A version of the Conflict Resolution Diagram / Evaporating Cloud talk/workshop I prepared for a SCiO Open Day in Manchester: http://www.scio.org.uk/node/760
Loyalty is one of the most important factor in the employee retention and and customer satisfaction.
A loyal employee develop loyal customers and loyal customers means better sales and profitability.
A guide on how to train your customer service agents to adapt themselves to the changing times, that enables them to appreciate and be motivated to provide exceptional customer support.
Outbound Call Centers: 5 Key Features You Should Know Vipul Srivastav
The outbound call centers are the most essential customer care solutions to ensure a solid customer base for your business. Let's look at the various features of the outbound call centers.
Loyalty is one of the most important factor in the employee retention and and customer satisfaction.
A loyal employee develop loyal customers and loyal customers means better sales and profitability.
A guide on how to train your customer service agents to adapt themselves to the changing times, that enables them to appreciate and be motivated to provide exceptional customer support.
Outbound Call Centers: 5 Key Features You Should Know Vipul Srivastav
The outbound call centers are the most essential customer care solutions to ensure a solid customer base for your business. Let's look at the various features of the outbound call centers.
Give your staff the tools they need to create positive experiences for their patients. Even in the best organizations, things go wrong and patients/residents and their families are inconvenienced. Research shows that effective handling not only keeps them from leaving, it actually strengthens their loyalty. If done well, Service Recovery can significantly improve profitability.
Getting from $400k to $4m - the Four Biggest Operational Challenges - Gordan TanMAXfocus
Everyone knows it takes a lot of blood, sweat and tears to grow a managed service business and some are more successful than others. Gordon Tan, owner of R & G Technologies and founder of Client Heartbeat knows this more than most having grown his business from a one man operator, to a four million dollar IT services business. In this not to be missed session, he shares real world insights and practical examples into his four biggest operational challenges over the course of this growth and how he overcame them.
11 Proven Approaches to Customer Feedback Employee EngagementGenroe
Customer feedback and the Net Promoter® process can drive customer engagement and improvement in your business but only if you first engage your employees.
But how, exactly, do you do that?
Digital customer service for the digital age 24th march indigo blue peer 1 ...Dominic Monkhouse
Power to Your People – The Death and Rebirth of CRM
Presentation title: Digital Customer Service for the Digital Age
Dominic Monkhouse describes how audiences are operating online and how to deliver outstanding service through online channels
As a self-service evangelist, Dominic will be speaking about the ways in which digital customer service can improve the satisfaction of members rather than reduce it. Using experiences from his own business background as well as those of some of the world’s most customer focused organisations, Dominic will bring into sharp focus what members really want, and how we should be helping them to help themselves.
Additional talking points / details:
· Applications of social media channels, such as Twitter and Facebook, to deliver a service message
· Engaging with consumer audiences to understand satisfaction through techniques such as Net Promoter Score
· Benefits of adopting channels for two-way, open and transparent communications; building communities and engagement through social media
Our research report delivers the results of our 9th annual research on call quality programs. The Ascent Group conducted research during the 2nd quarter of 2010 to better understand how companies are monitoring call quality and other customer transactions. We asked companies to share their call monitoring experiences to help us identify the practices that make or break a quality monitoring process. We also asked them to provide their plans moving forward as well as lessons learned along the way.
Detailed case studies featuring companies examine current monitoring practices, lessons learned, challenges overcome, plans for the future, and business practices that have led to "big wins".
Counting What Counts in Contact Centers - Call Quality MonitoringHilario Fiandeiro
With ‘Call Quality Monitoring (CQM)’, we need to be spending much MORE time obsessing about how we can improve each customer conversation and much LESS time haggling about the validity and fairness of CQM scores.
This slide deck highlights what's wrong with CQM in our call centres and suggests how to fix It!
Give your staff the tools they need to create positive experiences for their patients. Even in the best organizations, things go wrong and patients/residents and their families are inconvenienced. Research shows that effective handling not only keeps them from leaving, it actually strengthens their loyalty. If done well, Service Recovery can significantly improve profitability.
Getting from $400k to $4m - the Four Biggest Operational Challenges - Gordan TanMAXfocus
Everyone knows it takes a lot of blood, sweat and tears to grow a managed service business and some are more successful than others. Gordon Tan, owner of R & G Technologies and founder of Client Heartbeat knows this more than most having grown his business from a one man operator, to a four million dollar IT services business. In this not to be missed session, he shares real world insights and practical examples into his four biggest operational challenges over the course of this growth and how he overcame them.
11 Proven Approaches to Customer Feedback Employee EngagementGenroe
Customer feedback and the Net Promoter® process can drive customer engagement and improvement in your business but only if you first engage your employees.
But how, exactly, do you do that?
Digital customer service for the digital age 24th march indigo blue peer 1 ...Dominic Monkhouse
Power to Your People – The Death and Rebirth of CRM
Presentation title: Digital Customer Service for the Digital Age
Dominic Monkhouse describes how audiences are operating online and how to deliver outstanding service through online channels
As a self-service evangelist, Dominic will be speaking about the ways in which digital customer service can improve the satisfaction of members rather than reduce it. Using experiences from his own business background as well as those of some of the world’s most customer focused organisations, Dominic will bring into sharp focus what members really want, and how we should be helping them to help themselves.
Additional talking points / details:
· Applications of social media channels, such as Twitter and Facebook, to deliver a service message
· Engaging with consumer audiences to understand satisfaction through techniques such as Net Promoter Score
· Benefits of adopting channels for two-way, open and transparent communications; building communities and engagement through social media
Our research report delivers the results of our 9th annual research on call quality programs. The Ascent Group conducted research during the 2nd quarter of 2010 to better understand how companies are monitoring call quality and other customer transactions. We asked companies to share their call monitoring experiences to help us identify the practices that make or break a quality monitoring process. We also asked them to provide their plans moving forward as well as lessons learned along the way.
Detailed case studies featuring companies examine current monitoring practices, lessons learned, challenges overcome, plans for the future, and business practices that have led to "big wins".
Counting What Counts in Contact Centers - Call Quality MonitoringHilario Fiandeiro
With ‘Call Quality Monitoring (CQM)’, we need to be spending much MORE time obsessing about how we can improve each customer conversation and much LESS time haggling about the validity and fairness of CQM scores.
This slide deck highlights what's wrong with CQM in our call centres and suggests how to fix It!
The technologies and people we are designing experiences for are constantly changing, in most cases they are changing at a rate that is difficult keep up with. When we think about how our teams are structured and the design processes we use in light of this challenge, a new design problem (or problem space) emerges, one that requires us to focus inward. How do we structure our teams and processes to be resilient? What would happen if we looked at our teams and design process as IA’s, Designers, Researchers? What strategies would we put in place to help them be successful? This talk will look at challenges we face leading, supporting, or simply being a part of design teams creating experiences for user groups with changing technological needs.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
3 Things Every Sales Team Needs to Be Thinking About in 2017Drift
Thinking about your sales team's goals for 2017? Drift's VP of Sales shares 3 things you can do to improve conversion rates and drive more revenue.
Read the full story on the Drift blog here: http://blog.drift.com/sales-team-tips
How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
What to prepare? How to overcome the downturn of the Business?
How to get back up?
Know more about building successful business after Covid-19 Lockdown
500% to 10,000% ROI
Maximise cash position
5 Steps Startup Approach
No fancy stuff; down-to-earth
Shorten startup to 3-6 months
Increase success rate by 80%
Solid foundation for future growth
Significantly reduce business risks
Critical insights and essential principles
Driving a Customer Success Culture in Your Enterprise (Subscribed13)Zuora, Inc.
Gainsight - Nick Mehta, CEO
With subscription businesses focused on building profitable customer relationships and reducing churn, Customer Success needs to permeate your company as a mindset and a formal function. Many companies in the Subscription Economy have elevated it to a VP-level organization. Come and learn practical tips for how to drive the right people and process changes in your company and take Customer Success to a new level.
In today’s competitive business environment all innovative entrepreneurs are constantly looking for new ingenious strategies which can take their commercial venture to new heights.
Bob London Master Class, Part II - Aligning Voice of Customer & Voice of Your...Chief Listening Officers
In Part I of this Master Class, we talked about uncovering your customers elevator rant which is basically the topics that are most important to them that they share on the proverbial elevator when there are no vendors around. And how important it is to understand those rants and the language they use - because that’s the language we’re going to use back to them when we message them.
And that’s what this presentation is about: Synthesizing the voice of your customers into a compelling, customer-first messaging strategy.
Closing the feedback loop
Your customers are talking to or about you on multiple platforms. They are sharing their experiences and feedback with you. While listening to their feedback is important, taking action on that feedback is critical.
That’s why you need to close the feedback loop.
What does closing the feedback loop means?
Listening to the customer feedback, taking the required action, and informing the customers of the action taken is called closing the feedback loop.
How to close the feedback loop?
STEP 1: Gather feedback from your customers at each touchpoint across the customer journey.
STEP 2: Analyze the feedback and reach out to the top 5-10 customers to understand their problems in-depth.
STEP 4: Inform the concerned stakeholders, brainstorm ideas, and take the required action.
STEP 5: Communicate with your customers about the action that you’ve taken to resolve their issues.
You can close the feedback loop in two ways.
1. Inner loop
In the inner loop, frontline workers/agents have the authority to take immediate action on the issues that customers are facing. For instance, if a customer complains about a simple refund issue or a late delivery, the agents can resolve the issue themselves.
- It empowers the employees by allowing them to resolve customer issues on their own.
- It encourages their learning.
- It enhances customer engagement and satisfaction.
Give training to your employees
Several employees don’t know what actions to take on customers’ feedback. So, give them the training to enhance their skill-set. Guide them on taking negative feedback positively and ask them to be empathetic towards customers. Train them to be in the customers' shoes and think from their perspective. This encourages a customer-centric culture in the organization.
2. Outer loop
The outer loop is used for complex problems that your agents/frontline workers can’t resolve on their own. Problems that need technical changes, system changes, pricing, product features, etc. are often sent to the other departments where senior management and huge investments are involved.
For example, if multiple customers Aae facing a technical problem that the frontline agent cant resolve themselves, then it is communicated to the technical team and is resolved from the core.
What is the purpose of the outer loop?
The purpose of the outer loop is to prioritize changes that an individual or team can’t do on their own. The outer loop gives voices to the employees as they share customers’ concerns with the management. And it identifies and resolves the problems with the product or service issues from the core. Moreover, it enhances multiple team collaboration.
Why outer loop is crucial?
The outer loop is crucial because an effective outer loop makes employees feel supported and close to the company. It helps in prioritizing and implementing structural changes and improvements. Also, it is robust, transparent, and rigorous.
In industries that are heavily reliant on technical skills, such as the Pharmaceutical sector, it is common to find leaders who have not had an opportunity to develop effective people-management skills.
That’s the issue that one client wanted to confront when they came to Great Managers.
Are you experiencing similar challenges in your organisation? Visit: https://www.greatmanagers.com.au/academy/
The book The Effortless Experience provides valuable insights into drivers of customer loyalty and disloyalty. The information is counter to what has traditionally been well-accepted practices in business. It's critical for Customer Success practitioners to understand the correlation between customer effort and loyalty in support of customer acquisition and retention goals.
These are the slides to a lightning talk on I gave at the PHPNW meetup on 6 Aug 2013. It's an incomplete, slightly skewed look at how I apply Personal Kanban myself. - Ash
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
1. CONFLICT IN
COMPLEX SYSTEMS
Resolving conflict methodically with the
Conflict Resolution Diagram from Theory of Constraints
Ash Moran
ash.moran@patchspace.co.uk
PatchSpace Ltd @patchspace
5. CONFLICT SCENARIO:
LIMITED RESOURCES
HoldYourHand Hosting provides managed server hosting to
large and small clients. Recently they’ve been suffering an
unusually large number of outages.
In a number of cases, support staff have handled follow-up
calls badly and upset clients. As a reaction, many managers
have taken to jumping on issues themselves. “Managers
think they know our job best!” and “Support staff are
complete idiots!” and are often heard shouted around.
Support staff are scared to speak to clients,
and managers are overwhelmed with firefighting.
Who should handle the clients, support staff or managers?
9. NECESSITY LOGIC 101
Attend every SCiO
meeting
Be an expert in the
Viable System
Model
“In order to be an expert in the Viable System Model,
I must attend every SCiO meeting”
10. NECESSITY LOGIC 101
Pay all the
entry fees
Attend every SCiO
meeting
“In order to attend every SCiO meeting,
I must pay all the entry fees”
18. NECESSITY LOGIC 101
Pay all the
entry fees
Attend every SCiO
meeting
“In order to attend every SCiO meeting,
I must pay all the entry fees,
because all SCiO meetings have a fee,
and Ben throws fee-dodgers out the window”
All SCiO meetings have a fee
Ben throws fee-dodgers out the window
19. REQUIREMENT 1
Run a successful
business
Preserve client
relationships
We need clients to be successful
We can’t afford to lose clients
We can’t find new clients
20. REQUIREMENT 2
Run a successful
business
Don’t waste
management time
Management time is scarce
Managers have a specific role to play
in improving the business
If managers are distracted, the
long-term health of the business is
compromised
21. PRE-REQUISITE 1
Managers
call clients
Preserve client
relationships
Managers are better at dealing with clients
than support staff
Clients are going to leave if they get bad service
from support staff
Support staff can’t learn to make good calls
22. PRE-REQUISITE 2
Support staff
call clients
Don’t waste
management time
Managers don’t have time to make calls
Support calls are operational work, not
management work
Support staff have useful knowledge
about outages when making calls
25. REQUIREMENT 1
Run a successful
business
Preserve client
relationships
We need clients to be successful
We can’t afford to lose ONE SINGLE client
We can’t find ANY new clients
26. REQUIREMENT 2
Run a successful
business
Don’t waste
management time
Management time is scarce
Managers have a specific role to play
in improving the business
If managers are distracted AT ALL,
the long-term health of the business is
compromised
27. PRE-REQUISITE 1
Managers
call clients
Preserve client
relationships
ALL managers are MUCH better at dealing with
clients than support staff
ANY clients will leave if they get JUST ONE
bad call from support staff
Support staff CAN’T POSSIBLY learn to make good
calls
28. PRE-REQUISITE 2
Support staff
call clients
Don’t waste
management time
Managers don’t have ANY time to make calls
Support calls are operational work, not
management work
ONLY support staff have useful knowledge
about outages when making calls
31. REQUIREMENT 1
Run a successful
business
Preserve client
relationships
We need clients to be successful
We can’t afford to lose ONE SINGLE client
We can’t find ANY new clients
❌
❌
32. REQUIREMENT 2
Run a successful
business
Don’t waste
management time
Management time is scarce
Managers have a specific role to play
in improving the business
If managers are distracted AT ALL,
the long-term health of the business is
compromised
❌
33. PRE-REQUISITE 1
Managers
call clients
Preserve client
relationships
ALL managers are MUCH better at dealing with
clients than support staff
ANY clients will leave if they get JUST ONE
bad call from support staff
Support staff CAN’T POSSIBLY learn to make good calls
❌
❌
❌
34. PRE-REQUISITE 2
Support staff
call clients
Don’t waste
management time
Managers don’t have ANY time to make calls
Support calls are operational work, not
management work
ONLY support staff have useful knowledge
about outages when making calls
❌
❌
37. PRE-REQUISITE 1
Managers
call clients
Preserve client
relationships
Target management calls on the most
important situations
(Do we know which these are???)
Train support staff
(Who? How? When?)
38. PRE-REQUISITE 2
Support staff
call clients
Don’t waste
management time
Give more information to managers
before calls
(Do we have this???)
39. THE CONFLICT
Run a successful
business
Managers
call clients
Support staff
call clients
Preserve client
relationships
Don’t waste
management time
Target management calls
Call training for staff
Highlight information
41. PRE-REQUISITE 1
Managers
call clients
Preserve client
relationships
Restrict management calls to clients
worth over 5% of business or with
complaints in the last 8 weeks
Allocate 2 hours per week to be spent
on training calls for support staff
42. PRE-REQUISITE 2
Support staff
call clients
Don’t waste
management time
Create a system for support staff to
flag significant information to
managers before making calls
43. THE CONFLICT
Run a successful
business
Managers
call clients
Support staff
call clients
Preserve client
relationships
Use mgmt time
appropriately
Target management calls
Call training for staff
Highlight information
44. THE CONFLICT
Run a successful
business
Preserve client
relationships
Don’t waste
management time
Target
management calls
Call training for staff
Highlight
information
45. FINAL STEP OF THE CYCLE
Have courage to commit to the solution:
a solution never implemented is worse than
a solution never promised.
46. DISCUSSION POINT
The company experienced a period of long outages to
high-profile clients. Many of the support staff were
junior members with little experience.
Was it reasonable to expect support staff to handle
these calls well? What plausible scenarios might have
caused this situation and in which of them is blaming
the support staff fair?