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Customer Experience

Total Customer Experience

EMC’s commitment to a customer-first approach begins at the top and permeates every level and aspect of our company. EMC’s Total Customer Experience (TCE) model is a demonstration of our commitment to exceed customer expectations for quality, service, innovation, and sustainability. Through TCE, customers, partners, and EMC field personnel provide feedback on their experiences, and EMC measures the quality of every customer interaction. We use Big Data analytics to gain deeper insight into provided feedback, identify trends, and drive continuous improvement and process excellence throughout the enterprise.

Measuring Customer Feedback

EMC places high importance on measuring customer satisfaction (CSAT), maintaining industry-leading levels, and using feedback to continually drive improvements. This includes setting quarterly CSAT targets across EMC’s field and remote service organizations. EMC posts surveys and results on our internal dashboard site for EMC’s Customer Services (CS) to reference. We set goals for all CS managers and above based on quarterly CSAT results.

In 2013, EMC implemented new initiatives to get an even more complete view of our customers’ experiences. We created the phases of the “Customer Journey Map” from the results of these initiatives:

  • Buy: EMC conducts customer interviews with decision makers to understand the touch points they experience. In the process, we collect detailed feedback on areas of success and areas of opportunity. In addition to these one-on-one interviews, EMC is investigating how best to gather more detailed feedback about the buyer experience from a wider customer base. The TCE team is partnering with EMC Sales and Pre-Sales to develop this initiative.
  • Deploy and Support: Transactional surveys play a key role in measuring customer satisfaction after a deployment or service event. In 2013, EMC supplemented these transactional surveys with input from EMC personnel to provide an employee view of the voice of the customer. This enables our customer-facing employees to share best practices and offer suggestions to improve the customer experience.
  • Product Use: Every EMC business unit participates in the TCE Product Survey program. This program enables the business to view customer feedback on their products in real time and, after detailed analysis, allows business unit leaders to identify and implement any changes needed. Combined with the Voice of Field facilitated sessions, the Product Survey program enables EMC’s TCE team to generate an action plan for initiatives to improve customers’ product experiences.

Voice of Experience Program

In 2013, we replaced our Voice of Customer survey with an expanded approach called Voice of Experience. The core component of EMC’s Voice of Experience approach is TCE’s extensive Customer Relationship Survey. This survey evaluates the end-to-end view of EMC’s relationship with customers. TCE uses the survey to determine priority areas, establish initiatives, and identify metrics and goals that are important to our customers – driving actionable recommendations and improvement initiatives.

In addition to renaming the approach in 2013, TCE revised the survey by adding three new components to develop a broader and more accurate picture of our customers’ experiences:

  • Voice of Partner: Measures the relationship with EMC’s partners and what EMC needs to provide to enable the partner to deliver TCE to the customer
  • Voice of Partner’s Customer: Captures feedback on the quality of the service our partners provide to their customers that have EMC products
  • Voice of Field: Leverages knowledge of those who interact with the customer the most through sales, support, and professional services

Lean Six Sigma Audit Group

The TCE team leverages its Lean Six Sigma and Audit group to identify key opportunities for improvement across EMC. These improvements are prioritized to drive continual improvement on EMC’s product quality, time to resolution, cost efficiencies, and overall process improvement. While we focus on many internal improvements, the team also addresses key customer concerns. At the end of December 2013, EMC had completed more than 2,400 Lean Six Sigma projects, exceeding $800 million in total, measureable benefits.

External Customer Service Awards

In 2013, for the second year in a row, EMC won the Temkin Group Award, an accomplishment that speaks to the focus we place on the customer experience. The Temkin Group is a customer experience research and consulting firm devoted to helping large companies build customer loyalty.

EMC was also recognized with two 2013 STAR Awards from the Technology Services Industry Association (TSIA).

TCE Innovation Award

The TCE team offers an Innovation Award as part of EMC’s annual Innovation Roadmap. The award recognizes innovative approaches to maintaining customer loyalty while enhancing EMC’s customer service capabilities and engagement model. In 2013, the TCE Innovation Award winner recommended an automated, cloud-enabled approach to analyzing customer big data performance metrics, to improve customer system performance and decision-making for EMC teams.

EMC Community Network

The EMC Community Network (ECN) on launched in 2008 and continues to evolve. This online site creates a social network that links some of our stakeholders, such as our employees, customers, and partners, who have common interests in collaborating and innovating on everything from EMC products to industry practices. Members can find and share ideas through blogs, social networks and RSS feeds—providing a direct connection to our leaders, experts, and products teams.

Executive Briefing Program

EMC’s Executive Briefing Program provides customers, partners, and prospects the unique opportunity to interact with executive management, business leaders, and technology experts across the company. By specifically tailoring conversations to audiences ranging from Systems Architects and IT Managers to CXO’s, the Executive Briefing Program allows customers and partners to connect with EMC both technically and strategically. This interaction allows visitors to explore EMC’s position in the marketplace while collaboratively addressing their individual challenges, redefining strategies, and ultimately working to transform their underlying business while accelerating their journey to the cloud.

Founded in 1994, the Executive Briefing Program now reaches over 20,000 attendees annually. The program consists of 10 briefing locations around the world in conjunction with robust field briefing programs across all three theaters. To learn more, visit EMC’s Worldwide Executive Briefing Program.

Center Locations:  Hopkinton, MA (HQ); Bedford, MA (RSA); Rio de Janeiro, Brazil; Silicon Valley, CA; Washington, D.C.; Cork, Ireland; Bangalore, India; Beijing, China; Singapore; Tokyo, Japan

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