Understanding, Managing and Exceeding Client Expectations
Clients will say:
♦ My provider, my managers are real heroes.
♦ They are truly my business partners in the real sense of the meaning.
♦ They not only do great work, they are great people to work with.
♦ They come to me with new ideas and business solutions that help me do my job better.
♦ They know how to build my business in ways that I would never have thought of.
♦ I respect their leadership of my business.
♦ They are a true asset to me and my company. I can’t imagine what I would do without them.
Reports will say:
♦ They are invaluable in their support of my efforts.
♦ They are someone I can call a mentor and teacher.
♦ This is someone I want to follow.
♦ They are considerate of my needs while never forgetting why we all have a job.
♦ This is a manager for whom I can truly say I enjoy and respect working.
Basis for the Training’s content
Over the course of the past 3+ decades, Louws has been fortunate enough to not only have hired outstanding talent who have excelled at running companies, managing people and leading customers, but has spent this same period collecting these skills into a comprehensive workshop that accentuates the important and de-emphasizes the mundane.
This is simply a management and supervisory program by managers for managers.
There are 7 Exercises and/or Role-Plays specific to the issues and challenges facing students.
These are prepared prior to the training and inculcated within the training’s content and practice exercises.
How we get it done
Following are the essential 9 elements of all our management and supervisory training.
1. What’s your company’s definition of Account Management?
Knowing the role permissions the action. It never ceases to amaze us how limiting many needing to upgrade their management skills see their role and responsibilities.
Oftentimes, this alone is the key limiting factor to expanding customer relationships, successfully managing their own groups and even as deep as retaining customers beyond industry norms.
2. What’s Customer’s definition of Account Management?
As you can imagine, we have already done our homework with over 150+ of the world’s top brands and established their own expectations and metrics.
We help students understand where they are in alignment with expectations, where they are not and most importantly how to get to alignment.
3. How to manage customer expectations.
Managing customer expectations is oftentimes the most challenging of all management and supervisory skills.
Contracts are essential. Guidelines are critical.
But! What about the unexpected? What about the customer whose litigious comportment and style dictates they argue the intent of the contract vs. the letter.
This is what we tackle head on with highly effective techniques that level the playing field, regroups and refocuses efforts against given outcomes instead of getting caught up in the mundane and distractions of crisis management.
4. What’s Exceeding Customer Expectation?
This is possibly the most important component of successfully retaining customers. It’s essentially the art of going beyond the expected without overtaxing resources, over-promising or burning out.
This possibly is the subject into which Louws took the deepest dive to become experts in the subject of successful management and supervision.
We have accumulated dozens of techniques specific to a multitude of businesses from advertising to pharmaceutical, automotive to package goods.
We examine in detail what others expect from a leader and more importantly how to meet and exceed these expectations.
It is considered the pinnacle of our training and is one of the key reasons Louws’ management skills are consistently considered a cut above the rest.
5. What’s Best Practice Account Management?
There is a distinct difference between techniques mentioned above and the practices revealed here.
The practices are those processes and procedures that, once implemented, should result in the smooth and efficient conduct of business.
To achieve an understanding of these best practices we did what few others have done.
We first investigated companies like Proctor and Gamble, universally known for its efficient procedures, Pizza Hut and Frito Lay, known for their innovative flexibility to react to market changes and Chrysler, known for its ability to “turn around” a sinking ship.
Then, seeing traditionally what worked and what didn’t, we commenced experimenting and beta testing.
Our Goal: Understand the difference between Universal truths and Industry-Specific truths.
What works for a package goods company – as consistently brilliant as they may be – may be completely irrelevant to running a drug company.
This was the missing element that has given Louws the ability to train managers to practice what we teach them, immediately, once back on the job.
6. Where the rubber meets the road (tools for getting it done)
This is where we address head on those issues, challenges and expectations of the student’s specific customer and internal management issues.
7. The Common Barriers.
a. Scope creep
b. The economy
c. Bad News
d. Personality conflicts
If not already addressed, we make sure these four barriers are addressed with specific techniques to handle each.
8. More than an order taker.
Leadership, its principles and techniques to on-the-job application (for both customers and one’s own re-ports and for those one reports to)
9. When it’s all said and done.
Here we take the core concepts and techniques learned during the training, culminating in job-related role-plays that sharply focus students on their individual job-related skills needed to improve their immediate on- the-job performance.
If what you have read so far is consistent with what you are looking for from a management leadership and supervisory training and consulting firm, please consider giving Louws an opportunity to make good on what we promise to deliver.
Telephone: (520) 664 -1881
Mail: Management Leadership Training Practice Director ~ P.O. Box 130 ~ Vail ~ Arizona ~ USA ~ 85641