This document summarizes a workshop on branding and marketing. The workshop aims to:
1) Evaluate, challenge and understand the principles of branding as it relates to a business and its customers. Participants will learn how to create a brand promise, central brand management options, and differentiation in undifferentiated markets.
2) Understand the brand and how the brand promise is delivered through employees. Participants will learn the importance of branding throughout the organization and how to support the brand promise through their work.
3) Provide operational personnel an understanding of the brand and how the brand promise is delivered through people. Participants will learn how their work impacts branding and how to enhance the brand experience for customers.
This document provides information on Riskpro India Ventures Pvt. Ltd., a risk management consulting firm with offices in New Delhi, Mumbai, and Bangalore. It outlines Riskpro's mission to provide integrated risk management consulting services and their value proposition of delivering high quality services at competitive prices. The document also describes Riskpro's network presence, sales and marketing audit services, and risk consulting services covering areas like feasibility studies, regulatory compliance, and corporate structuring. It highlights Riskpro's experienced team and clients across various industries.
This document outlines the branding process used by Carty Design + Media. It is a 5 phase process that includes conducting research, clarifying strategy, designing identity, creating touchpoints, and managing assets. The goal is to establish direction, purpose, and energy for a company's brand. It affects all communications and promises kept to key audiences. An effective corporate branding process conveys the essence and character of a company to determine its viability.
This document discusses branding strategies and introduces the brand consulting firm Vertebrand. It makes the following key points:
1) Vertebrand believes branding should involve enhancing business value by strategically improving every customer touchpoint rather than just marketing and design.
2) The firm develops comprehensive brand strategies aimed at systematically increasing a brand's intrinsic valuation over time through consistent relationship building with stakeholders.
3) Vertebrand takes a 360 degree approach to branding, orchestrating all aspects of a business from product to people to ensure all elements are synergistically aligned with the brand DNA.
The Fiveplus Sales Mastery Training Program is a powerful mix of face-to-face workshops, online learning, one-on-one coaching sessions and continuous, personalised support. It’s innovative, engaging and most importantly - results driven!
The document provides a framework for branding strategy called the Brand Wheel. It evaluates 6 key areas: clarity of business personality and purpose, strategic planning, external communications, internal systems, team alignment, and ideal clients. Each area has prompts to help rate performance on a scale of 1 to 5 and identify strengths and weaknesses to improve brand messaging and positioning.
The document discusses four critical areas for Singapore companies to focus on in order to build strong brands that can grow within and beyond Singapore. The four areas are: 1) Understanding tangible and intangible aspects of brands, 2) Having a long-term brand vision and strategy, 3) Ensuring deep company-wide brand commitment, and 4) Measuring brand-building efforts. It provides details and examples for each area, and recommends action steps companies can take to address each area.
120228 Mi Sales Academy Synopses Sales ModulesEllisM_Mercuri
The MI Sales Academy provides flexible, modular training to support the long-term development of sales professionals. The modules can be taken individually to focus on specific topics, or as part of a comprehensive learning path. An online tool helps participants identify the most appropriate modules and development path based on a competence evaluation. The Academy uses proven Mercuri methodologies developed over 50 years working with thousands of clients.
The document discusses various aspects of corporate and product branding including:
1) Crystallizing a unifying brand identity across businesses and defining brand architecture to position the brand with stakeholders.
2) Developing differentiation through excellent customer service, new market entry, and brand portfolios.
3) A three step process of diagnosing consumer understanding, designing product/service strategies, and directing initial brand development.
4) Tools to create desired identities, manage creative execution, and facilitate brand sustainability through audits.
5) Key elements in developing a brand including stakeholder understanding, business roadmaps, identities, and realization.
This document discusses several case studies of employer branding strategies and initiatives. It describes how one company established itself as a premium brand in its category through 360 degree stakeholder branding targeting homeowners, contractors, and mobile testing. It also discusses developing a powerful regional brand in Andhra Pradesh through local language advertising and radio. Another case discusses redefining a brand through innovative packaging that stands out on store shelves. The document provides examples of employer branding programs that helped companies regain their top campus status, attract diverse talent, and increase hiring metrics.
This presentation will take us through the marketing function, starting with challenges within the marketing career itself, considering marketing best practices, our own research plans in this area and some best practice case histories, as well as touching on the role of the CEO’s growth team.
Sales Academy White Paper From Silent EdgeRussell Ward
Sales academies aim to deliver measurable and sustainable change and ROI through improving sales skills. To be successful, a sales academy needs to focus on developing both salespeople and managers through objective measurement, coaching, and changing behaviors rather than just processes. It also requires buy-in from salespeople by winning their hearts and minds to change behaviors long-term rather than just providing short-term training.
The document discusses services provided by The Navigator and The Engineer to help professionalize small and medium enterprises. Some of the services discussed include organizational design, developing top management teams aligned with business needs and values, creating change champions, aligning organizational culture with vision, developing HR strategies and frameworks, assessing competencies, and facilitating strategic workouts. The Sculptor is also discussed as providing executive coaching, developing leader plans, and functional guidance.
The document summarizes a proposed educational project in Salvador, Brazil called the Brazilian Educational Project. The project aims to address the educational needs of underprivileged Brazilian students by providing academic preparation for college entrance exams, expanding access to higher education, and promoting the importance of higher education. The project will offer tutoring, test preparation, academic support, and work to improve literacy to help disadvantaged students succeed on the Brazilian college entrance exam called Vestibular.
PAETEC is an alternative telecommunications provider to major carriers like AT&T, Verizon, and Qwest. It has a national fiber network, over 5.9 million access lines, and focuses on providing personalized solutions and unmatched customer service. PAETEC aims to be the most customer- and employee-oriented provider in the industry.
PAETEC is a communications company that provides networking, voice, and data center solutions to connect businesses nationwide. They emphasize personalized customer service through dedicated account managers and industry-leading network operations centers. PAETEC aims to align their team around values of caring for customers and providing unmatched service and personalized solutions.
This document discusses how PAETEC provides personalized communication solutions for businesses facing a changing world. It highlights three of PAETEC's distinguishing characteristics: 1) delivering personalized solutions nationwide to meet customers' data, voice, and internet needs, 2) providing unmatched customer service through customer feedback programs and employee training, and 3) maintaining a solid financial position despite economic volatility. The CEO expresses confidence that PAETEC's approach makes it a trusted partner for customers' critical communication needs.
Retail Remedy provides learning and development workshops for retailers to help them improve performance. They focus on leadership skills, strategy, retail execution, buying and merchandising, marketing, and professional development. Workshops are tailored to clients' specific business objectives and needs. Retail Remedy consultants have extensive retail experience and expertise to help clients recognize opportunities and deliver improved performance through integrated structures, team building, and positive culture.
Marknadsföring i en ny tid (utan filmer)Göran Widham
Ett föredrag för en gymnasieklass om hur marknadsföring fungerar med tanke på nya medier mm. Grundläggande med insslag av hur branschlogik och hur branschen är organiserad.
Turbina Vawt Technology For Green Telecom Power Supplytvin
Turbina develops vertical axis wind turbines as an off-grid power solution for remote telecom towers. Their technology uses fixed stator panels to guide wind efficiently onto rotor blades, achieving power output up to 20KW with lower cut-in wind speeds than conventional designs. Turbina partners with Sitel to develop and test hybrid systems combining their turbines with solar panels. Prototypes have been tested in various conditions and potential applications include powering cellular networks, traffic monitoring, and households.
The document discusses the features and capabilities of IBM Lotus Sametime Unified Telephony. It allows users to seamlessly use voice, video, and telephony capabilities through integration with multiple PBX systems. It provides presence awareness, instant messaging, video and audio conferencing, file sharing, and screen sharing. Lotus Sametime Unified Telephony simplifies integrating these collaboration tools across heterogeneous communication environments.
Batir sa strategie editoriale pour seduire ses clients et google - CCI Bordea...echangeurba
Ateliers du Pôle Numérique de la CCI de Bordeaux sur la problématique de "Bâtir sa stratégie éditoriale pour séduire ses clients et Google" des 3 et 5 décembre 2013
Brand strategy is important for developing customer choice and shareholder value. A brand represents the sum of mental connections customers have to a product or service. It is built upon competitive advantages that meet customer needs and values in a way that differs from alternatives. Without an identifiable brand, customers have no clear way to choose one option over others. An effective brand strategy is aligned with business strategy and culture, and integrated across all customer touchpoints. Those who do not invest in defining their brand risk having the market define it instead.
We transform ideas and businesses into strong brands through branding strategies and design. We help companies innovate, evolve, and achieve success by guiding and expanding their vision. Our solutions include brand strategy, identity, implementation, and management. For the past 8 years we have successfully helped clients across many sectors build and enhance their brands.
This document discusses key aspects of business planning including what a business plan is, why it is important, who prepares it, and the steps involved. A business plan is a comprehensive written description of a business that presents its future. It is crucial for obtaining funding. The plan should be prepared by a company's CEO, marketing/sales managers, development/production managers, and financial manager. The planning process involves assessing the situation, developing a mission, getting ready, setting goals, and monitoring progress. Reinventing a business model is also discussed as important for CEOs to manage the present, selectively forget the past, and create the future.
This document discusses four principles for building leadership brands by design:
1. Articulate and inculcate a clear brand strategy based on in-depth consumer insights. Develop a strategic framework and ensure it is understood throughout the organization.
2. Establish a differentiated brand promise that separates the brand from competitors on both rational and emotional benefits. For example, Pantene's promise of beautiful hair through health.
3. Build the brand foundation on deep consumer insights, including both expected and compelling benefits within a category. Leverage regional and cultural knowledge for true global leadership.
4. Ensure the brand has elasticity to capitalize on new opportunities by extending relevant benefits to new areas, as consumer trust
PI Worldwide is a global consulting firm founded in 1955 that provides assessments and training to over 7,500 clients in 143 countries. It has 45 offices and 250 consultants. PI measures individuals' motivating needs, behaviors, attitudes, values, interests and other factors through tools like the Predictive Index survey and PRO job analysis worksheet. It then provides consulting services and training modules to help with tasks like selection, leadership, sales and personal development. The SSAT sales assessment and CFS customer-focused selling model teach consultative selling skills and have helped various clients increase their sales volumes and performance.
This document provides an overview of strategic planning and management. It discusses key elements such as developing a vision and mission, analyzing strengths, weaknesses, opportunities, and threats, formulating long-term objectives and strategies, implementing annual objectives and policies, and evaluating strategy performance. The document emphasizes that strategic management achieves success through integrating all business functions and that implementation is the most difficult stage requiring employee mobilization and interpersonal skills.
The document discusses managing talent in today's changing environment. It covers topics like talent acquisition, employee engagement, and the impact of technology on talent management. It notes that economic changes are driving new talent needs. Talent management is becoming more important than traditional HR practices. Innovative solutions are emerging for organizations to differentiate themselves in attracting and retaining top talent.
Brand architecture is the structure of brands within a company and how they relate to each other. It defines hierarchies and how sub-brands support or detract from corporate brands. Brand architecture should be fluid to leverage maximum value as markets change rapidly. There are different types of architectures including monolithic, endorsed, and branded. Developing an effective brand architecture is a process that involves auditing brands, defining brand essences, considering strategic fit, and engaging designers to create visual expressions. An important role is the brand architect, who bridges strategy and expression by providing innovative brand solutions.
While different people will have different approaches to developing and managing brands, we believe there are some fundamental constructs and truths about brand strategy that need to be considered in any brand strategy process. We\'ve developed a short presentation on some of the fundamentals of brand strategy.
This document provides an introduction to strategic management and business policy. It discusses the historical development of strategic management, key concepts like strategy and strategic decision-making. It also outlines several schools of thought on strategy formation and summarizes the strategic management process as involving establishing strategic intent, formulating strategies, implementing strategies, and evaluating strategies.
My MAP is Metroland's talent development initiative to help employees learn, grow, and develop skills continuously. Through online assessments, My MAP identifies an employee's competency levels and creates a customized learning plan to guide them. Employees work with their manager to evaluate skills, structure a development plan, and find opportunities to apply new skills on the job. The goal is for employees to acquire changing skills needed for their roles and potentially other careers within Metroland.
The document discusses branding, communication, and public relations. It covers several key points:
1) Your brand defines your identity and differentiates you from competitors. It is your competitive advantage.
2) PR helps build brands by creating stories and publicity that shape perceptions and close the gap between how a brand wants to be seen and how it is actually seen.
3) PR is more credible and trustworthy than advertising because the content is influenced rather than self-proclaimed. It achieves visibility and acceptance from third party endorsements.
The document discusses creative ways for a property developer, SHC, to maximize sales in an oversupplied market. It proposes strengthening the SHC brand through consistent branding, testimonials, and events. It also suggests joint marketing partnerships with hotels, banks, and other organizations to promote SHC properties. Finally, it outlines building customer loyalty through welcome kits, newsletters, and prioritizing high-value customers to increase repeat purchases and cross-selling. The overall goal is to differentiate SHC in the market and maximize sales through various marketing strategies.
The document describes 12 corporate training programs conducted by Positive Revolution. The programs cover topics such as presentation skills, business networking, change management, creativity and innovation, customer service, team building, leadership, communication, negotiation, sales, stress management, and employeepreneurship. Each program description includes the topics covered, who the program is ideal for, and the modules or content included in the training.
Strategic management for epipl managersRaghavan VP
Strategic management and planning are important for corporate managers to carefully plan business activities and reach organizational goals. Strategic management involves strategy formulation, execution, and evaluation. Strategic planning forms an organizational blueprint and provides a cohesive platform for stakeholders. The key elements of strategic planning include understanding the future, building a shared vision, participatory processes, being sensitive to the external environment, and questioning the status quo. Strategy formulation defines visions, missions, assesses opportunities and threats, and selects strategies. Strategy execution is getting plans done according to goals through both long-term static and short-term dynamic characteristics. Strategy evaluation monitors strategy execution and advises on corrective actions.
This document provides an overview of sales management including:
1) Key concepts in sales management like meaning, importance, types of sales organizations, and qualities of sales managers.
2) Emerging trends in sales like the evolution of more strategic sales roles and functions.
3) The sales management process involving formulation, implementation, and evaluation of strategic sales programs.
4) Various sales management functions like planning, staffing, training, leading, and controlling sales personnel.
Cultivate Talent January Newsletter on the theme "Solution Focused Selling" around getting the right sales culture and framework to improve sales performance
Cube Management helps companies increase revenues and profits through sales and marketing consulting, recruiting, and interim management. It builds highly focused strategies tied to company goals and implements them through consistent, effective processes and high-performing teams. Cube Management's experienced executives provide hands-on leadership and outside perspective to craft and execute plans aimed at accelerating sales, optimizing marketing, and boosting overall results.
3. Retail-Remedy delivers complete support solutions to
retail companies and those organisations wishing to
engage with retailers.
As retail experts we pride ourselves in providing our clients with quality,
experience-based insights into the challenges and opportunities that retail
provides.
Our strength lies in being able to apply our collective retailing experience
(currently in excess of 200 years) to develop strategies, concepts and
ideas that appeal to consumer needs and deliver sustainable profit growth
to the companies we engage with.
Our values and trading ethos have enabled us to attract leading retail
specialists to join us – people we have worked with over time, people we
are prepared to trust with your project …and our reputation.
As a business we pride ourselves on being respectful towards your culture
and identity and at the same time delivering an objective, independent
and honest appraisal of your organisational strengths and opportunities.
5. Strategy & Planning Workshop – Strategic Personnel (business owners/leaders/senior managers)
Prime Objective: to formulate an effective strategy using all the tools at your disposal and create plans that you can implement
Learning outcomes
At the end of the workshop, participants will:
evaluate the Strategy employed by successful retailers be aware of the tools to help challenge and develop Strategy
understand the factors that influences current and future understand how to keep Strategy alive and relevant
Strategy
appreciate how to begin forming a customer-facing Strategy
Strategy and Planning programme overview
Defining Strategy Surfing the Edge of Chaos
The tale of the rather warm frog Strategy as a living organism
What Strategy is and what it is not Removing equilibrium and delivering for the customer
Brand and Strategy compatibility in the retail sector Creating an adaptive Strategy system
Evaluating your current Strategy Creative Strategy on the edge of Retail Chaos
Competitors’ Strategy and how to ignore it
Strategy as Options for the Future
Strategy Testing
Uncovering hidden constraints
Strategic Decision Making Establishing Strategic processes
Developing collective intuition Optimising the Strategic portfolio
Creating constructive conflict Planning and Opportunism
Maintaining decision pace in fast paced retail environments
Avoiding internal politics
“Perception is strong and sight weak.
Traditional Strategic tools
In strategy it is important to see distant things
SWOT analysis as if they were close and to take a distanced view
Five forces framework of close things.”
Experience curves
Miyamoto Musashi 1584-1645,
Strategic portfolios legendary Japanese swordsman
7. Leadership Workshop
Prime Objective: transforming business owners into great leaders
Learning outcomes
At the end of the workshop participants will be able to:
design, evaluate and communicate an effective vision for your deliver a variety of communication styles for each business
business need
act as a role model for team empowerment and performance
deliver a clear Strategy that engages the whole team
management
understand how to inspire colleagues with stretching goals and identify team dynamics and instigate a performance and
clear target setting development culture that caters for the whole team
Leadership programme overview
Laying the foundations Goal setting
Great Business Owners versus Great Business Leaders What is policy? what is procedure?…and how to communicate
Transforming business ideas into strategic direction both
Reviewing the vision, mission and values of your business Aligning personal targets with business goals, Strategy into
KRAs
How to keep your business relevant – BHAGs
Building milestones
Knowing when to grow and when to shrink
Building the right team Managing performance
Agreed performance charters and how to get them – GAPS
Great leaders build great teams
analysis
Harnessing the passion of your team.
Performance reviews and their frequency
Recognising individual and team strengths
Dealing with poor performance
Team building options
Managing personal development and nurturing talent
Communicating the message Aligning reward to performance
Communication types and their uses Succession planning to future-proof your business
The problem with over-communication and how to stop it
The Emperor has no clothes – how to tell him.
Communication feedback loops “Know Thyself!”
Scribes of Delphi (via Plato)
8. “Designing an authentic and differentiating Brand
Promise and aligning your company to be a
Promise Delivery System (and nothing else) equals
Brand Success”
WOW Branding 2007
Branding & Marketing
9. Brand & Marketing Workshop 1 – Strategic personnel (business owners/leaders/senior managers)
Prime Objective: to evaluate, challenge and understand the principles of Branding as it relates to your business and its customers
Learning outcomes
At the end of the workshop, participants will:
understand what their brand values are create marketing promotions that support the brand
understand how to create a brand promise understand how to deliver the brand promise through the line
review options for central brand management understand how to extend a brand or make a sub brand
understand how to create differentiation in an undifferentiated
market
Strategic Brand & Marketing programme overview
What’s your Brand? Marketing the Brand options
Your Brand evaluation Keeping the Brand Promise during marketing
Market place review Promote the product or the Brand?
Customer profiles, current and future
Bringing the Brand alive
Brand and Strategy integration How does the field team live the Brand?
Right brains, left brains and the bit in the middle. Brand enhancing and erosion in the field
Brand promise alignment
Going to Market
Managing Brand options Brand extensions, the good the bad and the
‘ I’d rather not’
One stop Shop
Sub-branding, Why? Why not?
Brand agencies
Integrating your marketing team
“An image is not simply a trademark, a design, a slogan
Brand disciplines or an easily remembered picture. It is a studiously crafted
Differentiating your Brand personality profile of an individual, institution, corporation,
Internal collaboration, external collaboration product or service.”
Remaining innovative Daniel J. Boorstin: historian, professor, attorney and writer
11. Brand & Marketing Workshop 2 – Operational personnel (line management)
Prime Objective: to understand the brand and how the brand promise is delivered though its people
Learning outcomes
At the end of the workshop, participants will:
understand the importance of branding throughout the have learnt how to support integrated marketing through
organisation promotional management
understand how to evaluate brand execution in the field realise the importance of making service part of the brand
understand the importance of keeping branding simple in the experience
field understand how to execute events in the field.
Operational Brand & Marketing programme overview
What’s your Brand? Operational Marketing
Your Brand evaluation Simplifying the toolkit
Market place review Developing sixth sense marketing
Customer profiles, current and future Promotional management
Colleague profile
Keeping it interesting
Brand Execution in the field Making it an event
Brand values and company values Delivering for the suppliers
Colleague Brand induction
Customer Service
Look and Feel, to customers and colleagues
Service as a Brand expression
Ease of Brand execution in stores
Brand enhancing and Brand erosion
Analysis and management of Brand management in the field
Brand Charters “There is nothing more tragic for a company
Creating a Brand Charter than when its insiders are clueless about the brand
Involving colleagues in the Brand
All-arena support of the Brand and their role in delivering the brand promise.”
Brand enhancing and Brand erosion WOW Branding 2007
12. Buying &
Merchandising
“We only have one bullet in
our gun, the right product at
the right price”
James Sinegal, Costco
13. Buying and Merchandising Workshop
Prime Objective: to increase sales and profits through better buying and category management
Learning outcomes
At the end of the workshop, participants will:
understand the role the category plays in their business approach setting the right objectives and strategies
understand their Customers and what they want from the make the right decisions on range, pricing and promotions
category
growing their sales and profit of the category
understand the competition and how this effects their
decisions
Better Buying and Category Management programme overview
Defining the role of the category Developing category objectives and strategies
What does your category mean to Customers in your store: Understand your growth objectives
– Is it destination, routine or treat?
How can you achieve them?
– Is it a category that will be awarded feature space
and/or marketing support? What do you need to do differently?
How does the category contribute to overall profit? Creating plans to land change
Understanding your Category Customer Better Buying
Who is your target Customer? How you can afford to deliver your strategies
What % of the store’s Customers will you expect to shop your Making the right decisions
category? Customer requirements vs financial benefits
What does your Customer need/want from the category? Better negotiation with suppliers
How to delight the Customer
Price and Promotions
Understanding your Competition What is your price and promotions strategy?
Where else are your customers shopping? What do you need to do more of, or to do differently?
Why are they shopping there? How to fund your activity
How can you improve on their current experience? How to shout about your activity
How can you tell them about your benefits?
14. Negotiation
“Let us never negotiate out of fear.
But let us never fear to negotiate.”
John F Kennedy
“Imaginative, sanguine
men will never recognize
that in negotiations the most
dangerous moment of all is
when everything is moving
according to their wishes.”
Honoré de Balzac, French writer
15. Negotiation Workshop
Prime Objective: to increase profits through better Negotiation
Learning outcomes
At the end of the workshop, participants will:
understand what makes a good negotiator – how to become one understand how to deliver a win-win outcome
understand their objectives, and those of the other party understand how to manage conflict and tactics
know how to plan a negotiation understand how to capture and record agreements correctly
know how to set the right strategy and work to this throughout
the negotiation
Better Negotiation programme overview
What makes a good negotiator? Aim for win-win
What are the knowledge and skills required? How to make both sides ‘feel good’
How can you become better at negotiating? Conflict and collaboration – uses and misuses
How to practise, practise, practise Concessions – should you or shouldn’t you?
How to build and maintain relationships
Planning the negotiation
How to set the right objectives Managing conflict
Know your own business Is conflict a bad thing?
Understand what the other side wants How to say no without walking away
Where is the power? – what have you got that the other party When to walk away
wants?
Tactics, and how to handle them
Setting your negotiation strategy Most common tactics and responses
What is your start point?
How to use time and deadlines
Managing agendas
Capturing the deal
How can you take advantage of natural competition between
suppliers? How to document and follow up post deal
Avoiding break down
17. Visual Merchandising Workshop
Prime Objective: to increase footfall, sales and profits through powerful Visual Merchandising
Learning outcomes
At the end of the workshop, participants will:
understand the importance of visual merchandising within appreciate the elements of successful visual merchandising
their business model execution
understand visual merchandising and its relationship to sales be able to identify visual merchandising action plans, toolkits
and training guides
understand the components of visual merchandising
Visual Merchandising programme overview
The role of Visual Merchandising Product Execution – the principles
What’s my role? Categories/Brands/Prices
How does it impact the business? Product adjacencies
Measuring Success Use of space and product flexing
Promotional activities
Image and Identity
Understanding your customer Communicating your message
Communicating your brand values Windows
The silent sales person Point of Sale
Displays
Navigation and Store design
Fixtures
Understanding customer flow
Use of space
Mapping the customer Journey
Colleagues
Delivering the correct floor plan
Choosing lighting and fixturing
“Properly practiced creativity must result in greater
The Product Story sales more economically achieved. Properly practiced
Building a campaign
creativity can lift your claims out of the swamp
Less is more
of sameness and make them accepted, believed,
Apples with apples
Visual cues persuasive, urgent“
Working with colour William Bernbach , founder of Doyle Dane Bernbach
18. Customer Service
“If growth is what you’re
after, you won’t learn
much from complex
measurements of customer
satisfaction or retention.
You simply need to know
what your customers tell
their friends about you.”
Frederick F. Reichheld , Harvard Business Review
19. Customer Service Workshop – Strategic level
Prime Objective: introducing a modern approach to recognising and satisfying current and future customer needs
Learning outcomes
At the end of the workshop participants will:
recognise the correlation between your brand and service. be able to recognise and reward great service delivery.
understand how to determine the ‘real’ needs of customers. plot the customer journey and determine the key service
overlaps.
understand how to measure service effectiveness and
delivery within the business.
Customer Service programme overview
The Customer Colleague Engagement
Who is your customer? Why they bother, if they do?
Who do you want your customer to be? Recruiting a service driven team
What does your ‘Brand’ say about your service and your How to get – and keep – colleagues engaged in service
service say about your ‘Brand’? delivery
Identifying and plotting the needs of your current and future
Service Framework
customers
Growing your business through service delivery
The Experience Policies and procedures – Giving customers what they want
You are a service expert
Budgeting for service – it costs you money but increases your
Seeing what your customers see profits
Hearing what your customer say Monitoring colleague/customer engagement
Making feedback work for you
The Customer Path “The only path to profitable growth
Your customer’s journey starts before they enter your business may lie in a company’s ability to
and never ends
Making your customers work for you
get its loyal customers to become its
The goodwill bank marketing department.”
Measuring Success Frederick F. Reichheld, Harvard Business Review