ngg customer intimacy added value
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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.
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
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
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,
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.
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°
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
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
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
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
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
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
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
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
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?