Customer Experience

 How do you as a service leader develop your people, their behaviour and their competencies, so that they are proud to fulfill the position of becoming what we at Novetum call Trusted Advisors - the ultimate scenario in which your employees can ensure customer loyalty.

It is not enough in today’s competitive market, to simply be a good manager, the Field Service Manager is now required to have insights into the specific demands of customers and their customer experience, subordinates, and the service business environment. The Field Service Manager course uniquely fills this need.

One of the greatest challenges; is increasing customer orientated behaviour in every aspect of the employee, in a consistent way.  Developing Trusted Advisor competencies and strong leadership capabilities are crucial in driving this behaviour.

For this we offer a Trusted Advisor Course which is part of the global service industry standards and best practices, from highly succesful service companies from various industries around the world.

As Europe’s economic fortunes plummet, effective management of your service business becomes integral to ensuring profit. Amidst increased pressure to deliver a mature service capability, the financial status quo provides the opportunity to review your modus operandi and embrace powerful new incentives to enact a total service transformation. Without good leadership however, new initiatives tend to veer off track. Leadership is, more often than not, the major differentiating factor in a company’s level of success. The question becomes: What makes a successful leader in the services and how do you lead your company to profitable growth? At Noventum, our consultants have defined four priorities to first-rate service leadership; a good Strategy, focus on the Customer Experience, attention to the virtues of (what we call) the Service Factory, and developing your Employees’ skills and understanding. These considerations will be addressed in the upcoming Service Management Conference and through our executive Service Leadership Course.

Reorganising around customers and markets has radically changed the organisation in Philips Healthcare. However, changing the organisation does not change the behaviour of the people. Neither will customers automatically experience a positive difference. This presentation is about the journey to live into the brand promise of Sense & Simplicity.

With the ‘invention’ of the fMRI scanner we can see what we think and feel. And that is almost rarely what we say and plan to do. This puts marketing in an other perspective. And this might explain the poor results of traditional research. By using recognisable examples, Martin shows how neuropsychological insights have influence on all marketing P’s.

Reorganising around customers and markets has radically changed the organisation in Philips Healthcare. However, changing the organisation does not change the behaviour of the people. Neither will customers automatically experience a positive difference. This presentation is about the journey to live into the brand promise of Sense & Simplicity.

Intangible benefits are difficult to quantify and then replicate; strategic solutions that enable these to be measured and valued by the customer are therefore powerful differentiators. Successful companies understand how to drive the growth of service businesses in general, and how to launch and promote a successful service business. New calculation models are now required to demonstrate the value of service. ; it is the personal experience that is valuable and must be created by unique combinations...

Businesses with past success built upon the quality and innovation of their products may falter if their concept of service (repair break/fix) is only as a support to the manufacturing operation. However if the quality and innovation of product is supported by a similar level of quality and innovation in service, this can provide an excellent way to build and sustain long-term relationships.  Retaining customers means that a reputation has to be sustained over an extended period, and the service aspect of the relationship can provide a bridge should there be a problem with a faulty product. If the concept of service has evolved simply from one of reducing the cost of manufacturing errors, and does not focus on the optimum value derived by the customer from the application of the product, the relationship may not be sufficiently robust to resist a stress. This is best illustrated in figure 1, which shows the effort required to build satisfaction in a product into long-term loyalty. Unless satisfaction and loyalty are high, the value of a customer as a promoter is minimal, but promotion by a customer will have immense value.

 Many companies have split personalities over defining service as a marketing tool. On the one hand they recognise that good service brings value to their customers and might be used as a reason to purchase; on the other hand advertisements and salespeople rarely talk of service preferring to focus on the Brand and features. Once an item is purchased, excellent service becomes a real motivator of satisfaction and serves to reinforce loyalty.