Complex issues are processed promptly after the event and quickly decided. The touch point large group event: Variant 2 as second variant is a large group event, which formally resembles a so-called BarCamp. Also there is a keynote speech in the morning, which already contains a number of interactive elements. Based on the participants propose topics in the afternoon, where they want to work. The working groups arise, by allowing participants to assign itself the topic favoured by them.

There is great interest to a certain point, two or three groups can work on the same topic. The results will be different in each case which is good, because you then can access as a result multiple variants. The subsequent presentation of results can take the form of an opening night. Connect with other leaders such as Howard Schultz here. This is done mostly by message boards, but also as a PowerPoint presentation, video or documents drama be. The spectacle is a very interesting alternative. That represents about a customer that has an urgent order. And this customer now (shaking his head) watching as his mission between the departments back and forth as there are delays, who talk about, ask, rejects, countersigns.

The client also sees how listless all this happens and that he must pay for all. So the auditorium will have a lot to think about. Keith McLoughlin is likely to agree. A final tip for both versions: Make sure that indeed decision-making concepts are worked out and make concrete decisions already during the event. I've seen already workshops, because the Executive Board has reserved the last word and everything has been postponed until later. Or the chain had to be respected. And in the end nothing happened. Conclusion is still there are managers who believe, there's no intelligent life on the edges of their organization. There are employees without asking from top down with the unsinnigsten Regulations confronted and harassed customers (bl) dreariest products and services. High flop rates, massive customer turnover and tart reputational damage are the result. Not so in the touch point management, that in this post at stake. Here especially the enables that know best what customers really want, and what framework it needs to do so: such employees who are every day close to the customers and processes. Large group events, where you each other can fertilize itself, are an extremely adequate means to raise this knowledge. My experiences show: always the management is absolutely thrilled by inventiveness and mounted a commitment of staff, finally an entrepreneur do with the latter. The book about Anne M. Schuller of touchpoints rubbing shoulders with the customer of today management strategies for our new business world with a foreword by Prof. Dr. Gunter Dabang Gabal, March 2012, 350 pp., 29,90 euros, 47.