Redesign the process. Document it. Get agreement on the new, streamlined process.
Evaluate who needs to be a key player in the redesigned process.
Create a service team to implement and sustain the new client-focused process. The new team will comprise people who
represent all key areas of the process (sales, engineering, information technology, production, distribution)
are customer-driven
will make the time to excel (none of us has the time to be on a new team, but some people will make the time)
have the power to make changes
Design the team to promote their success. The team should have the following key ingredients:
Goals. The team should define its direction with goals that are SMART:
S pecific
M easurable
A greed upon by all members
R ealistic
T ime-based
Standards of performance. The team should set minimum standards of performance for such things as
response times
quality levels
behavior
Structure. Roles, including leadership, should be clearly defined. Reward systems, preferably promoting teamwork as opposed to individual achievements, should also be defined.
A sense of belonging. The team should, if possible,
co-locate
meet regularly
choose a name to give them a feeling of togetherness
The team should also create a mission statement that clearly defines what it does, who it will serve, how it will do so, and why it will do so (the benefits for the organization and team members).
Unite the team with the client’s team. The teams should meet with the purpose of capitalizing on the opportunities for mutual benefits. The first meeting should be devoted to
getting to know one another
sharing a common vision
identifying obstacles to success
creating plans to overcome the obstacles
deciding on key measures of success
setting up a structure to enable ongoing problem solving and decision making that will encourage continuous improvements and innovations
Ongoing meetings should be devoted to
reviewing and celebrating successes
solving problems
exploring new opportunities
A Test of Effectiveness
Complete the questionnaire below to assess the strength of your relationship with key clients.
Choose
if you disagree totally
if you disagree somewhat
if you neither agree nor disagree
if you agree somewhat
if you agree totally
Our organization has a conscious, documented policy of developing strategic partnerships with key clients.
1
2
3
4
5
We have a plan (step-by-step process) to convert clients into strategic partnerships.
1
2
3
4
5
We study the businesses of our major clients to identify their business strategy so that we can integrate our efforts with theirs.
1
2
3
4
5
We seek ways to move from potentially adversarial relationships with clients to a relationship of interdependence.
1
2
3
4
5
Our whole organization is involved in the service of clients.
1
2
3
4
5
We have structured our organization into interdisciplinary teams to serve key clients.
1
2
3
4
5
We do not compete on price.
1
2
3
4
5
Most of our business is from long-term relationships with selected business partners.
1
2
3
4
5
Our sales forecasts are made with our business partners.
1
2
3
4
5
We meet regularly with business partners to review our relationship and look for ways to improve performance.
1
2
3
4
5
Our production schedules are made in consultation with our business partners.
1
2
3
4
5
We have integrated our information systems to share information with clients and vendors.
1
2
3
4
5
We meet regularly with our clients to deal with problems and find new ways to enhance our relationship.
1
2
3
4
5
We try to exceed the expectations of our clients, not just meet them.
1
2
3
4
5
Our reward systems place an emphasis on service by teams rather than individuals.
1
2
3
4
5
We measure the effectiveness of our customer service.
1
2
3
4
5
We regularly review the effectiveness of our customer service to find new methods of improvement.
1
2
3
4
5
* * *
Total your score =
Key to interpretation:
If you scored 18–36, you have a weak relationship with clients. You need to improve soon, or you won’t have any relationships. If you scored 37–72, you have a mediocre relationship with clients. Unless they are very loyal, they may move on to other partnerships. If you scored 73–90, you have a strong relationship with clients. Your clients will endeavor to partner with you.
Chapter 9: Technology
Using the Latest Technologies
Science and technology multiply around us. To an increasing extent they dictate the languages in which we speak and think. Either we use the languages, or we remain mute.
J.G. BALLARD, BRITISH AUTHOR
As a sales rep, you need to be organized, able to communicate, able to find contact information quickly, and able to remember little tidbits about each of your customers. New technologies can help you with all of the above. Here is the approach you should take, as well as the tools that will help you do your job effectively:
Start soon. Having said that, there are two advantages to delaying:
The cost of new hardware is declining rapidly.
New software is becoming more simple and powerful.
But none of these advantages outweighs the problems associated with not being able to take advantage of the astonishing technological tools that can make you more efficient and effective.
Don’t be overwhelmed. You can’t learn all there is to know overnight. Moreover, technology is constantly evolving, and it’s impossible to fully keep up. Just do your best to keep your knowledge and tools current.
Don’t buy any equipment on the advice of a salesperson. Ask people you trust about hardware, software, and vendors that they have found to offer good service and fair prices. Price is secondary when it comes to hardware since the services that come with the product, such as 24/7 access to a toll-free help line, will be invaluable to a new user.
Don’t buy more software than you will be able to master in the short term, unless it is part of a bundle of products.
Prepare yourself for some frustration. Learning new tools and changing the way you do things will be exasperating. There will also be times of exhilaration as your new tools start to work for you.
Find a coach, someone who cares enough to spend time with you. Such a person need not be a tech wiz but should be able to explain technical information in simple language that even a child can understand.
Offer your coach an incentive to teach you. It can be a financial reward, or an opportunity for you to share your non-technical skills in return.
Set a goal for yourself. Identify the most useful tools and prioritize their usefulness in terms of your job. Aim to become proficient in one tool at a time. If it is a computer, break down the goal into mini-goals, such as learning how to navigate the operating system, then word processing, then learning a time-management system, and so on.
After you have finished each module, or mastered one tool, celebrate your success immediately. Also, ensure that you continue to use that tool so that your learning stays with you.
If you are learning to use a computer, create your own “help line” folder on your desktop. In it, describe all the little “tricks” you have learned that will be useful to you in the future, but which you might otherwise forget.
Learn in a way that best suits your preferred learning style. Are you self-directed or do you prefer structure and help? The more self-directed you are, the easier it will be to learn, as you will be able to work on your own through Internet-based programs, CD-ROMs, or manuals. If, however, you prefer the human touch, consider signing up for in-house programs or for night school courses that offer the flexibility of working at your own pace.
Personal Information Management Systems (PIMS) are software programs that allow you to build a database of customers. There are many outstanding PIMS on the market, including AVT, Maximizer, Access, and Outlook. With the most effective of these, you can customize your database any way you want. Especially useful is the grouping option, which allows you to group your clients into specific categories, such as type of retail store. With PIMS you can
keep notes on each customer and their trading history.
extract specific information quickly, including not only clients’ contact information and account history, but also information such as their hobbies, their birth dates, and the names and ages of their kids that allows you to give your communications with them a personal touch.
Aside from their obvious use as databases, PIMS also typically come with the following features:
to-do lists (including priority options)
calendars
a reminder function
e-mail capability
The following products are currently the most popular:
Desktop computers are incredibly powerful and allow you to do a host of things, such that your whole office can be run on a single machine that costs you a little more than $1000.