Customer-Centricity Training

 
Customer-Centricity Training
Venue : Le Meridien,
Airport Road,
Dubai
Date : 26/09/2016 - 28/09/2016
Time : 8:00 am - 4:00 pm
Bookings are closed for this event. View Location Map

WHO SHOULD ATTEND:

Senior Managers, Customer Facing Managers and their Employees

COURSE OBJECTIVES:

Day 1 – AM

1. What are the learning needs of the participants – to ensure we address these needs/themes during the course. Also for participants to nominate their current level of competence in the course learning outcomes – participants will progressively update their competence development as the course progresses and if there are still gaps remaining we will redress these gaps as they arise.

2. To provide participants with the knowledge and skills to develop their own customer centric strategy and action plan.

a. What customer centricity is and what it is not
b. Definition of customer centricity for your organisation
c. Customer centricity and the management system
d. Customer centricity in a diverse and growing business
e. Who are our customers? What do they want?
f. Mass and discreet customer management
g. Customer relationship management
h. Customer segmentation
i. Identifying profitable customers
j. Looking at the long term and customer advocacy
k. How to understand what customers really want – both short and long term
l. Identifying our strengths and gaps regarding customer centricity
m. Systems view of our business/es
n. The value chain for satisfying and delighting customers
o. Developing the first cut customer centric strategy – one page strategy– including vision, mission, culture/values and key objectives / goals
p. Preliminary action planning

NOTE – 1o. and 1p will be updated by participants as the course progresses

Day 1 PM

3. To understand the customer experience and factors that lead to purchasing decisions

q. The customer experience is all encompassing
r. Intertwining product and service quality
s. The importance of understanding & managing variation in customer experiences
t. How can we understand customer choice and decision making?
u. Don’t presume what customers want
v. Monitoring our performance in delivering to customers
w. Customers are benchmarking us all the time

4. To introduce the notion of functional readiness that will support customer engagement at every touch-point

a. Applying our knowledge about customer needs and wants into design of our business and processes
b. Value creation workshops
c. Treating each touch point as an opportunity to delight customers
d. Internal customer concepts
e. Eliminating waste and innovating our processes
f. Data and information management
g. Cross selling to maximize profitability
h. Customer delight culture, 4 principles and tools
i. Measuring and improving our performance
j. Happy employees = happy customers
k. Improvement teams
l. Performance management
m. Employee development and recruitment

Day 2 – AM

5. Developing a customer retention strategy and show what is required to keep profitable customers for the long-term and implementing strategies to do so.

a. Customer retention strategies – short and long term
b. Working towards the next purchasing decision
c. Feedback and complaint management – two types of responses required
d. Surrogate complaints – No reports
e. Not relying on high customer satisfaction ratings
f. Strategies to enhance service and quality excellence and respond to poor service / quality feedback
g. Aiming for customer delight and customer advocacy
h. Locking customers in through loyalty opportunities
i. Don’t ignore the non-profitable customers now – they can lead to profitable customers – segmentation
j. Maximizing value from existing customers is less costly
k. Attracting new customers

6. Identification and understanding of best practices of customer centricity

a. Customer Centricity, what does a good practice organisation look like and critical characteristics?
b. Leadership direction and support to deliver quality internal and external customer outcomes
c. Creating and maintaining a customer serving mindset & a line of sight throughout the organisation
d. Listening, learning and understanding to focus on the customer
e. Building customer centricity into corporate and business planning
f. Performance management and measurement
g. Sustaining excellence

Day 2 – PM

7. To develop a model of customer centric excellence

a. An example best practices model
b. Developing a model for your organisation
c. Assessing your strengths and gaps
d. Benchmarking to accelerate improvements
e. One page partnership agreements
f. What are customers really telling us?
g. Key performance indicators
h. Customer centricity strategy maps

8. To develop metrics that will provide an accurate measurement of the customer experience

a. Metrics based on real customer needs
b. Influencing the market demand and needs
c. Front line feedback
d. Making sure metrics for employees and managers are self-manageable
e. Feedback mechanisms – types of measures
f. Customer satisfaction is not enough

Day 3 – AM

9. Help participants develop a sense of true responsibility and accountability.

a. Gaining buy-in
b. Leadership and culture
c. 4 principles
d. Owning the customer experience
e. Empowerment and accountability
f. Performance management
g. Recognition and reward

10. To establish a foundation for the development of empowerment capabilities

a. Why empowerment?
b. Won’t we lose control?
c. Outcome management – not activity control
d. Policies and procedures
e. Teamwork
f. Simple tools
g. Communications strategy
h. Recognition
i. Process management
j. Outcome performance management
k. Creativity and innovation

Day 3 – PM

11. To build the learning concept into your current strategic architecture

a. Identifying strengths and gaps in strategic architecture
b. Prioritise gaps and opportunities (risk and opportunity assessment regarding impact on the vision)
c. Develop strategy and action plans for priority gap closure
d. Integration with existing L&D programs like customer satisfaction mindset, sales, supervision and front line management
e. Develop mechanism to implement the action plan and to review progress

12. Assessment / measurement of the program / natural way of doing things

a. Outcomes – customer retention, growth in target segments, profitability, targeted sales growth
b. Using the model and its assessment as lead indicators
c. Continuous improvement
d. Communicating success and spreading best practices
e. Monitoring culture change
f. Benchmarking

INVESTMENT:

  • DQG Members: AED 4000
  • Non-Members: AED 5000

REGISTRATION:

For registration / further information, please contact Mr. Salman Viralipurath on +971-4-3431950 / salman@dqg.org

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