ngg customer intimacy added value

16
NGG Customer Intimacy Added Value

Upload: ngg-global-consulting-solutions

Post on 14-Jan-2017

202 views

Category:

Business


2 download

TRANSCRIPT

Page 1: NGG Customer Intimacy Added Value

NGG Customer Intimacy Added Value

Page 2: NGG Customer Intimacy Added Value

NGG Customer Intimacy Value Proposition

Implementing customer perceptions and improving sales and service support in global arrays

Capacity building of client interface officials - perception, skill and tools

Strengthening organizational abilities by managing customer experience

Customer-focused sales perception

Moments of truth in the customer’s journey

Trusted Advisor & Business Partner

Design operational manuals and customer management tools for performance enhancement

Internal service as a growth engine

Strengthening professional unitsand interfaces

Sales managers

Account managers

Managers in service centers

Customer experience managers

Professional leaders in customer environments

Sales/service representatives• By phone• Frontal (F2F)• Digital

In a complex and dynamic world, where organization-to-customer relationships are reshaping, NGG assists its customers in enhancing performance and improving customer relations in the global and local arenas, while meeting the toughest challenge of all: quality implementation and sustainability over time. Beyond creating methodologies and grasping innovative, original strategies, NGG accompanies the customer in the process of transforming a worldview reality into the field, all while making use of consulting, learning, training, mentoring and coaching methodologies tailored and adapted to the industry, culture and lifecycle whereabouts of the organization.

Page 3: NGG Customer Intimacy Added Value

Customer focus sales perception

Main goal

Target group: sales and customer engagement network

Creating a unified customer experience in the global network as a key factor of constant performance enhancement and improve business results

ProcessEstablishing a managerial platform leading learning processes and implementation of a customer-focused sales perception

customer-focused sales perception definition – how does it look like

Empowering the sales interface and strengthening the concept of customer-focused sales

Capabilities, skills and supportive behavior improvement at all levels

Leading initiatives and customized procedures for every unit in the network

Key issues

Guiding principles for leading learning processes and implementing the concept of a customer-focused sale

Field learning for execution improvementDiverse and targeted learning

Managing learning processes and implementation through internal

management

Page 4: NGG Customer Intimacy Added Value

Moments of Truth (MOT) in the customer’s journey

Main goal

Target group: customer-success network

Improving and empowering the customer experience by understanding their emotional, cognitive and functional needs in every meeting with the customer network.

ProcessImplementing a customer experience management model in real time moments of service

Strengthening the customer-focused service concept Provide tools for identifying MOT when managing customer

relationships Strengthening management skills for management MOT

throughout the customer's life cycle Acquisition of advanced service skills - emotional intelligence in

service Provide tools and management skills for effective communication

and being able to cope with challenging situations in service

Key issues

Scope: 2 day-long training sessions

Implementation

Scope: 3 day-long guidance around company grounds, in every center, for support in implementation and application

Representatives

Scope: 3 day-long training sessions for every service provider and official (training in the CO with the manager)

Plan & preparation

Scope: studying and customization of learning tools and aids

Managers

Significant Main

Potential Secondary

Unintentional Intentional

Low

High

Work process in client interface

Emoti

onal

influ

ence

on

cust

omer

s

1

2

3

What is the customer experience you are interested in creating?

Which emotions are you interested in evoking?

Is the customer experience you are currently creating planned and intentional?

From Customer Relationship

Management (CRM)

To Customer Experience

Management (CEM)

On the professional level On the emotional level

Right first time

Procedures and standards

Managing the emotional journey

Real time management in service

Page 5: NGG Customer Intimacy Added Value

Trusted advisor & Business Partner concepts

Main goal

Target group: sales and customer engagement network

Strengthening the professional relationship with customers and excelling the performance through implementation of a partner-based customer relationship management - Preferred Business Partner

ProcessFocusing on unit managers as leaders of concept implementation Creating a shared, uniform service language, both in internal and external

interface – Preferred Business Partner Strengthening the concept of the unit as an influential customer relations unit Empowering the managers as leaders of the implementation process Leading initiatives and process improvements respectively, per unit Improving capabilities, skills and behaviors that support a relationship as a

Preferred Business Partner

Key issues

Term for provider, which bases their relationship with a customer upon trust (forth stage)

Such a provider is placed as the customer’s highest priority, especially when needs and opportunities arise in his area of expertise

Exte

nt o

f bus

ines

s inv

olve

men

t

Depth of relationship

Service based

Needs based

Relationship based

Trust based

training and

implementing

Leading the cross unit learning and implementing process

On the job training in units

Planning & preparation

sKick off on a managerial forum and work plan accuracy

Managers training

Acting as the influential unit and familiar with the tools needed to support implementation in the unit

Skills training for special target audience

Consultative support for managers, units and interface

support and guidance in improvement processes

Instructional Preview

Exposure event to all of the partners in the empowering process,

Page 6: NGG Customer Intimacy Added Value

Sales Managers

Goals

Target group: sales managers

Strengthening the concept of a sales manager as a team leader who strives towards performance enhancement

Creating a shared, uniform sales language in sales management Provide expertise and tools for managing sales teams, ignition,

training and evoking motivation Provide tools and skills for performance management and

improvement Provide skills and tools for learning processes and lessons learned in

the sales manager role

Scope5 training days

From a sales person to a sales manager – the opportunity and the added value

Building work plans for sales management and improvement A training and mentoring tool for sales managers Carrying out performance analysis with the sales personnel Interpersonal skills and expertise in negotiating and presentations Advanced skills in the sales interface: selling value and closing

Key issues

Learning methods

Team training

Study buddy Virtual forums

Pick your own management style, but pick it. Take responsibility. Inspire. Motivate. Be

crazy. Innovate. Listen to the people.

Be meticulous. Be passionate. Don’t be afraid to get your hands dirty. Pick a management

style.

Pick them all. Bring your best self to the table.

Be a sales person.

Page 7: NGG Customer Intimacy Added Value

Account Managers

Goals

Target group: Account Managers

Strengthening a customer-focused, sales manager’s role perception and ability to think innovatively and professionally

Creating a shared, uniform sales language in customer interface Enforce tools for studying the account, its broad range of components

and characteristics Provide skills and tools for learning the customer portfolio and

managing depth sales process and extraction customer potential Provide expertise and tools for managing sales processes, focusing on

potential targets and added values

Scope5 days of training

Building a work plan for customer-focused sales management Effective sales meeting Channels of communication with the customer, maintaining the

tension between meetings Interpersonal and personal skills when negotiating Selling value skills, closing deal skills A toolbox for influence

Key issues

Learning methods

Journey journal

Group training

Study Buddy

Virtual forums

Business partner

"seller to renter"

Stable provider

Acts out of loyaltyInitiates and leverages opportunities

Deepen activities, strive for long-term relationships

Acts out of satisfactoryResponds to needs

Provides short-term responses

SellerProvides information

and solutionsGrants immediate

response in fields of defined expertise

AdvisorProvides inceptions and

arises issuesProvides a wide range of

responses in 360°

Page 8: NGG Customer Intimacy Added Value

Service management

Goals

Target group: service centers managers

Creating a shared language for service management Familiarity with systems and tools supporting service

management Familiarity with key principles for service management Strengthening a managerial, proactive vision for service

management improvement

Scope2-3 days of group training and 3 personal training sessions in the field to practice and apply tools and routines

Service management in organizations – why? And why now? Main principles for service management Importance of routines as keys to success in service

management Influential communication skills and motivation as a main

feature in service management Service manger a role based on collaboration – lead internal

collaboration initiatives Tool box for service management and creating an impact

Key issues

Learning methods

Group training

Personal guidance in the field

(OJT)

Systematic and consistencyWorking with routinesControl and

measurement

Get out and learnCreativityPersonal Experience

One must determine a set of actions repeating themselves and expressing the service principles, in order to advance the correct work habits for a unified customer-experience interface and front

• One must lay down work routines for all interfaces

• Work routines enable an analysis of the current situation and to plan the desired state, to provide means of mediation to overcome the voids and thus present the favorable topic in the list of adjustments made

• One must manage control and measurement processes regarding the quality of service in the unit

• Control processes, which depend of a variety of sources, enables one to receive a reliable and accurate current snapshot

• One must always strive for constant improvement, to turn the learning process into a way of living and professionally managing

• Be proactive, get out and learn the things you do not know and apply them

• One must think creatively when faced with the existing system challenges, in order to achieve the role’s goals

• Creativity is a tool enabling managers to adjust the reality according to their wishes, and not succumb to its dictations

• One must act as a personal example of quality service, both towards the customers and internal work interfaces

• A personal example enables one to demand a better quality of service from all around

Page 9: NGG Customer Intimacy Added Value

Customer experience managers

Goals

Target group: service and customer experience managers in organizations

Strengthening the concept of a service manager and a customer experience manager leading service and customer experiences in “my field” Defining desirable customer experience and analyzing the voids in the existing customer

experience Self-examination and void-recognition while managing customer experience Strengthening skills and using tools which support customer-experience management Establishing a plan of action to better manage the customer experience

Scope4-5 training days

From managing service to managing customer experience – tasks and general changes

Awareness to trends and characteristic in customer experience

In the customers shoes – needs and expectations The 3 dimensions of customer experience Customer experience methodology and work plan design Managing customer experience tools The transition to integrative and pro active customer

experience

Key issues

Learning methods

Team training

Managing sales personnel and customer experience along the chain of value across the customer

Managing the customer channels

-Frontal (F2F)-By telephone-Online (internet, etc.)

Managing customers:-Internal and external-Throughout the customer’s lifecycle-In MOT

Customers

PeopleChannels

Customer Experience

Page 10: NGG Customer Intimacy Added Value

Professional leader in customer environment

Goals

Target Group: Experts/ Engineers / Professional leaders

Understand the importance of being customer oriented in the role professional Engineer

Acquire tools and skills to promote customer oriented behaviors Practice cases and scenarios from the daily interface with

customers Scope2 days of training

Where I stand on the axes system, between the focus in the product and focus on the customer

In the customer's shoes - needs and expectancies of clients in a complex business environment

What is required from me - customer oriented behaviors Attentiveness, questioning and everything in between How do you say no? Positive, alternative language as tools for

customer experience management Assertiveness and empathy as a tool for managing customer

dissatisfaction

Key issues

Learning methods

Team training

In cooperation with a leading

professional on the customer's behalf

Expert in his field

Provides added value in routine situations

In it for a long term relationship

Positions himself as the Go To person

Engaged and present in solving problems

Understands the customer’s underlying

interests

Page 11: NGG Customer Intimacy Added Value

Frontal service / Service by phone

Goals

Target group: service representatives

Strengthening the concept of an emotional experience-focused customer experience

Providing advanced skills for emotional service - management of the self and customer emotions in the process

Providing advanced skills for effective communication in terms of challenging service situations – empathy, questioning and listening

Scope4 days of training Emotional-experience focused service – what and why?

The correlation between satisfaction and loyalty What do customers want? The transition from service to

experience management Customer experience features Progressive skills in effective communication Tools and techniques for listening, questioning and empathy Principles for creating a positive emotional experience

Key issues

Learning methods

Emotional experience indicator

EmotionalprocessTangible

Quality Price Availability

Coordination Punctuality Flow Monitoring and control

Trust Personal relationship Sense of being valued –

“they cared about me”

Group training

Page 12: NGG Customer Intimacy Added Value

Digital service

Goals

Target group: service representatives

Defining the principles of digital service accordingly with the concept of the organizational service guidelines

The “digital service provider” role in customer experience management

Providing tools for written communication management when addressing the customer

Practice and experience manage the digital and chat service accordingly with the service principles

Scope3 days of training

Why have a digital service? Why now? From frontal and telephone service to a digital

service The advantages and challenges in digital service Similarities and differences between spoken and

written communication Highlights for written communication “walk the talk” – conversation structure in the digital

service Managing unsatisfied customers in the digital service

Key issuesDelivering all the necessary information to the customer with a focus on the separation of wheat from the chaff

Delivering reliable and accurate information,

Delivering clear and understandable information, avoiding the use of jargon the customer may not know or understand

Adjusting the wording's delivery to the addressee (his job, personal characteristics) and to the situation

Complex cases / cases where we are not sure that the customer will understand the information, it is recommended to verify the understanding (phone / email)

Initiative, extra mile, thinking about the details and the other side might have not asked for,

Professional knowledge transfer (the what), and thought about how I will present things to the customer (the how)

Detailing

Detail precision

Clarity

Personalized and adjusted

Thinking outside the box

“what” and “how”

Ensuring comprehension

Learning methods

Group training

Page 13: NGG Customer Intimacy Added Value

Sales

Goals

Target audience: sales representatives

Sales skills need a refinement in service throughout the customer life cycle

Deepening the control in characteristics and advantages of the of products and services offered

Acquire advanced sales and making an impact skills, according to the classic sales model - inquire, direct and conclude

Strengthening the control and capability to make a sale, even in complex situations

Scope2-3 training days

Sales in a customer world What moves people to buy – about consumer behavior The service-for-sale approach - an effective sales call

according to the model The farmer and the hunter sales pros and cons The VFC and VTC model Advantages as a meeting point for needs and benefits Advanced sales skills Objection as an opportunity in a sales process

Key issues

Learning methods

VFC

Value from customer

(profit from the life cycle)

VFC = Value From Customer

CNE Who is the customer?

(what does the customer expect and need)

CNE = Customer needs & Expectations

VTC

Value to customer(what we offer)

VTC = Value To CustomerGroup training

Page 14: NGG Customer Intimacy Added Value

Formulating operation manuals and tools for customer management and performance improvement

Main goal

Target Group: organization/unit level

Quality application of the customer management concept, tools, routines and positioning of customer managers as significant leaders in promoting work to lead constant performance improvement

StrategyLeading the process of formulating a managerial map and tools for leading managers, following an enrichment training program as an advancement towards the next role leap

Uniform language along the managerial chain in leading the process of change

Creating a managerial standard in the role of the leading manager around the customer – align expectations

A tool to motivate, guide, implement and monitor customer experience Strengthening a performance improvement culture The process of organizational development under long-term vision

Key issues

What is the operation manuals ?The operation manual is a set of definitions and workflows that define what is required from the director, leading to meet the objectives and goals of both the unit and organization

What does the operating manual consist of? Introduction - background, importance of the process and

essence of the changes Defining the role and areas of authority and responsibility of the

district manager/unit An administrative / managerial map a set of work and management processes - new / adapting

existing processes Toolbox management and leadership of implementing change

and leading of a unit / team

User comfort

Targeted application

Systematical vision

Supporting tools

Information systems

Guiding principles

Page 15: NGG Customer Intimacy Added Value

Internal service as a growth engine

Main goal

Target Group: organization level

Implementing a service culture that promotes excellence behaviors supporting service and customer experiences as leverage to improve customer satisfaction both internally and externally

StrategyEnterprise-wide move to strengthen customer-centric corporate culture which promotes excellence and service-supporting behaviors

Strengthening the role of the unit as a service provider Strengthening the capabilities , skills and behaviors in supporting

services Improving customer value chain in internal organizational

processes Leading of initiatives and services improvement processes

respectively for each unit

Key issues

A close relationship between the level of internal service and satisfaction with the quality of service provided to the customer

Employee experiencePeople Equity Factor

Positive impact on the indicator of involvement, connection and employee

commitment to the organization

Internal organizational

service

Customer experienceSatisfaction along with the quality of service

provided to the customer

Vision and objectives of the organization

Page 16: NGG Customer Intimacy Added Value

Strengthening the professional units and interfaces to improve the customer experience

Main goal

Target Group: professional units

Professional Unit positioning as a provider of quality service and support business activity

StrategyLead a training process for all unit employees through the waterfall strategy

Strengthening the importance of service in managing customer contact within the unit

"Alignment" about the service concept, the role of a service provider a uniform language service

Provide tools and skills to manage a service call with customers Providing the tools to deal with challenging situations in in

service - quick responsiveness, stress, anger and dissatisfaction of customers

Key issues

Knowledge - the combination of theoretical analysis with a discussion of examples of situations in providing services and dealing with them

Skills - emphasis on practice tools and skills through simulations and role playing, analyzing questionnaires and service situations

Intuition - discussion of the connection between knowledge, concepts, access to the services of participants and skills required, through discussion and experimentation in complex service situations, while giving and receiving feedback

"Head"

"Feet"

"Gut"

To create intimacy with the customer, the unit must define - the way we would like the customer to feel, service principles, expected behaviors and procedures:

(Customer Feelings)How would we want the customer to feel in each interaction

with every figure in the unit?

(Brand Essence \ Customer Value)What are the values by which managers and employees in

the unit work by?

(Managerial\ Employees Behaviors)What are the behaviors expected from each role in the unit

in interface with internal and external customers?