For several years now we've had a comprehensive program to measure loyalty and satisfaction among our financial institution customers around the world. It's been extremely important. We've learned a lot, and we're putting what we've learned into practice.

Our customer service engineers are our front line with customers, so it is critical to provide them with the tools and information they need to do their jobs quickly and effectively. We've launched new programs on the Web and in the classroom to help with that. We're also giving them the tools to communicate better, and we're introducing new processes to keep customers better informed during each part of the service process.

We're going to take our customer service focus and really embed it throughout the organization. The goal is to think more like our customers, and our customers' customers, to see things the way they do. We want to improve the customer experience and anticipate issues before they even arise.

Let me give you an example. We aligned our global product development and service operations to strengthen our product development practice, ensuring it is efficient and responsive to customers. We've formed a cross-functional team - hardware and software engineers, technical support, field sales, service and manufacturing personnel. We're taking new products and, working together, running them through rigorous testing that a customer might do after the product is in place. Basically, it means simulating a "game-time" atmosphere. It gives us the opportunity to collaborate and address problems before the customer even sees or hears about them. That's a very effective way to build customer loyalty.

Another key initiative we're very excited about is expanding our remote monitoring capabilities. Again, the idea here is to anticipate, see and solve any issues before they impact the customer. We've built a predictive maintenance database over the past two years that improves our diagnostic tools for our customer service engineers. It will allow us to predict failures by identifying weak components in the terminal. This way, we can maximize uptime for our self-service machines and networks, which is critically important for customers, while increasing service efficiency.

By fully leveraging our software, product, service and monitoring organizations in our development processes, we will build greater value for our customers.