Engaging our Customers – Delivering our Difference
1 – 2 August 2011
1
Desired outcome I have told the RMs that their performance expecta6ons
are to deliver: 1) a deeper understanding of our customers, eg their
internal decision making process wrt RE, biz prospects, space requirements, etc
2) execute and deliver customer care to achieve
customer 's6ckiness' and pricing premium 3) cross-‐sell our products eg promote warehouse space
to BP users; develop new biz leads thru our customers eg with the biz partners of our customers
4) Quality Assurance ie check our products and
services vs specs during site visit to ensure we keep our promise
We have designed a ques6onaire / template to help guide the RMs in their conduct of their mee6ngs with customers. We have also designed a checklist to help them in fulfilling point 4 above.
• How do you get people to want to tell you things? Who are the best people to tell you?
• What is customer care? Why do people want to stay with you and pay you more?
• What is stopping us from doing that? How can we anCcipate what our customers will need?
• What is stopping us from doing that?
2
What to expect?
EffecCve customer engagement must be internalized
• We must come across as sincere, natural • Both introverts and extroverts can be great relaConship managers
InteracCve facilitaCon using a self-‐discovery process
• Two step : Internal habits + funcConal skills (situaConal) • No right or wrong answers
Keep open mind, commitment to idenCfy gaps and chart personal progress goals • What do you hope to achieve?
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Agenda
Core : 7 Habits of highly effecCve people
FuncConal : Customer Engagement • Customer Experience • Key Accounts • Developing product knowledge • Securing repeat sales • NegoCaCon • Handling difficult customers • Managing conflict • Responding to complaints • Service recovery • Winning back lost customers
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CORE – 7 HABITS
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Habits
Knowledge (what to, why to)
Skills (how to)
A]tudes (want to)
Habits
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EffecCveness and Balance
Have I balanced the two sides of effecCveness : ProducCon and ProducCon Capacity?
ProducCon Capacity -‐> Physical, Financial, Human
Human most neglected
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EmoConal Bank Account • Basis of strong and producCve relaConships, eg CiC
• Are my acCons aligned with EmoConal Bank Account deposits or withdrawals?
Deposits Withdrawals
Seek First to Understand Seek First to be Understood
Keep Promises Break Promises
Kindness, Courtesies Unkindness, Discourtesies
Clarify ExpectaCons Violate ExpectaCons
Loyalty to the Absent Disloyalty, Duplicity
Offer Apologies Pride, Conceit, Arrogance
Be Open to Feedback Reject Feedback
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Paradigm Shiging
A paradigm is a mental representaCon
Our paradigms are never complete, never idenCcal
Our paradigms can be wrong
Our paradigms can limit us
Our paradigms of self come from the social mirror
The major changes in life come from changing paradigms
Live more from imaginaCon than from memory
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Maturity ConCnuum
Maturity is a process, not a condiCon
First stage of the Maturity ConCnuum is dependence
Second stage of the Maturity ConCnuum is independence
Third stage of the Maturity ConCnuum is interdependence
The Seven Habits lead us through the stages of maturity to interdependence
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Maturity ConCnuum
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Seven Habits of Highly EffecCve People
Habit 1 : Be proac@ve Are my acCons based upon self-‐chosen values or upon my moods, feelings, and circumstances?
Habit 2 : Begin with the end in mind Have I wriien a personal mission statement which provides meaning, purpose, and direcCon to
my life? Do my acCons flow from my mission?
Habit 3 : Put first things first Am I able to say no to the unimportant, no maier how urgent, and yes to the important?
Habit 4 : Think win-‐win Do I seek mutual benefit in all interdependent relaConships?
Habit 5 : Seek first to understand, then to be understood Do I avoid autobiographical responses and instead faithfully reflect my understanding of the
other person before seeking to be understood?
Habit 6 : Synergize Do I value different opinions, viewpoints, and perspecCves of others when seeking soluCons?
Habit 7 : Sharpen the saw Am I engaged in conCnuous improvement in the physical, mental, spiritual, and social/emoConal
dimensions of my life? 12
FUNCTIONAL SKILLS CUSTOMER ENGAGEMENT
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Basis of Customer Engagement : Total Customer Experience
Total Customer Experience
People
Physical Evidence
Process
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Physical Evidence
Items • Basic -‐> cleanliness
• Preserving value – Cost savings -‐> Cost
management
• Enhancing value – ComparaCve advantage vs
surrounding and new ideas – Asset enhancement strategy,
tenant mix, ameniCes
Enhancing Emo@onal Bank Account
• RMs – be proacCve. To know your customers needs. To close the loop on feedback. To communicate good work done.
• AMs/PMs – how to help RMs/marketers do a good job
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Customer Engagement 1) Great sense of their
business
2) Completely segment their market place
3) Know what is really going on in their customers’ minds
4) Take a long term view
• How do we and our customers grow and compete?
• For Ascendas, how can we segment our customers to deliver value efficiently?
• How can we conduct effecCve meeCngs?
• Short-‐term sales vs long-‐term trust building?
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Engagement Framework
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Delivering Customer Experience : Seeking Resonance
NaConality • Singaporean • Japanese • Americans • Germans • French • Chinese • Indians
Tiering of customers and execs • Chairman/CEO • CFO • Biz Heads • Facility Heads • HR/Employees
Industry/Products
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Customer Engagement
• Customer saCsfacCon is key to customer creaCon
• SaCsfied customer influence other to buy your product or service
• Use feedback
• Turn them into fans
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Customer Centric • An approach to doing business in which a company focuses on creaCng a posiCve consumer experience at the point of sale and post-‐sale
• Ascendas : holisCc treatment of prospects-‐customers in view of long-‐term partnership, characterized by sincerity, proacCve, aienCve, cool, enthusiasm, trustworthy, best-‐in-‐class; achieved through constant anCcipaCon of customers’ needs and communicaCon, as well as a win-‐win mindset
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Key accounts
Repeat sales
Insights through
insCtuConal relaConship, inCmacy
Manager of Ascendas’ overall
relaConship with customes
Value creaCon through customer service
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Deliverables
InsCtuConal relaConship
Customer service
Customer SoluCons Group
(i) customers’ space needs over next 3 – 5 years; (ii) provide quality repeat business leads
(i) Passive (ii) AcCve – cross selling, up sellng, features vs benefits, top line, boiom line
Trust Knowledge Connected
Life
(i) IdenCfying key execs (ii) Engaging key execs
Notes :-‐ a) RMs will be owner of customers b) CS and CA are enablers c) CS manages relaConship and ensures customer services are delivered to customers, supported by systems
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Growing with FedEx Singapore China India Korea Malaysia Philippines Vietnam
FedEx Xilin – 5,400 sqm BTS in ALPS
Suzhou – 2,200 sqm
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Understanding FedEx
FedEx CorporaCon
FedEx Express
FedEx Express (express transportaCon)
FedEx Trade Networks (global trade services)
FedEx SupplyChain Systems (logisCcs
services)
FedEx Ground
FedEx Ground (small-‐package ground
delivery)
FedEx SmartPost (small-‐parcel consolidaCon)
FedEx Freight
FedEx Freight LTL Group
FedEx Freight (fast-‐transit LTL freight transportaCon)
FedEx NaConal LTL (economical LTL freight
transportaCon)
FedEx Custom CriCcal (Cme-‐criCcal
transportaCon)
FedEx Services
FedEx Services (Sales markeCng and
informaCon technology funcCons)
FedEx office (Document and business services
and package acceptance)
FedEx Customer InformaCon (customer service, billings and
collecCons)
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Understanding FedEx Country/ City Exis@ng facili@es With Ascendas Growth Plan Possible projects
Guangzhou 1 Int’l Hub 4 StaCons 1 Office 1 Kinko office
1 staCon (3,000 sqm)
Guangzhou Knowledge City
Beijing 4 StaCons 1 office 5 Kink Offices
1 staCon (2,000 sqm) 1 office (700 sqm)
BALP
Shanghai 5 StaCons 1 Office 8 Kink offices
1 staCon (3,500 sqm)
WaiGaoQiao
Suzhou 1 StaCon (2,200 sqm in SIP)
Shenzhen 4 StaCons 1 Office 2 Kinko office
Hangzhou 1 DomesCc Hub 1 StaCon 1 Office
1 StaCon (3,000 sqm)
DaJiangDong
Wuhan 1 Customer Services Center
Expand exisCng Customer Service Center (1,500 sqm)
To explore SHSTP or DAITP as alternaCve sites for Customer Services Center 27
Understanding FedEx Country/ City Exis@ng facili@es With Ascendas Growth Plan Possible projects
Singapore 1 Hub 3 StaCons 1 office 2 World Services Center 6 Drop Box
1 StaCon (5,399.94 sqm in Xilin Districenter) 1 Hub (BTS in ALPS)
Explore expansion plans for StaCons and add more drop-‐box in Ascendas strategic buildings
South Korea 15 StaCons 26 Kinko Offices 2 World Services Center
Consolidate their 2 World Services Center into 1 locaCon
STS
India 81 StaCons Increase the no of staCons in the ciCes
Explore Omega for their Southern Hub in India
Vietnam 11 World Service Centers 3 StaCons
Increase the no of World services Centers
APSTP
Malaysia 7 StaCons 7 World Service Center
Increase the no of StaCons
Philippines 39 World Service Centers 11 StaCons
Increase the no StaCons CIP 2
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Understanding FedEx Our possible response
How does company grow?
Leadership in specific industries :-‐ • Electronics • Fast moving consumer goods • Life sciences and bio-‐pharma
As key service provider for our companies in these areas through Partner@Ascendas?
Market • Improve access within and between China
and India
Leverage them to engage their customers at their hubs? Offer Drop-‐Box points across our properCes in Asia?
How does company compete?
Focus on : • Time sensiCve products (air) • Reducing cut-‐off Cme for parcels drop-‐off
(own planes) • Lower operaCng costs (fuel efficient B777,
hybrid cars, etc)
Our VA – help them improve clearance Cme?
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Key relaConships at FedEx Country Key Person Dept Designa@on Tier “Internal
Champion” Ascendas
rela@onship
Hong Kong Mr David L. Cunningham
President Asia Pacific
1
Singapore Mr David J. Ross South Pacific Regional VP 2
India Mr Rajesh BhaCa Sales, India MD 2 Aylwin
Hong Kong Ms Mari Yahiro CRE Head 2
Singapore Mr Khoo Thiam Seng
Corporate Infrastructure
VP 2 Y Ser Ping
Singapore Mr Eric Pablo Miclat CRE SEA Manager 3 Y Ariel
China Mr Lin Jiang CRE China Manager 3
China Mr Karl Zhang Suzhou Manager 3 Nicole Hu
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Tiering of customers Companies Coy 1 Customer - Corporate
and country key accounts Coy 2 Customer - Promising
key accounts Coy 3 Customer – Others Coy 4 Prospects Coy 5 Partners – IPCs Coy 6* Partners – Government
agencies
Execu@ves Exe 0 Chairmen, CEOs, CFOs,
Heads of BUs of MNCs Exe 1 Regional-level Chairman,
CEO, CFO, Heads of BUs
Exe 2 City-level Chairman, CEO, CFO, Head of RE and BUs
Exe 3 Operating level RE, Finance, HR, Admin managers/execs
Exe 4 Customers’ employees Exe 5 Others
* Handled by REDI
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Processes ConducCng successful meeCngs
Developing product
knowledge
Securing repeat sales
NegoCaCon
Handling difficult
customers
Managing conflict
Responding to
complaints
Service recovery
Winning back lost customers
32
Focus on Building RelaConship Gives PosiCve Customer Experience Increases Customer Engagement Generates Repeat Businesses
FUNCTIONAL SKILLS 1) CONDUCTING SUCCESSFUL MEETINGS
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ConducCng successful meeCngs • Pre-‐meeCng
– First impressions – Know who you are meeCng – Establish your desired outcome, and broad strategy of how you are going to achieve that
– Eg Itochu
• Post-‐meeCng – Thank you note summarizing key points, and follow-‐ups, Cmeframe
– Eg Evalueserve, JLL, Dell
• MeeCng proper – Breaking the ice/make a connecCon
– Establishing credibility with humility/engage the customer
– Establish a need for the product
– MeeCng the needs of the customer
– Wrap-‐up/follow-‐up
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ConducCng successful meeCngs
Desired outcome -‐ 4Ts • Think • Try • Test • Trust
Framework -‐ 4Es • Expand • Extend • Explore • Exit
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Guiding framework to conduct meeCngs and collect intelligence
• The CRM report structure has been designed to guide the thought process. The way to write the CRM report is not verbaCm, but guided by the informaCon collected and presenCng them in an organized manner for easy reading and acCon.
• Tip : This framework must never be used as a physical checklist
when meeCng companies. Neither should we go through the quesCons/areas in sequenCal order. MeeCngs must be conducted in the most comfortable se]ng possible, preferably without taking notes. Otherwise, most companies will not share as much.
• Summary • 4 -‐ 5 sentences : (i) what the company produces/serves; (ii) where
are the locaCons of interest/opportuniCes; (iii) what are the potenCal issues; (iv) who and when to follow-‐up.
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• Discussion • Background • Homework before the meeCng : Short paragraph on the products/services of the company. We
can then verify our understanding at the meeCng. • What acCviCes (manufacturing/R&D/logisCcs, etc) are they doing in-‐country? • Which other ciCes in Asia are they present, and their respecCve acCviCes? • Discussion • How does company grow? Which ciCes are they planning to grow and Cmeframe? Why? • Who are their key compeCtors? How does company compete? • => From these answers, offer them proposals/soluCons in ciCes/regions where we are present
especially if we can also provide similar/beier environment for growth? Can we provide them with soluCons (eg Ascendas Mothership iniCaCve, etc) to allow them to compete beier? For engagement, we should take note of their requests and try our best to work on them, and not say no, we are not in that city.
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• If they don’t have immediate plans. Offer to work with them on a longer-‐term soluCon, put them on mailing list for educaCon purpose.
• If they have immediate plans. Over and above the business space needs, do also see if we can gather … What are the key consideraCon factors? What are their constraints? Who are likely to make the decisions? How can we help them do their job beier in their FS. What other ciCes, properCes they are considering?
• For manufacturing companies. Take note of how much power, water, hazardous chemicals, key supporCng industries they would need.
• Learnings • If any, we should capture (i) industry trends (is this a growth industry, where are
they growing, what are the key airacCve factors of these locaCons); (ii) innovaCon in space requirements; (iii) their business model to keep themselves compeCCve (eg companies trying to work with government to do university Ce-‐ups, etc).
• Issues • Issues raised should be as clear as possible. Filter out the noise. IdenCfy them,
and explore if customer has some suggested response, and their expectaCons.
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• Follow-‐up • Enter the follow-‐up into CRM with expected date of compleCon and who to acCon.
The system has the capability to route and keep track.
• Opportuni@es • Where there are immediate space opportuniCes to work on, OIC should start to
enter them into CRM pipeline system for tracking and coordinaCon purposes.
• As principle, the owner of opportuniCes will always be the project OIC, even if CD uncovers the lead. CD OIC field is completed only if a CD officer works on the project.
• New opportuni@es • Where there space opportuniCes in countries/ciCes we do not yet have a
presence, OIC should enter them into this table, so that we can generate reports for BD purposes.
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FUNCTIONAL SKILLS 2) DEVELOPING PRODUCT KNOWLEDGE
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Developing product knowledge
• Basics – SpecificaCons, ADRCs, RFPs
• Day-‐to-‐day – Eye for detail of our products, maintain the edge!
• Dynamic knowledge – Understanding industry dynamics – AdopCng the Strategic MarkeCng Framework
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Strategic MarkeCng
Weaknesses Acknowledge Minimise Seize the iniCaCve
Strengths Emphasize Magnify Make it the issue
CompeCCon What are their USP?
Match? Counter?
“Shakkei” Leverage? Partner? Integrate?
Customers Industry trend
SoluCons InCmacy
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RECAP OF DAY 1
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Re-‐cap
• EmoConal bank account • Paradigm shiging • Maturity conCnuum • 7 habits
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Desired outcome I have told the RMs that their performance expecta6ons
are to deliver: 1) a deeper understanding of our customers, eg their
internal decision making process wrt RE, biz prospects, space requirements, etc
2) execute and deliver customer care to achieve
customer 's6ckiness' and pricing premium 3) cross-‐sell our products eg promote warehouse space
to BP users; develop new biz leads thru our customers eg with the biz partners of our customers
4) Quality Assurance ie check our products and
services vs specs during site visit to ensure we keep our promise
We have designed a ques6onaire / template to help guide the RMs in their conduct of their mee6ngs with customers. We have also designed a checklist to help them in fulfilling point 4 above.
• How do you get people to want to tell you things? Who are the best people to tell you?
• What is customer care? Why do people want to stay with you and pay you more?
• What is stopping us from doing that? How can we anCcipate what our customers will need?
• What is stopping us from doing that?
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FUNCTIONAL SKILLS 3) GENERATING REPEAT SALES/CROSS MARKETING/UP MARKETING
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Repeat sales • Already your customer – Previous experience – Right products – Right terms
• Need and Value – Value creaCon = Value product or service + Value service excellence + Value relaConship + Value image
• When buy means “bye”
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Framework
Generate interest
Assist in project development
Support feasibility study
Close the deal
Implementa@on support
Opera@ons support
Create awareness
Abercare
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Generate Interests (PresentaCons) • Customise to audience
• Details or strategic overview? How much to share?
• Ge]ng customers to say “yes” • Eg pu]ng our value proposiCons in their own words -‐ BASF’s “Fit for the Future” drive
• Impac~ul case studies • CompeCtor/customers? • InteresCng models? • How much to reveal? Company would worry that we reveal their info to others
• PresentaCon – Simple with clear messages
• Watch out for :-‐
– Dated data – Company logo in our industry slides, if they are present in projects
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AssisCng in project development • Case studies
– What are similar companies doing in the city? – Why? Plus and negaCve points? – How our prospects could benefit from our knowledge
• Seek to understand – what worries our customers? – who are the decision makers? – where are the potenCal gaps?
• CommunicaCon – CriCcal to always close the loop with our colleagues and execs on joint follow-‐
ups • do not throw the ball and hope that it will be somehow caught
– And to refine the ideas, eg JCI
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Support feasibility study • Surface our strengths holisCcally
– What’s so special about our products/services, etc
• Emphasise factors our compeCtors lack, without running them down – Transparency in cost of operaCon, etc – So that they factor these in
• Explain our weaker proposiCons posiCvely with principle – eg sustainability vs market distorCon, etc
• ExhausCve in idenCfying areas to differenCate ourselves from our compeCtors
• Listen, anCcipate and address their concerns
• Prepared to walk away on good terms
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Close the deal
• Go in with a win-‐win a]tude and negoCate as equal
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ImplementaCon/OperaCons support
• ConCnued engagement – Listen for any issues and be helpful
• Deliver our promised support at agreed Cme
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Agercare • Keep them engaged at all levels
– Call on them both in Singapore and in the field – Personal touch – Invite them to events, eg naConal day, roundtables
• Periodically call on them to update new developments, new opportuniCes – Not just when problem arises
• Service requests promptly and to the best of our ability
FUNCTIONAL SKILLS 4) NEGOTIATION
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NegoCaCon
• What successful negoCators do? – Withholding informaCon vs sharing internal informaCon
– Feelings commentary, explain before disagreeing – Listen emphaCcally, explain before disagreeing, test understanding or summarizing
– Ask quesCons, think laterally, explore opCons, persuade
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FUNCTIONAL SKILLS 5) HANDLING DIFFICULT CUSTOMERS
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Handling difficult customers
• Don’t let them get to you • Listen, listen and listen • Stop saying sorry • Empathize • Build rapport
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FUNCTIONAL SKILLS 6) MANAGING CONFLICTS
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Managing conflict
• Seek first to understand, then to be understood • People do things for their reasons, not yours • People ogen act based on emoCon and jusCfy their acCons with reasons
• Manage emoCons at the outset • PercepCon is reality • Focus on the problem • Describe rather than judge • Turn enemies into friends
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FUNCTIONAL SKILLS 7) RESPONDING TO COMPLAINTS
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Responding to complaints
• “Complaint as a gig” • Say something new • Think clearly, consider customer’s feelings • Watch your tone, write professionally • Use the right style
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FUNCTIONAL SKILLS 8) SERVICE RECOVERY
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Service Recovery • Right the wrong
– Apologize – Empathize – Make it right – Make it easy to complain
• Timing of response
• Who to respond
• Your role?
• Case studies : JetBlue, SQ
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FUNCTIONAL SKILLS 9) WINNING BACK LOST CUSTOMERS
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Winning back lost customers
• Starts with how we part ways – Amicable/understanding vs acrimonious/throwing the book
• Give it some Cme • Provide a referral or offer your assistance • Do not sever communicaCon • Make it easy for the client to return • Thank them profusely when they return
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FUNCTIONAL SKILLS COMMUNICATION
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CommunicaCon
• Email – Don’t cut corners on the quality of your message – Correct grammar, punctuaCon and syntax – Spell out all words – Never assume the reader has the same informaCon you do
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FUNCTIONAL SKILLS PUBLIC SPEAKING
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Public speaking
Purpose • Inform, persuade, inspire?
ObjecCves • “what’s in it for me”?, eg Dalian, CiC • Don’t just talk about ourselves
SelecCve/Focus
Tips • Prepare early • Clear about your purpose and adopt the right style • Use body language effecCvely • Use humour with cauCon
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WORKING WITH CSS
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CSS strategy map
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Intelligence/ OpportuniCes
People
Strengthening USP and prod posiConing
OperaCons
Cust Rel Mgmt Channel Rel Mgmt
Systems
Structure
• Target cust vs audience Strategic account management DiversificaCon of customer source
• Agents • Chambers/associaCons • Govt agencies • Site consultants
• Driven by cluster strategy • Ground knowledge (Local compeCCon, Resources)
• Markets • Products
• IT/CRM • ReporCng • Website/E-‐Newsleier
• Challenging jobs • Job knowledge development
• Singapore • HK/Tokyo • Beijing/Shanghai • US/Eu
• Customers • CompeCtors • Lost projects
What’s next for CSS Country?
Strategy
Structure IniCaCves SpecializaCon/focus Teamwork (within city, across country) Training
EffecCve Sales & MarkeCng Enhanced Customer Service Develop Invt PromoCon CapabiliCes Deliver Integrated SoluCons
Grow key accounts & pSMEs Purposeful customer engagement Build industry knowledge 74
Working as a team
• CA -‐ Build local contacts/mulCpliers
• CS – Grow with customers • IS – Deliver value
City CSS
• CA -‐ Build naConal level contacts/ mulCpliers
• Sys – Efficiency • IS – Products/soluCons within country
Country CSS • CA -‐ Build internal level contacts/mulCpliers, brand awareness
• CS – Grow key accounts • Sys – Corp-‐wide efficiency • IS -‐ PosiCon our products internaConally
HQ CSS
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ACTIVITY
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PracCce
In groups of 2, choose a funcConal skills, using the framework presented, discuss about how you can apply to a real case study, past or present (30 minutes)
Your sharing should include describing the context. How you would have done it previously? How you will approach it in future?
RECAP OF DAY 2
78
Processes ConducCng successful meeCngs
Developing product
knowledge
Securing repeat sales
NegoCaCon
Handling difficult
customers
Managing conflict
Responding to
complaints
Service recovery
Winning back lost customers
79
Focus on Building RelaConship Gives PosiCve Customer Experience Increases Customer Engagement Generates Repeat Businesses
Desired outcome I have told the RMs that their performance expecta6ons
are to deliver: 1) a deeper understanding of our customers, eg their
internal decision making process wrt RE, biz prospects, space requirements, etc
2) execute and deliver customer care to achieve
customer 's6ckiness' and pricing premium 3) cross-‐sell our products eg promote warehouse space
to BP users; develop new biz leads thru our customers eg with the biz partners of our customers
4) Quality Assurance ie check our products and
services vs specs during site visit to ensure we keep our promise
We have designed a ques6onaire / template to help guide the RMs in their conduct of their mee6ngs with customers. We have also designed a checklist to help them in fulfilling point 4 above.
• How do you get people to want to tell you things? Who are the best people to tell you?
• What is customer care? Why do people want to stay with you and pay you more?
• What is stopping us from doing that? How can we anCcipate what our customers will need?
• What is stopping us from doing that?
80
THE END
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