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The experience is the service
 

The experience is the service

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People are the chief drivers of great customer experiences. Supporting systems play an enabling role. People with aligned happy lives that is. Grumpy complaning people aint able to

People are the chief drivers of great customer experiences. Supporting systems play an enabling role. People with aligned happy lives that is. Grumpy complaning people aint able to

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    The experience is the service The experience is the service Presentation Transcript

    • PROCESS IMPROVEMENT CONSULTINGwelcome it’s a GREAT DAY Process Improvement Consulting
    • Hubert N. Eke 0809-637-4244 0810-679-1422 5neke@msn.com huberteke@picnigeria.com njideka_cdp@yahoo.com BB: 23ae1de1 Twitter:@huberteke; @njideeke www.picnigeria.comProcess Improvement Consulting
    • LEADING BANKING SERVICES FOR GREATER CUSTOMER EXPERIENCE
    • Module 1 Learning Objectives – 1hr After completing this module, you should be able to: • Restate the bank’s vision, mission & strategy • Define the new supervision paradigms at touch points • Understand how an aligned life contributes to strategic alignment in delivering great service • Redesign the daily schedule of service leaders • Understand how to institute ideas generation and execution culture Process Improvement Consulting
    • WHY TRANSFORM?WHY DOES YOUR BANK NEED TO BE FIRST IN SERVICE?
    • Process Improvement Consulting© WHO IS THE CUSTOMER My customer is anyone who isnt me.Process Improvement Consulting© 2009
    • MANAGING BANKING SERVICES (customer experience)This presentation lays out an experience-centric approach to fostering and creatingloyalty by systematically impressing your customers again and again. The Long Wow challenges creators of customer experiences to plan across channels, time,and disciplines to identify a progression of seduceable and memorable moments Process Improvement Consulting
    • IT ALL STARTSWITH HAVINGA vision… Process Improvement Consulting
    • YOUR VISION RESTATEDProcess Improvement Consulting
    • Understanding The VisionA clear mental picture of apreferable futureA picture of a better, greater,more progressive andprosperous tomorrow’A vision by definition and inpractice invariably changes thestatus quo. In other words, ifthe status quo is unchanged, itis not a vision Process Improvement Consulting
    • Understanding The Vision Ever been a customer? Clinic Gas station Dry cleaner Why do people do what they do? What do you consider when you make important decisions? Shop, live, jobs, cars, – FACTS – FEELINGS (emotions & instincts)Process Improvement Consulting
    • picture adesirablefuture Click me
    • vision…Process Improvement Consulting
    • Where there is no vision, the people perish (Proverbs 29:18)Where there are no people, the vision perishes the power of visions Process Improvement Consulting
    • What does your company vision mean to you now? How does your job function fit into this vision?Process Improvement Consulting© 2009
    • Process Improvement Consulting© The Four Elements of Customer Satisfactioni. Perfect Product/serviceii. Caring Deliveryiii. Timelinessiv. Effective Problem Resolution ProcessProcess Improvement Consulting© 2009
    • Process Improvement Consulting© The Four Elements of Customer SatisfactionDelivered by Caring People. Your productrequires caring, friendly people to deliver itProcess Improvement Consulting© 2009
    • YOU ARE IMPORTANT Science proves thatProcess Improvement Consulting© 2009
    • Process Improvement Consulting© 2009 UNIQUE
    • Process Improvement Consulting© 2009 SPECIAL
    • Nobody else on earth has your DNAProcess Improvement Consulting© 2009
    • Nobody else on earth has your irisProcess Improvement Consulting© 2009
    • Nobody else has his finger printProcess Improvement Consulting© 2009
    • MISSIONWHAT DO YOUR MISSION CARRIERS DO? LOOK LIKE? ACT LIKE? BEHAVE? TALK LIKE? HOW ABOUT THEIR LEADERS? WHAT IS THEIR DAILY SCHEDULE LIKE? Process Improvement Consulting
    • 1. THEY CARRY THE VISION & MISSIONo UNDERSTAND THE VISION/MISSIONo INTERNALISE THEMo DEVELOP ALIGNED BEHAVIOURo CREATE VALUEo LEAD OTHERS TO CARRY THE VISION/MISSION Process Improvement Consulting
    • 2. THEY HAVE ALIGNED LIFE TO ALIGN WITH THE STRATEGIC VISION/MISSION, WE MUST HAVE AN ALIGNED LIFE Process Improvement Consulting
    • MISALIGNED LIFEGRUMPY PEOPLE IN BEST JOBSUnhappy people in great jobsComplainingExcusyLack of knowledgeIndifferent Process Improvement Consulting
    • A LIFE WITH LITTLE/NO ALIGNMENT Little or No Feedback The larger society, Job, Me Family, needs, wants Undesired self outcomes I Think about the outcome at work.Process Improvement Consulting© 2012 DISCUSS
    • SELF ALIGNMENTGRATEFUL PEOPLE IN BEST JOBSSuper Service - serving yourself a great life . Process Improvement Consulting
    • Alignment passion for LIFEProcess Improvement Consulting© 2011
    • Alignment passion for familyProcess Improvement Consulting© 2011
    • Alignment passion for careerProcess Improvement Consulting© 2011
    • Alignment passion for customerProcess Improvement Consulting© 2011
    • Process Improvement Consulting© SYNDICATE CASE STUDY The Hotel Engineer – purpose Vs. FunctionProcess Improvement Consulting© 2009
    • Click me ALIGNED LIFE & PERSONALITY Nature and things tend to Align, Feedback for Improvement you are in alignment with self Feedback Feedback Good God OutPeople come FeedbackPeople Think about the outcome at work.Process Improvement Consulting© 2012 DISCUSS
    • Daily scheduleThe secret of successful people is clearly seen in their daily schedule 3. THEY HAVE A SERVICED-BASED DAILY SCHEDULEProcess Improvement Consulting© 2011
    • Daily schedule Service providerProcess Improvement Consulting© 2011
    • SELF ALIGNMENT Marty’s story case study SYNDICATE GROUPS - GIVE OUT CASE STUDY NOWProcess Improvement Consulting© 2011
    • SELF ALIGNMENT 1. WHY WAS MARTY AT HIS BEST AT THIS SEEMING COMMON JOB? 2. WHY WAS HE DIFFERENT FROM HIS OTHER COLLEAGUES? 3. WRITE DOWN NAMES OF YOUR BRANCH STAFF THAT NEED TO BE LIKE MARTY. WHY DO YOU SAY SO? 4. LIST ALL THE THINGS AROUND MARTY THAT COULD HAVE MADE SERVING THE CUSTOMERS A FRUSTRATING EXPERIENCE? 5. WHAT WILL YOU DO TO HELP THEM THIS QTR?Process Improvement Consulting© 2011
    • SELF ALIGNMENT LESSONS FROM MARTY Marty could have spent 20 years being miserable and thinking he didnt get paid to serve high-fives. Put yourself in the shoes of your customer. The customer is a human being, a person with a rent to pay, kids to feed, a spouse, a mother, a father. A person with feelings just like you. Marty could choose to think that his job is about working with a bunch of noisy, four-wheeled pollutants, that the line of cars coming toward him is just a never-ending machine. He chooses to focus on the people within the cars; they are his customers. He recognizes their frustrations with the tollbooth: They have to pay money to slow down! Marty has worked out that the best way to serve his customers is to make it worthwhile for them to slow down even look forward to going through. His business proposition is that 40 cents is a small price to pay for the feel-good attitude he gives out. If you could talk with Marty, you would feel his self-worth. Hes taken a job and upgraded it. He likes it and the customers like it. Its a win-win situation.Process Improvement Consulting© 2011
    • CLICK ME 4. THEY CHANGE PARADIGMSo GET EVERYBODY FOCUSING ON THE MISSION AND LIVING IT OUT DAILYo DAILY STAND-UP ONE ITEM-AGENDA MEETINGS Process Improvement Consulting
    • MANAGING FOR SERVICE PARADIGMSo SERVICE IS THE NEW STANDARD BY WHICH CUSTOMERS JUDGE PERFORMANCEo THE ONLY JOB SECURITY IS SATISFIED CUSTOERSo GENERATE IDEAS FOR IMPROVING SERVICE BOUNDARY-LESSLY o LOOK EVERYWHERE EVERYDAY FOR A BETTER WAY o OUT THINK, OUT EXECUTE DAY IN DAY OUT o SPEND 205 OF YOUR TIME INTERACTING WITH CUSTOMERS o SPEND 50% OR ORE OF YOUR TIME ON PEOPLE ISSUES Process Improvement Consulting
    • The new business of Paradigms - movie Process Improvement Consulting
    • NEW PARADIGM MOVIE SYNDICATE WORK1. List all old service delivery leadership paradigms2. List all new service delivery leadership paradigms required to deliver the mission Process Improvement Consulting
    • LIST ALL THAT MAKES SERVING THE CUSTOMER A FRUSTRATING EXPERIENCE SOMETIMES?Process Improvement Consulting© 2011
    • Getting improvement ideas from people Harness the wisdom and motivation of first- line employees Drive improvements in your branch Active supervision and management support and encouragement with regard to improvement suggestions made on the shopfloor is critical for the success.
    • GoalsFor: To realise business objectives Continuous improvement Innovation “Two heads (thinking about a problem or improvement) are better than one” Motivation (people are involved and their ideas are listened to)
    • Importance of Supervision and Team Activity“In world class companies 80% of the workforce is involved in problem solving groups“ Cardiff Business School
    • Improvement Ideas Get ideas Record ideas Evaluate Give ideasrecognition/ reward Provide support for implementing Measure ideas impact of ideas
    • Promoting Suggestions and Ideas Weekly Service themes Respond Ask constantly quickly to“What makes your work suggestionsdifficult and how can we and ideas make it easier?” Observe work and suggest ways to make it easier Listen very Avoid criticism carefully Provide of ideas – build implementation on them means and support
    • Idea GeneratorProblem Problem Improvement Improvement Cards Cards Cards Cards
    • Idea GeneratorOther things: Topic: Topic: Topic:
    • Idea Generator
    • Idea GeneratorEmployees Solve Problems Systematically Leaders Solve Difficult Problems Our Idea Generator Process Application  Monday : Introduction  Used in office and production  Tuesday : Brainstorming „Our  More than 1000 improvements Problems“ generated per year  Wednesday : Brainstorming „Our  Motivation through ownership Improvement-Ideas“  Investigate reward system for  Thursday : Allocate responsibility results  Friday : Put difficult cards at back and move mobile to next group in same department
    • 5. They understand how to link Vision & Strategy to Personal Objectives VISION What we want to be STRATEGY Our game plan SCORECARD Translate, Focus and Align TRANSFORMATION OBJECTIVES What we must improve PERSONAL OBJECTIVES What I need to do STRATEGIC OUTCOMES Satisfied Delighted Efficient and Effective Motivated & Prepared SHAREHOLDERS CUSTOMERS PROCESSES WORKFORCE Process Improvement Consulting
    • 6. THEY GIVE NOT TAKE Click me o They show others how to serve o They prove that when I serve, we both win Process Improvement Consulting
    • PEOPLE ATTITUDESERVICE NOT A PRIORITY AT THIS LEVELSERVICE AUDITSASK EMPLOYEES WHAT CUSTOMERS THINK ANS ARE SAYINGTEACH EMPLOYEES AT DAILY MEETINGSSOLVE THEIR SOLVABLE PROBLEMSProcess Improvement Consulting© 2011
    • PEOPLE ATTITUDEi. FRIENDLINESS…A HELPFUL SMILE AT EVERY TOUCH POINT i. EYE CONTACT ii. SMILE, WELCOME & EXIT GREETIN iii. USE CUSTOMER NAME IF KNOWM iv. ANSWER QUESTIONS 7 OBTAIN ANSWERS QUICKLY v. HURRY vi. TALK & ACT IN AN ETHUSIASTIC SINCERE PERSONAL WAY vii. GIVE THE CUSTOMER TOTAL ATTENTION – NEVER ACT IMPATIENTLY AS IF YOU WANT CUSTOMER TO GO viii. SPEAK IN A FRIENDLY MANNER. MAKE FRIENDLY COMMENTS ix. OFFER UNSOLICITED HELP x. MAKE POSITIVE PARTING COMMENTSProcess Improvement Consulting© 2011
    • 7. THEY FOCUS ON MANAGING TOUCH POINTS & TRAINING OTHERS TO DO SAME Click meo NO. OF EMPLOYEES ONE CUSTOMER INTERACTS WITH IN ONE VISIT = 5?o HOW MANY CUSTOMERS GO THROUGH YOUR BRANCH DAILY = 1000?o MOMENTS OF TRUTHS = 5000 DAILY!!! Process Improvement Consulting
    • 8. THEY FOCUS ON IDENTIFYING & ELIMINATING WASTE Eliminating Waste Anything not value adding is waste (muda).
    • Objectives Explain the importance of eliminating waste Understand and be able to identify wasteful human activities in the branch Benchmark your company against world-class practices relating to elimination of wasteful human activities Train your people to recognize, measure and eliminate wasteful human activities
    • Essential Message The essence of this idea is that a positive attitude towards the identification and elimination of waste be created on the shop floor. The methodology entails a bottom-up participative approach recognizing eliminating material human activities as improvement opportunities
    • PhilosophyAnything that does not add value is waste (Muda)In other words, anything that a customer pays forbut which does not add value to the productbought, is waste
    • CLICK ME Philosophy The Seven Wastes SEVEN WASTES EXAMPLES OF WASTE Waiting by the entrance door Waiting Time Waiting inside the banking hall, waiting for documents to be photocopied Waiting in line for the ATM Processes too far apart Motion Going to photocopy elsewhere Over Production Call over arrears in branches Too many forms to be filled out Processing Defective / poorly maintained equipment – running at lower speed Reworking already done work Defects Errors on statements Carrying files from place to place Transportation Things moved too many times and too far Wasted space Inventory Obsolete items
    • PhilosophyWaiting and Motion Waste (two of the 7 wastes) Too many Multiple phone handling calls Walking to Searchingnext machine Wastefull human activity Waiting for Unfocused material meetings Watching / Waiting at monitoring breakdowns
    • Learning Application List the types of wastes (muda) present in your branch. Classify it into different categories (also value adding and non-value adding) and make an estimation of the percentage of time spent on each category. Present the results indicating the 3 biggest opportunities for reducing / eliminating waste.
    • Work Sampling Route of Work Sampling * * * * * * * * ** * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
    • 10. They maintain discipline Workplace DisciplineRequirements to make the workplace more effective
    • Objectives Explain the importance of time control and commitment Train and motivate your team Develop an action plan to implement
    • Essential Message the creation of a positive work atmosphere good work order a high level of commitment in the workplace self discipline
    • Value Adding Work Habits - 4DDiscipline Dedication Determination Desire
    • Morning Meeting Sample Agenda for Morning Meeting  Particular problems that have arisen, Agenda their solution or planned action to1. What did resolve themcustomers say  Achievements of team membersyesterdayabout service?  Social events, birthdays, weddings, births, etc.
    • MY NAME IS YOUR POTENTIAL I AM ALL THAT YOU CAN BE, BUT HAVE NOT YET BECOME. I AM ALL THAT YOU CAN DO, BUT HAVE NOT YET DONE.I WAS BORN THE DAY YOU WERE BORN, BUT YOU DID NOT KNOW ME. RATHER, YOU’VE ALWAYS KNOWN MY TWIN BROTHER. HIS NAME IS “YOUR LIMITATION”, AND HOW I HATE HIM SO Process Improvement Consulting
    • HE SAYS YOU CANNOT DO ALL THAT I KNOW YOU CAN DO. HESAYS YOU CANNOT BE ALL THAT I KNOW YOU CAN BE. BUT IFYOU ONLY PUT THE LIGHT ON ME, YOU WILL FIND THAT YOUR LIMITATION IS ONLY MY SHADOW; AND THE BRIGHTER THE LIGHT YOU PLACE ON ME, THE FASTER HE DISAPPEARS. Process Improvement Consulting
    • AND IF YOU’LL PERMIT ME TO INTRODUCE MYSELF, MY NAME IS YOUR POTENTIAL; AND WITH ME IS ALL THE SUCCESS AND GREATNESS YOU’VE ALWAYS DREAMT OF. MY MISSION IS TO ENSURE THAT YOU BECOME ALL YOU WERE MEANT TOBE, TO ASSIST YOU DO ALL THAT YOU WERE CREATED TO DO, SO THAT YOU CAN HAVE EVERYTHING YOU WERE DESIGNED TO HAVE. Process Improvement Consulting
    • AND IF YOU LET ME SHINE THROUGH,THE 1ST BANK WORLD WILL SOON DISCOVER THE TRUE YOU Process Improvement Consulting
    • POTENTIAL- LIMITATION = CURRENT PERFORMANCEProcess Improvement Consulting
    • Process Improvement Consulting© MODULE 2 Leading service delivery in the branch or from touch pointsProcess Improvement Consulting
    • MODULE 2 Learning Objectives – 1hr After completing this module, you should be able to:  Design services that create positive customer experience  Understand how to do service blue printing  Understand the elements and psychology of waiting  Understand the principles of service redesign  Understand in a deeper sense the role of people as solutions providers  Understand how to transform current groups into an aligned high performing team  Understand how to engage the customer in service or transaction encounters  Define customer service and describe its contributions to first bank’s success.  Understand the relationship between service and experience  Explain what customer experience is and know how to map his journey to and through the touch points Process Improvement Consulting
    • CUSTOMER EXPERIENCEUser Experience is the Perceived sum of Allinteractions, both positive and negative, that acustomer / user has with a product or service (brand).To ensure a (mostly) positive outcome, the experience must be crafted strategically and with intent. Process Improvement Consulting
    • Customer experiences-are all about people Process Improvement Consulting
    • Process Improvement Consulting
    • Process Improvement Consulting
    • Process Improvement Consulting
    • An experience is amemorable event - Process Improvement Consulting
    • An experience is a MAagIcMoment -Process Improvement Consulting
    • MiseryMoments - unthought-of Process Improvement Consulting
    • What is CUSTOMER EXPERIENCE Improvement Consulting© LGProcess Improvement Consulting
    • Process Improvement Consulting© What is CUSTOMER EXPERIENCE SOUTHEWESTProcess Improvement Consulting
    • Process Improvement Consulting© What is CUSTOMER EXPERIENCEProcess Improvement APPLE Consulting
    • Process Improvement Consulting© What is CUSTOMER EXPERIENCE FACEBOOKProcess Improvement Consulting
    • Process Improvement Consulting© What is CUSTOMER EXPERIENCEProcess Improvement HARLEY DAVISON Consulting
    • Process Improvement Consulting© What is CUSTOMER EXPERIENCEProcess Improvement Consulting
    • Process Improvement Consulting© CLICK MEMake YOUR BRANCHTHE ONLY BANK in the Area Process Improvement Consulting
    • Concept of Customer Traditional Mindset About the CustomerTWO VIEWS:i. The view of Managing the customers experience vs.ii. The view of Doing things• Things are easier to deal with than humans as they are predictable, replaceable, and controllable:• Processing the customer• Transaction processing
    • Concept of Customer Traditional Mindset About the CustomerThe "doing things" mindset views the customer as a nuisance.There exists a powerful tendency in many organizations to mechanize,Depersonalize and dehumanize the service delivery process.There is little patience with customers‘ quirks, peculiarities, variabilityAnd their need for uniqueness.
    • Concept of Customer Traditional Mindset About the Customer• Tendency to focus attention on "what we do" rather than on the customer who benefits from "what we do”• BIGGEST PROBLEM IN SERVICE INDUSTRY: Loss of focus on the customer as a "human being"• Objectives should be to "customerize" our services and aim for zero "defections"
    • The Service StructureCreating a Service Strategy Through Customer Research CUSTOMER SERVICE ENCOUNTER SYSTEMS (MOMENTS OF TRUTH) DEFINE DIRECT CONTACT WITH CUSTOMERS SERVICE DELIVERY SYSTEMS (PROCESSES AND SUPPORT SYSTEMS) DELIVER THE SERVICE SERVICE PACKAGE (PRODUCTS, SERVICES, EXPERIENCES OFFERED) DEFINE THE ORDER SERVICE STRATEGY (VISION, MISSION & VALUES) DEFINE THE BUSINESS
    • Creating a Service Strategy Through Customer Research• We must learn what factors the customer values most of all and discover any unexploited opportunities to add value to the experience• A hierarchy of customer value exists with four levels:• Basic - The absolutely essential attributes of the experience• Expected - The associated attributes of the experience that the customer has come to take for granted as part of general business practices• Desired - Attributes the customer doesnt necessarily expect, but knows about and appreciates if the experience includes them• Unanticipated - "Surprise" attributes that add value for the customers beyond typical desires or expectations• You have to perform well on the basic and expected levels just to stay in the game
    • Defining the Service PackageThere are seven critical components for a "general" customer service package.Environmental - The physical setting in which the customer experiences the product orservice• Aesthetic - the direct sensory experience, if any, that the customer encounters• Interpersonal - The interactions the customer has with employees. This dimension includes timeliness, courtesy, helpfulness, and apparent competence at handling certain tasks• Procedural - The procedures you ask the customer to go through in doing business with you. This may include waiting, explaining, filling out forms, and being subjected to other manipulations or treatments• Informational - The aspects of the customer experience that involve getting the information needed to function as a customer
    • Defining the Service Package• Deliverable - Anything the customer physically takes custody of during the service experience, even if only temporarily• Financial - What and how the customer pays for the total experience• To distinguish yourself, you must reliably and consistently offer something extra, an added value, to distinguish your style of doing business and attract business away from your competitors• Preplanned• Spontaneous
    • MANAGING TOUCH POINTSo NO. OF EMPLOYEES ONE CUSTOMER INTERACTS WITH IN ONE VISIT = 5?o HOW MANY CUSTOMERS GO THROUGH YOUR BRANCH DAILY = 1000?o MOMENTS OF TRUTHS = 5000 DAILY!!! Process Improvement Consulting
    • Service Delivery is along the value chain THE BRANCH CUSTOMER JOURNEY MAP PARKING LOT ATMs SECURITY MEN ENCOUNTERS SECURITY DOOR ENCOUNTER INTERIOR AESTHETICS QUEUING AND WAITING FIRST IMPRESIONS THE ENCOUNTER WITH PROVIDER SERVICE REVIEW AND DISCUSSIONS CUSTOMER EXPERIENCE EXIT Process Improvement Consulting
    • Service Delivery Quality Priorities• Speed - How time-critical is this?• Personal Touch - How important is it to manage the customers state of mind?• Accuracy - How important is precision, conformance to specs, information clarity, and error prevention?• Cooperation - How important is it to dovetail with another persons task or with what the customer is doing?• Efficiency - How important is it to minimize the resource cost involved?The sequence of priorities change depending on the process. These can be used to evaluate the performance of a task or process.
    • Consolidated customer emotions- an evaluation Process Improvement Consulting
    • Customer Experience Mapping Process Improvement Consulting
    • Understanding Customers Emotional Journey Using Moment Mapping® + Exceeding emotional expectations CP CP + Enter EC Commit to EC Leave Agreed Finalize The Welcome Wait Discuss Wait The Product Transaction Bank EC Needs or Service CP Bank Failing EC emotional CP _expectations Emotional Events EC - Emotional Cookie CP - Combustion Point Process Improvement Consulting
    • Creating experiences along the service value chain Parking ATMs Security Door Aesthetics Waiting Order Audio/vide Directio Provider Objection Exit o n+ * * * * *- * * * * * * Process Improvement Consulting
    • Creating experiences along the service value chain Parking ATMs Security Door Aesthetics Waiting Order Audio/vide Directio Provider Objection Exit o n+ * *- * Process Improvement Consulting
    • Process Improvement Consulting© Language Engineering Every. Word. Counts. HOW DO YOUR PEOPLE COMMUNICATE WITH CUSTOMERS?Marketing campaigns language Vs. service provider conversations face-to- face with customers. CLICK MEProcess Improvement Consulting© 2009
    • Process Improvement Consulting© Language Engineering Every. Word. Counts.i. Employees use words when having conversations face-to-face with customers.ii. Customers generally get their make-or-break day to day impressions of your company from these encounters.iii. And those are the impressions they spread to others.Process Improvement Consulting© 2009
    • Process Consulting© Language Engineering Every. Word. Counts.o Establish a Consistent Style of Speech at your branches.o Create a brand-appropriate style of speaking with customers at the branches.o Achieve a consistent style of service speech.Process Improvement Consulting© 2009
    • Process Improvement Consulting© Language Engineering Every. Word. Counts.o Social engineering: Systematic training of employees.o Your people are speaking with customers today, much the way they speak in their own homes.o You have to train them in a different language style.Process Improvement Consulting© 2009
    • Process Consulting© Language Engineering Every. Word. Counts.Study the language that works best with your own customers,and identify harmful phrases that should be avoidedBad: ‘‘You owe . . .’’Good: ‘‘Our records show a balance of . . .’’Bad: ‘‘You need to . . .’’ (This makes some customers think:‘‘I don’t need to do jack, buddy—I’m your customer!’’)Good: ‘‘We find it usually works best when . . .’’Process Improvement Consulting© 2009
    • thank youProcess Improvement Consulting