Lilly Cho

 

Lilly Cho uniquely combines strategy and execution in implementing enterprise wide initiatives that improve her customer’s return on investment and increases in their bottom line results. Lilly has enabled her clients to report record growth and profit within very tight turnaround times.

Lilly’s vast experience in many different sectors has proven valuable in providing a compelling and diverse viewpoint on effective operations and processes within organizations

Lilly’s key competencies include creating executable business strategies that provide immediate business results. Lilly’s basis for business measurement is to identify clear key performance indicators that are actionable, measureable and trackable.

Along with having a MBA from Rice University, Lilly continually increases her knowledge by attending several national conferences in healthcare, project management and adult learning.

Lilly spends a lot of her free time volunteering with Project Open Hand, Stop AIDS Project and Share Our Strength. Lilly’s other passions include international travel, food and wine.

Key Competencies

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  • Program and Project Management
  • Business Analysis
  • Business Process Reengineering
  • Telephony and CRM Technology Implementation
  • Change Management
  • Training Design and Development
  • Performance Management
  • Learning Strategies and User Adoption
  • Leadership Development
  • Quality Assurance
  • Computer System Validation
  • Facilitation
  • Telesales Operations

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John Fahrnkopf

John Fahrnkopf is a contact center technology consultant with more than 20 years of broad technology consulting experience, focusing the past 14 years delivering benefit to customer service centers through technology and operations optimization and improvement, including roles as technical architect, project manager, and systems and business analyst. He specializes in telecommunications and has experience with most contact center technologies and leading product vendors.

John has worked for eLoyalty, Capgemini, and IBM in their Contact Center Optimization practice areas where he has delivered tactical and strategic planning, and managed technology implementations to such companies as TXU Energy, Washington Mutual, Providian Bank, MoneyGram, Wells Fargo, Kaiser Permanente, Vision Service Plan, NiSource Energy, Sprint, as well as many others.

Key Competencies

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  • Technology Assessments
  • Contact Center Infrastructure/Architecture
  • Telephony/VoIP
  • Call Flow/Routing Design
  • IVR Self-Service
  • Vendor RFP
  • Vendor Selection
  • Technology Project Management

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Everybody Wins When You Offer Customers a Choice

On a recent trip to the Boston area, I was lucky enough to get a low rate to stay at the Le Meridién hotel in Cambridge, Massachusetts. As I was settling into the room, I noticed a card advertising a program they’re offering. The program offered me the option of not having the regular daily housekeeping service for my room and, in exchange, they were offering a $5 voucher that could be used in the hotel restaurant or bar. Furthermore, if I didn’t want or wasn’t able to use that, I had the option of redeeming any of my vouchers at the end of my stay for 500 bonus points in their guest rewards program. As a loyal Starwood Preferred Guest program member, I was very excited about this. I knew I’d barely be using the room other than for sleeping and showering. I was only there for a two night stay and I often opt to not have my sheets or towels washed anyway. I thought it wouldn’t be a big deal at all for me to simply make the bed myself if I wanted it made, and the rest didn’t really matter. Besides that, at three points per dollar, I would be earning fewer than 500 points per night based on my nightly rate. It seemed like a great bonus and I jumped on the opportunity. I found myself hoping that the hotel that I’ve been staying in regularly for work on a client project would start offering the same thing.

This is a great example of how offering choices to a customer can really enhance customer loyalty and repeat buying. Because of this program, this will be the first hotel I look into the next time I travel to Boston. Interestingly enough, the $5 restaurant voucher or the 500 points probably even have a much lower cost to the hotel than that of daily housekeeping service for a room, especially when you take into account the housekeeping labor, laundry costs, and supplies. This is a great lesson that what something may cost an organization doesn’t necessarily translate dollar for dollar in terms of value to a customer. By offering customers a choice, you not only increase their satisfaction by giving them something that’s of value or important to them, sometimes you can actually save money because some customers will choose an option that has a lower cost than the standard service.