Sales & Service Training 2017-06-04T19:33:14+00:00

NGG Management and Learning Solutions offers organizations a variety of solutions for better management and improved sales and service activities. The proposed solutions are based on knowledge and methodologies developed at NGG and customized for industry characteristics, corporate qualities and areas of activity. In a competitive market, where technological systems and perceptions become painfully similar, the fundamental difference between companies lies in the human talent and sales and service systems. Customers and consumers in these markets need to feel a deep sense of trust in the provider they chose. They expect to be valued, understood, respected and mostly, they expect to receive clearly seen added value for their investment, great or small. Companies who wish to meet these expectations must implement the concept that service starts from within, between different units, and is not unique to service providers who interface with customers directly. It relates to culture and values that impact both the company’s employees and its customers.

Our Expertise

In a complex and dynamic world, where organization-to-customer relationships are reshaping, NGG assists its customers in enhancing performance and improving customer relations in the global and local arenas, while meeting the toughest challenge of all: quality implementation and sustainability over time.

Beyond creating methodologies and grasping innovative, original strategies, NGG accompanies the customer in the process of transforming a worldview reality into the field, all while making use of consulting, learning, training, mentoring and coaching methodologies tailored and adapted to the industry, culture and life-cycle whereabouts of the organization.

Our Services

Implementing customer perceptions and improving sales and service support in global arrays

  • Customer-focused sales perception

  • Moments of truth in the customer’s journey
  • Trusted Advisor & Business Partner

Capacity building of client interface stake holders – perception, skill and tools

  • Sales managers
  • Account managers
  • Managers in service centers

  • Customer experience managers
  • Professional leaders in customer environments
  • Sales/service representatives
    – By phone
    – Frontal (F2F)
    – Digital

Strengthening organizational abilities by managing customer experience

  • Design operational manuals and customer management tools for performance enhancement
  • Internal service as a growth engine
  • Strengthening professional units and interfaces

Our Products

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Customer focus sales perception

Target group:

Sales and customer engagement network

Main goal

Creating a unified customer experience in the global network as a key factor of constant performance enhancement and improve business results

Key issues

  • Customer-focused sales perception definition – how does it look like
  • Empowering the sales interface and strengthening the concept of customer-focused sales
  • Capabilities, skills and supportive behavior improvement at all levels
  • Leading initiatives and customized procedures for every unit in the network

Process

Establishing a managerial platform leading learning processes and implementation of a customer-focused sales perception

Moments of Truth (MOT) in the customer’s journey

Target group:

Customer-success network

Main goal

Improving and empowering the customer experience by understanding their emotional, cognitive and functional needs in every meeting with the customer network.

Key issues

  • Strengthening the customer-focused service concept
  • Provide tools for identifying MOT when managing customer relationships
  • Strengthening management skills for management MOT throughout the customer’s life cycle
  • Acquisition of advanced service skills – emotional intelligence in service
  • Provide tools and management skills for effective communication and being able to cope with challenging situations in service

Process

Implementing a customer experience management model in real time moments of service.

Trusted adviser & Business Partner concepts

Target group:

Sales and customer engagement network

Main goal

Strengthening the professional relationship with customers and excelling the performance through implementation of a partner-based customer relationship management – Preferred Business Partner.

Key issues

  • Creating a shared, uniform service language, both in internal and external interface
  • Preferred Business Partner
  • Strengthening the concept of the unit as an influential customer relations unit
  • Empowering the managers as leaders of the implementation process
  • Leading initiatives and process improvements respectively, per unit
  • Improving capabilities, skills and behaviors that support a relationship as a Preferred Business Partner

Process

Focusing on unit managers as leaders of concept implementation.

Sales Managers

Target group: sales managers

Goals

  • Strengthening the concept of a sales manager as a team leader who strives towards performance enhancement
  • Creating a shared, uniform sales language in sales management
  • Provide expertise and tools for managing sales teams, ignition, training and evoking motivation
  • Provide tools and skills for performance management and improvement
  • Provide skills and tools for learning processes and lessons learned in the sales manager role

Key issues

  • From a sales person to a sales manager – the opportunity and the added value
  • Building work plans for sales management and improvement
  • A training and mentoring tool for sales managers
  • Carrying out performance analysis with the sales personnel
  • Interpersonal skills and expertise in negotiating and presentations
  • Advanced skills in the sales interface: selling value and closing

Scope

5  training days

Account Managers

Target group: Account Managers

Goals

  • Strengthening a customer-focused, sales manager’s role perception and ability to think innovatively and professionally
  • Creating a shared, uniform sales language in customer interface
  • Enforce tools for studying the account, its broad range of components and characteristics
  • Provide skills and tools for learning the customer portfolio and managing depth sales process and extraction customer potential
  • Provide expertise and tools for managing sales processes, focusing on potential targets and added values

Key issues

  • Building a work plan for customer-focused sales management
  • Effective sales meeting
  • Channels of communication with the customer, maintaining the tension between meetings
  • Interpersonal and personal skills when negotiating
  • Selling value skills, closing deal skills
  • A toolbox for influence

Scope

5 days of training

Trusted adviser & Business Partner concepts

Target group:

Sales and customer engagement network

Main goal

Strengthening the professional relationship with customers and excelling the performance through implementation of a partner-based customer relationship management – Preferred Business Partner.

Key issues

  • Creating a shared, uniform service language, both in internal and external interface
  • Preferred Business Partner
  • Strengthening the concept of the unit as an influential customer relations unit
  • Empowering the managers as leaders of the implementation process
  • Leading initiatives and process improvements respectively, per unit
  • Improving capabilities, skills and behaviors that support a relationship as a Preferred Business Partner

Process

Focusing on unit managers as leaders of concept implementation.

Customer experience managers

Target group: service and customer experience managers in organizations

Goals

  • Strengthening the concept of a service manager and a customer experience manager
  • leading service and customer experiences in “my field”
  • Defining desirable customer experience and analyzing the voids in the existing customer experience
  • Self-examination and void-recognition while managing customer experience
  • Strengthening skills and using tools which support customer-experience management
  • Establishing a plan of action to better manage the customer experience

Key issues

  • From managing service to managing customer experience – tasks and general changes
  • Awareness to trends and characteristic in customer experience
  • In the customers shoes – needs and expectations
  • The 3 dimensions of customer experience
  • Customer experience methodology and work plan design
  • Managing customer experience tools
  • The transition to integrative and pro active customer experience

Scope

4-5 training days

Professional leader in customer environment

Target Group:  Experts/ Engineers / Professional leaders

Goals

  • Understand the importance of being customer oriented in the role professional Engineer
  • Acquire tools and skills to promote customer oriented  behaviors
  • Practice cases and scenarios from the daily interface with customers

Key issues

  • Where I stand on the axes system, between the focus in the product and focus on the customer
  • In the customer’s shoes – needs and expectancies of clients in a complex business environment
  • What is required from me – customer oriented behaviors
  • Attentiveness, questioning and everything in between
  • How do you say no? Positive, alternative language as tools for customer experience management
  • Assertiveness and empathy as a tool for managing customer dissatisfaction

Scope

2 days of training

Frontal service / Service by phone

Target group: service representatives

Goals

  • Strengthening the concept of an emotional experience-focused customer experience
  • Providing advanced skills for emotional service – management of the self and customer emotions in the process
  • Providing advanced skills for effective communication in terms of challenging service situations – empathy, questioning and listening

Key issues

  • Emotional-experience focused service – what and why?
  • The correlation between satisfaction and loyalty
  • What do customers want? The transition from service to experience management
  • Customer experience features
  • Progressive skills in effective communication
  • Tools and techniques for listening, questioning and empathy
  • Principles for creating a positive emotional experience

Scope

4 days of training

Digital service

Target group: service representatives

Goals

  • Defining the principles of digital service accordingly with the concept of the organizational service guidelines
  • The “digital service provider” role in customer experience management
  • Providing tools for written communication management when addressing the customer
  • Practice and experience manage the digital and chat service accordingly with the service principles

Key issues

  • Why have a digital service? Why now?
  • From frontal and telephone service to a digital service
  • The advantages and challenges in digital service
  • Similarities and differences between spoken and written communication
  • Highlights for written communication
  • “walk the talk” – conversation structure in the digital service
  • Managing unsatisfied customers in the digital service

Scope

3 days of training

Sales

Target audience: sales representatives

Goals

  • Sales skills need a refinement in service throughout the customer life cycle
  • Deepening the control in characteristics and advantages of the of products and services offered
  • Acquire advanced sales and making an impact skills, according to the classic sales model – inquire, direct and conclude
  • Strengthening the control and capability to make a sale, even in complex situations

Key issues

  • Sales in a customer world
  • What moves people to buy – about consumer behavior
  • The service-for-sale approach – an effective sales call according to the model
  • The farmer and the hunter sales pros and cons
  • The VFC and VTC model
  • Advantages as a meeting point for needs and benefits
  • Advanced sales skills
  • Objection as an opportunity in a sales process

Scope

2-3 training days

Formulating operation manuals and tools for customer management and performance improvement

Target Group: organization/unit level

Main goal

Quality application of the customer management concept, tools, routines and positioning of customer managers as significant leaders in promoting work to lead constant performance improvement

Key issues

  • Uniform language along the managerial chain in leading the process of change
  • Creating a managerial standard in the role of the leading manager around the customer – align expectations
  • A tool to motivate, guide, implement and monitor customer experience
  • Strengthening a performance improvement culture
  • The process of organizational development under long-term vision

Strategy

Leading the process of formulating a managerial map and tools for leading managers, following an enrichment training program as an advancement towards the next role leap

Internal service as a growth engine

Target Group: organization level

Main goal

Implementing a service culture that promotes excellence behaviors supporting service and customer experiences as leverage to improve customer satisfaction both internally and externally

Key issues

  • Strengthening the role of the unit as a service provider
  • Strengthening the capabilities , skills and behaviors in supporting services
  • Improving customer value chain in internal organizational processes
  • Leading of initiatives and services improvement processes respectively for each unit

Strategy

Enterprise-wide move to strengthen customer-centric corporate culture which promotes excellence and service-supporting behaviors

Strengthening the professional units and interfaces to improve the customer experience

Target Group: professional units

Main goal

Professional Unit positioning as a provider of quality service and support business activity

Key issues

  • Strengthening the importance of service in managing customer contact within the unit
  • “Alignment” about the service concept, the role of a service provider a uniform language service
  • Provide tools and skills to manage a service call with customers
  • Providing the tools to deal with challenging situations in in service – quick responsiveness, stress, anger and dissatisfaction of customers

Strategy

Lead a training process for all unit employees through the waterfall strategy