It can be easy to overlook the customers you come face-to-face with – you know (or should know) that changes occur in businesses, and by the nature of your work, you can view the people and companies that are facing the same difficulties. There is, however, an even easier way to help your company solve its current problem(s): Connections and Engagement.
Who’s your company’s customer? It’s simple. However, it’s a dense, anxiety-filled, and Stores-In- multipliers company. It might not strike it as a big deal to grasp the fact that every person or person in the company is a potential customer, but it is crucial that they be part of the equation. What follows is an exercise that will help everyone in the organization identify who they are doing business with. This exercise will help your organization sharpen its objectives and enable everyone on the team to focus on: What will make “our customers” satisfied (including you) and ultimately successful? This exercise will demonstrate, through seronious commitment, that every employee directly and indirectly affects the customer.
Years ago, when designing a company’s human resources function, Symantec decided to guess that their internal customers were customers, those from other businesses. First impressions are often the last, but Symantec was quick to realize that the company’s employees are not customers, only liars who need to be told that they are truly part of the system, not the problem.
The interview of those who make up the company’s customer spectrum, leaders, managers, and employees, has revealed massive growth and value. Using this simple, yet effective technique, Symantec was able to explore how and what each employee could offer to ease the pain of the customer in every way.
Everyone – from the answers that describe their family to the positions they had previously held – compelled them to think calls like you would a campaign they were writing to a potential customer to understand their needs and priorities…
They recognized that customersEach employee responded to the customers needs. They understood their individual workplace and measured the process with an eye toward accuracy and speed for accuracy. And yes, all of them knew who the customer was, and how they could be approached, as well as how to communicate with them. Understanding how to move beyond the simple customer experience has enabled the company’s customer-facing team to be the big picture enablers and facilitators.
Meeting customer needs has become a company habit. It’s a methodology that drives the lifecycle, corporate strategy and planning. It’s the sure-fire formula for success, and for simplicity, I just’ve been asked a proprietary question here. It is a question that reveals how to look at your company values in human terms: what do your employees get from it? How will they wake up each day and gain from it? And most importantly, how will your company benefit from the answers? They studied their customers, listened to what they said, and now they are trying to understand you, their customers, and help them see the value of their services. 4While this is not microwave brain surgery, requiring massive amounts of time and confidentiality, it quickly reveals what each member of your employees can do to add such value to you and your customers and to the company. The names and crimes of their customers were on their agenda. In turn, they began to work out the answers to questions like these:The resulting addition of value brought even more success: longer-term business, repeat, new business, excellent feedback…poker88
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