JETT SOL Amcham Shanghai China

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Strategies for Effective Training: How Collaboration Leads to a Win-Win Solution
Shui On Land / JETT customer experience
November 9, 2009
American Chambers of Commerce (Amcham) - Shanghai

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  • Hi There Ed, I saw that you're working in the CE field in China. Perhaps my new presentation about CE in 2011 is of interest to you! Cheers! http://www.slideshare.net/ErikPosthuma/customer-experience-trends-2011
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JETT SOL Amcham Shanghai China

  1. 1. Ed Dean Robyn Schindel Strategies for Effective Training: How Collaboration Leads to a Win-Win Solution November 9, 2009 American Chambers of Commerce (Amcham) - Shanghai
  2. 2. Who are you? <ul><li>Who are training managers (inside companies)? </li></ul><ul><li>Who are training vendors (providing service to companies)? </li></ul><ul><li>How many of you feel you have a relationship that is a win-win solution? </li></ul>
  3. 3. Who is Robyn? <ul><li>In Shanghai 6 years, at Shui On 3 years </li></ul><ul><li>Senior Manager, Shui On Academy </li></ul><ul><ul><li>Designing learning systems for improved company performance </li></ul></ul><ul><ul><li>Supporting the communities where we work </li></ul></ul><ul><li>Developed partnerships with JETT, University of Michigan, local vendors </li></ul>
  4. 4. Who is Ed? <ul><li>In Shanghai 6 years; established JETT in 2004 </li></ul><ul><li>“ Our aim is to instil confidence and inspire leadership in the new generation of service specialists across China” </li></ul><ul><li>Interface with clients at all levels across varying industries </li></ul>
  5. 5. Good reasons to use vendors <ul><li>Ideally, vendors bring in </li></ul><ul><ul><li>expertise </li></ul></ul><ul><ul><li>perspective </li></ul></ul><ul><ul><li>experience </li></ul></ul><ul><ul><li>energy </li></ul></ul><ul><li>that your company doesn’t have </li></ul><ul><li>Are there to support you </li></ul>
  6. 6. Robyn’s experience with vendors <ul><li>Too often, disappointment </li></ul><ul><ul><li>Not customized </li></ul></ul><ul><ul><li>Doesn’t refer to our company </li></ul></ul><ul><ul><li>Isn’t about our industry </li></ul></ul><ul><ul><li>No evaluation of learning (beyond smile sheets) </li></ul></ul><ul><ul><li>No follow-up (other than to try and sell me something else) </li></ul></ul><ul><li>Am I a tough customer? </li></ul>
  7. 7. Ed’s experience with clients <ul><li>A Partnership is the ideal objective, but hard to achieve every time </li></ul><ul><ul><li>Trust (References are key) </li></ul></ul><ul><ul><li>“ Boss” mentality </li></ul></ul><ul><ul><li>Focused on price over quality </li></ul></ul><ul><li>It doesn’t have to be like this </li></ul>
  8. 8. Partnering Approach <ul><li>Benefits </li></ul><ul><ul><li>More strategic </li></ul></ul><ul><ul><li>Better communication and results </li></ul></ul><ul><ul><li>Expanded long term planning </li></ul></ul><ul><ul><li>Deeper understanding </li></ul></ul><ul><ul><li>Better reporting </li></ul></ul><ul><ul><li>Expanded evaluation of learners and programs </li></ul></ul><ul><li>Challenges </li></ul><ul><ul><li>Bumps still exist </li></ul></ul><ul><ul><li>Developing relationships with stakeholders </li></ul></ul><ul><ul><li>Trust issues </li></ul></ul><ul><ul><li>Managing increased expectations </li></ul></ul>
  9. 9. What we did <ul><li>Developed Standard of Practice for Customer Service </li></ul><ul><li>Developed a bilingual customer service program for SOL’s Xintiandi staff </li></ul><ul><ul><li>Customer Service Principles (in Chinese) </li></ul></ul><ul><ul><li>English classes (by level and function) </li></ul></ul><ul><li>Implemented in multiple phases </li></ul><ul><li>Mystery Shopping evaluation </li></ul>
  10. 10. Why it was unique <ul><li>Threw out the book to create “ideal” program </li></ul><ul><ul><ul><li>New Standards of Practice and some other teaching materials </li></ul></ul></ul><ul><ul><ul><li>Leveraged existing materials for English </li></ul></ul></ul><ul><ul><li>Some Intellectual Property owned by Shui On; some retained by JETT </li></ul></ul><ul><li>Early stages included joint formulation rather than traditional “needs > solution” approach </li></ul><ul><li>Creativity; Flexible mindset </li></ul><ul><li>Authority to implement new methods/ approaches </li></ul>
  11. 11. Why it was a success <ul><li>Good match: both organizations have customer experience mindset and long term focus </li></ul><ul><li>Previous successful experience helped to build trust </li></ul><ul><li>Decision-makers and stakeholders very involved (XTD GM and Commercial MD) </li></ul><ul><ul><li>MD wanted a program that was easily repeatable for strategic implementation in other parts of Shui On Land </li></ul></ul><ul><li>Time investment for planning and design </li></ul><ul><li>Quality focused mindset </li></ul><ul><li>Detailed reporting </li></ul><ul><li>Included evaluation of results </li></ul>
  12. 12. <ul><li>What would you need to change in terms of A) the mindset in your company and B) your systems in order to have meaningful partnerships between clients/vendors? </li></ul><ul><li>Do you and your staff have the capabilities needed to take a partnership approach? How can you develop these? </li></ul>Discussion Questions <ul><li>Who would need to understand your new approach and how would you communicate it? </li></ul><ul><li>How would you assess who would make a good partner? What are good criteria? </li></ul>
  13. 13. Robyn’s Answers (for Client) <ul><li>A) Mindset: persistence to invest the time and energy to build relationships B) Systems: vendor information kit, confidentiality agreement, evaluation of vendors for trial runs </li></ul><ul><li>Staff set the bar low for vendors – were most interested in operational support. Needed coaching on this mindset; have been slowly developing. </li></ul><ul><li>Program stakeholders, senior management, talent managers Anyone with expectations of results (major time investment) </li></ul><ul><li>Evaluation of vendors during first program we do with them. Also: Who goes the extra mile? Who would I consider an expert? Who has the capacity (either in skills or numbers) </li></ul>
  14. 14. Ed’s Answers (for Vendor) <ul><li>A) Mindset: Focus on the solution not the sale. Ensure you are focused on “consistent superior client satisfaction” B) Systems: Professional account management / feedback system. Creative problem-solving approach. </li></ul><ul><li>Hire the right people, and train them (both sales and delivery teams). Are the team empowered to make decisions and to push back? </li></ul><ul><li>Everyone on the team needs to be on board, message communicated from the top, constantly </li></ul><ul><li>Are they prepared to treat us as an equal partner? Is there mutual respect and understanding? Is the chemistry there? Can they afford us? </li></ul>
  15. 15. Top Tips for Vendors <ul><li>From Ed: </li></ul><ul><li>Be customer-focused; don’t shoe-horn customers into your product </li></ul><ul><li>Build trust by demonstrating your experience; ask don’t tell </li></ul><ul><li>Be as pro-active as possible </li></ul><ul><li>From Robyn: </li></ul><ul><li>If you don’t have the authority to meet the needs of the client, get someone in the room who does. </li></ul><ul><li>Understand global best practices and training product/service segmentation and how it will impact the Chinese market </li></ul><ul><li>Sometimes it may be better to say “we can’t meet your needs” than offer a packaged solution </li></ul>
  16. 16. Top Tips for Training Managers <ul><li>From Ed: </li></ul><ul><li>Engage with the vendor as an equal; don’t be prescriptive </li></ul><ul><li>Recognize the quality/price balance </li></ul><ul><li>Don’t be afraid to push the vendor, but be fair </li></ul><ul><li>From Robyn: </li></ul><ul><li>Don’t be afraid to have high standards; its better to wait for a good program than implement a bad one </li></ul><ul><li>Be strategic about investing your money (e.g. program design) </li></ul><ul><li>Involve stakeholders at key moments </li></ul>

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