How to Write a Customer Satisfaction Survey. Customer satisfaction surveys can be used to measure your customers’ satisfaction or dissatisfaction with specific areas of your company and services. Customer satisfaction surveys can also be…
The tools or methods to measure customer satisfaction needs to be defined sophisticatedly to fulfill the desired norms. Main methods to measure customer satisfaction are discussed in the article.
Customer satisfaction is a part of customers experience that exposes a suppliers behavior on customers expectation. It also depends on how efficiently it is managed and how promptly services are provided.
Various studies and researches suggests that there exists a relationship between employee engagement and customer satisfaction. Lets understand the relationship between employee engagement and customer satisfaction.
In this world of extreme competition, companies with a total focus on customer are going to be the winner. Companies must understand importance of customer satisfaction and then build process around it.
Customer satisfaction is the overall impression of customer about the supplier and the products and services delivered by the supplier. Factors that could affect customer satisfaction are discussed in the article.
If only you could read their minds–then you would know what customers really want. Here’s a glimpse into what some customers are thinking, and some startling statisics about how important customer satisfaction really is.
An examination of the latest data from the American Customer Satisfaction Index (ACSI). The ACSI Federal Government Report 2014 outlines the effects of failing customer service and poor professional behavior by agency staff.
Employees are an agency’s most important asset when it comes to improving citizens’ satisfaction with government services. But the report Government for the People: The Road to Customer-Centered Services found that federal agencies are not doing enough to prepare employees to deliver great customer service.
E valuating Customer Experiences To discuss and deliver a training program on “Evaluating the Customer Experience”, expect that your audience will give you highly charged feedback that is vocal, interactive, and filled with very personal testimony – positive and negative. Why? Depending on the customer service outcome, in any given shopping experience, organizational and human behavioral psychology are forced into one place – revenue gain or loss at the expense of an emotional consumer. Quantify Your Customers Buying Habits Managing the Sales Learning Function becomes an important factor here in successful training and development.With this in mind, it is even more critical now to watch carefully and evaluate the quarterly value proposition percentages and net revenues of a business against the customer experience. Sales and Customer Service Training Managers need to teach their teams the importance of learning to execute best practice behavior that ensures a positively outstanding customer relations experience. The result of not applying these behaviors at any random moment when interacting with a buyer or repeat customer can have dramatic negative results on a business brand that is trying to sustain a positive marketplace perception. The Customer is now a REAL Consumer Watchdog It is at this place, where the consumer has a lot of “power” over the company. Viral feedback, negative or positive, flies in the face of internet social economics where the consumer will post comments on Facebook and Twitter. Negative postings can severely handicap a brand, cash flow results and organizational effectiveness. It is extremely expensive to fix the perception of the customer. Negative customer feedback can derail the efforts of a well planned business strategy designed at increasing customer market share. The Customer is in Control Organizations are facing more intense customer service pressures, so Trainers need to make sure that soft skill competencies in customer, sales and service delivery are taught in ways that reflect positive business results. According to the Journal of Marketing Research, http://www.jstor.org/pss/3152082 “when a service failure occurs, the organizations response has the potential to either restore customer satisfaction and reinforce loyalty or complicate the situation and drive the customer to a competitor.” The ASTD Sales Training Drivers defines “evaluating the customer experience” as assessing the effectiveness and positive impact of solutions and then communicating the results to the stakeholders. Key actions include: identifying and using operational metrics that clearly express beneficial results that are understood and valued by solution stakeholders. (net promoter scores, total cost of ownership, return on investment (ROI) time to competence and productivity ratios.) Therefore, it is the Trainers responsibility to show how a total customer experience will influence customer perception, customer value, service quality and customer loyalty, as it relates to financially responsible business results.
American citizens continue to be less satisfied with the services provided by the U.S. federal government, according to a recently released report by the American Customer Satisfaction Index (ACSI).
Lead With Your Customer goes beyond corporate culture and customer satisfaction, and provides a complete roadmap to achieving permanent excellence in your organization. This is a real-world, sustainable process of improvement.
Many companies have misconceptions about CRM in regard to assessing customer satisfaction in order to enhance business. There are several misunderstandings in Customer Relationship Management to be checked otherwise these may cost the organization revenue and profits.
Many companies have misconceptions about customer retention in regard to assessing customer satisfaction in order to enhance business. Lets understand these myths about customer retention in detail.
Are you a Customer Service executive, looking to get more value from your company’s Dynamics CRM online, or on-premises deployment and improve customer satisfaction? There are a number of options
In reading articles about the worst companies to work for (and their practices), there are many common elements that helped them qualify for such a distinction. Several of them focus on a symbiosis of employee and customer satisfaction.
Although the original focus of Six Sigma was on manufacturing, today it is widely accepted in both service and transactional processes. Successful Six Sigma projects lead to improved customer satisfaction, process predictability, and increased profits. This article examines the benefits of the Six Sigma approach, pros and cons of the Six Sigma strategy, and includes four critical steps for implementation.
You may think that a project manager’s ability to influence CRM is minimal, particularly on projects that are not customer facing. Think again. Recent studies link employee engagement to customer satisfaction and profitability.
Digital business transformation will be substantial in the next five years, and will drive strategic investment, product innovation, customer satisfaction and profits, according to a Gartner survey of CEOs and senior business executives.
A new crowdsourced report names two “leaders” and eight “high performers” among 15 project management software providers, with Wrike earning the highest customer satisfaction score based on user ratings and reviews of more than 100 products.
Getting a sale is great, but keeping a customer is even better–and harder. Consider getting the real scoop with a customer survey to identify where usability and customer satisfaction needs are met, exceed expectations or demonstrate deficiencies.
While industry experts agree that not all the ideal benefits can be harvested by a typical CRM solution, organizations should at least target an implementation that sets the foundation for enhancing the customer satisfaction for their products and services in the long haul. So what makes a better CRM implementation?
Project management maturity goes hand in hand with schedule and cost performance, project quality and customer satisfaction, according to research. Here is an overview of how to measure your organization’s level of maturity; how to implement step-by-step improvements and validate them; and, finally, what to do if your efforts stall.
Many organizations are taking advantage of quality management methodologies to improve productivity, efficiency and customer satisfaction. These methodologies require employees to perform set tasks and adhere to structured processes involving changes to work habits that can sometimes be disruptive. Familiar, integrated IT tools can streamline tasks and reduce user resistance, enabling organizations to receive the maximum benefits from quality management techniques at a lower risk.
A global study finds that companies without tech-driven productivity strategies are suffering from inefficient process and duplicated efforts, and feeling the effects in customer satisfaction and employee retention.
By not listening, you are putting your company’s reputation, customer satisfaction, the project’s purpose and the cost of completing the project at risk. Here we highlight the importance of listening and why PMs must develop this skill.
The approach to scope changes used within the agile/Scrum framework provides a stable environment so the development team can focus on getting work “done.” Frequent feedback about the product allows for less upfront planning and means the Scrum team can quickly adapt to changes. Delivering business value early and often results in increased customer satisfaction.
Does your agent really know best when it comes to finding the best insurance company for you? And is that insurance commercial really telling you the whole story? Check out our profiles and reviews of the biggest insurance companies, and get critical info like financial strength, customer satisfaction level, and more.
If there is one thing that this tough economy has taught us, it’s the importance of paying attention to employees and customers. The only way to truly drive business results and customer satisfaction is through engaged employees. Just ask Lowe’s. “True business success doesn’t stop with customer satisfaction,”…
What do sales coaches need to know in order to help their salespeople succeed? More importantly, what does a complete, well-rounded, super-star sales professional do anyway? Surely, if you cornered one of these high-performing sales professionals at a social event and asked them what they actually did as a sales professional, there would be more to it than “I help people.” What exactly is it that salespeople DO anyway? I’m talking about what they actually do, not what their company does or what their value proposition is, but what THEY DO day in and day out as a sales professional? To be a complete sales professional, their daily activities should be in support of creating customer satisfaction and loyalty. What are these daily activities? I have analyzed the outputs and deliverables of thousands of sales professionals. I found that these tasks can be grouped into eight key areas. The idea is to help them become highly competent (i.e. superstar) sales professional through helping them: 1. Manage Themselves – highly competent salespeople keep their personal life in check. They stay healthy. They set goals, they make plans for your future. They keep their finances in order. They find stress-reducers. 2. Manage the Sales Cycle — The highly competent sales professionals seek out continuous comprehensive training and education to support their sales process. You should also be able to initiate, plan, and execute a sales process in order for your product or service to be assimilated into the buying organization. There are many systems out there to choose from. 3. Manage Opportunities – Highly competent sales professionals understand how to identify, manage, develop, and close the right sales opportunities. To do this, they’re experts at opportunity planning, territory management, opportunity development, and closing. 4. Manage Relationships- Highly competent salespeople become a trusted advisor to the buyer only happens when the sales professional is successful at building relationships, communicating, distributing information, and influencing others ethically through collaborative dialogue. Building relationships within your own organization is just as critical. Make sure that you take the time to forge relationships with your support teams, delivery teams, management or any other party that is involved in your sales process. 5. Manage Expectations – Highly competent salespeople continue their relationship after the sale. Providing top-notch service to buyers ensures repeat business and a solid sales reputation. 6. Manage Priorities – Highly competent salespeople understand the crucial elements of managing personal time to achieve ones goals and objectives. Great sales professionals understand that they must define the right tasks for the day or month, prioritize them, schedule them and execute. 7. Manage Technology – Highly competent sales professionals utilize technology in order to maximize personal and organizational effectiveness. 8. Manage Communications – highly competent sales professionals understand their choices in selecting, delivering, and leveraging communications strategies and mediums in order to effectively get their message across. There are many people that wonder why sales professionals are “harried,” have short attention spans, are always too busy, or seem a “little flustered”. Perhaps by identifying and understanding these eight areas, you have a new found appreciation and an understanding of why? So the question is, does you sales coaching program help salespeople become better in each area? How can you help them understand which area they are the strongest in? Or which area they are the weakest? A well designed sales coaching program provided by a reputable organization can help sales managers and sales coaches build action steps and coaching programs that help salespeople improve in each area every single day.
Wanted – Sales Leadership Many salespeople seek to grow into management positions. However, many of these same people don’t act like a leader or a manager in their day-to-day activities. Effective sales leadership and requires a salesperson to understand who they are and what they stand for while consistently exceeding revenue quotas and customer satisfaction expectations. Once a salesperson understands who they are, and they consistently exceed the sales expectations, they begin to influence others in a more impacting manner. In other words, they are in tune with their clients, their own company, and more importantly they know what they stand for. In short, they begin to exude leadership — leadership at the corporate edge. As a leader in the future they must understand how to synchronize sales processes with marketing messages while providing top-notch services. All of this requires them to be fully engaged with individual buyer processes — and displaying leadership to buyers as well. Achieving consistently high sales productivity requires a hands-on approach that is engaged and aligned in a common organizational direction. Sales, marketing, and services professionals must understand their personal and organizational goals and how to achieve them. They must invest their time in the right accounts and the right activities. Growth efficiency requires skilled and focused leadership. It also requires leaders who can mobilize their team members, employees who work for them, and even their own management teams to achieve a common goal that meets the strategic and financial goals of the firm while providing the absolute best service and support to the customer. Future salespeople will be asked to lead, no matter what position they hold in their sales organization! Their position, at the corporate boundary, will require it. Once salespeople fully embrace the High-Character, High-Leadership paradigm, they must understand what is required by all these critical stakeholders and be a solid rock of product knowledge, subject matter expertise, and consultant.
I installed a wireless home network this weekend, and it was a lot harder than I thought it should have been (three XP computers and a TiVo with new Linksys wireless stuff). I spent over an hour going online, Googling user groups, until I got what I needed to configure everything. The experience was similar to when I got a wide screen television, and had to change not just the user settings, but the accessed-only-by-secret-code factory settings. The fussy, brittle, politically correct, theorist side of me was indignant at both activities. What about ‘Customer satisfaction,’ seamless integration,’ ‘quality assurance,’ ‘user interface,’ blah blah blah? And yet the rest of me was realizing how old I must sound. “I can’t believe I have to go get gasoline for this new-fangled automobile. Why Bessie just needed some grass.” Or even, ‘why does the hardware store sell me these grass seeds that will need to be mowed once a week?’ So I spent an hour doing knowledge work. Big deal. What was I belly-aching about? Networking software and televisions might get easier over time, but what comes next will require just as much adapting. It is easy to theorize about learning in the future. It is just a bit harder when it takes up a Saturday afternoon.
A virtual coach gives customized help to the player. Unlike a Dictionary, Glossary, Wiki, or Instruction Booklet, coaches tend to have personality. They pop up at the right time, either proactively or in response to a question, and give some help. Like all pedagogical elements, the virtual coach has to balance giving neither too little help nor too much. A good coaching system can dramatically reduce the amount of real coaching necessary to support a simulation deployment. Some simulation Genres are easier to coach than others. Branching Stories use discreet nodes, each of which can be tagged with a very specific coach entries (i.e. for node 127b, the coach might say, “you have so far in this situation been very lenient, and now the group is trying to take advantage of you. It may be time to be a little tougher”). You can even have two or three levels of coaching for each node, aligned with the end-learner’s chosen difficulty level or past success. The more open-ended a simulation is, the harder it is to employ such highly targeted virtual coaches. Some coaches in an Interactive Spreadsheet can be trigger based around milestones (i.e. if at [third quarter, second year], customer satisfaction is below 30%, play coach clip showing advice on how to improve customer sat). Some coaches in interactive spreadsheets can also be table based (if market share drops for more than three consecutive terms, play video highlighting problem and suggesting solutions). Coaches also don’t have to be perfect, a nice crutch in more open-ended sims. Like life, one can have a virtual board of directors (and using a board of directors well is a critical Big Skill). Each can offer one, “pure” view, such as one advocate for advertising, another for consistency.
Computer games are filled with actuators. Actuators turn one resource into another. They might turn money into customer satisfaction. They might turn research into finished products. They can be bought, built, placed, and upgraded. They might require a constant stream of resources (fixed costs) and/or variable. They can be destroyed, or shut down. They might have some advantage if geographically positioned close to map-based resources or close to other actuators. There is a special case of actuators called units. Units typically can move. They have some form of Artificial Intelligence. They can scout around. They can perform different types of work, often depending on their specialty. They can be given priorities. They can swarm. They move at different speeds, and have different capabilities. They can also be distracted, and do things that were once useful but no longer. What is amazing is that when talking to CEO’s of large and very large organizations, they use much the same language. They think about capabilities. They think about optimizing. They think about value chains. They try to take money and time out of processes. They are always interested in replacing unpredictability with predictability. They are interested in opening up new avenues. And as I like to say, when computer gamers and CEO’s agree on reification frameworks, can business schools and corporate training groups be far behind? (Actually, I never said that before, and I had to look up the word reification, but you get the idea.)
DISCLAIMER: The following article is a reality and a strategy, NOT defamation or a tactic. THE CONCEPT: Why purchasing and procurement departments should be avoided, and how to do it. THE REALITY: Purchasing and procurement are a way of life. YOUR REALITY: Your total lack of C-level relationships makes your life a sell-from-the-bottom-up proposition. HERES YOUR SELF-TEST: Are you relegated to purchasing as part of corporate policy? Are you prevented from talking to the person who actually uses the product youre trying to sell? Are you making decisions as to how much profit youre willing to sacrifice to secure the business? Are you bullied into matching price to get the order? Are you being TOLD what your price will be in order to do business? Welcome to the club of losers. Not people, profit. The purchasing department or the procurement department has one major job: To save their company money. Oh wait, let me complete that sentence as it relates to you: To save their company money, at your expense. In general, when you deal with the procurement department and their people keep in mind: They dont care about quality. They dont understand outcome. They dont understand the need for service after the sale. They dont understand productivity. They dont care about morale. They dont care about outcome. They dont care about vendor relationships. They dont care about vendor profitability. They dont care about you. They NEVER look for the best, just the lowest price. Procurement departments operate under the general principle of, and are measured and rewarded by: We saved a nickel! BUT the outcome of the saved nickel may be that everyone in the company is unhappy, the product is crappy and breaks down, the service response is slow. NOTE TO PURCHASING: Its also likely the productivity, and low quality, and loss of morale, cost your company 500 times more than the nickel you saved. Theres a Rock, Paper, Scissors game of business: CEOs cover purchasing and procurement. If the CEO calls down to purchasing and says, Were going with ACME Widgets! The procurement person says, ACME boss? Okay boss! And thats it. No proposal, no bid, no price cutting, no match this price. No nothing. Just a purchase order. NOTE WELL: This is only possible if you have a relationship with the CEO. Ouch. ATTENTION PURCHASING: Here are a few recommendations that eliminate lowest price from the final decision: 1. Demand testimonials. Dont just bid. Prove what you promise. 2. Create a range of price acceptance. If the price is within 10% of the lowest bid, the purchasing agent can (and should) choose what he or she believes is the BEST product or service. 3. Let your people test the product. 4. Let your people tell you what they want. 5. Let your people tell you who they want to do business with. NOTE WELL: Independent third party purchasing groups should be TOTALLY avoided. The hotel industry is besieged by RFPs from bullying third party event planning companies that shield the customer, and only care about price. Hotels hate them, and are forced to eliminate most of their profit to book the event. And the ultimate customer loses respect, face, and is in total jeopardy of having a third rate event with a poor outcome. All in the name of saving money. And reverse auctions are worse. They milk every cent of profit. My two-word strategy for both of these is: DONT PARTICIPATE! If no one played, theyd go away in a week. The strategy to eliminate, or at least mitigate, the process of starting with purchasing, is to have a relationship with the person or people that direct them. You can be recommended and you can be the standard used for selection. You can have a history of success at other companies based on quality, productivity, results, and profitability and present proof of this as a price alternative. You can have a social media presence that allows your customers to provide feedback. You can write value-based articles that C-level people might read. This can get you in direct contact with decision makers. NOTE WELL: These 750 words are not going to resolve the issue, and are certainly not going to eliminate the purchasing department. In most cases, purchasing and procurement are a vital part of any large company. The challenge Im issuing is that it is NOT just a price decision. Bidding is a losing proposition. Best and value are the winners. If youre a purchasing agent and you personally need heart surgery or a hip replacement, do you want best, or lowest price? Best, or three bids? Think about it. Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at email@example.com. 2012 All Rights Reserved. Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer. 704/333-1112
Twas the night before Christmas and all the stores were closed. Why? They needed a few hours to get ready for the AFTER Christmas sale. All of the retail elves were home with the rest of us, anticipating the festival of unwrapping and judging the value and likeability (return-ability) of presents received. The holiday season is a make-it-or-break-it time for most retailers and many businesses. Is it my imagination, or is the Christmas season expanding? Remember when there was the excitement that the shopping season officially began the day after Thanksgiving unofficially known as Back Friday. The day AFTER Thanksgiving, stores opening at 8am then 7am then 6am then 5am then midnight. Trying to lure customers with the size, discount, and sale of their pre-Christmas then, based on social pressures, changed it to a pre holiday extravaganza. EARLY WARNING SIGNAL: Im sure youve noticed, as I have, that there are now Christmas items among the Halloween candies. In the drug stores, the card shops, the grocery stores, even the department stores, merchants are trying to remind you, and to sell you, whatever they can before the competition does. Even online, companies like amazon.com had their seasonal art on landing pages by Halloween. Boo. (That wasnt to scare you! That was the Philadelphia boo: the voice of disapproval. The What were you thinking? boo. The angry boo. The greedy boo. The boo-hiss.) I dont know about you, but I believe business greed is stepping over the line introducing the spirit of the holiday season before candy is handed to little ghosts and goblins, or before families gather to give thanks for our freedom, and for each other. Seems as though businesses are willing to risk ridicule and reputation for a chance to ring their cash register. Now while none of this is really a big deal, be aware that when some retailer, wanting to jump the gun, tries to pull off Christmas in October or earlier it generates thoughts in the mind of the consumer none of them positive. And those thoughts lead to perceptions and buying decisions. If Im put off or angry at your early entry into the Christmas season, I may not return to buy when the actual season starts. And then there are those who try to down the competition in a subtle way. I saw a sign in the window of a major department store that startled me. It said that they like to celebrate one holiday at a time, and that they would not be putting up any Christmas decorations until after Thanksgiving. GREAT! But, eh, why are they telling me that? Why dont they just DO IT? My concept of what will win is go back a decade, look at what won then, add the internet and email messaging, create a stock of inventory of WHAT PEOPLE WANT not just what you buy cheap, and are looking to sell at a great margin and let one customer tell another customer how great your merchandise is. One more thing HIRE GREAT PEOPLE people who smile, love to serve, can multitask, can go the extra mile, and who have a base intelligence that is smarter than the merchandise. This will require that you pay them more train them more and provide a work atmosphere that both employees AND customers love. This also means managers must be happy, not condescending. The sign in the department store window was right: ONE HOLIDAY AT A TIME. Hey, Mr. Retailer youre the one who created the purchasing part of these holidays in the first place. My vote is give thanks for what you have at Thanksgiving, celebrate your blessings with your family, and THEN sell like hell the day after until 5pm on Christmas Eve. That strategy would please your customers, create word-of-mouth advertising to compliment your traditional marketing outreach, and even please the panicked shareholders once the numbers begin to emerge. I saw a t-shirt the other day that said: Lets keep the X in X-MAS. Its a sign of the times, and a resign of the consumer at the same time. If you want the holiday recipe for success, take the formula above and add spirit. If you do, the jingle bells youll hear will be the cha-ching! of your cash register. Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at firstname.lastname@example.org. 2011 All Rights Reserved. Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer. 704/333-1112
Its interesting to me that at the end of the year, people are always interested in your biggest success, or your biggest failure, in the year thats ending. They also want to know what you have resolved to do new and better next year. Everyone wants you to write down your goals, your plans, your dreams, or, in the short term, your New Years resolutions. All of the above is a bunch of hooey UNLESS you have a better understanding of the big picture, or, should I say, your big picture. Everything you did this year had one of five things occur at the end: 1. Great outcome went way better than planned, and you won. 2. Good outcome went as planned. 3. No outcome still pending, or dropped. 4. Bad outcome went wrong, or lost it. 5. Real bad outcome went way wrong, and died. And all of those five outcomes carried with them lessons. Lessons of why and how the lessons you learned before, during, and after you took on any task, made any goal, or took any actions. And it is those lessons that are the focus of this writing. Its also interesting to note that almost nothing you read or are taught focuses on these lessons. When in fact, they were, and are, the most valuable part of the achievement process. The combined lessons youve learned up to this point in your life represent what is loosely known as your experience. I refer to it as your personal body of knowledge and your personal wealth of knowledge. Some of that knowledge is very useful. Sales made, sales lost, goals achieved, goals unmet, relationships that succeeded, relationships that failed, all of your emotional encounters, and all of your economic transactions. To each one of those elements big and small, there is tied a lesson that you hold on to for next time. And those lessons will trigger a response in your mind the next time you encounter the same or a similar situation. It will trigger a response like: do this, or dont do this, or have other people help me do this. And theres also the desire factor: I want to do this, or I dont want to do this. And there are the non-achievement actions that you took and the lessons that you learned (or didnt learn) like: watching television, keeping up with politics, watching the evening news, and other expenditures of time that you would be hard pressed to cite one lesson from the hundreds of hours you wasted. Non-achievement is a lesson all by itself. Achievement and non-achievement are just a small part of the learning process. Its not as important to know that you achieved the goal or made the sale rather HOW you achieved it, and the knowledge you gained that will get you to the next achievement. Its not simply the lesson that you learned. Rather, it is the lesson learned combined with your response with that lesson What outcome were you expecting? What outcome did you get? What did you learn as a result of that? What did you do about it? What are you going to do about it next time? Heavy, huh? If you achieved something, that is called an event. When you learn a lesson from that achievement, thats called knowledge. And it is that knowledge that will carry you forward in life. Its okay to celebrate achievement and revel in victory, but thats just a reflection of where you are at this moment. The wisdom you gained and the associated lessons learned are what will get you to tomorrow. Focus on that as you leap into next year. Happy, healthy, wealthy New Year! Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally: email@example.com 2011 All Rights Reserved Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer . 704/333-1112
#1024 I get a ton of emails from people seeking insight or asking me to solve sales dilemmas. Here are a few that may relate to your job, your life and, most important, your sales thought process right now: Jeffrey, Your seminars and books have been highly therapeutic to me in my budding sales career, but I have a question Im having a hard time answering on my own. My wife is building a Mary Kay business, loves what you do, and is dying to put your methods to use. Her business is 80% selling product and 20% recruiting. A lot of the recruits typically come from the product buyers group. How does one combine those two activities without turning off the “makeup buying” customers who are not interested in a sales career? Does someone like her put up a “beauty tips” social media presence to promote to her “makeup buying customers” and then a separate one for recruiting people to a team? Or do you pepper one in with the other? My concern is turning off the “product buying public” that IS interested in beauty tips but NOT interested in being recruited. I appreciate your guidance, Matt Matt, Heres the wisdom I would share with your wife Luckily, the product youre selling has been around for years and enjoys a great reputation. I recommend you interview some of recruits who have embraced the opportunity to sell and let some of your more successful people post on the website about how they started out loving the product and ended up reselling the product. If the message does not come from you, it will not be a turn off. The key is balance and your job is to balance beauty tips with beauty money making opportunities of at least 5:1 in favor of beauty tips. Best regards, Jeffrey Jeffrey, How do buyers decide, and what are buyers looking for? Alana Buyers are looking for 4.5 things: 1. A perceived difference of your product and service and that of your competitors. 2. A better perceived value in buying what you have versus buying from a competitor. (Notice I did not say lower price, I said better value.) 3. Little or no risk in purchasing from you. The buyer must perceive that the gain of ownership is greater than the risk of purchasing the wrong thing. 4. The buyer must like you, believe you, have confidence in you, and trust you. But it begins with liking you. 4.5 Lowest price. Many people (maybe even you) will think I have done them a disservice by not focusing on price concessions or winning a bid. But, if you present the first four elements outlined above, price will go away as an issue in 60-70% of the sales you make. The key is this: Buyers and decision makers are looking for comfort, not just a deal. The decision maker has to feel that its a good fit for their company, or they will pass no matter what the price. The decision maker is also going to take into account past dealings and word-of-mouth advertising. All buyers and decision makers in any given industry know one another. Your job, besides having a great product, is to have a great reputation. Having a great reputation reduces the perceived risk and oftentimes is the very key to getting the order. Best regards, Jeffrey Jeffrey, In these hard times, what can salespeople do to protect their jobs? Tom Tom, The antidote is to be the best sales man or sales woman. No one’s going to get rid of you then. There is a challenge among salespeople right now. They’re not really willing to do the hard work that it takes to make selling easy. You need to tweet, have a business Facebook page, have a LinkedIn account, have a YouTube channel, have a blog, and have a website where you have registered yourname.com. Its about building a personal brand. You have to have 500 people following you on Twitter, you have to have 500 LinkedIn connections, you have to have about a thousand people on your Facebook fan page, and you have to have a least a dozen YouTube videos up where people give testimonies for you, or where you are giving valuable information to the marketplace. That requires work and time, and you can’t do it during your workday. Youve also gotta network and do prospecting, but it’s a lot easier to prospect on LinkedIn then it is to prospect on the phone with people you don’t know. But instead of performing those strategies, a lot of people are going home at night to watch stupid television shows. Think about this: Will what you’re watching on television help you double your sales? No! Great salespeople are willing to dig in and do the hard work because they understand there’s no 9 to 5 job in selling unless you’re at McDonald’s and you can ask the closing question, “Do you want fries with that?” Best regards, Jeffrey Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at firstname.lastname@example.org. 2011 All Rights Reserved. Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer. 704/333-1112
Many companies are considering training programs for the new year. New budgets. New needs. New opportunities. And most companies will concentrate on it. Whatever it is. More sales, a new product launch, customer service, internal operations, diversity, or whatever is pressing. All of that is wrong or should I say, out of order. Before you train ANYTHING, before you launch any new program or initiative, ask yourself these two questions: 1. How positive are the attitudes of our people? 2. How attitudinally receptive will our people be to this training? If the answer to Hows our attitude? is Not too good or Inconsistent or My attitude is great, its everyone elses attitude thats the problem! then the training will be met with resistance, and will fall short of your expected outcome. Way short. The answer to this dilemma is very simple, yet its overlooked at most every company in the world: Train attitude first. Positive attitude. YES! Attitude. Positive attitude is not a program or an initiative. Its an imperative. Its not the flavor of the month. Its the feeling of and for a lifetime. Your lifetime. Attitude is the mood of every employee. Positive attitude leads to positive productivity and positive communication. Attitude is both foundational and fundamental. Attitude is foundational to all aspects of corporate productivity, communication, and harmony. Its the basis for what is erroneously known as morale. Its NOT morale its attitude. Low morale is a symptom poor attitude is the problem. Attitude is fundamental to all aspects of job performance. How much more profitable would your company be if EVERY employee (including you) had the attitude of yes? These days attitude is easily deteriorated. Cutbacks, budget cuts, over-tasked employees, poor leadership, lower profits, and increased pressure to do more with less. Yet attitude is virtually ignored by every company HR and training department. Why? Its hard to measure the ROI. Pity. Youve heard the expression: Attitude is everything. Let me break it down for you so you can have a better understanding of how everything attitude really is: Your attitude rules your mood. Your attitude rules your self-esteem. Your attitude rules your communication. Your attitude rules your interactions. Your attitude rules your thought process. Your attitude rules how you perceive things. Your attitude rules how you perceive people. Your attitude rules how others perceive you. Your attitude rules your service. Your attitude rules your sales. Your attitude rules your career. Your attitude rules your family. Your attitude rules your life. In your business, your attitude rules your sales, your service, your communication, and internal morale. And at the end of positive attitude in your business is a ton of referrals and a great reputation. Pretty important, huh? Well, if your attitude is so important, how come you dont spend 15 minutes at home each morning building it? Or 15 minutes in the morning when you get to work? What are YOU doing to ensure that every employee gets a daily YES! message? Here are a few more attitude insights: Attitude starts at home with your family. Attitude is personal. Its not about other people or other circumstances. Attitude is ALL about you. Attitude is selfish. You do it for yourself FIRST. Then and only then can you give it, or pass it along, to others. Attitude is a choice. You are ALWAYS free to choose: How you give value. Doing what you love. Having the right attitude. Attitude is a gift and a blessing self-given and self-imposed. And it is my greatest hope that you discover that truth and bless yourself forever. Maybe its time to invest in attitude training. Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally: email@example.com. 2012 All Rights Reserved – Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer . 704/333-1112
1. Why are people sending me emails with the most sincere wishes from the bottom of our hearts and then asking me to buy their crap IN THE SAME EMAIL? Couldnt they send me sincere wishes in one email, and buy my crap requests in the other? When I get these email cards, I make a mental note NEVER to do business with these people. How sincere are your holiday greetings? 2. My daughter, Gabrielle, and I had a Chick-Fil-A craving for lunch on Monday. Went to the drive through and the line was curled around the building and out into the street. Packed. Rats. So we decided to go next door to Burger King and try their new fries. NO ONE was in line. The restaurant parking lot was nearly empty at the height of the lunch hour. Consumer Report: The fries sucked, but not as bad as their glued together chicken tenders. LESSON: Chick-Fil-A is kicking ass because of QUALITY. When will the others get it? In 2012, quality will trump price. Where is your focus? 3. Fast food places serve Coca-Cola, EXCEPT when theyre owned by Pepsi. Pepsi had to buy the chain to get the business. Speaks volumes for which drink is the most popular. I cant picture you bellying up to the bar this holiday season and ordering a rum and Pepsi. My philosophy has always been dont offer one or the other, offer both and let the customer choose. 4. This time of year, people are traveling to see their families. Theyre joyous and have visions of sugarplums. Theyre excited for family dinners, reunions, returning soldiers, Christmas dinners, and gifts. Only one problem: AIRLINE TRAVEL. There is no worse service in the world. Especially at holiday time. Wouldnt you think theyd pull out the stops? Serve cookies and milk to passengers (customers) waiting in the two-hour line to pay for baggage? Not a chance. Why? They dont get service, and theyll never get WOW! In 2012, service will trump price and lead to loyalty. Hows your service? Now for the good news 5. Next year will be better than the last few. All kinds of opportunities to cash in on. My recipe for 2012 has already been posted, but you can add to the list, and make your resolutions in February. Give yourself a month to make action plans and develop a commitment mindset. For the most part, January has never been a resolution achievement month. Why not just make the plan in January, and commit in February? How about this resolution: Limit yourself to five hours of TV a week. Invest the rest of your time on the Internet: to blog, master business social media, and learn more about your customers and your competition. Whats your plan of achievement? 6. The newest sales tools will become dominant in your world. Smartphones are not an option. It will be interesting to see how well (if) BlackBerry fares. At one point they dominated the market, and now they struggle to stay in it. Why? Failure to progress fast enough, service failures, and fierce competition. The jury is still out, but Id be looking at other options if it were me. Whats in your pocket? 7. The iPad is dominant. Many corporations are issuing them instead of laptops, and salespeople love them. I see old guys (like me) on the plane pulling out their iPad 10-hour battery, plenty of software, portable keyboard, touch screen preparing a keynote presentation, reading a book, listening to music, composing email, and playing Angry Birds. Anyone from age 2 age 92 can master it intuitively. Steve jobs last and lasting legacy. Got iPad? 7.5 YOU. Whats with you next year? How will you be better as a person and a salesperson? What will make you better? Ever ask yourself this question as you watch something on TV: Will watching this double my sales? Ouch. Heres my 40-year observation: Most people have the strength and energy to create their own world and their own success, yet very few do. Grab your copy of The Little Engine That Could. The magic formula is in there. I think you can! I think you can! FORMULA FOR 2012 PERSONAL SUCCESS: Think you can, build up a head of steam, ask for help, give it all youve got, and be humble and grateful when you make it up the hill. Happy, Merry Everything! Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally: firstname.lastname@example.org 2011 All Rights Reserved – Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer . 704/333-1112
PLEASE NOTE: These are not economic predictions. They are based on my personal observation and first-hand knowledge of sales forces across the United States their present situation, and their future hope based on market conditions and readiness. And please DO NOT COMPARE YOURSELVES. Rather ask yourselves: Am I ready to win more based on these predictions and challenges? 1. PREDICTION: More business will be available as the economy begins to surge and the elections become a reality.CHALLENGE: Are you ready for an increase in business, not just with product and inventory ability but with better attitude, mood, friendliness, and morale of the entire company? 2. PREDICITON: There will be pricing challenges even in the wake of greater business. CHALLENGE: Now is the time for PROFIT. You have left too much money on the table for the past two years. Create a better value proposition, and use it rather than having to justify (and perhaps lower) your price. 3. PREDICITON: There will be an emphasis on 3rd party purchasers and buying groups in order to leverage pricing. CHALLENGE: Build value-based relationships that the customer would lose out on if they joined the group. Get testimonials from customers that decided not to participate. 4. PREDICITION: Full participation in business social media is no longer an option for your company. CHALLENGE: Counsel your counsel and determine what you CAN do. Do that as fast as you can. Your plan must include all forms of business social media, and interaction with customers one-on-one. Need examples? There are plenty of them online right now. One of them may even be your competition. 5. PREDICITION: Full participation in business social media is no longer an option for you personally. CHALLENGE: Set up a business Facebook page where people can Like you and invite all your customers to begin to comment on your products, service, and impact of ownership or service provided. Your LinkedIn connections must exceed 501 and you must have at least 10 recommendations. This makes your image look powerful, structured, and reputable. Twitter must attract 500 followers, and you must tweet twice a day. Your YouTube channel must have at least 10 testimonial videos that use the most searchable words in your business category. Your blog is the real-world outlet for yourself and your customers make it valuable and interact with customers one-on-one. 6. PREDICITON: Your personal reputation and brand will play a greater role in getting a sales meeting and getting a favorable decision. CHALLENGE: Google yourself to establish your base in January. Then take WEEKLY actions to enhance your status. Get testimonials. Volunteer for charity. Speak in public. Post on your blog. Get others to praise you. And build your reputation one action item, and one good deed, at a time. 7. PREDICITION: You will need to be able to differentiate yourself from the competition (in the mind of your customer) to be greater than ever. CHALLENGE: Begin by asking yourself and your present customers what differentiates you from your competition. Then take actions to widen the gap. HINT: The ordinary things are a great start. Use Ace of Sales emails ( www.aceofsales.com) to begin the process. 8. PREDICTION: Your company will finally (after three years) begin to provide sales training. CHALLENGE: Is the training relevant? Is the training acceptable to your sales team? Is the trainer acceptable to your sales team? Does the training incorporate the voice of your customers? Is the training working? 9. PREDICITION: You will lose more than one sale to an inferior competitor. CHALLENGE: Find out why and fix it. HINT: It aint price! 10. PREDICITION: More face-to-face meetings will be necessary to build relationships, or you will become vulnerable to the competition. CHALLENGE: Double your existing face-to-face meetings from last year, and double your networking hours. 11. PREDICITION: Breakfast will be the new lunch. CHALLENGE: Your connections, relationships, and even your prospects are crunched for time. The two-hour lunch will wane. An early morning, 30-minute meeting over coffee will net more and better results. Set a goal of three breakfasts a week. 12. PREDICITION: Your sales plan/goal/quota/numbers will be much more attainable. CHALLENGE: The business is out there for you to earn. Your perceived value, your perceived difference, and your reputation will determine your numbers way more that your price. 12.5 PREDICITION: Your personal dedication or rededication to excellence will reach new heights. CHALLENGE: Allocate three hours a day to YOU. Allocate an hour for social media and personal branding. Allocate an hour for customer interaction. And allocate an hour for reading and study. You will have to allocate more time for personal development and training because the new challenges require new knowledge. If youre looking for a game plan, if youre looking for a success plan, Ive just given you one that will make 2012 more than you could hope for. All you have to do is WORK HARD. Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally: email@example.com 2011 All Rights Reserved – Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer . 704/333-1112
Are you a true believer or just a salesperson? What do you believe in? What are your real beliefs? Im asking you these questions so you can have a clearer picture as to why sales are made or lost. Jeffrey, you dont understand, you whine. Our customers are price buyers! No Jackson, YOU dont understand. You BELIEVE theyre price buyers, and until you change your belief, they will continue to be that way. SIMPLE RULE: Change your beliefs and you can change your outcomes. SIMPLER RULE: Your beliefs control your sales performance. SIMPLEST RULE: You can strengthen your beliefs with clear thoughts and deep commitment. THINK ABOUT THIS: As youre preparing for a sale, your belief system is so powerful it will dominate your desire to get ready to win. Those beliefs have been present either consciously or subconsciously for as long as you have been employed by your present company and they deepen with every sales call you make, every sale you achieve, and every sale you lose. You may look at belief as faith. A common belief is, Ive lost faith in my companys ability to deliver as promised. Others are loss of faith in product, boss, ethics of company, or even the economy. But your belief and your belief system are the root of your sales success, or the bane of your failure. There are five elements to belief, and in order to be a great salesperson you must be the master believer of all five. Theres also a .5 that enables you to change or strengthen your beliefs 1. You have to believe you work for the greatest company in the world. 2. You have to believe your products and services are the greatest in the world. 3. You have to believe in yourself. (NOTE: STOP here if the above three beliefs company, products and services, and self are not present and deep. The next two will be impossible to comprehend, let alone master) 4. You have to believe in your ability to differentiate from your competition in a way that the customer PERCEIVES as BOTH different AND valuable. If the customer fails to perceive a difference between you and your competition, if they fail to perceive your value, then all thats left is price. 5. BIGGEST ASPECT OF BELIEF: You must believe that the customer is BETTER OFF having purchased from you. Not just believing this in your head. Rather, believing it in your heart. 5.5 You control your belief with your thoughts and your attitude. And this understanding is critical to building and maintaining a positive belief for all you say and do. Once this belief begins to falter, its time to go. Time to move on to something you believe in. These 5.5 fundamental beliefs will drive your preparation, and thereby your presentation, to new heights, new sales, and new success. Take a moment and rate yourself on a scale of 1-10 (10 being best) for each of the 5.5 elements above. If your total is less than 40, youre losing sales due to lack of belief. BEWARE: There are negative beliefs that will also limit your success, even if you possess the critical five. Belief your prices are too high. Belief your competition has a lock on the business youre trying to get. Belief that the sale is a bidding process and youll lose without the lowest bid. Belief that the sale youre in the middle of wont happen. And about 20 more beliefs that are completely alterable. GREAT NEWS: The deeper you possess the big five beliefs, the bigger and faster your sales cycle will end with an order. KEY POINT OF UNDERSTANDING: Belief does not come in a day it comes day-by-day slowly over time. But once achieved at its highest level, its virtually impenetrable and it will put passion in your preparation, not to mention, money in your pocket. Do you believe? I hope you do. Your success depends on it. Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at firstname.lastname@example.org. 2012 All Rights Reserved. Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer. 704/333-1112
As 2009 comes to a close and 2010 rolls in, people around the world will reflect on their accomplishments and set goals for the new year. To ensure your training programs support the 2010 goals of your organization, resolve to invest more time than in the past in positioning your programs for success. Four simple steps can help: 1. Clarify Needs Before deciding to offer a program, be clear on the highest level of need. This is a need that ultimately leads to making money, saving money, and/or avoiding costs. Examples of these opportunities are customer satisfaction, employee engagement, morale, market share, image, productivity, and operating costs. Once you are clear there, identify lower levels of need that are more specific and that lead you to a program aligned with the ultimate goal. The following series of questions can help you with this process. 2. Develop SMART Objectives Based on the identified needs, develop objectives that reflect each level of need. Be sure your objectives are SMART. Specific, measurable, achievable, realistic, and time-bound objectives representative of stakeholder needs are critical to program success. 3. Communicate Program Objectives This step, while on the surface is obvious, is often overlooked. This is particularly true when it comes to participants. Objectives are your positioning power. By communicating specific, measurable objectives reflective of all levels of need, designers, developers, and facilitators know what they need to do to make the program successful. Evaluators know what questions to ask during the evaluation. Supervisors, managers and senior leaders recognize that the program is on track with their goals. But the group to whom objectives are often not communicated so clearly are participants. This is particularly true when it comes to objectives beyond those targeting knowledge acquisition. Participants need to know not only what they are going to learn in a program, but what they are expected to do with what they learn and why they are expected to do it. 4. Evaluate Success If you want to know whether or not your program is successful, evaluation is must. Programs for which needs are clear, objectives are SMART, and all stakeholders are in the ‘loop’ are more likely to drive results. But you will never know how well the program achieved those results or how to improve the program without evaluation The good news is that if you are clear as to why a program is being offered and you have set and communicated SMART objectives, evaluation is relatively simple! Your Assignment When you return to work, identify a program and work with your team to answer the following questions: Further Reading Annulis, H. and Gaudet, C. (in press) Developing Powerful Objectives. In Phillips, P. P. (editor) Handbook of Measuring and Evaluating Training . Alexandria: ASTD. Phillips, J. J. and Phillips, P. P. (2008) B eyond Learning Objectives: Develop Measurable Objectives That Link to the Bottom Line . Alexandria: ASTD.
Background The New York State Office of the State Comptroller (NYSOSC) in Albany maintains a broad scope of responsibility unmatched by similar offices in the United States. As the state’s chief fiscal and accounting officer, the Comptroller is a separately elected state-wide official whose primary duties include managing and investing the State’s cash assets, auditing government operations, paying all NYS employees, reviewing State contracts, overseeing the fiscal affairs of local governments including New York City, and operating two of the state’s retirement systems. As an agency charged with monitoring the effective financial operation of numerous other agencies and entities, the NYSOSC understands the need to carefully maintain its own project management (PM) and business analysis (BA) capabilities. Therefore, the Office engages in regular self-assessment and performance improvement in these areas. The ChallengeNYSOSC has built a reputation for continually advancing project management best practices through its PM Center of Excellence (CoE). However, realizing that enhanced business analysis practices can also increase project success and user support, as well as heighten customer satisfaction, the agency has sought, since 2006, to improve its business analysis practices by instituting a Business Analysis Center of Excellence (BACoE). NYSOSC performance improvement programs had primarily benefited PM teams prior, and support had not been available for the advancement of BA teams. By promoting BA competencies, knowledge management, enterprise analysis skills and practices similarly to the PM program, NYSOSC sought to achieve comparable, positive results. Strategic PlanningThe agency’s cross-division Business Analysis Work Group completed a strategic report in 2006 presenting the benefits of advancing NYSOSC’s use of business analysis and making next-step recommendations, including the launch of a BACoE. In 2007, the second phase of the project was launched to begin to develop and support business analysis as an organizational resource. Kevin Belden, Deputy Comptroller and CIO, and Kirk Schanzenbach, Director of the Program Management Office (PgMO), were executive sponsors; and Barbara Ash, Assistant Director for BA in the PgMO, was the project manager. The project team consisted of numerous representatives from BA units across the agency. To provide counsel on industry best practices, and to resolve issues that were impeding progress, the project team enlisted the help of ESI International. “Having worked with ESI in the past to build our project management and business skills capabilities,” said Schanzenbach, “we were confident that they were the best partner in achieving our BA goals.” ESI began by working with NYSOSC leadership and the project team to outline unifying objectives for BA and PM skills areas, including the need to: The Solution In cooperation with ESI, NYSOSC determined the key strategies to ensure a successful program. Foremost among these were: To support the program launch, ESI designed and delivered a two-day, project kick-off workshop that centered on the program’s four-part learning framework and targeted development of knowledge, skills, ability and attitude. Day one introduced the program to senior management and focused on developing best practices in alignment with BACoE operating standards. Executive activities included competitive, interactive group exercises that helped to define and prioritize goals around developing the BACoE. Day two introduced the program to front line business analysts and ensured a common understanding of BA concepts and executive directives. Following the kick-off, the team worked in subcommittees on project deliverables, received best practice advice, and exercised skills and competencies through coaching exercises. Special attention was also given to evaluating and treating such problematic areas as standards and methodologies topics for the BA group. “This intensive learning experience was very well received as a serious enhancement to the traditional instructor-led effort.” said Ash. “Participants also felt that it accelerated the program launch significantly compared to previous programs.” Toward Change In the early months of the program, ESI participated in regular group meetings and calls in order to provide coaching and to reinforce goals and specific training targets. While ESI continues to deliver essential counsel, the NYSOSC has quickly achieved the competency to offer coaching and mentoring using internal resources. Other significant program accomplishments and benefits to date include: Championed by executive sponsors Belden and Schanzenbach and project manager Ash, the internal team continues to recommend and oversee BA learning programs and progress, as well as support the advancement of BA maturity.
(From Online PR News) — According to a recent Aberdeen Group study sponsored in part by SilkRoad technology, inc., the leading provider of Talent Management solutions, 63 percent of organizations with a formal Onboarding process experienced employee performance improvements within the first year. Aberdeen interviewed 466 human resources professionals for the study, “Onboarding: The First Line of Engagement,” and concluded companies with a formal onboarding process (with a dedicated strategy and objectives) had a 60 percent greater year-over-year improvement in revenue and a 63 percent greater year-over-year improvement in customer satisfaction than those with an informal or ad-hoc onboarding process. The 466 executives identified the most important goal of onboarding as ensuring employees are engaged and assimilated into the company’s culture and to make them productive as quickly as possible. Out of the companies Aberdeen found to have “Best-in-Class” performance, 85 percent have a formal onboarding process in place. Of those top companies, 67 percent also supported onboarding processes with formal learning and development, and 66 percent evaluated its onboarding impact at least annually. Read the full release. For more information on onboarding, consider attending the session From Knowledge Hoarding to Collaboration: New Employees Lead the Wayat the ASTD 2010 International Conference and Exposition!
In 2008, ASTD partnered with Dale Carnegie Training and the Institute for Corporate Productivity to survey 776 respondents and extensively review the business literature on learning’s role in employee engagement. According to the study report, worker engagement is among the most important employee issues of the day. The current survey asked respondents to rate the extent to which engagement is important in their organizations. [more]More than four-fifths of respondents (82%) noted that engagement is important to either a high or very high extent. In contrast, only 3.5% of respondents suggested engagement is important not at all or to small extent. Experts agree that engaged workers contribute to their employers in a variety of ways, all of which support organizational effectiveness and long-term success. The survey asked about many of the reasons typically given for seeking a more engaged workforce. The reason that came out ahead of all others was the response of enhance customer service and help drive customer satisfaction, as shown in the graph below. About 83% said they considered this a reason to a high or very high degree. That reason was followed by the desire to improve organizational productivity (81%) and improve companies’ bottom lines (75%). Source: Learning’s Role in Employee Engagement (ASTD/Dale Carnegie Training/i4cp) Click here to learn more about ASTD Research.
In 2008, ASTD partnered with Dale Carnegie Training and the Institute for Corporate Productivity (i4cp) to evaluate employee engagement. The study found that engaged workers were willing to contribute more to work efforts, typically beyond their ordinary job parameters. In this respect, it seems that respondents to the survey are associating engagement with a willingness to “go the extra mile” in the workplace. This is an interesting finding because it places the idea of effort or work ethic at the pinnacle of what it means to be engaged. The next most highly rated indicators of engagement are linked to the organizational image that workers present to the outside world. [more]Therefore, an engaged employee is one who speaks well of his or her employer and is willing to recommend the organization to others. This “face to the outside world” aspect of engagement is also probably related to the fact that seven out of 10 respondents believe to a high or very high degree that customer satisfaction scores are a key indicator of engagement. Source: Learning’s Role in Employee Engagement (ASTD/Dale Carnegie Training/i4cp) Click here to learn more about ASTD Research.
I love doing a good training audit as much as anyone. But you can do a lot yourself. When I review training budgets for clients, one tool I use is to break spending into three categories: 1. The money spent to to fulfill obligations. These are the funds that are spent doing what the training group had committed to doing in the past. These might include ethics and sexual harassment training, new employee training, HIPPA compliance, and so on. 2. The money spent to reduce the cost of fulfilling the current obligation in the future These are the funds used to automate processes wherever possible, consolidate vendors, or renegotiate, or find cheaper sources. 3. The money spend to deliver new (hopefully strategic) value. This is the money spent to do something new. These are the new programs, the new infrastructure, and the new tools. Funnily enough, if companies are doing (1) well, these (3) activities are the only things that get noticed. So many groups are trapped in (1). The best groups are constantly engaged in (2) and then (3). One “aha,” and I think I will get plenty of grief here as well for bringing this up, is that often putting resources in making incremental improvements in increasing the end-user satisfaction of (1) training (way different from customer satisfaction in corporate environments), comes out of category (3).
(From Business Wire) — Workforce empowerment should be a priority for businesses if they want to retain top talent and stay competitive as the market recovers, according to a new white paper from talent management software provider Cornerstone OnDemand. “The Empowered Workforce: Crucial to Success in the New Economy” explores the notion of empowerment – what it means for employees, why it matters for the bottom line, and how organizations can leverage learning and HR strategies to foster employee empowerment. “Closing the empowerment gap is about providing employees with the tools they need to learn and grow, encouraging them to make their own decisions and enabling them to contribute to the success of the business,” said Charles Coy, Director of Product Marketing for Cornerstone OnDemand. “Empowerment also is a key driver of engagement, which can result in higher customer satisfaction, increased productivity, improved retention and a boosted bottom line.” Research from the Gallup Organization shows that companies that had higher-than-average employee engagement also had 27 percent higher profits, 50 percent higher sales and 50 percent higher customer loyalty.1 “Ultimately, every company wants employees who are engaged in their work and empowered to succeed in their roles,” said Nina Ramsey, Senior Vice President of Global Human Resources for Kelly Services, a leading provider of global workforce management services. “Our customers want to work with front-line people who are fully capable of meeting their needs and are committed to delivering excellent service. It’s Kelly’s job to prepare our employees and ensure they are equipped to make key decisions that will help create loyal customers and, in turn, impact the success and profitability of our company.” Read more.
History shows us that innovation in products, services, work processes, and management drives competitive advantage and success. Recognizing this, the Association for Talent Development (ATD) and the Institute for Corporate Productivity (i4cp) recently surveyed 393 talent development leaders across a broad range of industries and locations, seeking to understand the talent development function’s role in teaching and encouraging employees to innovate at successful companies. The research found that high-performing companies who consistently lead the competition in revenue growth, market share, profitability, and customer satisfaction are more than twice as likely to support innovation with formal strategies and processes compared with lower performers. In fact, talent development functions at top companies provide innovation training to employees organization-wide at a rate seven times that of lower-performing organizations. Join i4cp to learn about the practices, methods, and programs top companies and their talent development teams use to drive innovation among employees and leaders at all levels.
What’s your strategy to remain competitive? Trainers realize that recruiting the right people with the right skills and providing them with great training is key to creating a great business. With the arrival of measurement and return-on-investment calculations for these key business activities comes the realization from business professionals that performance management does make a difference in profits, sales, and customer satisfaction. With a company’s need to recruit and keep the best talent, performance management is its best strategy for remaining competitive in the global marketplace in which employees have more choices than ever before. Performance management is used to improve both personal and organizational skills . Recruiting and Retaining Call Center Employees illustrates the various ways employees can reach their potential and thereby contribute to the bottom line, made all the more profitable by creating stronger and more stable companies that can offer higher wages and excellent benefit packages. Combining theory with practical advice on training, recruiting, and evaluating programs, this book provides the trainer with practical models and guides. Plus, cases on process and technology provide a full range of solutions in creating a call center that is well ahead of the competition.
A detailed examination of the successful training outsourcing practices of leading organizations. Outsourcing Training & Education reviews the benefits of outsourcing and reveals how to develop workable outsourcing processes. Providing a base of experience, benchmarks, and processes, Outsourcing Training & Education also includes an appendix with contract templates, instructor agreements, outsourcing checklists, and customer satisfaction scorecards.
Total Quality management (TQM) is a continuous effort by the management and the employees of an organization to ensure long term customer loyalty and customer satisfaction. Lets discuss the concept of TQM in detail.
Customer satisfaction is achieved through development of product and service, which have all attributes required by the customer. Lets discuss the features, stages and factors affecting the product design.
Ensuring minimum down time is the key factor that drives the spare parts process which involves logistics service providers, warehouses, customer service teams and technical teams working in tandem to ensure customer satisfaction.
All Categories Article Articles Books Courses Documents Job Aids Tools Magazines Podcasts Templates Top Collections Uncategorized Videos Webcasts Action Learning Advertising & PromotionsBusiness DevelopmentBusiness PlanningCareer DevelopmentCoaching CommunicationsConsultants Coordinating Cost Cutting Creativity and Innovation Crisis Management Customer Satisfaction Customer Service Decision Making DelegationEmployee PerformanceEntrepreneurshipEvaluations FacilitationFacilities Management Finances (For-Profit) Finances (Nonprofit) Fundraising (For-Profit) Fundraising (Nonprofit) Group Performance […]
How many times have you managed a project with so many bumps, there was no way you were going to finish on time or within budget? You likely have a customer on the brink of dissatisfaction–or already there. Here’s how to mend wounds and fix relationships.
Being clear about what constitutes “done” ensures that the product or service developed at the end of an iteration is completed to the satisfaction of the customer, which is the whole purpose of doing agile in the first place. Got it? Just in case, read on…
Telework programs at the Alexandria, Virginia, agency improved employee productivity and employee satisfaction while maintaining high levels of customer service and employee performance. When the Telework Enhancement Act of 2010 was signed into law on December 9, 2010, the U. S. Patent and Trademark Office (USPTO) already had established an award-winning telework program for its employees. The agency has 16 percent (62) of its telework attorneys who reside more than 50 miles from Alexandria, Virginia, in 27 states. Eleven percent (751) of its telework patent examiners reside in 42 states.
Happy New Year! Or is it? Are you happier than last year? Happy New Year is an expression that EVERYONE extends to others. Almost as a courtesy. Wanna try something new? Say it to yourself and MEAN IT!! Whats your plan to be happy this year? Or are you just going back to the goal and resolution process that really hasnt worked that well over the past decade? Or should I say past two decades? There are fundamentals to follow to make your resolutions and goals a reality. The secret to achievement is the unspoken aspects of the process. And many of those elements revolve around the word happy. Here are a few things to consider as you look to put and be HAPPY in your life in the New Year. These elements will give you the freedom to find internal happiness: Be happy about yourself. Be happy about your life. Be happy about your relationships. Be proud of what youre doing. Love what youre doing. Desire to be the BEST at what youre doing. Know the purpose (your REAL WHY) behind what youre doing. To help you get started, Im going to share some gold from my Little Gold Book of YES! Attitude. It explains the urgency of self-imposed happiness as it relates to your success. Read it and apply it to your life. The truth is, the fact is, the reality is, there’s no better time to be happy than right now. If not now, when? After the economy gets better? You may not be able to wait that long. Your life will always be filled with challenges, barriers, and disappointments. It’s best to admit this to yourself, and decide to be happy anyway. Alfred Souza said, For a long, long time it had seemed to me that I was about to begin real life. But there was always some obstacle in the way, something to be gotten through first, some unfinished business, time still to be served, a debt to be paid. Then life would begin. At last it dawned on me that these obstacles were my life. There is no way to happiness. Happiness is the way. There is no after to happiness. Happiness is now. HERES THE ANSWER: Happiness is inside your head FIRST and everyplace else second. Happiness is a treasure. Your (potentially missed) opportunity is to treasure every moment that you have. Stop waiting until you finish school, until you go back to school, until you lose ten pounds, until you gain ten pounds, until you have kids, until you quit smoking, until your kids leave the house, until you start work, until you retire, until you getmarried, until you get divorced, until Friday night, until Sunday morning, until you get your new car or home, until your car or home is paid off, until spring, until summer, until fall, until winter, until the first or the fifteenth, until your song comes on, until you’ve had a drink, until you’ve sobered up, until you win the lottery, or until the cows come home to decide that there is no better time than right now to be happy. And treasure the happiness of now more because you share it with someone special enough to invest your time in. Happiness is: Not a sale or a commission. Not an economy or a budget. Not a yes or a no. Not a game winning hit or a last second touchdown. Happiness is a way of life that is inside you at all times. It helps you get over the tough times, and helps you celebrate the special times. Seems pretty simple to define on paper, but real difficult to manifest when the chips are down. My experience has taught me the difference between resign and resolve. You can resign yourself to what is, and hope or wait for a better day. Or you can resolve that you are a positive person who finds the good, the positive, the happiness, the smile, and especially the opportunity in everything. Happiness is now, not a goal or a destination. Its not an after. Its a before. Its an attitude your attitude about what was, what is, and what could be. And its up to you. All you have to do is: decide. Please decide to have YOUR Happy New Year. Im gonna have mine. Jeffrey Gitomer is the author of The Sales Bible, CustomerSatisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email himpersonally: email@example.com. 2012 All Rights Reserved – Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer . 704/333-1112
Its beginning to look a lot like, Chris ah, er Its holiday time. When I was growing up, they called it Christmas. Now, in order to offend no one, they call it nothing. Sad. So, its shopping time, party time, vacation time, family time, gift giving time, bonus time, travel time, football time, basketball time, TV time, and now Facebook posting time. BUT ACCORDING TO LAWYERS AND HR DEPARTMENTS, ITS NOT CHRISTMAS! Easy to understand where bah, humbug! came from. With all of that, and the economy, and politics, and world unrest its time to sell, and celebrate. What will you be doing? How will you be selling? How will you be celebrating? How will you be getting ready for next year? Or are you just making your list and checking it twice? The holiday season is an emotional one. Time to reflect, time to remember, time to review, and time to reconsider what youve done in the past, so you can resolve what to do in the future. Many plans and goals are made during the holiday season some of them are even kept and achieved. Most, unfortunately, are not. Reason? Goals and plans made in the heat and the emotion of the moment are often not realistic. Im writing about this so you might take more time and put more realism into your next years list of proposed achievements. My planning and goal setting has always had the luck of the calendar. I start thinking and writing about the next year during December and January and decide what I will document as my goals on my birthday, February 11th. By then, the emotion of the moment has calmed and I am able to set them, having had a month to think about them. But lets get back to today and the holiday season. Santa (can I say that?) and sugar plums and holiday trees (what an insult to tradition). Hey, lets go out and build a snowperson. Just kidding. Heres what you need to be doing this holiday season. These are my personal recommendations for maximum holiday enjoyment, both in business and with family: Do not use auto-reply telling people your out of the office for the holidays. Either respond, or let them sit until you return. If I send you an email, I dont really care where you are or what you are doing. Send cards that are saved. Go to Ace of Sales (aceofsales.com) and send email holiday cardsthat rock. Thank your customers. Dont just wish them well. Change impersonal to personal. I want a card signed by people, not a printed corporate name at the bottom. Spend as much time as you can playing with kids. They relax you and bring you back to a less stressful time. They also tell you whats next. Remember a few years ago when they were texting and you werent? Ask them whats new. Then start doing it as soon as you can. Get together with the people closest to you and tell them how grateful you are that theyre in your life. Trade some memories. Tell them you love them. Offer some new ideas. Stay positive. Stay sober. And stay focused on family, not just football. Make peace with at least one person. Theres someone youll see during the season thats not your favorite. Talk it out and make it a better relationship. Youll feel great. Be your own Santa Claus. Make a list of gifts to buy, and put yourself at the TOP. Buy yourself something nice. Something you really want. Celebrate your past year and set the tone for next year. Select a local childrens charity and give them some books. As long as were talking Santa, be a real one. Select a local childrens hospital and visit with small gifts. Youll feel way better than the children you visited. (And they will feel great!) And as much as I want to keep work out of this writing, I cannot. Many people will be working, and this is an excellent time to set meetings, have meetings, make sales, and solidify relationships. Its the season, baby. Let it snow. Go out and work in it. Go out and play in it. Jeffrey Gitomer is the author of The Sales Bible, CustomerSatisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email himpersonally: firstname.lastname@example.org 2011 All Rights Reserved – Dont even think about reproducing this document without written permission from Jeffrey H. Gitomer and Buy Gitomer . 704/333-1112
(From marketwire) — Aberdeen Group, a Harte-Hanks Company, has just published a new study exploring the role of HR for organizations in 2011. The report, The 2011 HR Executive’s Agenda: Automation, Innovation, and Growth, was able to create a definitive link between achievement along talent-related measures of success — specifically, higher engagement, deeper bench strength, and improved hiring manager satisfaction — and greater attainment of organizational goals. The top 20% of performers in these key aspects of talent management also achieved greater annual improvement in customer retention and satisfaction by factors of 175% and 83% respectively. Key to these impressive results is the ability to involve the line of business in talent and workforce management activities, as well as the ability to identify roles most critical to the business and plan ahead for those roles. According to Mollie Lombardi, Senior Research Analyst and author of the report, these are positive signs. “Given the recent state of the economy, many in HR have had to take on a more tactical role — doing the blocking and tackling required by reorganizing, or even ramping up for growth. But despite this, more than half of the companies surveyed said that their HR efforts have become increasingly strategic in the past year. We see HR continuing to become a more integral part of the business in the future.” Aberdeen’s report provides more detail into the specific capabilities and technologies that top performers are putting into practice in the coming year, as well as the role of the individual HR executive and the skills that will be needed to fill that role. Complimentary access to this report is available for a limited time due in part by the following underwriters: Taleo, and ELearning!. Read more.
The carwash company gives customer loyalty and satisfaction a steady boost by using coaching, certification, and social media to develop its employees.
This podcast is sponsored by Pfeiffer, an imprint of John Wiley & Sons, Inc. Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. They deliver proven ideas and solutions from experts in HR development and HR management, and offer effective and customizable tools to improve workplace performance. Lean more at www.pfeiffer.com.
About SunGard K-12 Education SunGard® K-12 offers software solutions and professional services designed to help K-12 schools and school districts support student achievement and operational efficiency. PLUS 360 is a single integrated suite of software solutions for the management of student information, assessment and curriculum, special education, and financial and human resources. K-12 Financial & […]
Epicor HCM – HR Management Software Today’s economy demands a more proactive, strategic role for the HR department. As competition for critical resources intensifies, managers, employees and candidates are demanding more from HR and human resource information systems (HRIS), moving beyond self-service to secure direct access to relevant information and processes whether in the office or on […]