20 Best Sales Objections Handling Techniques - SlidesAndriy Popov
Do you have troubles with customer objections? Or you'd like to close more deals? Learn how you can easily deal with sales objections. Please Share and Like this presentation!
Full text article about sales objections handling: http://www.logision.com/knowledge/sales-objection-handling
Video: https://www.youtube.com/watch?v=fa_n6UHt_CI
More business articles: http://www.logision.com/knowledge
Optimize your business with Logision: http://www.logision.com/
10. sales training territory managementEarl Stevens
The document discusses territory management and sales territories. It provides information on:
- The nature of territory management and defining sales territories based on customer grouping rather than geography.
- Types of accounts like major accounts and direct accounts that require special attention.
- Activities involved in territory management like planning, implementation, and control.
- Factors to consider when designing sales territories like workload, products, competition, and sales potential.
- Reasons for establishing and revising sales territories related to customers, salespeople, and management.
The document discusses customer-centric selling strategies and techniques. It emphasizes that the most successful businesses focus on retaining current customers, selling more to existing customers, and acquiring new customers in a way that maximizes lifetime customer value. Some key points include:
- Selling is about planting ideas in customers' minds so they feel it was their own idea, done ethically.
- Core processes involve retaining current customers, upselling to current customers, and acquiring new customers.
- Customers are more aware, demanding, and less loyal now.
- The customer decision cycle and selling cycle involve understanding customer needs and confirming the solution fits before closing the sale.
- Cross-selling existing customers additional products
This document discusses various methods for identifying qualified sales prospects, including utilizing satisfied customers for referrals, networking, identifying centers of influence, internet prospecting, trade shows, seminars, and researching public directories. It emphasizes that not all leads will qualify as prospects and outlines factors to consider like need, ability to pay, authority to buy, accessibility, and eligibility. Effective prospecting is important for sales success.
Simple yet crucial Steps required by anyone to generate leads and make a good use of it to flourish their business. After-all who doesn't want to grow their client prospects.
This document outlines key aspects of developing an effective sales presentation. It discusses including features, advantages, and benefits; using visual aids, demonstrations, and dramatization to engage prospects; addressing objections; and following ethical practices. The overall goal is to clearly explain your offering and its benefits for the customer in a way that appeals to their senses and leads to understanding.
15 sales techniques to improve the sales processYuri Piltser
The document outlines 15 strategies and 6 core concepts for being an effective salesperson. The strategies include: calling prospects regularly to stay top of mind; always asking for business; asking probing questions; promoting your strengths while managing expectations; developing personal relationships; staying organized; and becoming a trusted advisor by providing value-added solutions. The core concepts emphasize treating clients well, having a positive attitude, and properly framing sales conversations through effective questioning.
20 Best Sales Objections Handling Techniques - SlidesAndriy Popov
Do you have troubles with customer objections? Or you'd like to close more deals? Learn how you can easily deal with sales objections. Please Share and Like this presentation!
Full text article about sales objections handling: http://www.logision.com/knowledge/sales-objection-handling
Video: https://www.youtube.com/watch?v=fa_n6UHt_CI
More business articles: http://www.logision.com/knowledge
Optimize your business with Logision: http://www.logision.com/
10. sales training territory managementEarl Stevens
The document discusses territory management and sales territories. It provides information on:
- The nature of territory management and defining sales territories based on customer grouping rather than geography.
- Types of accounts like major accounts and direct accounts that require special attention.
- Activities involved in territory management like planning, implementation, and control.
- Factors to consider when designing sales territories like workload, products, competition, and sales potential.
- Reasons for establishing and revising sales territories related to customers, salespeople, and management.
The document discusses customer-centric selling strategies and techniques. It emphasizes that the most successful businesses focus on retaining current customers, selling more to existing customers, and acquiring new customers in a way that maximizes lifetime customer value. Some key points include:
- Selling is about planting ideas in customers' minds so they feel it was their own idea, done ethically.
- Core processes involve retaining current customers, upselling to current customers, and acquiring new customers.
- Customers are more aware, demanding, and less loyal now.
- The customer decision cycle and selling cycle involve understanding customer needs and confirming the solution fits before closing the sale.
- Cross-selling existing customers additional products
This document discusses various methods for identifying qualified sales prospects, including utilizing satisfied customers for referrals, networking, identifying centers of influence, internet prospecting, trade shows, seminars, and researching public directories. It emphasizes that not all leads will qualify as prospects and outlines factors to consider like need, ability to pay, authority to buy, accessibility, and eligibility. Effective prospecting is important for sales success.
Simple yet crucial Steps required by anyone to generate leads and make a good use of it to flourish their business. After-all who doesn't want to grow their client prospects.
This document outlines key aspects of developing an effective sales presentation. It discusses including features, advantages, and benefits; using visual aids, demonstrations, and dramatization to engage prospects; addressing objections; and following ethical practices. The overall goal is to clearly explain your offering and its benefits for the customer in a way that appeals to their senses and leads to understanding.
15 sales techniques to improve the sales processYuri Piltser
The document outlines 15 strategies and 6 core concepts for being an effective salesperson. The strategies include: calling prospects regularly to stay top of mind; always asking for business; asking probing questions; promoting your strengths while managing expectations; developing personal relationships; staying organized; and becoming a trusted advisor by providing value-added solutions. The core concepts emphasize treating clients well, having a positive attitude, and properly framing sales conversations through effective questioning.
This document discusses dos and don'ts for handling sales objections. It identifies the most common objections like price, trust, and fear of change. It recommends listening to objections, validating problems, and answering objections by demonstrating features, comparing products, and stressing quality over price. Salespeople should avoid arguing, pressuring, losing temper, or talking too much. They should remain patient, knowledgeable, and make customers feel heard. Objections are beneficial as they reveal customer needs and help improve products.
The document discusses customer delight and how exceeding customer expectations can lead to positive word-of-mouth promotion. It emphasizes that customer delight involves creating an individualized experience for each customer to enhance their relationship with the brand. To achieve customer delight, companies should give customers what they need, deliver services on time, and provide value. This ensures expectations are exceeded, which leads to customer satisfaction and can create a "wow factor" that builds loyalty.
Communication skills & selling skillsAafreen Ahmed
This document discusses communication skills and selling skills. It defines communication and outlines the communication process. It describes elements of non-verbal and verbal communication. The document then discusses advanced communication skills, including how the brain processes information and forms internal maps. It also outlines basic and advanced communication skills. The document then defines selling and describes the steps in the selling process. It discusses types and methods of selling. It outlines selling skills required at different stages of the sales process and how to handle objections and close sales. The document concludes by discussing providing after-sales service, making suggestions to customers, and building long-term customer relationships.
This document provides tips for motivating sales staff. It discusses using commissions, contests, bonuses and other incentives to inspire sales teams. It recommends identifying what specifically excites individual team members, such as cash, gifts or job satisfaction. Motivating tactics mentioned include making commissions a driving force, building winning teams through collaboration, adding peer pressure through public metrics, getting company-wide buy-in for sales, and keeping motivation frequent and tied to daily goals.
While closing a sale is never guaranteed, salespeople can increase their odds of closing by helping customers identify problems and demonstrate how their product provides a solution. When prospects ask for concessions, salespeople should ask if agreeing to the concession would result in them signing the agreement, rather than simply agreeing without getting a commitment, to avoid endless concessions as the deal progresses.
The best sales reps share a number of attributes and are always looking to improve their skills. Here is a list of the 15 most important steps to take on your journey to becoming a better salesperson.
The document discusses various aspects of sales training including:
1. Sales training is essential to develop salespeople's skills through both formal and informal methods such as orientation, coaching, and continuing education.
2. Training needs vary depending on a salesperson's experience, abilities, and career stage which typically includes preparation, development, maturity, and decline phases.
3. Effective training utilizes different methods like lectures, demonstrations, role-playing, and on-the-job coaching tailored to the content and objectives.
Evaluation of training impact considers metrics like market performance, testing, and supervisor feedback.
The document discusses the key skills needed for successful retail selling. It emphasizes the importance of environmental management, personal management, service management, and complaints handling to convert customers. Some essential skills discussed include building rapport, suggestive selling, maintaining confidence, flexibility, and perseverance through challenges. The document stresses treating customers as the top priority and finding ways to satisfy their needs.
How to be a good Salesman. Knowing how to sell a product is a skill that must be practiced. Good salespeople have a strong work ethic and never give up on a sale. You must know your product, know your customer, and be able to clearly show how your product will improve the life of your customer. Develop a sales pitch that is specific to the needs of your customer and follow up to close the deal. If you are not able to close the deal, continue to develop a relationship with the customer. You may win them over eventually.
Customer Service Basic training for Public agencies. Diversity and culture competence play a huge role in customer satisfaction.
http://www.saharconsulting.com
Sales Power covers the secrets of successful people. Provides - Speeches for Coaches - Professional seminar presentation and workbook materials. Helps your clients build a personal plan to succeed in their goals. www.speechesforcoaches.com, Jon Newsome (770) 614-4146.
Hunter farmer ....a sales model… or competences needed within every business ...Joost Holleman
This document discusses different sales models and the characteristics of "hunters" and "farmers" in sales roles. It describes hunters as focused on acquiring new customers through prospecting, while farmers nurture existing customer relationships. The document provides details on 12 different sales models, including relationship-based, presentation-focused, and value-selling models. It also analyzes key differences between hunters and farmers in traits like resilience, teamwork, and approach to qualifying prospects and nurturing customers.
This document provides guidance on handling objections that may arise during sales presentations. It defines what an objection is and distinguishes between false objections, which occur before providing full details, and true objections, which happen after presenting pricing. The proven process for objection handling is outlined as clarify, isolate/validate, and overcome. Examples of common objections like requesting information or price are given. The document also provides a sample objection scenario and response addressing a potential customer who only speaks at conferences. It emphasizes that regular practice is needed to get better at objection handling and to eventually welcome objections.
Marketo: The definitive-guide-to-lead-generation Jan 2014Brian Crotty
Here are the key points about defining a lead from the document:
- A lead is a qualified prospect that is starting to exhibit buying behavior.
- When defining a lead, companies should consider both demographic factors (e.g. title, company) and psychographic factors (e.g. needs, pain points).
- Sales and marketing must agree on a universal lead definition through open discussion. They should define what makes a "good" lead versus a "bad" lead.
- In addition to demographics, B2B companies also consider firmographics like company size, industry, and existing products when defining leads.
- Qualifying leads based on their BANT (budget, authority, need, timeline
Relationship Selling Presentation by chickledesigns.com
At: Silicon Halton Workshop Day at the @BurlingtonHive >> http://ow.ly/uhRdf
Presented: March 26, 2014
www.siliconhalton.com
@siliconhalton
#shlearn
The document discusses strategies for B2C sales and customer relationship building. It recommends starting with quality and consistency to build relationships, and provides tips for profiling potential customers to better understand them. Various tools are presented to help with customer profiling, database building, email marketing and re-engaging past customers. Steps for testing and improving sales strategies in an iterative process are also described.
In this presentation, Sam Lippman discusses the necessity of having an exhibit and sponsorship sales plan and how to build one with Kellie Shevlin of Craft Beverage Expo and Ryan Brown of NTP.
Sales digital and direct marketing strategies presentationCGachuru
Sales, Digital and Direct Marketing Strategies outlines strategies for personal selling, digital marketing, and direct marketing. It discusses determining the role of personal selling in promotional strategies and designing sales organizations. It also covers recruiting, training, and managing salespeople, as well as evaluating performance and making adjustments. The document introduces strategies for digital marketing, including identifying opportunities online and developing a vision for how digital assets can meet business and stakeholder needs. It also discusses objectives and value opportunities and risks of internet marketing.
Building Your Employer Brand Strategy - Stacy ParkerSocialHRCamp
In this interactive mega-session Stacy will take participants through the process of building a social media employer brand
strategy. Workshop components include:
- Why is employer branding important?
- How does your employer brand strategy rank?
- Steps to employer brand strategy
- Building a social media employer brand strategy
- Communicating your employer brand
- The role of social media on your employer brand strategy
- Adding measurable value
The document discusses the importance of establishing a strong service culture for internal marketing programs. It states that a service culture is the first step in developing a customer-oriented organization and influences employees to act in customer-oriented ways. A strong service culture is developed through management commitment, policies, procedures, reward systems, and actions that support customer service. It also involves turning the organizational structure upside down so that customers are at the top and employees at all levels are focused on serving customers.
This document discusses dos and don'ts for handling sales objections. It identifies the most common objections like price, trust, and fear of change. It recommends listening to objections, validating problems, and answering objections by demonstrating features, comparing products, and stressing quality over price. Salespeople should avoid arguing, pressuring, losing temper, or talking too much. They should remain patient, knowledgeable, and make customers feel heard. Objections are beneficial as they reveal customer needs and help improve products.
The document discusses customer delight and how exceeding customer expectations can lead to positive word-of-mouth promotion. It emphasizes that customer delight involves creating an individualized experience for each customer to enhance their relationship with the brand. To achieve customer delight, companies should give customers what they need, deliver services on time, and provide value. This ensures expectations are exceeded, which leads to customer satisfaction and can create a "wow factor" that builds loyalty.
Communication skills & selling skillsAafreen Ahmed
This document discusses communication skills and selling skills. It defines communication and outlines the communication process. It describes elements of non-verbal and verbal communication. The document then discusses advanced communication skills, including how the brain processes information and forms internal maps. It also outlines basic and advanced communication skills. The document then defines selling and describes the steps in the selling process. It discusses types and methods of selling. It outlines selling skills required at different stages of the sales process and how to handle objections and close sales. The document concludes by discussing providing after-sales service, making suggestions to customers, and building long-term customer relationships.
This document provides tips for motivating sales staff. It discusses using commissions, contests, bonuses and other incentives to inspire sales teams. It recommends identifying what specifically excites individual team members, such as cash, gifts or job satisfaction. Motivating tactics mentioned include making commissions a driving force, building winning teams through collaboration, adding peer pressure through public metrics, getting company-wide buy-in for sales, and keeping motivation frequent and tied to daily goals.
While closing a sale is never guaranteed, salespeople can increase their odds of closing by helping customers identify problems and demonstrate how their product provides a solution. When prospects ask for concessions, salespeople should ask if agreeing to the concession would result in them signing the agreement, rather than simply agreeing without getting a commitment, to avoid endless concessions as the deal progresses.
The best sales reps share a number of attributes and are always looking to improve their skills. Here is a list of the 15 most important steps to take on your journey to becoming a better salesperson.
The document discusses various aspects of sales training including:
1. Sales training is essential to develop salespeople's skills through both formal and informal methods such as orientation, coaching, and continuing education.
2. Training needs vary depending on a salesperson's experience, abilities, and career stage which typically includes preparation, development, maturity, and decline phases.
3. Effective training utilizes different methods like lectures, demonstrations, role-playing, and on-the-job coaching tailored to the content and objectives.
Evaluation of training impact considers metrics like market performance, testing, and supervisor feedback.
The document discusses the key skills needed for successful retail selling. It emphasizes the importance of environmental management, personal management, service management, and complaints handling to convert customers. Some essential skills discussed include building rapport, suggestive selling, maintaining confidence, flexibility, and perseverance through challenges. The document stresses treating customers as the top priority and finding ways to satisfy their needs.
How to be a good Salesman. Knowing how to sell a product is a skill that must be practiced. Good salespeople have a strong work ethic and never give up on a sale. You must know your product, know your customer, and be able to clearly show how your product will improve the life of your customer. Develop a sales pitch that is specific to the needs of your customer and follow up to close the deal. If you are not able to close the deal, continue to develop a relationship with the customer. You may win them over eventually.
Customer Service Basic training for Public agencies. Diversity and culture competence play a huge role in customer satisfaction.
http://www.saharconsulting.com
Sales Power covers the secrets of successful people. Provides - Speeches for Coaches - Professional seminar presentation and workbook materials. Helps your clients build a personal plan to succeed in their goals. www.speechesforcoaches.com, Jon Newsome (770) 614-4146.
Hunter farmer ....a sales model… or competences needed within every business ...Joost Holleman
This document discusses different sales models and the characteristics of "hunters" and "farmers" in sales roles. It describes hunters as focused on acquiring new customers through prospecting, while farmers nurture existing customer relationships. The document provides details on 12 different sales models, including relationship-based, presentation-focused, and value-selling models. It also analyzes key differences between hunters and farmers in traits like resilience, teamwork, and approach to qualifying prospects and nurturing customers.
This document provides guidance on handling objections that may arise during sales presentations. It defines what an objection is and distinguishes between false objections, which occur before providing full details, and true objections, which happen after presenting pricing. The proven process for objection handling is outlined as clarify, isolate/validate, and overcome. Examples of common objections like requesting information or price are given. The document also provides a sample objection scenario and response addressing a potential customer who only speaks at conferences. It emphasizes that regular practice is needed to get better at objection handling and to eventually welcome objections.
Marketo: The definitive-guide-to-lead-generation Jan 2014Brian Crotty
Here are the key points about defining a lead from the document:
- A lead is a qualified prospect that is starting to exhibit buying behavior.
- When defining a lead, companies should consider both demographic factors (e.g. title, company) and psychographic factors (e.g. needs, pain points).
- Sales and marketing must agree on a universal lead definition through open discussion. They should define what makes a "good" lead versus a "bad" lead.
- In addition to demographics, B2B companies also consider firmographics like company size, industry, and existing products when defining leads.
- Qualifying leads based on their BANT (budget, authority, need, timeline
Relationship Selling Presentation by chickledesigns.com
At: Silicon Halton Workshop Day at the @BurlingtonHive >> http://ow.ly/uhRdf
Presented: March 26, 2014
www.siliconhalton.com
@siliconhalton
#shlearn
The document discusses strategies for B2C sales and customer relationship building. It recommends starting with quality and consistency to build relationships, and provides tips for profiling potential customers to better understand them. Various tools are presented to help with customer profiling, database building, email marketing and re-engaging past customers. Steps for testing and improving sales strategies in an iterative process are also described.
In this presentation, Sam Lippman discusses the necessity of having an exhibit and sponsorship sales plan and how to build one with Kellie Shevlin of Craft Beverage Expo and Ryan Brown of NTP.
Sales digital and direct marketing strategies presentationCGachuru
Sales, Digital and Direct Marketing Strategies outlines strategies for personal selling, digital marketing, and direct marketing. It discusses determining the role of personal selling in promotional strategies and designing sales organizations. It also covers recruiting, training, and managing salespeople, as well as evaluating performance and making adjustments. The document introduces strategies for digital marketing, including identifying opportunities online and developing a vision for how digital assets can meet business and stakeholder needs. It also discusses objectives and value opportunities and risks of internet marketing.
Building Your Employer Brand Strategy - Stacy ParkerSocialHRCamp
In this interactive mega-session Stacy will take participants through the process of building a social media employer brand
strategy. Workshop components include:
- Why is employer branding important?
- How does your employer brand strategy rank?
- Steps to employer brand strategy
- Building a social media employer brand strategy
- Communicating your employer brand
- The role of social media on your employer brand strategy
- Adding measurable value
The document discusses the importance of establishing a strong service culture for internal marketing programs. It states that a service culture is the first step in developing a customer-oriented organization and influences employees to act in customer-oriented ways. A strong service culture is developed through management commitment, policies, procedures, reward systems, and actions that support customer service. It also involves turning the organizational structure upside down so that customers are at the top and employees at all levels are focused on serving customers.
Create an internal brand for your talent acquisition team | Talent Connect 2016LinkedIn Talent Solutions
Kara Yarnot, Meritage Talent Solutions
Do many of your hiring managers still view your talent acquisition team as “order takers?” When something goes wrong in the business, are leaders quick to point the finger at the lack of results from the recruiting team? Are you still working to be viewed as the talent advisors that you really are?
You spent the past several years focusing on properly representing your talent brand to candidates and employees. In the process, you lost focus on how your team is viewed internally. How your executives and hiring managers view your team is as important to your success as your external talent brand.
Join this discussion and learn the secrets to internal branding for your team.
Check out the best of Talent Connect: http://bit.ly/2e5ojNe
One of the most important and often overlooked marketing strategies is identifying and communicating your organization's unique value proposition. By understanding what characteristics distinguish your organization from others in your industry, you will be able to craft messages that are better targeted to your audiences and more effective in getting your audience to purchase from you.
Ken Esthus, account director, Marketing General Inc.
Tracy Taylor, executive director, Natural Products Foundation
1. The document discusses how internal marketing can help build strong corporate branding, using the UK retail banking industry as a case study.
2. Internal marketing focuses on treating employees as internal customers to improve their skills and motivation to deliver excellent customer service.
3. Strong branding creates a recognizable identity and image of quality that helps companies attract and retain customers.
4. The study found that UK retail banks use internal marketing programs focusing on employee care, quality standards, training, and rewards to develop staff who can effectively represent the brand through their customer interactions.
This document summarizes research on the relationship between employee engagement and organizational performance. It finds that companies with higher employee engagement levels significantly outperform those with lower engagement across key metrics. Specifically, highly engaged organizations have twice the annual profit, 12% higher revenue growth, 18% higher productivity, 40% lower turnover, and better customer satisfaction, innovation, health and safety outcomes. The evidence demonstrates that improving employee engagement can substantially boost a company's financial and operational results.
Service culture, a strong lever of differentiationClaire BONNIOL
Presentation for Employee Engagement Summit, 14th of April 2016
At Academie du Service, with our 12 years of experience in consultancy and training for more than 250 companies in all industries and 20 countries, we argue that Service Culture is a unique concept that makes the link between employee engagement and customer engagement.
We believe in 5 key points in order to deliver a fabulous service culture. A company will be service oriented if and only if:
1. Focus is on the human being not only the product
2. 100% of satisfied customers is more important than zero mistakes
3. Service relationships are based on making customer and employee feel valued
4. The same attention is paid to customers and employees
5. Autonomy and initiative are emphasized by giving more empowerment
Tbwa 7 trends to disrupt employer brandingTBWA\Corporate
I. This document discusses trends that will disrupt employer branding, including open knowledge, collaboration and data sharing enabled by the internet and social media. Employees are becoming important brand ambassadors and sources of information about companies.
II. Companies will need to identify key skills and develop new ways to attract talent as capabilities shortages emerge. Social media, company websites and mobile technologies are becoming more important for recruitment.
III. New tools are being developed for social media sourcing of candidates, matching job seekers to open positions based on skills and personality fit, and moving beyond traditional resumes and interviews towards more transparent hiring processes.
This document discusses the importance of internal branding and creating brand champions within a company. It notes that the company is currently perceived externally as a technical resource provider but wants to change this image. It recommends educating and motivating employees on the brand identity through various communication channels. Employees who champion the new brand identity internally will help shift perceptions both within and outside the company to position it as a top business intelligence services company.
In preparation for the launch of the Engage for Success movement back in 2012, a Well-being subgroup was formed and produced this document called “Sustaining Employee Engagement and Performance – Why Wellbeing Matters”. This outlined the evidence for the links between employee engagement and employee well-being (both physical and psychological).
Aberdeen/FieldAware Building a Culture of Service Excellencefieldaware1
Resource POS, a POS systems and solutions provider based out of Chicago, implemented FieldAware's field service management solution to transform their service business. In collaboration with FieldAware, Aberdeen and Resource POS lead this informative metric-packed presentation to describe the challenges facing companies with field service engineers. They tell how implementing FieldAware's field service management solution has made a positive impact on the operations for Resource POS.
The 6 Ways Starbucks Kills it on Social MediaGraham Brown
Did you know Starbucks gets more tags on social media sites like Instagram than McDonalds, Apple and Coke COMBINED?
No kidding. 19 million tags on Instagram - that's a lot of people sharing the Starbucks experience without the need for advertising.
In this new presentation I look at how Starbucks generates massive "earned media" with its legendary Brand Experience.
Like the fingerprint, a brand is a company's unique signature. Branding has the power to promote loyalty, culture, and company values from the inside out. With a focus on internal branding, practitioners must create compelling experiences for internal stakeholders that carries over to the external customer experience.
Loretta Prencipe, Vice President, presented this deck to the IABC DC Chapter on July 13, 2013.
How to Align Internal Teams Behind your BrandBrandworkz
Internal buy-in to a brand from employees is critical for promoting the brand externally. To align internal teams behind a brand, companies should educate employees on the brand story and positioning, provide a central platform for all brand materials, and communicate the brand message frequently. This ensures employees can co-create customer experiences that deliver on brand promises, and build an "army" of brand ambassadors internally before focusing externally. For one company, aligning internal teams through an integrated brand platform solution reduced marketing requests, sped product launches, and allowed marketing to create more effective brand strategies, increasing sales.
Webinar Deck: 5 Do's and Don'ts of Employer BrandingFindly
Findly SVP Mark Hornung taps into his more than 20 years in employer branding to share the top 5 do's and don'ts that companies should consider when crafting and executing activities that support a strong employer brand.
This document outlines steps for creating a strong customer service culture. It recommends starting with a clear vision and core values, then teaching, defining, living, measuring and rewarding excellent customer service. Specific tactics discussed include journey mapping customer experiences, training employees on service fundamentals like solving problems and going the extra mile, and modeling the customer-centric cultures of companies like Netflix and Zappos. The goal is to develop a team focused on delivering the best possible customer experiences.
Leading the Customer Experience Revolution: Baystate Health, Cleveland Clinic...Renown Health
Leading the Customer Experience Revolution. Customer experience is radically shifting to the forefront in healthcare. Examine the leadership role of marketing in driving excellence in service design, patient experience, and social engagement.
Margaret Coughlin, SVP and Chief Marketing & Communications Officer
Boston Children’s Hospital (Boston, MA); Suzanne Hendery, VP, Marketing & Public Affairs, Baystate Health (Springfield, MA); Paul Matsen, Chief Marketing & Communications Officer Cleveland Clinic (Cleveland, OH); Linda MacCracken, (Facilitator), Senior Principal, Accenture. Presented at the 2016 Healthcare Marketing & Physician Strategies Summit, Chicago, 5/22/2016
The document discusses internal communications strategies for several companies. It provides examples of tools and channels used to communicate vision, mission, values, and changes to employees. These include intranets, newsletters, videos, presentations, meetings, and training sessions. The goal is to help employees understand why changes are happening, make them willing to support new strategies, and empower them to take necessary actions through resources and guidance.
The document discusses internal branding and its relevance and role for internal communicators. It asks whether the brand is relevant internally, how it has changed internal communicators' jobs, and what their role is in internal branding. It outlines four expressions of a brand: corporate, product, employee, and employer brands. It notes that the product/corporate brand is experienced through product use and advertising, while the employer/employee brand is experienced through recruitment, training, culture and environment. Marketing communicates the external brands while HR and internal communicators are responsible for the internal brands.
Evaluating the Brand Value of Healthcare EntitiesPYA, P.C.
This document discusses evaluating the brand value of healthcare entities. It begins with an overview of healthcare affiliations between large brand name healthcare systems and local entities. It then discusses what comprises a healthcare brand in terms of reputation, quality, and benefits to the healthcare system. The document outlines reasons to value healthcare brands, such as for resource allocation, negotiating affiliations, and strategic decision making. It explores various brand valuation methodologies including the relief from royalty method, corroborative methods, and issues that can arise. Finally, it briefly discusses evaluating the strength of a healthcare brand.
Want to differentiate yourself from your competitors? Are your customers important to you? Want to prove it?
Customer Service Excellence is a practical tool that will be an invaluable assest to your company. A tool that enables continuous improvement by assessing and identifying your business capabilities allowing you to improve and deploy a more customer focussed delivery.
Start your journey in Excellence today!
C6 Advanced Information And Referral for Experienced Settlement Workers_Faed ...ocasiconference
This document provides an overview of an information and referral conference for experienced settlement workers. The conference objectives are to identify new developments and resources in the field, discuss essential skills and client expectations for quality information and referral, and identify key drivers of satisfaction and ways to measure service quality. The agenda covers topics such as the differences between providing information and referral to newcomers versus other groups, building knowledge bases, client service standards, and evaluating information and referral programs and websites. The document aims to help experienced settlement workers strengthen their skills in effectively researching and referring clients to community resources.
This document outlines Jupiter Management Services' consultancy process for improving customer service operations. They use a 9-component model to evaluate key areas like strategy, culture, channels, systems and staffing. Jupiter conducts an initial analysis and preliminary report, then provides an in-depth review and change management plan. Optional further services include training, interim management and ongoing support. The goal is to transform customer service from a cost center to a profit center through improved satisfaction, efficiency and staff retention.
This document provides an overview and implementation guide for ISO 9001, which establishes standards for quality management systems. It discusses the benefits that companies gain from adopting ISO 9001 principles, including more efficient operations, better cost control, and faster implementation of new practices. The guide then covers key aspects of implementing ISO 9001, such as understanding the standard, gaining management commitment, defining processes, measuring customer satisfaction, conducting internal audits, and continually improving the system. It emphasizes that the system should work for each individual organization.
Presentation by Paul van Veen, Customer ServiceBenchmarking Australia (CSBA) at the Serve You Right Conference, Melbourne, September 15-16, 2011. Provides an overview of What to look for in customer service measures; The overall service improvement model; Customer satisfaction measures; Understand current performance; Key points for successful customer satisfaction measurement
Customer Service Excellence® is primarily aimed at public bodies, providing them with the tools to drive truly customer-focused services. However no restrictions have been imposed on eligibility and the standard can therefore be readily applied in the commercial world where companies need to consistently review their approach and ensure it is truly focused around their customers.
This document provides guidance on implementing an ISO 9001 quality management system. It discusses the key elements of ISO 9001 including establishing a quality policy, objectives, and management system to meet customer needs. It emphasizes continual improvement through planning, implementing, checking, and adjusting the system using a PDCA cycle approach. The document also covers allocating resources, managing processes from sales to delivery, and ensuring competence throughout the organization. Implementing ISO 9001 helps improve efficiency, cost control, and performance.
This document discusses best practices in facility management for country clubs. It provides an overview of performance management, process management best practices in a club environment, and concludes with an exercise. Key topics covered include developing a balanced scorecard with metrics aligned to strategic goals, establishing key performance indicators, benchmarking facility management processes against industry standards, and ensuring facility management supports the overall mission and strategy of the country club.
Halden Zimmermann: Continuous Improvement as a Tool Part 1Halden Zimmermann
This document provides an overview of continuous improvement (CI), which is a tool for creating standard work processes, achieving operational excellence, better serving customers, and increasing competitiveness. CI focuses on customers, empowers employees, provides tools and resources, helps prioritize opportunities, finds solutions based on root causes, builds sustainable results, uses a structured process, and allows leveraging successes across an organization. The guide details the vision for CI and defines key terms to help speed improvement and measure progress.
This document provides guidance on establishing quality standards. It defines quality, discusses the benefits of having a quality system, and outlines key elements of developing a quality system including developing a quality policy, assigning roles and responsibilities, allocating resources, appointing a management representative, creating a quality manual, and establishing quality specifications. It also discusses identifying hazards and assessing risks as part of establishing quality control points.
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