The following are three examples of companies who are using social media to create a unique, loyalty-building experience.

Sharpie

Over the past few years Sharpie has quietly built a loyal fan base among the teenage demographic, first on Facebook and then on Instagram. Nearly half a million photos have been tagged #sharpie and thousands more tagged with variations such as #sharpies, #sharpieart, and #sharpietattoo. What started as their internal marketing department sharing a few drawings on Instagram has turned into a community of self-expression around a shared medium – the sharpie marker. Their intense focus on a particular demographic coupled with the internal vision of being a brand that inspires became the framework for building a remarkable online community.

The Results: a 5% lift in market share

The Lesson: Inspire your customers

Read More: How Sharpie is Making Its Mark on Social Media

AARP

Pew Research Center’s Internet & American Life Project reports that as of April 2012, 53% of adults ages 65+ use the internet and email. The same study found that 34% of this demographic is using social networking sites. With this information in mind, AARP began investing heavily in creating content suited to how their market now wanted to consume it. Today their robust YouTube channel covers topics like health, work & retirement, and money; and they have plans to expand their most popular series, “The Cheap Life with Jeff Yeager.” Tammy Gordon, AARP’s Director of Social Communications, points out that the misconception is that older generations aren’t tech savvy. She clarifies that while they may not be big on producing content like younger generations; they are avid consumers of it. And AARP is planning to grow their investment in providing this demographic with the educational content they want and a format they want it in.

The Lesson: Educate your customers

Read More: AARP Adapts its Marketing Channels

IC Federal Credit Union

IC Federal Credit Union wanted to capture Gen-Y consumers, but faced a dilemma. How do you make content about life insurance and savings something one would share with friends? The answer – zombies. After producing a six-segment series, they didn’t need to do much more promotion. The videos quickly made the rounds, racking up page views and interest. The most popular video to date, featuring Credit Card Murphy, has nearly 300,000 views.

The results: Growth in Gen-Y members at a rate of 2.6%

The Lesson: Entertain your customers (and prospects)

Read more: Credit Union Spikes Gen-Y Member Growth With Viral Talking Chin, Zombie Videos

What these companies are doing is by no means new or revolutionary, but their execution shares a common thread. Each of these companies is using social media to engage a highly focused segment of their market. Where traditional media would have forced them to create an experience with mass market appeal, social media is allowing them to create a loyalty-building interaction with a select segment. To do this successfully, of course, requires a deep understanding of who your customers are, how they interact with your product, and what they care about.

At PeopleMetrics we’re incredibly proud of the success our clients are seeing when using customer feedback to craft exceptional customer experiences. One way we see evidence of this success is through the number of Recognize Alerts coming in through our software.

We put together the following insightgraphic to let our clients know that…

1. Take action to fix customer problems.

If a customer reports a problem, follow-up and fix it as soon as possible. You’ll begin to see patterns emerge that hint at the systemic issues causing customer problems, but right now you should be focusing on making it right with each individual customer.

Think of it as a new opportunity to build a relationship with customers. You now have access to a new channel of customer communications and while the negative feedback may be hard to hear, it’s certainly better than not knowing.

2. Reward customer-centric behaviors.

Nearly all of our clients are surprised by the volume of employee praise that comes in through their Voice of the Customer software. It’s a pleasant surprise to see how willingly customers compliment the great work employees are doing. Pass this feedback along to the employee’s manager, send it directly to the individual, or create a list of all the employees being recognized and send it to the CEO. This customer praise is incredibly motivating. Sharing it builds excitement around the customer feedback program.

3. Share it.

You may not be ready to set improvement priorities, you may not have answers for all the suggestions or problems coming your way, you may be struggling to figure out what it means. But you must resist the urge to limit customer feedback to one person or department. On day one begin looking for ways to share customer feedback:

• Send out a daily report of some open-ended customer comments
• Set up a weekly webinar where stakeholders can tune in and hear you share some of the things customers are telling you
• Share customer comments on the company intranet

The voice of the customer is incredibly powerful and strikes an emotional chord that numbers and analysis can’t. Use this force to your advantage by sharing this voice with your entire organization from day one.

One of our clients set up a “low-tech listening” exercise for senior executives. They were simply listening in to customer feedback coming in through the call center. One conversation was around a customer struggling to pay her cable bill while balancing the other needs of her family. A VP in the group pulled out his credit card on the spot and took care of the bill. This story is a wonderful example of how listening, actually listening to customers and hearing their stories, reminds everyone at every level of the company that we’re dealing with people. Real flesh and blood humans, and this emotional connection is far more likely to inspire action than even the most brilliant PowerPoint presentation.

Related articles

• The Guiding Principles of Your Customer Experience
• Making the Customer Experience Vision a Reality in the Pharmaceutical Industry
• How One Company Created a Customer-Centric Culture

For the third year, PeopleMetrics is proud to recognize its Brand Ambassador Award Winners. Winners of this award are identified by customer feedback indicating the employee has gone above and beyond for them.

Winners of the 2013 Award are:

• Tammy Fritz, American Hotel Register
• Doug Born, BKD
• Peter Ugo and Rachel Spurlock, Crowe Horwath LLP
• Jerry Taylor, EMD Millipore
• Katie Rack, Signature Flight Support (Second Time Winner)

Brand Ambassadors are an invaluable resource in achieving customer experience transformation as they consistently deliver the unexpected for customers. Tammy Fritz, American Hotel Register, says, “I thrive off of my customers being happy and the relationships that I develop with them. I know that I am part of the family of many of the customers that I represent, and that relationship makes me want to work harder for them.” These strong sentiments aren’t unusual coming from Brand Ambassadors. PeopleMetrics CEO Sean McDade advises, “Brand Ambassadors are experts at delivering consistently great customer experience. Identifying them, learning from them, and sharing their expertise throughout the organization are powerful tools in achieving customer experience transformation.”

Katie Rack, a two-time winner from Signature Flight Support, shares this advice, “My customer service philosophy is empathy. I believe you have to have the ability to put yourself in the customer’s shoes.” And Jerry Taylor who has been delighting EMD Millipore customers for 24 years says, “The last question I always ask: What else can I do for you?”

Additional Resources:

About the PeopleMetrics Brand Ambassador Awards

Brand Ambassadors: How People Bring Your Brand to Life

Employee Recognition and the Customer Experience

The following are several considerations as you develop your cross-functional team:

Seniority

You want to look for people who are senior enough to have deep expertise in their area of the business, but not so senior that they will be too busy, or high-level thinking that they won’t be able to dig into the details. They need to understand all of the ins-and-outs of their department, but also see how their department connects into the bigger role of the organization.

Customer Experience View

You want to avoid looking at seniority alone, however. It’s important to search out the people who innately understand the importance of the customer experience. Otherwise you could waste valuable time trying to constantly establish the importance of what you are doing. You need a team who understands and believes in what you are trying to accomplish, and is excited to be a part of it so you can start building momentum.

Organizational Role

Your cross-functional team needs to represent the interests and challenges of the entire organization. You will want to include functional representatives (e.g., Marketing, Finance, IT, HR) as well as business representatives (e.g., regions, practices). While you may find more people in Marketing who are excited about using customer feedback to drive change, they may not be able to help you down the road when you need to secure budget or change training policies. It’s going to take a representative team to carry the torch throughout your company.

In addition, be sure to secure support from your colleagues responsible for the brand. The brand makes the promise and the experience is responsible for delivering on it. For this reason, you must ensure that the brand team is onboard and connected with the customer experience work. Some companies are even beginning to create Brand and Experience councils with this very purpose in mind.

Personal Clout

Seek out individuals who are strongly networked across the company. While this may be a person who has a track record of big projects under their belt, don’t limit yourself by seeking out the big stars. You want people who have demonstrated success at managing change outside of big budgets and spotlights. These people tend to rely on a network of relationships to get things done, and these characteristics will help your team build support for the changes ahead.

Size of the Team

The optimal number of people you should have on this team is 12. More than 20 and you’ll start feeling some “death by committee,” but fewer than 9 and you likely won’t have the representation you need.

In Switch, Dan and Chip Heath examine how reformers are vital in “rallying the heard” to change their behaviors. “The lessons are clear,” they write, “If you want to change the culture of your organization, you’ve got to get the reformers together. They need a free space. They need time to coordinate outside the gaze of the resisters.” Your cross-functional team will be your band of reformers. Take time to build a team that possesses the passion, clout, and commitment to get things done in spite of the resistance you will inevitably face.

Photo credit: Lawrence Whittemore / Foter.com / CC BY-NC-ND

Pharmaceutical companies have changed their ways since the darker days of the last decade. They are increasingly focused on building engaged and loyal customers. After years of “product-centricity” it is time to shift focus to customer experiences, providing what customers want how and when they want it. As one Pharma exec put it recently, “Our vision is to move from volume to value.”

Among our pharmaceutical clients we see devoted executives who are passionate about delivering value to their customers and patients. But the shift to the “outside-in” thinking required to achieve your customer experience vision isn’t easy. It requires an openness to constantly listening to customer feedback, and then taking actions to adapt accordingly. In an industry that is comfortable with rigorous research, this real-time agility will feel uncomfortable.

Below are three simple recommendations for helping you create and execute your customer experience vision based on our work in the pharmaceutical industry over the last several years.

1. Take the temperature of your executive team regarding a customer experience program

If the customer experience is not a strategic priority for your senior executives then do not waste your time or political capital trying to launch a broad initiative. It won’t work.

If there are doubters in the C-suite we recommend you continue socializing the value of customer experience among your colleagues and senior executives until you gain their support. Point out where your company’s financial goals are aligned with the interests of the customer. Placing your customer experience initiatives into this broader framework is essential in helping your executives understand where the customer experience fits in. One way to do this is by building a 24-36 month roadmap combining both proposed customer experience work and financial objectives and milestones.

2. Acknowledge that Voice of the Customer (VoC) is a new way of doing things

An essential part of your customer vision will be implementing a Voice of the Customer program to collect non-blinded, real-time customer feedback. The pharmaceutical industry’s traditional method of gathering customer feedback, Sales Force Effectiveness (SFE), provides aggregated data on primarily functional dimensions of the rep/customer relationships. SFE alone is insufficient because results are blinded and aggregated at the national or, if you’re lucky, regional levels, but no lower. In addition, it takes weeks or even months for reporting and insights.

A Voice of the Customer (VoC) program, on the other hand, is designed to provide immediate customer feedback at the individual level so managers can gain insights and take local action. Even though VoC is introducing a new way of doing things, it doesn’t mean you toss out SFE. Rather than taking an either-or approach, emphasize how VoC and SFE are complimentary. They can work together to create a more holistic view of your customers.

An important point to think about is how you can help your colleagues understand the ways VoC feedback is different from SFE. The most resistant people to using a VoC methodology are often those in market research. This is understandable because they think of VoC and SFE are the same thing. Your job will be to point where they’re different, and then show how they can be used together to create a better experience for your customers.

3. Find the brand team or business unit leaders who understand the value of customer experience transformation

The way you position your customer experience work, particularly in the early stages, is critical to your long-term success. As such start this work in “friendlier” territories of the company before trying to win over the more challenging (resistant) ones.

But remember even among the friendliest brand teams it’s important to take a measured approach. For this reason you may wish to use a “prove then build” strategy. Starting small is less risky and lets you secure early wins before expanding. Delivering value to one brand team gives you credibility across the organization as word travels, and it will. This makes your job of convincing the more resistant areas of the company much easier.

It’s essential to engage your Market Research team from Day 1. Together you can approach Legal and Healthcare Compliance to gain their buy-in. Be sure to avoid open-ended options in the survey and show that the survey will not ask questions related to the brand or brand message. Framing this as a competitive advantage will pull you through this process.

What are Guiding Principles?

Guiding Principles are the pillars that guide all actions and investments relating to the customer experience. Think of it this way, your brand makes the promise; your customer experience delivers the promise. Your Guiding Principles are the basic support structure that ensures your experience can and will deliver on that promise. Your Guiding Principles are not:

• A list of initiatives and to-do’s
• Your customer experience vision
• Your customer experience priorities

A good set of Guiding Principles will become the lens through which all future business decisions are evaluated. When someone needs budget, or you are deciding what features to add to a new product, or your company is about to purchase new technology, or you are designing your compensation structure – your Guiding Principles will be the criteria against which these are evaluated.

What makes a good Guiding Principle?

• Start with a verb: Your Guiding Principles aren’t statements, they are action-oriented
• Distinction: Keep your Principles simple and distinct from each other
• Emotional: Guiding Principles should address how you want your customers to feel
• Cross-Channel: A good Guiding Principle will apply regardless of the channel being used
• Differentiated: Your Guiding Principles should be bold enough that they will lead to decisions that will make you noticeably different from others in your space
• Relevant at all levels: Front-line associates and senior level executives alike will be able to derive value from the Guiding Principles

How to put Guiding Principles in action?

Developing the Guiding Principles isn’t just an exercise to complete. These principles are a tool that business leaders who may not be directly involved in the day-to-day customer experience work can still use to guide decisions in their department. For that reason, it’s important to test the guiding principles before committing to them. The best way to test these (without trial and error alone) is to ask yourself this question: “What does this mean for how our customers experience us?” If the answer is measurable and meaningful then you have a Guiding Principle. If you can’t think of a way that you’re Principle would impact the customer experience, then you likely just have some marketing speak.

Guiding Principles are your first step in creating a customer experience that is memorably different. They ensure that you don’t become another also-ran in the customer experience game, but rather that you deliver something unique that your customers value and rave about.

Photo credit: Ian Sane / Foter.com / CC BY

On Digital

The theme of the 2013 Customer Experience Leadership Conference was, “How Digital is Transforming the Customer Experience.” Speaker after speaker shared compelling examples of how companies are creating platforms to engage their users (Virgin Atlantic), creating memorable experiences over social media (Smart Car), and using the reach of mobile to empower users with information at their fingertips (WebMD).

The big takeaway on the topic of digital is to never do digital for digital’s sake. Digital technology is only a new medium to deliver the brand experience.

On Big Data

Is Big Data hype or reality? The consensus seemed to be both. One important message is that Big Data is useless if you don’t know what you are trying to achieve. You have to know what questions you are trying to answer, what experience you are trying to deliver. Cavan Redmond, CEO of WebMD, shared how Big Data is powerful because of the small insights it can offer up. It helps us to spot the outliers, and the patterns that may otherwise be missed.

Another Big Data theme was around taking action. Fernando Aquirre, CEO of Chiquita Brands International gave advice on pitching to a CEO. He made it resoundingly clear that it is of the utmost importance that you keep your presentation short, on point, and focused. Truth is, this is becoming more important for everyone, at all levels of the organization. Your customer data must empower employees – from the C-suite to the frontline – to be clear on what the best next action is.

And finally, at some point you just have to get started. John Bianchini, VP of National Customer Service at Verizon encouraged attendees to jump in with the understanding that data will never be perfect, but you need to start somewhere.

On People

Every part of a company is being built by their people. The new mobile app, the ideas, the website, the processes, the data that is being analyzed, and the insights shared are all coming from people. Bob Lord emphasized the enormous challenges CMOs are facing in a quickly changing environment. This environment is highly favorable toward companies who can move quickly. This is something that can only happen when employees have the resources and knowledge and liberty to bring the brand to life for their customer (internal or external). What is overwhelmingly evident is that companies who are successful at customer experience  have incredible cultures.

Another aspect of the customer/employee relationship that emerged at the event was how a company’s customer policies impact the employee experience. VP of Brand Management and Guest Experience at The Ritz Carlton, Lisa Holladay, shared the Ritz’s campaign around The Art of the Craft.  The Art of the Craft is a video series highlighting individuals who do amazing things at Ritz Carlton, from a florist in Barcelona to a shoe shiner who understands that his role helps speakers feel confident when they stand in front of an audience. Lisa told the story of a lady who dressed up as a tooth fairy to make sure one little girl knew her missing tooth wouldn’t be missed just because she was on vacation. The Ritz’s relentless focus on the customer has a created a workplace that allows their employees to have a meaningful impact of the lives of guests.

The Ritz story touched on a theme that was further exemplified by Disney. Jodie Martin, Senior Manager of Field Human Resources for the Disney Store joined Gary Magenta from Root to demonstrate the power of inviting employees to be part of co-creating the customer experience.  Together they walked attendees through some quick exercises that were done with employees to get them excited and emotionally invested in creating a memorable in-store experience. Both the Ritz Carlton and Disney know that a great customer experience starts with a great employee experience.

And finally, a shout out to the many active tweeters capturing the event and sharing quotes, pictures, and some of the many fantastic videos presented at the event.

• @jmass – the most active Tweeter
• @FdoAguierreCEO – for encouraging everyone else to get on Twitter and introducing us to the Permanent Banana Award
• @RachaelMcB
• @hamptonbridwell
• @gatortail
• @marc_c_mandel
• @VzWSharon
• @tracymoisan
• @ephraimcohen

To get the big-picture overview of the event, search #tcbcel on Twitter.

“The best way to speak to our culture change is really through the customer comments.” This is Bridget Cox, Operations Analyst at Signature Flight Support. “We see customers saying, ‘Wow! This is the first time I’ve been with Signature in five years and what a turnaround!’ They talked about the price gouging in the past and now they talk about the service. These comments from our customers are exactly the impact that we are looking for.”

Three years ago Signature got a new president, Micheal Scheeringa, along with a heavily revamped executive team. This was part of Signature’s efforts to create a culture 100% focused on the customer. At the time, Bridget was working as an intern at ASIG, another company in the BBA family. Today she’s not just an observer of the culture shift that has happened at Signature, she actively contributes to it by using customer feedback to provide insight for other departments looking to improve the customer experience.

Bridget uses customer feedback in several ways.

• For regional vice presidents she will use customer data to highlight problem areas, or monitor changes over specific time periods

• For Signature’s Director of Amenities she’ll use open-ended comments to identify what is and is not working for Signature customers

• When Signature makes big changes to improve the customer experience, customer feedback is used to track the impact of those changes

Bridget relates a recent example of Signature switching rental car providers:

About three months in, I pulled in all of the customer comments and complaints that we had about rental cars. I did that for the same period as last year and looked at the difference in the number and type of complaints. This way we could see how well the transition was going from the customers’ perspective rather than just going by what we are hearing from the bases.

While Bridget owns the Voice of the Customer program at Signature she doesn’t take much credit for the improvements in customer loyalty. “These changes are really because of how we manage the program base by base,” Bridget says. She goes on to describe how each General Manager is responsible for taking action on customer feedback at their base. This level of accountability was put in place back in 2006 when they first partnered with PeopleMetrics to begin systematically listening to and acting on the voice of their customers. “Management makes a huge difference, and we focus on finding the right management for the base, someone that sees the value in customer loyalty.” The approach has paid off big for Signature. In 2011 company-wide loyalty was 80%, a dramatic improvement over 2007’s 55%.

Creating Memorable Moments

Giving managers the tools they need to take action on customer feedback is only one piece of the culture change puzzle. Signature also emphasizes the value of correcting customer problems in the moment to create a memorable experience. One policy to support this allows Customer Service Representatives (CSRs) to access up to $500 without manager approval to correct a customer problem. Last year Katie Rack, a CSR at the Dallas base, received the PeopleMetrics Brand Ambassador Award. Katie has exemplary stories about the way she uses these funds to create amazing customer experiences.  Bridget relates this one of Katie’s stories as one of her own personal favorites:

A customer that frequents Dallas was visiting with his his wife. His wife had just gone shopping and got all of these Christmas ornaments. It was a really windy day and when they walked out to the plane the bag flew out of their hand and the ornaments broke all over the ramp. They weren’t leaving for about 30 minutes and the ornament store that they had gone to was just down the street from our base. So Katie went and bought them new ornaments before they left.

Another story involved helping a customer hit by a jet blast, “A plane was taxiing off and the customer fell and was scraped up and ripped his clothes. He was flying into another Signature location and when he arrived a CSR there had bought him a new pair of pants and a nice shirt and had it waiting for him.”

These policies exemplify how integral employees are in delivering an exceptional customer experience. Most companies would balk at the idea of providing such free access to cash, and would have legitimate concerns about employees abusing the system. Bridget says simply, “We trust our employees and managers and have confidence that we hired the right people who won’t take advantage of it.” Then she echoes something that is a bit of Signature mantra, “It’s all about the people you have working at the base.”

Supporting the Change

A culture this singularly focused on the customer doesn’t just build itself, and Signature has taken an intentional approach to supporting the culture shift. One way they do this is through Daily Shift Briefing. Laura Frampton, Signature’s Director of Training, creates this brief daily and it goes out to every one of Signature’s 113 locations; ensuring that every person in the company hears the same message every day. The typical format will focus on one of the company values, have an accompanying customer of employee story that reinforces that value, and then highlight some of the business updates such as gallons, safety indices, and loyalty scores.

Customer stories are used to recognize employees for doing great things for the customer, and Signature extends this recognition practice to internal employees as well using the Edge Cards. “The Edge Cards are all about being able to recognize your coworkers for doing a great job and reinforcing that behavior and our culture,” Bridget says. These notes are hand-written for an extra personal touch. At corporate people hang their Edge Cards in their cube and bases are also encouraged to create a central place for sharing their internal recognition, “Just from my own experience, of getting and giving them,” Bridget says, “It makes you feel good about the job you do for the company.”

There is a lot of pride at Signature in their customer focus, and this is backed by investment from Signature’s leaders in providing top-notch service training from the Ritz Carlton. Bridget just did her own training there in May of 2012, and speaks highly of the experience:

It’s great to do this at the Ritz Carlton because they absolutely live this and it’s helpful to see it in action while we were putting our Service with a Leading Edge training session together. Everyone that works there from the bellhop and the valet to the lady who was working with us is on point at all times. It’s great for our employees to see that we’re not just wasting money on a consultant to help us with this, but they can actually see what amazing customer service really looks like.

Plans for the Future

Today Signature boasts higher customer loyalty, fewer customer problems, greater satisfaction with problem resolution, and higher revenue than in 2006; but no one is content to stop here. The Service with a Leading Edge program is always being refreshed, “I’ve had General Managers tell me that after they do their service training they’re so pumped up and everyone is a superstar,” Bridget says with a bit of a laugh, recognizing how rare it is for people to get so enthusiastic about customer service training. There are ideas about adding more personalized perks for loyal customers and using iPads to improve the survey taking experience in the future, and Bridget is constantly using customer feedback to supply Area and Regional Directors with improvement ideas. “We’ve come a long way,” Bridget comments in closing, “But we still have more work to do, this is always evolving, and it’s a fun journey to be on.”

Signature Flight Support Corporation (Signature), a BBA Aviation plc company, is the world’s largest fixed-base operation (FBO) and distribution network for business aviation services. Signature services include fueling, hangar and office rentals, ground handling and a wide range of crew and passenger amenities at strategic domestic and international locations. Headquartered in Orlando, Florida, Signature currently operates at more than (100) locations in the United States, Europe, South America, Africa and Asia. For more information, please visit: http://www.signatureflight.com.

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American Hotel is committed to continually enhancing its customers’ experience, and last year decided to take its dedication to providing world-class service and delivering the total solution to the next level. By using the data collected through PeopleMetrics Voice of the Customer survey, the company has been able to facilitate near-real-time responses and resolutions to customer requests and questions.

To ensure the involvement of the entire organization, a cross-functional team was assembled. It was charged with evaluating the Voice of the Customer data to develop effective solutions. Heading the team was Deb Kossak, Customer Solutions Director.

Becoming the Voice of the Customer

Using the customers’ actual words is a powerful tool and the Voice of the Customer team found that it actually enhanced cooperation and encouraged discussion throughout the organization. Deb says, “Now it’s not just one department saying, ‘We think this is the customers’ experience.’ We now have both metrics and direct feedback from our customers that reinforce our knowledge about their experience in doing business with us.”

PeopleMetrics feedback is being used to enhance the customer experience in all areas such as online shopping and ordering, delivery information, and problem resolution.

Without a doubt, American Hotel’s culture is part of the reason the team has been so successful in driving change throughout the organization. A family-owned business, American Hotel has always taken pride in providing incomparable customer service and considers the development of deep relationship with customers, suppliers, and associates alike to be one of its core strengths. This is a company, after all, where the Chairman of the Board joins employees for lunch every day in the cafeteria. When it comes to creating a great customer experience, everyone within the company is committed to doing what it takes to succeed. This is a company that is serious about aligning associates around the customer and embedding customer feedback into the organization.

A Word of Advice

Deb speaks for the entire Voice of the Customer team at American Hotel when she says being a customer advocate has been both rewarding and challenging, but, “Don’t shy away from the responsibility! It’s really important. It’s about everyone driving the change. Use the survey. Use your customers’ voices to enhance their experience with your company. At the end of the day, you can say, ‘I’ve really helped our customers and made an important contribution to our success.’”

As the premier supplier to the hospitality industry for 148 years, American Hotel Register Company provides incomparable service to customers throughout the world with a total solution approach that incorporates personalized procurement programs and services with global supply chain excellence.

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