Service Reimagined is all about rethinking how GVR interacts with its members, and this second part of our series dives into the specific work streams driving that change. We're hearing from Shari Wallace, Chief Information Officer, and Ash Anil, Chief Membership Officer, about how their teams are making service better from the inside out.
Key Takeaways
- Member Portal: Aims for increased self-service options, allowing members to handle transactions and find information easily without needing direct assistance.
- CRM System: Focuses on internal efficiency by tracking all member interactions, enabling more personalized and informed service.
- Account Executive Model: Builds stronger relationships with brokers by embedding GVR representatives within their conversations.
- Member Information Center: Acts as a central hub for all member inquiries, aiming to be a one-stop shop.
- Workflow Automation: Frees up internal teams from transactional tasks, allowing them to focus more on relationship-building with members.
Rethinking Member Interaction: The Portal and CRM
Shari Wallace is leading the charge on two major initiatives: the CRM and the member portal. She sees the portal as GVR's "storefront" – the primary way members interact with the organization. The goal is to give members more opportunities to self-serve. This means members should be able to log in and do what they need, whether it's getting information, paying bills, or updating their profile, all without having to wait for someone to help them.
However, Shari also acknowledges that sometimes members need more in-depth service than a portal can provide. So, while the portal is intended to be the first stop, GVR still needs to ensure members can get that deeper level of support when necessary. The idea is that the portal handles the common needs, making things quicker for everyone.
On the other hand, the CRM (Customer Relationship Management) system is all about making GVR more efficient internally. It's the "back office" that keeps track of everything. No matter how a member contacts GVR – whether by phone, email, or in person – that interaction needs to be logged in the CRM. This way, when a member calls back, the representative can see their history. Imagine calling and the representative saying, "Hello Mr. Man, you spoke to me yesterday about booking a course. How can I help you today?" This kind of professional, informed interaction is what the CRM aims to enable.
Shari emphasizes that the CRM and the portal aren't separate projects; they work together. She also sees Ash's work on the call center as a vital part of this. It's like a three-legged stool: the portal, the CRM, and the call center. Every interaction, even a simple one at the front desk, needs to be recorded in the CRM to build a complete profile of each member. This allows GVR to learn over time how different members prefer to interact and to get better at serving them. It's all about creating a holistic member experience by tightly connecting these different initiatives.
Building Relationships: Account Executives and Member Hubs
Ash Anil is focused on three other key work streams: workflow automation, the account executive model, and the member information center. He explains that the account executive model is closely tied to the broker relationship. The idea is to have account executives embedded within brokerages, acting as the "voice of GVR." They are there to connect, inform, educate, support, and actively grow the relationship.
Applying a similar concept to the broader member base, Ash introduces the member information center. This is designed to be a central hub where members can go for any query they might have. It's meant to be a one-stop shop for everything a member needs from GVR.
Finally, Ash talks about workflow automation, which is crucial for GVR's internal team members. The goal here is to automate as many transactional tasks as possible. By doing this, GVR can create more opportunities for its people to have meaningful relationship conversations with members, rather than getting bogged down in processing transactions. Ash puts it simply: they want their people to be personalized advocates for members, not just transaction processors. Automating the routine tasks will bring more clarity and allow the team to focus on what really matters – the member relationship.
