Presentation

81
Engaging our Customers – Delivering our Difference 1 – 2 August 2011 1

Transcript of Presentation

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Engaging  our  Customers  –  Delivering  our  Difference  

1  –  2  August  2011  

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Desired  outcome  I  have  told  the  RMs  that  their  performance  expecta6ons  

are  to  deliver:      1)    a  deeper  understanding  of  our  customers,  eg  their  

internal  decision  making  process  wrt  RE,  biz  prospects,  space  requirements,  etc  

   2)      execute  and  deliver  customer  care  to  achieve  

customer  's6ckiness'  and  pricing  premium      3)      cross-­‐sell  our  products  eg  promote  warehouse  space  

to  BP  users;  develop  new  biz  leads  thru  our  customers  eg  with  the  biz  partners  of  our  customers  

   4)      Quality  Assurance  ie  check  our  products  and  

services  vs  specs  during  site  visit  to  ensure  we  keep  our  promise  

     We  have  designed  a  ques6onaire  /  template  to  help  guide  the  RMs  in  their  conduct  of  their  mee6ngs  with  customers.  We  have  also  designed  a  checklist  to  help  them  in  fulfilling  point  4  above.  

•  How  do  you  get  people  to  want  to  tell  you  things?  Who  are  the  best  people  to  tell  you?  

•  What  is  customer  care?  Why  do  people  want  to  stay  with  you  and  pay  you  more?  

•  What  is  stopping  us  from  doing  that?  How  can  we  anCcipate  what  our  customers  will  need?  

•  What  is  stopping  us  from  doing  that?  

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What  to  expect?  

EffecCve  customer  engagement  must  be  internalized  

• We  must  come  across  as  sincere,  natural  • Both  introverts  and  extroverts  can  be  great  relaConship  managers  

InteracCve  facilitaCon  using  a  self-­‐discovery  process  

• Two  step  :  Internal  habits  +  funcConal  skills  (situaConal)  • No  right  or  wrong  answers  

Keep  open  mind,  commitment  to  idenCfy  gaps  and  chart  personal  progress  goals  • What  do  you  hope  to  achieve?  

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Agenda  

Core  :  7  Habits  of  highly  effecCve  people  

FuncConal  :  Customer  Engagement  • Customer  Experience  • Key  Accounts  • Developing  product  knowledge  • Securing  repeat  sales  • NegoCaCon  • Handling  difficult  customers  • Managing  conflict  • Responding  to  complaints  • Service  recovery  • Winning  back  lost  customers  

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CORE  –  7  HABITS  

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Habits  

Knowledge  (what  to,  why  to)  

Skills  (how  to)  

A]tudes  (want  to)  

Habits  

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EffecCveness  and  Balance  

Have  I  balanced  the  two  sides  of  effecCveness  :  ProducCon  and  ProducCon  Capacity?  

ProducCon  Capacity  -­‐>  Physical,  Financial,  Human  

Human  most  neglected  

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EmoConal  Bank  Account  •  Basis  of  strong  and  producCve  relaConships,  eg  CiC  

•  Are  my  acCons  aligned  with  EmoConal  Bank  Account  deposits  or  withdrawals?  

Deposits   Withdrawals  

Seek  First  to  Understand   Seek  First  to  be  Understood  

Keep  Promises   Break  Promises  

Kindness,  Courtesies   Unkindness,  Discourtesies  

Clarify  ExpectaCons   Violate  ExpectaCons  

Loyalty  to  the  Absent   Disloyalty,  Duplicity  

Offer  Apologies   Pride,  Conceit,  Arrogance  

Be  Open  to  Feedback   Reject  Feedback  

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Paradigm  Shiging  

A  paradigm  is  a  mental  representaCon  

Our  paradigms  are  never  complete,  never  idenCcal  

Our  paradigms  can  be  wrong  

Our  paradigms  can  limit  us  

Our  paradigms  of  self  come  from  the  social  mirror  

The  major  changes  in  life  come  from  changing  paradigms  

Live  more  from  imaginaCon  than  from  memory  

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Maturity  ConCnuum  

Maturity  is  a  process,  not  a  condiCon  

First  stage  of  the  Maturity  ConCnuum  is  dependence  

Second  stage  of  the  Maturity  ConCnuum  is  independence  

Third  stage  of  the  Maturity  ConCnuum  is  interdependence  

The  Seven  Habits  lead  us  through  the  stages  of  maturity  to  interdependence  

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Maturity  ConCnuum  

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Seven  Habits  of  Highly  EffecCve  People  

Habit  1  :  Be  proac@ve  Are  my  acCons  based  upon  self-­‐chosen  values  or  upon  my  moods,  feelings,  and  circumstances?  

Habit  2  :  Begin  with  the  end  in  mind  Have  I  wriien  a  personal  mission  statement  which  provides  meaning,  purpose,  and  direcCon  to  

my  life?  Do  my  acCons  flow  from  my  mission?  

Habit  3  :  Put  first  things  first  Am  I  able  to  say  no  to  the  unimportant,  no  maier  how  urgent,  and  yes  to  the  important?  

Habit  4  :  Think  win-­‐win  Do  I  seek  mutual  benefit  in  all  interdependent  relaConships?  

Habit  5  :  Seek  first  to  understand,  then  to  be  understood  Do  I  avoid  autobiographical  responses  and  instead  faithfully  reflect  my  understanding  of  the  

other  person  before  seeking  to  be  understood?  

Habit  6  :  Synergize  Do  I  value  different  opinions,  viewpoints,  and  perspecCves  of  others  when  seeking  soluCons?  

Habit  7  :  Sharpen  the  saw  Am  I  engaged  in  conCnuous  improvement  in  the  physical,  mental,  spiritual,  and  social/emoConal  

dimensions  of  my  life?  12  

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FUNCTIONAL  SKILLS  CUSTOMER  ENGAGEMENT  

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Basis  of  Customer  Engagement  :    Total  Customer  Experience  

Total  Customer  Experience  

People  

Physical  Evidence  

Process  

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Physical  Evidence  

Items  •  Basic  -­‐>  cleanliness  

•  Preserving  value  –  Cost  savings  -­‐>  Cost  

management  

•  Enhancing  value  –  ComparaCve  advantage  vs  

surrounding  and  new  ideas  –  Asset  enhancement  strategy,  

tenant  mix,  ameniCes  

Enhancing  Emo@onal  Bank  Account  

•  RMs  –  be  proacCve.  To  know  your  customers  needs.    To  close  the  loop  on  feedback.  To  communicate  good  work  done.  

•  AMs/PMs  –  how  to  help  RMs/marketers  do  a  good  job  

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Customer  Engagement  1)  Great  sense  of  their  

business  

2)  Completely  segment  their  market  place  

3)  Know  what  is  really  going  on  in  their  customers’  minds  

4)  Take  a  long  term  view  

•  How  do  we  and  our  customers  grow  and  compete?    

•  For  Ascendas,  how  can  we  segment  our  customers  to  deliver  value  efficiently?  

•  How  can  we  conduct  effecCve  meeCngs?    

•  Short-­‐term  sales  vs  long-­‐term  trust  building?  

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Engagement  Framework  

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Delivering  Customer  Experience  :  Seeking  Resonance  

NaConality  • Singaporean  • Japanese  • Americans  • Germans  • French  • Chinese  • Indians  

Tiering  of  customers  and  execs  • Chairman/CEO  • CFO  • Biz  Heads  • Facility  Heads  • HR/Employees  

Industry/Products  

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Customer  Engagement  

•  Customer  saCsfacCon  is  key  to  customer  creaCon  

•  SaCsfied  customer  influence  other  to  buy  your  product  or  service  

•  Use  feedback  

•  Turn  them  into  fans  

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Customer  Centric  •  An  approach  to  doing  business  in  which  a  company  focuses  on  creaCng  a  posiCve  consumer  experience  at  the  point  of  sale  and  post-­‐sale  

•  Ascendas  :  holisCc  treatment  of  prospects-­‐customers  in  view  of  long-­‐term  partnership,  characterized  by  sincerity,  proacCve,  aienCve,  cool,  enthusiasm,  trustworthy,  best-­‐in-­‐class;  achieved  through  constant  anCcipaCon  of  customers’  needs  and    communicaCon,  as  well  as  a  win-­‐win  mindset  

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Key  accounts  

Repeat  sales  

Insights  through  

insCtuConal  relaConship,  inCmacy  

Manager  of  Ascendas’  overall  

relaConship  with  customes  

Value  creaCon  through  customer  service  

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Deliverables  

InsCtuConal  relaConship  

Customer  service  

Customer  SoluCons  Group  

(i)  customers’  space  needs  over  next  3  –  5  years;    (ii)  provide  quality  repeat  business  leads  

(i)  Passive  (ii)  AcCve  –  cross  selling,  up  sellng,    features  vs  benefits,  top  line,  boiom  line  

Trust  Knowledge  Connected  

Life  

(i)  IdenCfying  key  execs  (ii)  Engaging  key  execs  

Notes  :-­‐  a)  RMs  will  be  owner  of  customers  b)  CS  and  CA  are  enablers  c)  CS  manages  relaConship  and    ensures  customer  services    are  delivered  to  customers,  supported    by  systems      

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Growing  with  FedEx  Singapore   China   India   Korea   Malaysia   Philippines   Vietnam  

FedEx   Xilin  –  5,400  sqm    BTS  in  ALPS  

Suzhou  –  2,200  sqm  

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Understanding  FedEx    

FedEx  CorporaCon  

FedEx  Express    

FedEx  Express  (express  transportaCon)  

FedEx  Trade  Networks  (global  trade  services)  

FedEx  SupplyChain  Systems  (logisCcs  

services)  

FedEx  Ground    

FedEx  Ground  (small-­‐package  ground  

delivery)    

FedEx  SmartPost  (small-­‐parcel  consolidaCon)  

FedEx  Freight    

FedEx  Freight  LTL  Group  

FedEx  Freight  (fast-­‐transit  LTL  freight  transportaCon)  

FedEx  NaConal  LTL  (economical  LTL  freight  

transportaCon)    

FedEx  Custom  CriCcal  (Cme-­‐criCcal  

transportaCon)    

FedEx  Services    

FedEx  Services  (Sales  markeCng  and  

informaCon  technology  funcCons)    

FedEx  office  (Document  and  business  services  

and  package  acceptance)    

FedEx  Customer  InformaCon  (customer  service,  billings  and  

collecCons)  

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Understanding  FedEx  Country/  City   Exis@ng  facili@es     With  Ascendas   Growth  Plan   Possible  projects  

Guangzhou   1  Int’l  Hub  4  StaCons  1  Office  1  Kinko  office    

1  staCon  (3,000  sqm)    

Guangzhou  Knowledge  City    

Beijing   4  StaCons  1  office  5  Kink  Offices  

1  staCon  (2,000  sqm)    1  office    (700  sqm)    

BALP  

Shanghai     5  StaCons  1  Office    8  Kink  offices  

1  staCon    (3,500  sqm)    

WaiGaoQiao  

Suzhou   1  StaCon  (2,200  sqm  in  SIP)  

Shenzhen   4  StaCons  1  Office  2  Kinko  office  

Hangzhou   1  DomesCc  Hub  1  StaCon  1  Office  

1  StaCon    (3,000  sqm)    

DaJiangDong  

Wuhan   1  Customer  Services  Center  

Expand  exisCng  Customer  Service  Center    (1,500  sqm)  

To  explore  SHSTP  or  DAITP  as  alternaCve  sites  for  Customer  Services  Center   27  

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Understanding  FedEx  Country/  City   Exis@ng  facili@es     With  Ascendas   Growth  Plan   Possible  projects  

Singapore   1  Hub  3  StaCons  1  office  2  World  Services  Center  6  Drop  Box  

1  StaCon    (5,399.94  sqm  in  Xilin  Districenter)    1  Hub    (BTS  in  ALPS)    

Explore  expansion  plans  for  StaCons  and  add  more  drop-­‐box  in  Ascendas  strategic  buildings  

South  Korea   15  StaCons  26  Kinko  Offices  2  World  Services  Center  

Consolidate  their  2  World  Services  Center  into  1  locaCon  

STS  

India   81  StaCons   Increase  the  no  of  staCons  in  the  ciCes  

Explore  Omega  for  their  Southern  Hub  in  India  

Vietnam   11  World  Service  Centers  3  StaCons  

Increase  the  no  of  World  services  Centers  

APSTP  

Malaysia   7  StaCons  7  World  Service  Center  

Increase  the  no  of  StaCons    

Philippines   39  World  Service  Centers  11  StaCons  

Increase  the  no  StaCons   CIP  2  

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Understanding  FedEx  Our  possible  response  

How  does  company  grow?  

Leadership  in  specific  industries  :-­‐  •  Electronics  •  Fast  moving  consumer  goods  •  Life  sciences  and  bio-­‐pharma  

As  key  service  provider  for  our  companies  in  these  areas  through  Partner@Ascendas?  

Market  •  Improve  access  within  and  between  China  

and  India    

Leverage  them  to  engage  their  customers  at  their  hubs?    Offer  Drop-­‐Box  points  across  our  properCes  in  Asia?  

How  does  company  compete?  

Focus  on  :  •  Time  sensiCve  products  (air)  •  Reducing  cut-­‐off  Cme  for  parcels  drop-­‐off  

(own  planes)  •  Lower  operaCng  costs  (fuel  efficient  B777,  

hybrid  cars,  etc)  

Our  VA  –  help  them  improve  clearance  Cme?  

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Key  relaConships  at  FedEx  Country   Key  Person   Dept   Designa@on   Tier   “Internal  

Champion”  Ascendas  

rela@onship  

Hong  Kong   Mr  David  L.  Cunningham  

President  Asia  Pacific  

1  

Singapore   Mr    David  J.  Ross   South  Pacific   Regional  VP   2  

India   Mr  Rajesh  BhaCa   Sales,  India   MD   2   Aylwin  

Hong  Kong   Ms  Mari  Yahiro   CRE   Head   2  

Singapore   Mr  Khoo  Thiam  Seng  

Corporate  Infrastructure  

VP   2   Y   Ser  Ping  

Singapore   Mr  Eric    Pablo  Miclat   CRE  SEA   Manager   3   Y   Ariel  

China   Mr  Lin  Jiang   CRE  China   Manager   3  

China   Mr  Karl  Zhang   Suzhou   Manager   3   Nicole  Hu  

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Tiering  of  customers  Companies  Coy 1 Customer - Corporate

and country key accounts Coy 2 Customer - Promising

key accounts Coy 3 Customer – Others Coy 4 Prospects Coy 5 Partners – IPCs Coy 6* Partners – Government

agencies

Execu@ves  Exe 0 Chairmen, CEOs, CFOs,

Heads of BUs of MNCs Exe 1 Regional-level Chairman,

CEO, CFO, Heads of BUs

Exe 2 City-level Chairman, CEO, CFO, Head of RE and BUs

Exe 3 Operating level RE, Finance, HR, Admin managers/execs

Exe 4 Customers’ employees Exe 5 Others

*  Handled  by  REDI  

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Processes  ConducCng  successful  meeCngs  

Developing  product  

knowledge  

Securing  repeat  sales  

NegoCaCon  

Handling  difficult  

customers  

Managing  conflict  

Responding  to  

complaints  

Service  recovery  

Winning  back  lost  customers  

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Focus  on  Building  RelaConship  Gives  PosiCve  Customer  Experience  Increases  Customer  Engagement  Generates  Repeat  Businesses  

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FUNCTIONAL  SKILLS  1)  CONDUCTING  SUCCESSFUL  MEETINGS  

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ConducCng  successful  meeCngs  •  Pre-­‐meeCng  

–  First  impressions  –  Know  who  you  are  meeCng  –  Establish  your  desired  outcome,  and  broad  strategy  of  how  you  are  going  to  achieve  that  

–  Eg  Itochu  

•  Post-­‐meeCng  –  Thank  you  note  summarizing  key  points,  and  follow-­‐ups,  Cmeframe  

–  Eg  Evalueserve,  JLL,  Dell  

•  MeeCng  proper  –  Breaking  the  ice/make  a  connecCon  

–  Establishing  credibility  with  humility/engage  the  customer  

–  Establish  a  need  for  the  product  

–  MeeCng  the  needs  of  the  customer  

–  Wrap-­‐up/follow-­‐up  

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ConducCng  successful  meeCngs  

Desired  outcome  -­‐  4Ts  •  Think  •  Try  •  Test  •  Trust  

Framework  -­‐  4Es  •  Expand  •  Extend  •  Explore  •  Exit  

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Guiding  framework  to  conduct  meeCngs  and  collect  intelligence  

•  The  CRM  report  structure  has  been  designed  to  guide  the  thought  process.    The  way  to  write  the  CRM  report  is  not  verbaCm,  but  guided  by  the  informaCon  collected  and  presenCng  them  in  an  organized  manner  for  easy  reading  and  acCon.  

   •  Tip  :  This  framework  must  never  be  used  as  a  physical  checklist  

when  meeCng  companies.    Neither  should  we  go  through  the  quesCons/areas  in  sequenCal  order.    MeeCngs  must  be  conducted  in  the  most  comfortable  se]ng  possible,  preferably  without  taking  notes.    Otherwise,  most  companies  will  not  share  as  much.  

   •  Summary  •  4    -­‐  5  sentences  :  (i)  what  the  company  produces/serves;  (ii)  where  

are  the  locaCons  of  interest/opportuniCes;  (iii)  what  are  the  potenCal  issues;  (iv)  who  and  when  to  follow-­‐up.  

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•  Discussion    •  Background  •  Homework  before  the  meeCng  :  Short  paragraph  on  the  products/services  of  the  company.    We  

can  then  verify  our  understanding  at  the  meeCng.      •  What  acCviCes  (manufacturing/R&D/logisCcs,  etc)  are  they  doing  in-­‐country?      •  Which  other  ciCes  in  Asia  are  they  present,  and  their  respecCve  acCviCes?      •  Discussion  •  How  does  company  grow?    Which  ciCes  are  they  planning  to  grow  and  Cmeframe?    Why?    •   Who  are  their  key  compeCtors?    How  does  company  compete?        •  =>  From  these  answers,  offer  them  proposals/soluCons  in  ciCes/regions  where  we  are  present  

especially  if  we  can  also  provide  similar/beier  environment  for  growth?    Can  we  provide  them  with  soluCons  (eg  Ascendas  Mothership  iniCaCve,  etc)  to  allow  them  to  compete  beier?    For  engagement,  we  should  take  note  of  their  requests  and  try  our  best  to  work  on  them,  and  not  say  no,  we  are  not  in  that  city.    

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•  If  they  don’t  have  immediate  plans.    Offer  to  work  with  them  on  a  longer-­‐term  soluCon,  put  them  on  mailing  list  for  educaCon  purpose.  

•  If  they  have  immediate  plans.    Over  and  above  the  business  space  needs,  do  also  see  if  we  can  gather  …  What  are  the  key  consideraCon  factors?  What  are  their  constraints?  Who  are  likely  to  make  the  decisions?  How  can  we  help  them  do  their  job  beier  in  their  FS.    What  other  ciCes,  properCes  they  are  considering?  

•  For  manufacturing  companies.    Take  note  of  how  much  power,  water,  hazardous  chemicals,  key  supporCng  industries  they  would  need.  

   •  Learnings  •  If  any,  we  should  capture  (i)  industry  trends  (is  this  a  growth  industry,  where  are  

they  growing,  what  are  the  key  airacCve  factors  of  these  locaCons);  (ii)  innovaCon  in  space  requirements;  (iii)  their  business  model  to  keep  themselves  compeCCve  (eg  companies  trying  to  work  with  government  to  do  university  Ce-­‐ups,  etc).    

   •  Issues  •  Issues  raised  should  be  as  clear  as  possible.    Filter  out  the  noise.    IdenCfy  them,  

and  explore  if  customer  has  some  suggested  response,  and  their  expectaCons.    

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•  Follow-­‐up  •  Enter  the  follow-­‐up  into  CRM  with  expected  date  of  compleCon  and  who  to  acCon.    

The  system  has  the  capability  to  route  and  keep  track.    

•  Opportuni@es  •  Where  there  are  immediate  space  opportuniCes  to  work  on,  OIC  should  start  to  

enter  them  into  CRM  pipeline  system  for  tracking  and  coordinaCon  purposes.  

•  As  principle,  the  owner  of  opportuniCes  will  always  be  the  project  OIC,  even  if  CD  uncovers  the  lead.    CD  OIC  field  is  completed  only  if  a  CD  officer  works  on  the  project.  

   •  New  opportuni@es    •  Where  there  space  opportuniCes  in  countries/ciCes  we  do  not  yet  have  a  

presence,  OIC  should  enter  them  into  this  table,  so  that  we  can  generate  reports  for  BD  purposes.  

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FUNCTIONAL  SKILLS  2)  DEVELOPING  PRODUCT  KNOWLEDGE  

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Developing  product  knowledge  

•  Basics  – SpecificaCons,  ADRCs,  RFPs  

•  Day-­‐to-­‐day  – Eye  for  detail  of  our  products,  maintain  the  edge!  

•  Dynamic  knowledge  – Understanding  industry  dynamics  – AdopCng  the  Strategic  MarkeCng  Framework  

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Strategic  MarkeCng  

Weaknesses   Acknowledge   Minimise   Seize  the  iniCaCve  

Strengths   Emphasize   Magnify   Make  it  the  issue  

CompeCCon   What  are  their  USP?  

Match?   Counter?  

“Shakkei”   Leverage?   Partner?   Integrate?  

Customers   Industry    trend  

SoluCons   InCmacy  

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RECAP  OF  DAY  1  

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Re-­‐cap  

•  EmoConal  bank  account  •  Paradigm  shiging  •  Maturity  conCnuum  •  7  habits  

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Desired  outcome  I  have  told  the  RMs  that  their  performance  expecta6ons  

are  to  deliver:      1)    a  deeper  understanding  of  our  customers,  eg  their  

internal  decision  making  process  wrt  RE,  biz  prospects,  space  requirements,  etc  

   2)      execute  and  deliver  customer  care  to  achieve  

customer  's6ckiness'  and  pricing  premium      3)      cross-­‐sell  our  products  eg  promote  warehouse  space  

to  BP  users;  develop  new  biz  leads  thru  our  customers  eg  with  the  biz  partners  of  our  customers  

   4)      Quality  Assurance  ie  check  our  products  and  

services  vs  specs  during  site  visit  to  ensure  we  keep  our  promise  

     We  have  designed  a  ques6onaire  /  template  to  help  guide  the  RMs  in  their  conduct  of  their  mee6ngs  with  customers.  We  have  also  designed  a  checklist  to  help  them  in  fulfilling  point  4  above.  

•  How  do  you  get  people  to  want  to  tell  you  things?  Who  are  the  best  people  to  tell  you?  

•  What  is  customer  care?  Why  do  people  want  to  stay  with  you  and  pay  you  more?  

•  What  is  stopping  us  from  doing  that?  How  can  we  anCcipate  what  our  customers  will  need?  

•  What  is  stopping  us  from  doing  that?  

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FUNCTIONAL  SKILLS  3)  GENERATING  REPEAT  SALES/CROSS  MARKETING/UP  MARKETING  

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Repeat  sales  •  Already  your  customer  –  Previous  experience  –  Right  products  –  Right  terms  

•  Need  and  Value  –  Value  creaCon  =  Value  product  or  service  +  Value  service  excellence  +  Value  relaConship  +  Value  image  

•  When  buy  means  “bye”  

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Framework  

Generate  interest  

Assist  in  project  development  

Support  feasibility  study  

Close  the  deal  

Implementa@on  support  

Opera@ons  support  

Create  awareness  

Abercare  

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Generate  Interests  (PresentaCons)  •  Customise  to  audience    

•  Details  or  strategic  overview?  How  much  to  share?  

•  Ge]ng  customers  to  say  “yes”  •  Eg  pu]ng  our  value  proposiCons  in  their  own  words  -­‐  BASF’s  “Fit  for  the  Future”  drive  

•  Impac~ul  case  studies  •  CompeCtor/customers?  •  InteresCng  models?  •  How  much  to  reveal?  Company  would  worry  that  we  reveal  their  info  to  others  

•  PresentaCon  –  Simple  with  clear  messages  

   •  Watch  out  for  :-­‐    

–  Dated  data  –  Company  logo  in  our  industry  slides,  if  they  are  present  in  projects    

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AssisCng  in  project  development  •  Case  studies  

–  What  are  similar  companies  doing  in  the  city?  –  Why?  Plus  and  negaCve  points?  –  How  our  prospects  could  benefit  from  our  knowledge  

•  Seek  to  understand    –  what  worries  our  customers?    –  who  are  the  decision  makers?    –  where  are  the  potenCal  gaps?  

•  CommunicaCon  –  CriCcal  to  always  close  the  loop  with  our  colleagues  and  execs  on  joint  follow-­‐

ups    •  do  not  throw  the  ball  and  hope  that  it  will  be  somehow  caught  

–  And  to  refine  the  ideas,  eg  JCI  

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Support  feasibility  study  •  Surface  our  strengths  holisCcally  

–  What’s  so  special  about  our  products/services,  etc  

•  Emphasise  factors  our  compeCtors  lack,  without  running  them  down  –  Transparency  in  cost  of  operaCon,  etc  –  So  that  they  factor  these  in  

•  Explain  our  weaker  proposiCons  posiCvely  with  principle    –  eg  sustainability  vs  market  distorCon,  etc    

•  ExhausCve  in  idenCfying  areas  to  differenCate  ourselves  from  our  compeCtors  

•  Listen,  anCcipate  and  address  their  concerns  

•  Prepared  to  walk  away  on  good  terms  

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Close  the  deal  

•  Go  in  with  a  win-­‐win  a]tude  and  negoCate  as  equal  

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ImplementaCon/OperaCons  support  

•  ConCnued  engagement  – Listen  for  any  issues  and  be  helpful  

•  Deliver  our  promised  support  at  agreed  Cme  

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Agercare  •  Keep  them  engaged  at  all  levels  

–  Call  on  them  both  in  Singapore  and  in  the  field  –  Personal  touch  –  Invite  them  to  events,  eg  naConal  day,  roundtables  

•  Periodically  call  on  them  to  update  new  developments,  new  opportuniCes  –  Not  just  when  problem  arises  

•  Service  requests  promptly  and  to  the  best  of  our  ability  

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FUNCTIONAL  SKILLS  4)  NEGOTIATION  

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NegoCaCon  

•  What  successful  negoCators  do?  – Withholding  informaCon  vs  sharing  internal  informaCon  

– Feelings  commentary,  explain  before  disagreeing  – Listen  emphaCcally,  explain  before  disagreeing,  test  understanding  or  summarizing  

– Ask  quesCons,  think  laterally,  explore  opCons,  persuade  

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FUNCTIONAL  SKILLS  5)  HANDLING  DIFFICULT  CUSTOMERS  

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Handling  difficult  customers  

•  Don’t  let  them  get  to  you  •  Listen,  listen  and  listen  •  Stop  saying  sorry  •  Empathize  •  Build  rapport  

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FUNCTIONAL  SKILLS  6)  MANAGING  CONFLICTS  

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Managing  conflict  

•  Seek  first  to  understand,  then  to  be  understood  •  People  do  things  for  their  reasons,  not  yours  •  People  ogen  act  based  on  emoCon  and  jusCfy  their  acCons  with  reasons  

•  Manage  emoCons  at  the  outset  •  PercepCon  is  reality  •  Focus  on  the  problem  •  Describe  rather  than  judge  •  Turn  enemies  into  friends  

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FUNCTIONAL  SKILLS  7)  RESPONDING  TO  COMPLAINTS  

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Responding  to  complaints  

•  “Complaint  as  a  gig”  •  Say  something  new  •  Think  clearly,  consider  customer’s  feelings  •  Watch  your  tone,  write  professionally  •  Use  the  right  style  

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FUNCTIONAL  SKILLS  8)  SERVICE  RECOVERY  

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Service  Recovery  •  Right  the  wrong  

–  Apologize  –  Empathize  –  Make  it  right  –  Make  it  easy  to  complain  

•  Timing  of  response  

•  Who  to  respond  

•  Your  role?  

•  Case  studies  :  JetBlue,  SQ  

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FUNCTIONAL  SKILLS  9)  WINNING  BACK  LOST  CUSTOMERS  

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Winning  back  lost  customers  

•  Starts  with  how  we  part  ways  – Amicable/understanding  vs  acrimonious/throwing  the  book  

•  Give  it  some  Cme  •  Provide  a  referral  or  offer  your  assistance  •  Do  not  sever  communicaCon  •  Make  it  easy  for  the  client  to  return  •  Thank  them  profusely  when  they  return  

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FUNCTIONAL  SKILLS  COMMUNICATION  

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CommunicaCon  

•  Email    – Don’t  cut  corners  on  the  quality  of  your  message  – Correct  grammar,  punctuaCon  and  syntax  – Spell  out  all  words  – Never  assume  the  reader  has  the  same  informaCon  you  do  

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FUNCTIONAL  SKILLS  PUBLIC  SPEAKING  

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Public  speaking  

Purpose  •  Inform,  persuade,  inspire?  

ObjecCves  • “what’s  in  it  for  me”?,  eg  Dalian,  CiC  • Don’t  just  talk  about  ourselves  

SelecCve/Focus  

Tips  • Prepare  early  • Clear  about  your  purpose  and  adopt  the  right  style  • Use  body  language  effecCvely  • Use  humour  with  cauCon  

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WORKING  WITH  CSS  

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CSS  strategy  map  

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Intelligence/  OpportuniCes  

People  

Strengthening  USP  and  prod  posiConing    

OperaCons  

Cust  Rel  Mgmt   Channel  Rel  Mgmt  

Systems  

Structure  

• Target  cust  vs  audience    Strategic  account  management    DiversificaCon  of  customer  source  

• Agents  • Chambers/associaCons  • Govt  agencies  • Site  consultants  

• Driven  by  cluster  strategy  • Ground  knowledge    (Local  compeCCon,  Resources)  

• Markets  • Products  

• IT/CRM  • ReporCng  • Website/E-­‐Newsleier  

• Challenging  jobs  • Job  knowledge  development  

• Singapore  • HK/Tokyo  • Beijing/Shanghai  • US/Eu  

• Customers  • CompeCtors  • Lost  projects  

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What’s  next  for  CSS  Country?  

Strategy  

Structure  IniCaCves  SpecializaCon/focus  Teamwork  (within  city,  across  country)  Training  

EffecCve  Sales  &  MarkeCng  Enhanced  Customer  Service  Develop  Invt  PromoCon  CapabiliCes  Deliver  Integrated  SoluCons  

Grow  key  accounts  &  pSMEs  Purposeful  customer  engagement  Build  industry  knowledge   74  

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Working  as  a  team  

• CA  -­‐  Build  local  contacts/mulCpliers  

• CS  –  Grow  with  customers  •  IS  –  Deliver  value  

City  CSS  

• CA  -­‐  Build  naConal  level  contacts/  mulCpliers  

• Sys  –  Efficiency  •  IS  –  Products/soluCons  within  country  

Country  CSS   • CA  -­‐  Build  internal  level  contacts/mulCpliers,  brand  awareness  

• CS  –  Grow  key  accounts  • Sys  –  Corp-­‐wide  efficiency  •  IS  -­‐  PosiCon  our  products  internaConally  

HQ  CSS  

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ACTIVITY  

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PracCce  

In  groups  of  2,  choose  a  funcConal  skills,  using  the  framework  presented,  discuss  about  how  you  can  apply  to  a  real  case  study,  past  or  present  (30  minutes)  

Your  sharing  should  include  describing  the  context.  How  you  would  have  done  it  previously?  How  you  will  approach  it  in  future?  

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RECAP  OF  DAY  2  

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Processes  ConducCng  successful  meeCngs  

Developing  product  

knowledge  

Securing  repeat  sales  

NegoCaCon  

Handling  difficult  

customers  

Managing  conflict  

Responding  to  

complaints  

Service  recovery  

Winning  back  lost  customers  

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Focus  on  Building  RelaConship  Gives  PosiCve  Customer  Experience  Increases  Customer  Engagement  Generates  Repeat  Businesses  

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Desired  outcome  I  have  told  the  RMs  that  their  performance  expecta6ons  

are  to  deliver:      1)    a  deeper  understanding  of  our  customers,  eg  their  

internal  decision  making  process  wrt  RE,  biz  prospects,  space  requirements,  etc  

   2)      execute  and  deliver  customer  care  to  achieve  

customer  's6ckiness'  and  pricing  premium      3)      cross-­‐sell  our  products  eg  promote  warehouse  space  

to  BP  users;  develop  new  biz  leads  thru  our  customers  eg  with  the  biz  partners  of  our  customers  

   4)      Quality  Assurance  ie  check  our  products  and  

services  vs  specs  during  site  visit  to  ensure  we  keep  our  promise  

     We  have  designed  a  ques6onaire  /  template  to  help  guide  the  RMs  in  their  conduct  of  their  mee6ngs  with  customers.  We  have  also  designed  a  checklist  to  help  them  in  fulfilling  point  4  above.  

•  How  do  you  get  people  to  want  to  tell  you  things?  Who  are  the  best  people  to  tell  you?  

•  What  is  customer  care?  Why  do  people  want  to  stay  with  you  and  pay  you  more?  

•  What  is  stopping  us  from  doing  that?  How  can  we  anCcipate  what  our  customers  will  need?  

•  What  is  stopping  us  from  doing  that?  

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THE  END  

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