Powerpoint Presentation On Managing CUSTOMER SERVICE
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Eric1871 Started The Discussion:
If the true face of any organization is its customer service people, then nothing is more important than the training of these crucial employees. These powerpoint slides offer a comprehensive approach for busy managers and trainers seeking to motivate their people and equip them with the tools they need to excel in this essential role.

These great powerpoint slides can be downloaded at http://www.studyMarketing.org
These brilliant slides explain tools and methods on how to deliver excellent customer service.
Customer equity management recognizes that customer-firm relationŽships, like all relationships, evolve over time. Prospects, new buyers, and long-time customers do not have the same needs, and as their relationships with a company change, so do their expectations and behavior. The concept of the customer life cycle provides a framework for understanding and managing these differences.
Setting up and managing individual customer relationships can be broken up into four interrelated implementation tasks: Identify customers. Relationships are only possible with individuals, not with markets, segments, or populations. Therefore, the first task in setting up a relationship is to identify, individually, the party at the other end of the relationship.
Once a corporate culture is in place, there are practices within the organization that act to maintain it by giving employees a set of similar experiences. For example, many of the human resource practices reinforce the organization's culture. The selection process, performance evaluation criteria, reward practices, training and career development activities, and promotion procedures ensure that those hired fit in with the culture, reward those who support it, and penalize (and even expel) those who challenge it.
The consumer's decision process consists of six basic stages: stimulus, problem awareness, information search, evaluation of alternatives, purchase, and post purchase behavior. A stimulus is a cue (social, commercial, or noncommercial) or a drive (physical meant to motivate or arouse a person to act).
Geographic and demographic variables traditionally have been the major variables for segmenting markets. Nevertheless, there may be considerable psychographic (social class, personality, and lifestyle) differences among the people within a given geographic or demographic group. In psychographic segmentation the market is divided on the basis of social class, personality characteristics, and/or lifestyles.
Management must recognize the risk/reward relationship and find organizational mechanisms for handling it. And it must communicate a clear understanding that reasonable risks are acceptable, since they are the handmaidens of progress. On the innovative front, two methods are available for dealing with risk: diversification and cheap failures. They can and should be used in concert.
Knowing how customers are different allows a company (1) to focus its resources on those customers who will bring in the most value for the enterprise, and (2) to devise and implement customer-specific strategies designed to satisfy individually different customer needs. Customers represent different levels of value to the enterprise and they have different needs from the enterprise. Although not a new concept, customer grouping—the process by which customers are clustered into categories based on a specified variable—is a critical step in understanding and profitably serving customers.

The customer differentiation task will involve an enterprise in categorizing its customers by both their value to the firm and by what needs they have. Some call centers constantly change the order-to-serve of the customers on hold based on the different values of the waiting customers. Although it would be ideal to answer every call on the second ring, when that's not possible, it would be better to vault the customers keeping you in business ahead of the customers of dubious value. In many call centers, this reshuffling is not at all apparent to customers.
Developing a Brand Asset Management Strategy
The purpose in this phase is to determine the right brand-based strategies for achieving the goals and objectives stated in the Brand Vision and in the market-based perceptions and perspectives from the Brand Picture. This phase addresses the following questions:

1) What brand-based strategies should we use to meet the growth goals outlined in our Brand Vision?
2) What is the right positioning for our brand? Is the positioning unique, credible, valued, sustainable, and aligned with internal and external perceptions?
3) How extendible is our brand? What are its boundaries? What screens should we leverage to make smart extendibility decisions? What new product opportunities exist for our brand?
4) What channel strategy will support our goals and objectives for the brand? What is the best way to influence the channel with our brand?
5) Can we price our brand at a premium based on its strengths compared to the competition's? How much of a premium? How else can we use our brand to improve our profits?
6) What communication tactics will strengthen our brand and maximize its asset value? Where is the power in the selling process?
7) Once that power is gained, how can we maintain and further take advantage of it?
8) How can we maximize our power base through branding efforts?

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