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NGG Customer Intimacy Added Value
NGG Customer Intimacy Value Proposition
Implementing customer
perceptions and improving sales
and service support in globa...
Customer focus sales perception
Main goal
Target group: sales and customer engagement network
Creating a unified customer ...
Moments of Truth (MOT) in the customer’s journey
Main goal
Target group: customer-success network
Improving and empowering...
Trusted advisor & Business Partner concepts
Main goal
Target group: sales and customer engagement network
Strengthening th...
Sales Managers
Goals
Target group: sales managers
 Strengthening the concept of a sales manager as a team leader who
stri...
Account Managers
Goals
Target group: Account Managers
 Strengthening a customer-focused, sales manager’s role perception
...
Service management
Goals
Target group: service centers managers
 Creating a shared language for service management
 Fami...
Customer experience managers
Goals
Target group: service and customer experience managers in organizations
 Strengthening...
Professional leader in customer environment
Goals
Target Group: Experts/ Engineers / Professional leaders
 Understand the...
Frontal service / Service by phone
Goals
Target group: service representatives
 Strengthening the concept of an emotional...
Digital service
Goals
Target group: service representatives
 Defining the principles of digital service accordingly with ...
Sales
Goals
Target audience: sales representatives
 Sales skills need a refinement in service throughout the customer
lif...
Formulating operation manuals and tools for customer management and
performance improvement
Main goal
Target Group: organi...
Internal service as a growth engine
Main goal
Target Group: organization level
Implementing a service culture that promote...
Strengthening the professional units and interfaces to improve the
customer experience
Main goal
Target Group: professiona...
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NGG Customer Intimacy Added Value

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In a complex and dynamic world, where organization-to-customer relationships are reshaping, NGG assists its customers in enhancing performance and improving customer relations in the global and local arenas, while meeting the toughest challenge of all: quality implementation and sustainability over time.
Beyond creating methodologies and grasping innovative, original strategies, NGG accompanies the customer in the process of transforming a worldview reality into the field, all while making use of consulting, learning, training, mentoring and coaching methodologies tailored and adapted to the industry, culture and life-cycle whereabouts of the organization.
- Implementing customer perceptions and improving sales and service support in global arrays
- Capacity building of client interface officials - perception, skill and tools
- Strengthening organizational abilities by managing customer experience


Published in: Business
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NGG Customer Intimacy Added Value

  1. 1. NGG Customer Intimacy Added Value
  2. 2. NGG Customer Intimacy Value Proposition Implementing customer perceptions and improving sales and service support in global arrays Capacity building of client interface officials - perception, skill and tools Strengthening organizational abilities by managing customer experience Customer-focused sales perception Moments of truth in the customer’s journey Trusted Advisor & Business Partner Design operational manuals and customer management tools for performance enhancement Internal service as a growth engine Strengthening professional units and interfaces Sales managers Account managers Managers in service centers Customer experience managers Professional leaders in customer environments Sales/service representatives • By phone • Frontal (F2F) • Digital In a complex and dynamic world, where organization-to-customer relationships are reshaping, NGG assists its customers in enhancing performance and improving customer relations in the global and local arenas, while meeting the toughest challenge of all: quality implementation and sustainability over time. Beyond creating methodologies and grasping innovative, original strategies, NGG accompanies the customer in the process of transforming a worldview reality into the field, all while making use of consulting, learning, training, mentoring and coaching methodologies tailored and adapted to the industry, culture and lifecycle whereabouts of the organization.
  3. 3. Customer focus sales perception Main goal Target group: sales and customer engagement network Creating a unified customer experience in the global network as a key factor of constant performance enhancement and improve business results Process Establishing a managerial platform leading learning processes and implementation of a customer-focused sales perception  customer-focused sales perception definition – how does it look like  Empowering the sales interface and strengthening the concept of customer-focused sales  Capabilities, skills and supportive behavior improvement at all levels  Leading initiatives and customized procedures for every unit in the network Key issues Guiding principles for leading learning processes and implementing the concept of a customer-focused sale Field learning for execution improvement Diverse and targeted learning Managing learning processes and implementation through internal management
  4. 4. Moments of Truth (MOT) in the customer’s journey Main goal Target group: customer-success network Improving and empowering the customer experience by understanding their emotional, cognitive and functional needs in every meeting with the customer network. Process Implementing a customer experience management model in real time moments of service  Strengthening the customer-focused service concept  Provide tools for identifying MOT when managing customer relationships  Strengthening management skills for management MOT throughout the customer's life cycle  Acquisition of advanced service skills - emotional intelligence in service  Provide tools and management skills for effective communication and being able to cope with challenging situations in service Key issues Scope: 2 day-long training sessions Implementation Scope: 3 day-long guidance around company grounds, in every center, for support in implementation and application Representatives Scope: 3 day-long training sessions for every service provider and official (training in the CO with the manager) Plan & preparation Scope: studying and customization of learning tools and aids Managers Significant Main Potential Secondary Unintentional Intentional LowHigh Work process in client interface Emotionalinfluenceoncustomers 1 2 3 What is the customer experience you are interested in creating? Which emotions are you interested in evoking? Is the customer experience you are currently creating planned and intentional? From Customer Relationship Management (CRM) To Customer Experience Management (CEM) On the professional level On the emotional level Right first time Procedures and standards Managing the emotional journey Real time management in service
  5. 5. Trusted advisor & Business Partner concepts Main goal Target group: sales and customer engagement network Strengthening the professional relationship with customers and excelling the performance through implementation of a partner-based customer relationship management - Preferred Business Partner Process Focusing on unit managers as leaders of concept implementation Creating a shared, uniform service language, both in internal and external interface – Preferred Business Partner  Strengthening the concept of the unit as an influential customer relations unit  Empowering the managers as leaders of the implementation process  Leading initiatives and process improvements respectively, per unit  Improving capabilities, skills and behaviors that support a relationship as a Preferred Business Partner Key issues Term for provider, which bases their relationship with a customer upon trust (forth stage) Such a provider is placed as the customer’s highest priority, especially when needs and opportunities arise in his area of expertise Extentofbusinessinvolvement Depth of relationship Service based Needs based Relationship based Trust based training and implementing Leading the cross unit learning and implementing process On the job training in units Planning & preparations Kick off on a managerial forum and work plan accuracy Managers training Acting as the influential unit and familiar with the tools needed to support implementation in the unit Skills training for special target audience Consultative support for managers, units and interface support and guidance in improvement processes Instructional Preview Exposure event to all of the partners in the empowering process,
  6. 6. Sales Managers Goals Target group: sales managers  Strengthening the concept of a sales manager as a team leader who strives towards performance enhancement  Creating a shared, uniform sales language in sales management  Provide expertise and tools for managing sales teams, ignition, training and evoking motivation  Provide tools and skills for performance management and improvement  Provide skills and tools for learning processes and lessons learned in the sales manager role Scope 5 training days  From a sales person to a sales manager – the opportunity and the added value  Building work plans for sales management and improvement  A training and mentoring tool for sales managers  Carrying out performance analysis with the sales personnel  Interpersonal skills and expertise in negotiating and presentations  Advanced skills in the sales interface: selling value and closing Key issues Learning methods Team training Study buddy Virtual forums Pick your own management style, but pick it. Take responsibility. Inspire. Motivate. Be crazy. Innovate. Listen to the people. Be meticulous.Be passionate. Don’t be afraid to get your hands dirty.Pick a management style. Pick them all.Bring your best self to the table. Be a sales person.
  7. 7. Account Managers Goals Target group: Account Managers  Strengthening a customer-focused, sales manager’s role perception and ability to think innovatively and professionally  Creating a shared, uniform sales language in customer interface  Enforce tools for studying the account, its broad range of components and characteristics  Provide skills and tools for learning the customer portfolio and managing depth sales process and extraction customer potential  Provide expertise and tools for managing sales processes, focusing on potential targets and added values Scope 5 days of training  Building a work plan for customer-focused sales management  Effective sales meeting  Channels of communication with the customer, maintaining the tension between meetings  Interpersonal and personal skills when negotiating  Selling value skills, closing deal skills  A toolbox for influence Key issues Learning methods Journey journal Group training Study Buddy Virtual forums Business partner "seller to renter" Stable provider Acts out of loyalty Initiates and leverages opportunities Deepen activities, strive for long-term relationships Acts out of satisfactory Responds to needs Provides short-term responses Seller Provides information and solutions Grants immediate response in fields of defined expertise Advisor Provides inceptions and arises issues Provides a wide range of responses in 360°
  8. 8. Service management Goals Target group: service centers managers  Creating a shared language for service management  Familiarity with systems and tools supporting service management  Familiarity with key principles for service management  Strengthening a managerial, proactive vision for service management improvement Scope 2-3 days of group training and 3 personal training sessions in the field to practice and apply tools and routines  Service management in organizations – why? And why now?  Main principles for service management  Importance of routines as keys to success in service management  Influential communication skills and motivation as a main feature in service management  Service manger a role based on collaboration – lead internal collaboration initiatives  Tool box for service management and creating an impact Key issues Learning methods Group training Personal guidance in the field (OJT) Systematic and consistency Working with routines Control and measurement Get out and learnCreativityPersonal Experience One must determine a set of actions repeating themselves and expressing the service principles, in order to advance the correct work habits for a unified customer-experience interface and front • One must lay down work routines for all interfaces • Work routines enable an analysis of the current situation and to plan the desired state, to provide means of mediation to overcome the voids and thus present the favorable topic in the list of adjustments made • One must manage control and measurement processes regarding the quality of service in the unit • Control processes, which depend of a variety of sources, enables one to receive a reliable and accurate current snapshot • One must always strive for constant improvement, to turn the learning process into a way of living and professionally managing • Be proactive, get out and learn the things you do not know and apply them • One must think creatively when faced with the existing system challenges, in order to achieve the role’s goals • Creativity is a tool enabling managers to adjust the reality according to their wishes, and not succumb to its dictations • One must act as a personal example of quality service, both towards the customers and internal work interfaces • A personal example enables one to demand a better quality of service from all around
  9. 9. Customer experience managers Goals Target group: service and customer experience managers in organizations  Strengthening the concept of a service manager and a customer experience manager  leading service and customer experiences in “my field”  Defining desirable customer experience and analyzing the voids in the existing customer experience  Self-examination and void-recognition while managing customer experience  Strengthening skills and using tools which support customer-experience management  Establishing a plan of action to better manage the customer experience Scope 4-5 training days  From managing service to managing customer experience – tasks and general changes  Awareness to trends and characteristic in customer experience  In the customers shoes – needs and expectations  The 3 dimensions of customer experience  Customer experience methodology and work plan design  Managing customer experience tools  The transition to integrative and pro active customer experience Key issues Learning methods Team training Managing sales personnel and customer experience along the chain of value across the customer Managing the customer channels - Frontal (F2F) - By telephone - Online (internet, etc.) Managing customers: - Internal and external - Throughout the customer’s lifecycle - In MOT Customers PeopleChannels Customer Experience
  10. 10. Professional leader in customer environment Goals Target Group: Experts/ Engineers / Professional leaders  Understand the importance of being customer oriented in the role professional Engineer  Acquire tools and skills to promote customer oriented behaviors  Practice cases and scenarios from the daily interface with customers Scope 2 days of training  Where I stand on the axes system, between the focus in the product and focus on the customer  In the customer's shoes - needs and expectancies of clients in a complex business environment  What is required from me - customer oriented behaviors  Attentiveness, questioning and everything in between  How do you say no? Positive, alternative language as tools for customer experience management  Assertiveness and empathy as a tool for managing customer dissatisfaction Key issues Learning methods Team training In cooperation with a leading professional on the customer's behalf Expert in his field Provides added value in routine situations In it for a long term relationship Positions himself as the Go To person Engaged and present in solving problems Understands the customer’s underlying interests
  11. 11. Frontal service / Service by phone Goals Target group: service representatives  Strengthening the concept of an emotional experience-focused customer experience  Providing advanced skills for emotional service - management of the self and customer emotions in the process  Providing advanced skills for effective communication in terms of challenging service situations – empathy, questioning and listening Scope 4 days of training Emotional-experience focused service – what and why?  The correlation between satisfaction and loyalty  What do customers want? The transition from service to experience management  Customer experience features  Progressive skills in effective communication  Tools and techniques for listening, questioning and empathy  Principles for creating a positive emotional experience Key issues Learning methods Emotional experience indicator EmotionalprocessTangible  Quality  Price  Availability  Coordination  Punctuality  Flow  Monitoring and control  Trust  Personal relationship  Sense of being valued – “they cared about me” Group training
  12. 12. Digital service Goals Target group: service representatives  Defining the principles of digital service accordingly with the concept of the organizational service guidelines  The “digital service provider” role in customer experience management  Providing tools for written communication management when addressing the customer  Practice and experience manage the digital and chat service accordingly with the service principles Scope 3 days of training  Why have a digital service? Why now?  From frontal and telephone service to a digital service  The advantages and challenges in digital service  Similarities and differences between spoken and written communication  Highlights for written communication  “walk the talk” – conversation structure in the digital service  Managing unsatisfied customers in the digital service Key issues Delivering all the necessary information to the customer with a focus on the separation of wheat from the chaff Delivering reliable and accurate information, Delivering clear and understandable information, avoiding the use of jargon the customer may not know or understand Adjusting the wording's delivery to the addressee (his job, personal characteristics) and to the situation Complex cases / cases where we are not sure that the customer will understand the information, it is recommended to verify the understanding (phone / email) Initiative, extra mile, thinking about the details and the other side might have not asked for, Professional knowledge transfer (the what), and thought about how I will present things to the customer (the how) Detailing Detail precision Clarity Personalized and adjusted Thinking outside the box “what” and “how” Ensuring comprehension Learning methods Group training
  13. 13. Sales Goals Target audience: sales representatives  Sales skills need a refinement in service throughout the customer life cycle  Deepening the control in characteristics and advantages of the of products and services offered  Acquire advanced sales and making an impact skills, according to the classic sales model - inquire, direct and conclude  Strengthening the control and capability to make a sale, even in complex situations Scope 2-3 training days  Sales in a customer world  What moves people to buy – about consumer behavior  The service-for-sale approach - an effective sales call according to the model  The farmer and the hunter sales pros and cons  The VFC and VTC model  Advantages as a meeting point for needs and benefits  Advanced sales skills  Objection as an opportunity in a sales process Key issues Learning methods VFC Value from customer (profit from the life cycle) VFC = Value From Customer CNE Who is the customer? (what does the customer expect and need) CNE = Customer needs & Expectations VTC Value to customer (what we offer) VTC = Value To CustomerGroup training
  14. 14. Formulating operation manuals and tools for customer management and performance improvement Main goal Target Group: organization/unit level Quality application of the customer management concept, tools, routines and positioning of customer managers as significant leaders in promoting work to lead constant performance improvement Strategy Leading the process of formulating a managerial map and tools for leading managers, following an enrichment training program as an advancement towards the next role leap  Uniform language along the managerial chain in leading the process of change  Creating a managerial standard in the role of the leading manager around the customer – align expectations  A tool to motivate, guide, implement and monitor customer experience  Strengthening a performance improvement culture  The process of organizational development under long-term vision Key issues What is the operation manuals ? The operation manual is a set of definitions and workflows that define what is required from the director, leading to meet the objectives and goals of both the unit and organization What does the operating manual consist of?  Introduction - background, importance of the process and essence of the changes  Defining the role and areas of authority and responsibility of the district manager/unit  An administrative / managerial map  a set of work and management processes - new / adapting existing processes  Toolbox management and leadership of implementing change and leading of a unit / team User comfort Targeted application Systematical vision Supporting tools Information systems Guiding principles
  15. 15. Internal service as a growth engine Main goal Target Group: organization level Implementing a service culture that promotes excellence behaviors supporting service and customer experiences as leverage to improve customer satisfaction both internally and externally Strategy Enterprise-wide move to strengthen customer-centric corporate culture which promotes excellence and service-supporting behaviors  Strengthening the role of the unit as a service provider  Strengthening the capabilities , skills and behaviors in supporting services  Improving customer value chain in internal organizational processes  Leading of initiatives and services improvement processes respectively for each unit Key issues A close relationship between the level of internal service and satisfaction with the quality of service provided to the customer Employee experience People Equity Factor Positive impact on the indicator of involvement, connection and employee commitment to the organization Internal organizational service Customer experience Satisfaction along with the quality of service provided to the customer Vision and objectives of the organization
  16. 16. Strengthening the professional units and interfaces to improve the customer experience Main goal Target Group: professional units Professional Unit positioning as a provider of quality service and support business activity Strategy Lead a training process for all unit employees through the waterfall strategy  Strengthening the importance of service in managing customer contact within the unit  "Alignment" about the service concept, the role of a service provider a uniform language service  Provide tools and skills to manage a service call with customers  Providing the tools to deal with challenging situations in in service - quick responsiveness, stress, anger and dissatisfaction of customers Key issues Knowledge - the combination of theoretical analysis with a discussion of examples of situations in providing services and dealing with them Skills - emphasis on practice tools and skills through simulations and role playing, analyzing questionnaires and service situations Intuition - discussion of the connection between knowledge, concepts, access to the services of participants and skills required, through discussion and experimentation in complex service situations, while giving and receiving feedback "Head" "Feet" "Gut" To create intimacy with the customer, the unit must define - the way we would like the customer to feel, service principles, expected behaviors and procedures: ( Customer Feelings) How would we want the customer to feel in each interaction with every figure in the unit? ( Brand Essence Customer Value) What are the values by which managers and employees in the unit work by? ( Managerial Employees Behaviors) What are the behaviors expected from each role in the unit in interface with internal and external customers?

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