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

1. NGG Customer Intimacy Added Value

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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?