Loyalty 360 had the opportunity to hear from Jeffrey Bouchard, Director, Learning and Organization Development for FARO.  Below, Jeffrey shares insights about the FaroBDA™ approach to the total customer experience.

L360:  Who is FARO ?

Bouchard:  FARO develops and markets computer-aided coordinate measurement devices and software. Portable equipment from FARO permits high-precision 3D measurement and comparison of parts and compound structures within production and quality assurance processes. The devices are used for inspecting components and assemblies, production planning, inventory documentation, as well as for investigation and reconstruction of accident sites or crime scenes. They are also employed to generate digital scans of historic sites.

Worldwide, approximately 10,000 customers are operating more than 20,000 installations of FARO’s systems. The company’s global headquarters is located in Lake Mary, Florida, with its European head office in Stuttgart, Germany and its Asia/Pacific head office in Singapore. FARO has branch locations in Canada, Mexico, United Kingdom, France, Spain, Italy, Poland, Netherlands, India, China, Singapore, Malaysia, Vietnam, Thailand, and Japan.

L360:  What is FaroBDA™?

Bouchard:  FaroBDA (the BDA stands for Before, During, and After) is a process which partners our Applications Engineers with our customers to design training that ensures that each person being trained is able to effectively use the FARO solution in his or her work environment.  We refer to what we provide as a solution because it is sold to solve a specific measurement or imaging problem or challenge.

L360:  How would you define, “the total customer experience?”

Bouchard:  The total customer experience at FARO comprises the interaction our customers have with any segment of FARO’s customer interface.  This would include our Marketing Department, Internal Sales, External Sales, Applications Engineering, and Customer Support. 

L360:  How is this approach unique to the marketplace?

Bouchard:  For one thing, it operates on the assumption that our responsibility for enabling our customers to use their FARO solution successfully does not begin when they begin the training, nor does it end when they complete the training.  It begins with the design of the actual training and It ends when the learners are actually using the product successfully on the job.  This requires contact with each customer prior to training to define expectations of FARO, the Learner, and the Leader of the Learner.  These are formally documented in a Leaders Kit and used as a guide for the total FaroBDA experience. 

L360:  What are 3 key takeaways others can learn from FARO in developing their own “Before, During and After” customer support process?

Bouchard:  It might be presumptuous to claim what 3 key takeaways would be for others, or even whether there are any key takeaways at all.   My key takeaway has been: Whenever you provide anything for customers, think about why you are providing it.  What will it enable them to do that they otherwise could not do – and – what will be the ultimate benefit?  In the case of training, we wanted to make sure not only that our customers were able to use what they purchased from us, but that they were able to use it to effectively solve their problems.  That’s what makes it a FARO solution rather than just a FARO product.

L360:  What is the best approach to determining the appropriate customer touch points for one’s company? And how does one best take advantage of these touch points for the maximum customer experience?

Bouchard:  One way to do it is to define clearly the mission for each department in your company in terms of WHAT it provides, FOR WHOM, and TO WHAT END (i.e. how will it benefit the “FOR WHOM”).  If the “FOR WHOM” is an external customer, that’s your starting point.  Group the external customers logically.  Then for each customer group, identify specifically the regular recurring contacts you have with them.  Although there often a few outliers, even if you have what seem to be random contacts, there are usually patterns you can identify based on some common element or elements.  After you’ve identified the recurring contacts identify what the customer outcome should be for each contact.  From there, it’s a matter analyzing how well you’re doing, establishing processes, metrics and standards etc.  It takes a long time to establish baseline touchpoint processes, metrics, standards, etc., but after you’ve established these continuous improvement falls into place.

L360:  What has the customer response been to the process?

Bouchard:  Overwhelmingly positive.

Join us this fall, for the opportunity to meet with and hear more from FARO’s Jeffrey Bouchard, at Loyalty 360’s Engagement Expo (November 6-8th, 2011, The Westin Stonebriar, Frisco, TX). During a B2B focused session: Using Defined Touchpoints to Ensure a Superior Customer Experience, attendees will learn more about the pre-touchpoint environment, the evolution of the touchpoints and the significant impact of one touchpoint in particular, the FaroBDA™ process.  This insightful session will be presented by Jeffrey Bouchard, Director, Learning and Organization Development - FARO Technologies, Inc. & Michelle Edwards, Manager, Applications Engineering - FARO Technologies, Inc.

Register now at: EngagementExpo.com

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