Customer Relationship ManagementFace to face / Online public schedule & onsite training. Restaurant lunch included at STL venues.
From £495 List price £650
Customer service managers, team leaders, supervisors and key internal contacts for major customers will all find this course relevant.
You may also benefit from our assertiveness training London course.
Develop your performance and skills as an effective Customer Relationship Manager; understand the benefits of high level CRM and the part it plays in client retention. Realign your customer service process to meet customers' values and manage their expectations. Support your team to build excellent customer relationships that lead to lasting loyalty.
Personal Awareness
Self-perception inventory
Recognising the effect you have on others
Building on strengths, addressing weaknesses
Relationship Management
Developing relationships
Attitude, manner and further developing strong business relationships
Client Centred Needs and a Customer Focussed culture
Skills to maximise account potential
Communication Skills
Identifying, assessing and using your own communication style effectively
The communication chain
Avoiding breakdowns in the chain
Conveying information effectively
Dealing with misunderstandings
Effective questioning and listening
Delivering positive messages
Implication of email and the telephone
Moments of Truth and Best Practise tips
How you do it counts: Words to use and ‘no' without the risk
Taking responsibility for customers and their problems
Right first time complaint handling
Managing and handling conflict and difficult situations
Knowing when and how to break the rules whilst protecting the interest of the business
Exceeding customer expectations.
The Art of Being Persuasive
The use of reason and logic
Gaining commitment
Building trusting relationships
Making a case appealing to logical or emotional responses
Internal Links
Working with a sales team
Agreeing and setting ground rules
Working as a united team
Dealing with conflict
Ensuring open and honest two-way communication
Building Customer Relationships that Lead to Loyalty
Understanding Customer Expectations
Identifying customers' real needs and issues
Managing complaints and reducing escalation
Achieving ‘right first time' standards
Customer relationship management
Getting it right: Process, Product, Value and Relationships
Setting performance standards and key performance measures
Taking it forward
What do my customers expect from me tomorrow?
Arguably, the most experienced and highest motivated trainers.
Training is held in our modern, comfortable, air-conditioned suites.
A hot lunch is provided at local restaurants near our venues:
Courses start at 9:30am.
Please aim to be with us for 9:15am.
Browse the sample menus and view joining information (how to get to our venues).
Available throughout the day:
Regular breaks throughout the day.
Contains unit objectives, exercises and space to write notes
Your questions answered on our support forum.
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Oxford Immunotec Ltd
Kay Röhrig,
Customer Support Manager & Training Lead
Any further training with Karen welcome
Customer Relationship Management
Oxford Immunotec
Lucy Howe,
Customer Services Supervisor
Karen was very patient with the group and made sure everyone had an input to the discussion, she tailored it to exactly what we needed.
Customer Relationship Management
Express Engineering
Joseph Chalder,
Contracts Engineer
The course was designed for a full day but was only taught in a half a day session. I believe the customer relationship management work book handed out could be condensed to suit the half a day course so everything can be covered in a shorter space of time.
Customer Relationship Management
| Next date | Location | Price |
|---|---|---|
| Fri 9 Jan | Online | £495 |
| Mon 12 Jan | Limehouse | £495 |
| Tue 10 Feb | Online | £495 |
| Wed 11 Feb | Limehouse | £495 |
| Thu 12 Mar | Online | £495 |
| Fri 13 Mar | Bloomsbury | £495 |
And 24 more dates...
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Excellent
Royal College of Physicians
HR & Learning
Magda M
Customer Service Excellence
"STL is a company we value for their knowledgeable and skilled trainers as well as the breath of solutions offered and willingness to support our business in the best possible way whilst achieving great value for money but without compromising on quality."
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Below are some extracts from our Customer Relationship Management manual.
Managing Customer Relationships
Self-Perception Inventory
Businesses know that providing positive experiences for buyers can dramaticallyimpact their growth. But customer service often takes a back seat to the daily demands of running a business.
Dr. Meredith Belbin studied team-work for many years and observed that people in teams tend to assume different team roles, with a tendency to behave, contribute and interrelate with others in a particular way.
The roles he determined were; The Plant, The Co-ordinator, The Monitor-Evaluator, The Implementer, The Completer-Finisher, The Resource Investigator, The Shaper, The Team-worker and The Specialist (Expert)
Your HANDOUT briefly describes each of these roles and there is a Self-Perception Inventory for you to fill in.
For each section distribute 10 points among the sentences that you think best describe your behaviour. These points may be distributed among several sentences: in extreme cases they might be spread among all the sentences or ten points may be given to a single sentence.
Enter the points in the table at the back of the questionnaire.
Some interesting endorsement statistics which accompany EXCELLENT customer relationships.:
Prevents business failure – Roughly 96% of businesses close their doors within 10 years. One of the contributing factors is poor customer service. Buyers become frustrated over small issues such as unclear communication, slow follow up on questions, or ignored requests.
Reduces employee turnover – Employees want to work for businesses that appreciate worker contributions, encourage new ideas and treat customers fairly. When people work for an employer that provides excellent customer service, they are more engaged in their work and become an advocate for the business. They are more willing to stick with the company through business challenges and economic changes.
Recognising the Effect YOU have on Others
To truly understand what your customer experiences when they engage with your organisation, you need to do more than just step into someone’s shoes. You need to walk with them too.
A customer journey is a map that shows the sequence of interactions a customer has with your organisation in order to pursue their goal (of both service ad delivery).
The sequence should show the order, time taken, and how much time separates each interaction. The quality of customer experience at each point should also be measured.
This journey may be a physical path, an online process or a hybrid of both.In recording the journey focus on capturing the most significant “touchpoints” where the customer actually interacts with your teams. Only record points from the perspective of the customer and disregard your organisation’s internal processes.
The mapping process itself is a useful team activity. This should be done by actively working together as a team whereby the discovery process encourages shared understanding. It also helps find and resolve misunderstandings and gaps in our knowledge (or within the process).
Each single member in the team has an effect not only on the customer but on the team itself.But before we look at the path such a mapping process might take, we need to understand exactly who your customer is and what they want.
Deeper Motivations
What are their deeper motivations and how can/do we demonstrate that they are valued?
Manal Ghosain (2014) writes about our need to be accepted, appreciated, approved, attended to, liked, loved, cared for — and understood. But what she doesn’t consider is that if we don’t, or can’t, experience others as understanding us — who we are and what we’re about — then all of these other wants can end up feeling relatively meaningless.
This is especially true in customer service – and is the foundation for good customer relationships and communication.
What will fulfil your needs as a person in a customer service environment?
________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Translate those into what another person might need. What standards are you measuring their requirements by, yours, theirs or the company’s?
Customer Journey Map
Ask yourself the following questions as you map out your customer journey:
What does success look like to you/for your customer?
What kind of impact do you want to make on them in the short to long term?
Where is our service most likely to fail?
What have we/can we do about that moving forwards?
Are there any regular dips or ‘service gaps’?
If so when do they happen and why?
What can we do to prevent that happening in the future?
Does every member of your team feel that the gaps missing are equally as important to them as they are to you?
Visualise this from the point of enquiry right the way through the actual experience, to solving any potential issues and getting feedback and recommendations at the other end.
Key points to consider when creating a customer journey map:
Be clear about the customer goal (what do they really want) in this interaction.
Track the time between teach touchpoint (is it too delayed / too fast?)
Measure whether expectations are met or not and by how much.
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