increased complexity of relationship_07_ktg

8/8/2019 INCREASED COMPLEXITY OF RELATIONSHIP_07_ktg

1/22


2/22

CHANGING WORKPLACEy Imagine you went to sleep and woke up to a work day

in 1960. How different is your work life today,

compared to what it was 40 years ago? Clearly, there would not be a Starbucks on every corner or a cellphone in every pocket but what else has changed and

why?


3/22

y In today's world, the structure, content, and process of work have changed. Work is now:

y more cognitively complexy more team-based and collaborativey more dependent on social skillsy more dependent on technological competencey more time pressuredy more mobile and less dependent on geography.


4/22

So, in this changing work environment, have therelationships at the workplace changed?

Has it become more complex?

The answer is YES!!!

Today, a manager plays not only the role of aleader, but also of a coach, mentor andcounsellor.

Lets see what are the new factors that havechanged the workplace


5/22

y Competition between Personal and Work Life:Today, due to intense competition, people rarely find

time to live their personal life. They come to the workplace, work for 16 hours, spend 2 hours intravelling, and no personal life. This takes a toll ontheir work life, and they tend to lose their sharpness.

These people tend to pick up fights with their peers,superiors and they tend to destroy the group morale.


6/22


7/22

y Here s where a manager has to step in. He has to havean eye on all people working under him. If he finds

anyone s performance below par, he should consultthat person and if necessary counsel him. He shouldextend his full support to the employee. He can ask theperson to take a break or give him a transfer to hisplace, so that his productivity is not lost.


8/22


9/22

y I n todays business world, an employeewho brings in good business for thecompany, or an employee who is moreproductive than the others are consideredas assetsnojewels.

y But, what if these employees dont adhereto the team rules, work by their rules,gives a public dressing down to the other employees? How to deal with theseemployees?


10/22


11/22

y A ccording to experts, such kind of peopleshould be immediately called for a one-on-

one counselling, before its too late. Theyshould not be left free, behaving ill withthe co-workers. I f the manager shows hisauthority there, the team spirit will get awonderful boost.


12/22


13/22

y A nother issue is the issue of theunproductive employees. Earlier, thesepeople used to get away because of thelenience policy followed by theorganizations.

y But nowadays, the policy has changed.Managers call these people for a

counselling, tell them bluntly that they arenot meeting the expectations, send themfor additional training, and if the problempersists, issue the P INK SL I P.


14/22

y That makes it for the workplace relationship. Now, let sshift our focus to the Customer Relationship.


15/22

CUSTOMER RELATIONSHIP

MANAGEMENT y Till a decade and a half ago, the customer

used to purchase or consume whatever

the business used to produce.

y They used to consume the product even if it was not of their liking, because they had

no other choice.y N o amount of complaints used to work, as

the business considered the customer asa handicapped poor fellow.


16/22

y But, now the scenario has changed.y The business produces what the customer

wants. The customer has the money, andthe business has to come up with aproduct that matches the customersexpectations.

y

A nd, here comes the need for an effectiveCRM policy.


17/22

y The purpose of a business is to create customers.y Research by Frederick Reichhold and Earl Sasser of the

Harvard Business School show that most customersare only profitable from the second year they sobusiness with the organization.

y Initially, the customers cost you money. Money spent

on advertising, money spent on learning what they want, and teaching them how best to do business withus.


18/22

y By CRM, we can ensure that customersremain brand loyal to the business and

bring in money.y I ts a weapon or a tool if its in the hands

of a correct person.y N ot only are there the best employees, but

there are the customer informationanlysed and processed.


19/22

y I f the business has a good CRM strategy,then the business is dealing with many

potential pots of gold.y A strategy that gets in the way of a good

CRM policy, is taking the organization inthe wrong direction.


20/22

y CRM is not only about the salespeople behavinggood with the customers. It is the duty of every

employee in the business to imbibe the CRM strategyas envisioned.y Nowadays, CRM is not an option. It is a compulsion

for every business as they have to remain

competitive.y CRM is an investment, and, a big one.y It is about finding new ways to add value.


21/22

y CRM is all about understanding what theconsumer is expecting, how the business

takes pains to deliver it and same.y I t is about what ways and means the

business takes to deliver value to thecustomers.

y So, as Customer is the K ing, CRM shouldbe like the B I BLE of the Sales people.


22/22

y THANK YOU!!!

increased complexity of relationship_07_ktg

Documents