Customer contact employees are the voice and face of your company. Their behavior not only influences customers' perception of your entire organization -- but often determines future loyalty and buying behavior.
A 2-day Coaching Workshop enables the participants' managers, supervisors or team leaders to coach these skills on the job.
Going the Distance©sm is designed for everyone who interacts with customers, and is appropriate for both new and experienced employees. The Human Equation on Call©sm series includes a specially tailored version of Going the Distance©sm for call centers.
Going the Distance©sm is
divided into three parts, each of which consists of two four-hour training
modules. This highly interactive training focuses on on the consultative
process and specific communication, negotiation and sales skills which
have proven to influence:
The vast majority of customers say they are satisfied, but that doesn't translate to loyalty, and it doesn't mean they're not vulnerable to competing companies, products or services.
The two four-hour modules of Part 1: Going
the Distance One Customer at a Time©sm,
enable participants to effectively apply the
specific consulting and communication skills they need to:
The way in which front-line personnel handle service problems and complaints can make or break the customer-company relationship. Just 9-30% of customers whose complaints are not successfully resolved will remain customers. Yet 90% of those whose complaints are resolved to their satisfaction will buy from the company again. In fact, they are more likely to remain loyal customers than those who never complain.1
The two four-hour modules of Part 2: Going
the Distance to Make it Right©sm build on the process
and skills developed in Part 1. Participants learn to apply the specific
consultative, communication and negotiating skills they need to:
Customers who use several of a company's products are significantly more loyal -- and profitable -- than those who use just one. Service and support interactions present substantial opportunities for upselling, cross-selling and add-on sales. When correctly handled, the selling process, itself, is perceived as a service by the customer, but many service and support representatives are uncomfortable about selling.
Part 3: Going the Distance to Build
Customer Value©sm develops consultative sales
skills in a context that makes suggestive selling a natural outcome of
the service process addressed in Parts One and Two. Participants
learn to apply the specific skills they need to:
Going the Distance©sm training integrates behavior modeling with statistical analysis of each participant's interactive behaviors. The combination lets participants see how their skills measure up to the success model, and the precise steps they need to take to improve. All GTD elements are built around a Core Module which introduces the program's philosophy, process and models, and links these key elements to the participants' on-the-job experience.
Instructional strategies include video segments, highly participative discussions, small group exercises, and role play simulations with extensive individual feedback. Contrasting scenarios dramatize different approaches to a variety of retention situations, and help participants consider how they handle analogous issues with their own customers.
Role play practice sessions provide for maximum practice and feedback. Pairs of participants, equipped with audio recorders, play each other's customer in a variety of situations which can be specifically tailored to your company and their jobs. Each pair privately critiques their own tapes and analyzes the impact of their behavior on the outcome of each scenario.
statistical behavioral model, across several, increasingly complex, role plays. They use this
information to build personal profiles of their skill development, and detailed Action
Plans for ongoing improvement on the job.
In the Going the Distance Coaching Workshop,
participants' team leaders, supervisors and managers learn
to use the same profiling methods as tools for continual performance
1 Data courtesy of TARP