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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
From Indonesia , Jakarta
These brilliant slides explain tools and methods on how to deliver excellent customer service.
From Indonesia , Jakarta
Customer equity management recognizes that customer-firm relation¬ships, 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.
From Indonesia , Jakarta
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.
From Indonesia , Jakarta
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.
From Indonesia , Jakarta
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).
From Indonesia , Jakarta
A marketing strategy is composed of several interrelated elements. The first and most important is market selection: choosing the markets to be served. Product planning includes the specific products the company sells, the makeup of the product line, and the design of individual offerings in the line. Another element is the distribution system: the wholesale and retail channels through which the product moves to the people who ultimately buy it and use it.
From Indonesia , Jakarta
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.
From Indonesia , Jakarta
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.
From Indonesia , Jakarta
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.
From Indonesia , Jakarta
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.
From Indonesia , Jakarta
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?
From Indonesia , Jakarta
What work-related variables determine job satisfaction? An extensive review of the literature indicates that the more important factors conducive to job satisfaction are mentally challenging work, equitable rewards, supportive working conditions, and supportive colleagues.
From Indonesia , Jakarta
Gifting is often seen as the main event of mentoring. Mentors give advice; they give feedback; they give focus and direction, they give proper balance between intervening and letting proteges test their wings, and they give their passion for learn¬ing. However, just as we all recoil at the sound of 'Let me give you some advice,' proteges must be ready for the mentor's gifts. Surrendering and accepting are important initial steps in creating a readiness in the protege. Gifts are wasted when they are not valued—when they are discounted and discarded.
From Indonesia , Jakarta
A marketing strategy is composed of several interrelated elements. The first and most important is market selection: choosing the markets to be served. Product planning includes the specific products the company sells, the makeup of the product line, and the design of individual offerings in the line. Another element is the distribution system: the wholesale and retail channels through which the product moves to the people who ultimately buy it and use it.
From Indonesia , Jakarta
Individual assessment of abilities, interests, career needs, and goals is basically a process of self-exploration and analysis. Individuals are frequently guided by self-assessment exercises.

The self-assessment process is basically viewed as an individual responsibility; however, organizations can aid in this process by providing the employee with materials and opportunities for self-exploration and analysis. A variety of self-assessment materials are available commercially, but a number of organizations, including IBM, Xerox, General Motors, and General Electric, have developed tailor-made workbooks for employee career planning purposes. Individual career planning exercises can be done independently by employees or in workshops sponsored by the organization. Workshops have the advantage of combining a number of career planning elements including self-assessment, communication of organizational career and development opportunities, and one-on-one counseling to ensure that career goals are realistic.
From Indonesia , Jakarta
Benchmarking. Know how effective your talent efforts are today and continue to measure these efforts using the metrics outlined next to gauge your efforts over time. Are they working? Also, continuously benchmark internal and external talent. The grass is hardly as green on the other side as you want to believe. Still, knowing who is out there, what they are doing, and how your internal talent stacks up is an essential element of strategic talent planning.
From Indonesia , Jakarta
Results indexes are often used for appraisal purposes if an employee's job has measurable results. Examples of job results indexes are dollar volume of sales, amount of scrap, and quantity and quality of work produced. When such quantitative results are not available, evaluators tend to use appraisal forms based on employee behaviors and/or personal characteristics. In some cases, appraisals may of necessity focus on results rather than behaviors. This is especially true where job content is highly variable, as in many managerial positions, thus making it difficult to specify appropriate behaviors for evaluative purposes. Results indexes such as turnover, absenteeism, grievances, profitability, and production rates can be used to evaluate the performance of organization units.
From Indonesia , Jakarta
Organizations must provide employees with relevant training if they are to acquire decision-making responsibilities, have di¬rect customer contact, or work effectively in a team-based environment. For employees and the company to benefit from training sessions, the employee must immediately and consistently put these newly acquired skills to use. Merely having a training budget that sends the employees through the motions of learning something without real consequences is wasting the employee's time as well as the company's money.
From Indonesia , Jakarta
Forced distribution is a form of comparative evaluation in which an evaluator rates subordinates according to a specified distribution. Unlike ranking methods, forced distribution is frequently applied to several rather than only one component of job performance.
Use of the forced distribution method is demonstrated by a manager who is told that he or she must rate subordinates according to the following distribution: 10 percent low; 20 percent below average; 40 percent average; 20 percent above average; and 10 percent high. In a group of 20 employees, two would have to be placed in the low category, four in the below-average category, eight in the average, four above average, and two would be placed in the highest category. The proportions of forced distribution can vary. For example, a supervisor could be required to place employees into top, middle, and bottom thirds of a distribution.
From Indonesia , Jakarta
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