs, and “report effectively” by bringing in real examples of customers’ specific stories. When simply using surveys, employees only get a broad overview of a customer’s level of satisfaction. With a little “elbow grease” to dig up the actual experiences and additional feedback from their customers, employees are able to see trends in what specific customers are looking for, and then to appropriately tailor their approaches to increase customer satisfaction and retention.

Visit www.frost.com/ccsweb to hear the rest of Cippy and Sean’s dynamic customer-centric strategies, in addition to their answers from the audience question and answer session!  Additionally, you can gain real world insight and experience by meeting  the presenters in person at the 11th Annual Customer Contact 2015 East: A Frost & Sullivan Executive MindXchange on April 12-15, 2015, in sunny, Ponte Vedra Beach, Florida. Visit www.frost.com/ccs for more information and instructions for registering for the event.

A Customer-Centric Culture Begins from Within

By Shep Hyken
Chief Amazement Officer
Shepard Presentations





There are many great companies that are considered “rock stars” in customer service, winning awards and accolades – Amazon, Southwest Airlines and Zappos.com for example. But for me, one company stands out above the rest, and that shining star of customer service is Ace Hardware.

It’s no secret that Ace Hardware offers outstanding, helpful customer service – the JD Power award is very public recognition for a job well done. But if you look at Ace Hardware stores and then compare them to the competition, you realize that it is a different kind of success story. It’s David vs. Goliath. Ace competes against “Big Box” stores like Lowe’s and Home Depot with larger stores, more inventory and bigger advertising budgets, and Ace is still able to compete and prosper in the market. The secret is in the customer service. Ace Hardware relies on its special brand of helpful customer service – and that service starts from within.

I have talked and written a lot about how to create a customer-centric culture. My basic premise is that you must start on the inside, with the employees. To be the best place to shop, you must first be the best place to work. It comes down to this:

Treat your employees the way you want your customers to be treated – maybe even better!

I call this the Employee Golden Rule, and it is the key to creating a company that is customer-focused. Ace Hardware understands this and lives it every day. Before Ace retailers expect their employees to deliver helpful customer service, they embody that same type of engagement for the employees. Managers are encouraged to get to know their employees and find out what’s going on in their lives and offer support and assistance. In turn, that is exactly what the employee is to do for each customer who walks through the door.

There are some other steps to follow to complete the process of creating a customer-centric culture. Here are some of the basics:

• Define the culture. Ace strives to be helpful. What type of service do you want to offer? It could be a word or a phrase, but you need to put into words what kind of experience you want to deliver to the customer before you can begin to make it happen.


• Hire the right people. You have to look at more than education and skills if you want employees who will embody a customer-focused culture. Attitude and personality have to be the right fit as well.


• Communicate and train. Translate your ideal customer experience into simple terms. Formulate a simple, memorable statement that everyone will understand, and then share it with your employees. Your employees come to you with varied skills and experience, and it’s up to you to train them in your core values and customer service expectations. And this means everyone – management included.


• Be an example. Everyone – but leaders in particular – should step up their customer service and be role models for those around them. Management should treat the employees with the same respect and dignity that should be afforded to the customer, and employees should serve each other as well.


• Empower employees to succeed. You have hired the right people and trained them in your customer service expectations. Once they have the tools, trust them and give them the freedom to meet your expectations in their own individual style. Don’t overburden them with rules that get in the way.


• Celebrate success. Let your employees know when they are doing well, both individually and as a group. Everyone loves appreciation. It could come in the form of an awards dinner, recognition in the company newsletter, or – do this one often – simply by saying “thank you”. Recognition is a great motivator and will encourage employees to continue doing a great job or even step it up to a higher level.

Remember, what gets rewarded and reinforced becomes part of the company’s culture. The internal culture of a company is the secret to delivering customer service. You can have all of the tools and techniques in the world, but they won’t make a difference if customer service isn’t deeply rooted in the company culture.

The Future Workforce: Imagining and Writing the Revolutionary Agent Job Description

In this exclusive preview of the Frost & Sullivan Executive MindXchange Chronicles: Customer Contact 2014, West, a panel of experts offer their insights on the workforce of the future, with an emphasis on evolving necessary skill sets, engaging millennials, and managing of remote employees.






MODERATOR
Michael DeSalles, Principal Analyst, Customer Contact, Frost & Sullivan

PANELISTS
- Denise Pullen, Assistant Director, Learning Innovation, Hyatt
- Kelly Ravsten, Director, Americas Audience Operations, Yahoo
- Ann Szymanowski, Global Director, Customer Service, Dow Chemical

TAKE-AWAY

With customers’ increasing ability to solve simple problems online, the questions that come in to agents are becoming more and more complex. Consequently, companies need to recruit for, train, and retain intelligent employees with the competence to solve challenging problems. 

What that means for contact centers: The skill sets of today’s agents need to favor problem-solving abilities and adaptability rather than rote memorization and adherence to scripts.

BEST PRACTICES

That doesn’t mean agents need to be technical experts; instead, the panelists said, companies must hire agents who can follow questions logically and figure out how to find solutions. In addition, agents need to be able to listen and have empathy for the customer. 

Look for customer-service-oriented individuals leaning toward sales, and recruit for college-educated employees on campuses. That strategy tends to work best in locations with high unemployment rates. Creating relationships with nearby campuses can allow the company to hire students part-time as they work toward degrees.  

ACTION ITEM(S) TO IMPLEMENT

Panelists agreed that education is important for today’s customer service agents. According to Ann Szymanoski, all agents at Dow Chemical have college degrees, as and they need strong critical thinking skills. Agents need understand the logistics of the company in order to serve customers.

All agents at Yahoo have degrees as well, Kelly Ravsten said. Her company looks for agents who can solve problems logically and learn. It’s impossible to use scripts to solve complex problems, she said. 

At Hyatt, college graduates are highly sought after but a degree is not specifically required, said Denise Pullen. The company is receiving much more complex calls now because most of the simple questions can be answered online. 

TAKE-AWAY

As the workforce evolves, organizations need to adapt to the generational differences of their employees. Younger agents tend to value different things than those who came before. Retaining millennial employees depends on engagement and motivation.

BEST PRACTICES

Companies must understand differences between the millennial workforce and prior generations, the panelists said. Unlike baby boomers, millennials often require a lot of feedback. They tend to be impatient and eager for promotion when they meet agreed-upon benchmarks, so it is important to ensure that these opportunities for advancement exist.

Don’t just rely on stereotypes about different generations. There’s a big gap between how most businesses view millennials and how they view themselves. For instance, according to Beyond.com:

• 35 percent of millennials consider themselves to tech savvy while 86 percent of HR managers say they're tech savvy. 
• 82 percent of millennials think they are loyal to their employer while just 1 percent of HR managers say so. 
• 86 percent of Millennials think they are hard-working, while 11 percent of HR managers agree.

Despite the challenges, panelists stressed companies should be excited about hiring millennials. Yes, they constitute a change in the workforce that requires a shift in motivation and retention strategies; however, they are the leaders of the future and, if properly engaged, have a lot to offer.  

ACTION ITEM(S) TO IMPLEMENT

The panelists recommended companies adapt their business structure to fit millennials instead of expecting them to adapt to fit the company. Create a work environment that challenges employees with clear parameters detailing acquisition of necessary skills and pay increases based on performance.

It’s important to help these employees with tuition reimbursement or loan assistance. The skilled college graduates companies are looking for will most likely have a higher debt ratio. 

For recruiting and retention, use groups and community outreach to help millennials feel connected to the company. For instance, Pullen said, Hyatt has created health and fitness club and a diversity group. Creating a fun culture that millennial employees fit into, fostering friendships, and allowing them to pursue a higher purpose will make them more likely to stay with the company.

TAKE-AWAY

Using work-at-home agents can help for recruiting, cutting costs and increasing agent availability. However, there are some challenges companies must overcome. According to the panelists, remote employment is a viable option as long as the right candidates feel connected to the company.

BEST PRACTICES

In today’s marketplace, it may be necessary to allow employees to work from home in order to hire and retain top talent. To avoid problems, companies must create a work-from-home environment that allows highly-trained employees to accomplish their work off-site.  

At Hyatt, about a third of agents work remotely. The training for them is key, Pullen said. The company uses a virtual classroom that’s completely interactive to make sure employees are engaged in the training.

ACTION ITEM(S) TO IMPLEMENT

The panelist recommended companies implement systems to ensure that remote employees are actively working despite not being physically present. Ongoing communication can help remote employees feel connected. Keep remote employees engaged with daily check-in meetings and frequent instant messaging interactions.

If you are considering a remote workforce but do not already have those capabilities in place, always test with a small alpha group. Allow highly-skilled employees who were originally trained in-person to migrate their work home.  Develop systems to monitor at-home work, such as remote desktop and webcam-based surveillance.

The creation of an at-home workforce may require realignment of leadership teams to service in-house, remote, and transitional employees.  Be prepared with a dedicated team of people taking care of remote employees to help ease the transition from in-person to remote.  

FINAL THOUGHT

Just as the workforce is changing, HR departments must also evolve.  Leaders need training on generational diversity and what motivates each generation.  

For more valuable information, order your copy of Frost & Sullivan's Executive MindXchange Chronicles: Customer Contact 2015, West, a unique collection of all the key take-aways and best practices discussed at the event

Building a Customer Experience Strategy with Long-Term, Tangible Results

An interview with
Alistair Firmin
Vice President, Customer Service
Standard Insurance Company

Interviewed by Sam Narisi






As Vice President of Customer Service with The Standard, Alistair Firmin serves as the executive sponsor of the organization’s customer experience effort. For a little over a year, he’s led a company-wide push to ensure the customer stays at the center of everything The Standard does.

Following his presentation at the 10th Anniversary Customer Contact 2014, West: A Frost & Sullivan Executive MindXchange, we spoke with Alistair about the customer experience effort, what challenges the company has faced, and what lessons have been learned along the way.

How did your current customer experience effort begin? What made you realize it was time to implement this strategy?

We’ve been a company for 107 years, and we were founded on the basic principles of customer experience. Our founder Leo Samuel got together with some friends and started an insurance company in Portland because processing claims on the east coast took too long for the families covered. They paid their very first claim on the same day it was submitted, which is pretty incredible for 1906, let alone today. So we’ve always been about the customer experience, but our concerted effort began after the financial crisis, when everyone really focused on staying financially viable. We wanted to make sure we brought the whole customer experience back into the center of what we do.

We stepped back and took a holistic look and saw we had a mix of products, distribution channels, technology, etc. We knew we had to make sure our customers didn’t get lost in all this and that we were bringing products and services to the marketplace in a way that makes sense for them. It wasn’t that something big or disastrous happened to shift our focus; it was a natural progression for us.

Talk about the steps you’ve taken as part of this strategy.

During the first few months I talked to people and started to formulate the best way to get it going. I tried to get a feel for not just their perspective about customer experience, but also what things may have helped add to or detract from the customer experience in the past. When you’re talking about customer experience or anything else that’s not so tangible, you really need to understand the culture in the company and how you can best ride that to deliver a long-lasting impact.

For the next step, I selected six of my peers to join me on a council. Those were folks who not only demonstrated a passion for customer experience but also had controllership of key areas of the company and were decision-makers. I told them this can’t just be a flash in the pan that we put together and employees snicker about; it has to deliver tangible results. We got together and created a roadmap with the items we knew we needed to tackle first, then prioritized those efforts and put some resources behind them.

One of the elements of that roadmap that’s been extremely important for us was putting together customer champion teams. Those consist of 15 or so individuals from different functions that focus on each of our customer segments. They help map out the touchpoints and how customers feel, how important those touchpoints are, and how easy or difficult it would be to close any gaps.

What was the biggest challenge you faced along the way?

The biggest challenge we ran into and continue to run into is the time this requires people to spend away from their day jobs. The council meets every week for an hour at a minimum, and we have the champions get together several times a month for two-hour sessions. So the biggest challenge is not only getting those folks, because they’re fantastic individuals and everyone wants a piece of them, but then making sure we maximize their time and make sure they feel their time is being well spent.

This is where those efforts can easily wax and wane. If people don’t feel like their time is being respected and well used, they’ll drop off. One thing that’s helped avoid that is that we have an incredible project manager on the job. She brings a lot of energy and passion and keeps things moving forward. Another thing is the people involved. When you have a great group of people, some of them will be naturally inclined to put more effort in. So it’s important to identify those people early and make sure they feel satisfied, because they keep the energy going as well.

We also focus on recognition, thanking people for participating, and making sure we listen to what they have to say and are honest and open with them. They need to know that if they put the effort in, we’re going to listen and take them seriously.

You mentioned how important it is to have a long-term, tangible impact. How do you measure success to make sure it’s working? 

When we started looking at customer experience from a strategic perspective, we knew we needed to link it to something tangible. We’re tying our efforts to retention or what we call persistency – the willingness of customers to renew their coverage. If our customers are having a good experience, they’re more likely to stay with us. We want to keep our customers, make them feel valued and deliver a great experience. The longer any company keeps a customer, generally the more profitable they become.

As an insurance company, you work with both individuals and businesses. Do you have to address each type of customer differently? 

We have three customer segments for employee benefits. First, we have our brokers. They’re not captive to us and they represent all of our competitors as well, but we absolutely view them as critical. They’re the ones who bring us to the table with their clients. Their clients are the employers, which is another customer segment. The employers are working with us on bills and contracts, and they have to do on-boarding and on-going management of their benefit plans. Then of course, there are the covered employees – the folks who are actually using the benefits.

Each one of those segments brings a different expectation and a different view of us as a company. That’s why we have three different champion groups, to make sure we keep each one of those customers in perspective. We’ve also done some market research around customer perspectives and attitudes and what’s important to them, and we’ve dovetailed it with our branding efforts at the corporate level. The brand team has done a great job surveying the marketplace and determining the positioning for us. Understanding the attitudes and perspectives of the different types of customers is critical. Often, efforts like this will tailor to one customer type and lose the other perspectives.

This is an ongoing process. What have you learned along the way?

We learn constantly. We have constant feedback sessions and we’re always looking to the council to see if we need to change direction or shift our focus. There are multiple things we’ve learned. The biggest key here is making sure you’re constantly looking for and soliciting feedback, and that when it comes you listen to it. There isn’t one lesson I can point to, it’s lots of little lessons and constant course correction and adjustment.

Empowering The Customer Experience Culture Shift: From Customer Service To Customer Care

By Rhonda Basler
Director, Customer Engagement
Hallmark Business Connections







Customer experience is such a big beautiful term. Everyone uses it. Many companies are “focused” on it. They create journey maps and define moments of truth, all in the hopes of becoming customer experience champions. But what I find most interesting is the struggle many companies face when putting customer experience plans into action.

Improving the customer experience requires both an internal and external shift in an organization. This calls for change, which can be difficult to embrace, but not impossible. I propose a shift that can power a culture change that drives customer experience improvements. It’s a simple shift and is easy for employees to willingly embrace: Stop simply serving customers and start caring for them.

1. DEFINING THE DIFFERENCE

Customer service is factual, punctual and logical. Customer care is empathetic, tailored, individualized and, most importantly, emotional. When customers make decisions, how they feel about your company always wins over what they think about your company.

I believe one of the most challenging roles in a company belongs to customer service individuals. Being a customer service provider typically involves intense training that is focused on the “logical” portion of customer outreach: how to fix mis-shipments, billing errors, damaged product protocol and more. The list goes on and on. Solving problems and providing solutions are important to improving the customer experience, but what if there’s more? What if the customer experience doesn't need to solely end with a solution, but with a relationship as well?

Customer care is an extension of customer service and leans into the naturally empathetic side of all human beings. Each of us seeks to understand one another without judgment. We feel empowered to end our interactions positively. It’s in our nature. We need to capitalize on our inherent urge to form relationships. We need to encourage our employees to own their empathy and apply it to all customer interactions. The more customers feel understood and cared for, the more likely they are to speak favorably of your company.

2. APOLOGIZING WELL

No doubt, one of the biggest moments of truth for any company is the atonement process.  Everyone makes mistakes, and businesses are no exception. Each day technology errors happen, misunderstandings occur and, despite best efforts, customers experience distress. But it isn't the nature of the mistake that matters – it's how it's resolved.

Customer service is tactical in its approach to resolving customer complaints. When a customer calls with a problem, the customer service representative solves it. Customer care pushes this boundary further. Instead of simply resolving the problem, a customer care associate uses empathy to offer support and comfort. This employee strives to understand what the customer is feeling and, in doing so, true empathy can be conveyed, healing the emotional wound.

According to the 2013 Customer Rage Study, 56 percent of study participants felt they received nothing from a business after they filed a complaint. Additionally, 76 percent of respondents simply wanted an apology, but only 32 percent received one.

Put yourself in the shoes of your customers and strive to understand how they feel without over-complicating the situation. Sometimes the most effective solution is a simple apology with a side of empathy.

3. THE RESULT: ENGAGED EMPLOYEES, CUSTOMER ADVOCATES AND IMPROVED BUSINESS RESULTS

Customer feelings wield a lot of power over the future of your business. According a study by McKinsey & Company, 85 percent of customers increased their spending based on positive emotions throughout their interactions with businesses, while 70 percent reduced their spending when they had a bad experience. When employees are actively engaged in their work and strive to create a better emotional experience, customers will be more satisfied. This increased satisfaction leads to higher retention and loyalty.

Hallmark Business Connections has the pleasure of working with a global fortune 100 company on its customer care strategies. After training and providing customer care tools, employees said they felt inspired by the relationships they were building and had an 18 percent jump in their job satisfaction scores. Moreover, customers felt more valued and reported being three times more likely to maintain the relationship with the company than before. Overall, customers touched by the program had a 10 percent increase in customer retention, a 21 percent increase in purchase activity and a 32 percent increase in revenue. There is no arguing the success of those customer care results.

Customer care is essential to achieving our customer experience goals in today’s business world. Our hyper-social, high-tech world leaves little room for just “service.” Why? Because every business can provide that. When we empower our employees to embrace their natural ability to understand, empathize and care for customers, we also create a competitive differentiator in the marketplace.

To learn more, visit HallmarkBusinessConnections.com. Rhona Basler can be reached on LinkedIn.