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Customer Care
‘Customers don’t
care how much youknow, until theyknow how muchyou care.’
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The Facts
• 6 times cheaper to retain a customer than it is toacquire a new one
• Customers will tell 8 people about a goodeperience and !" people about a bad one
• #$% o& your customer base will account &or 8$% o&re'enue
• (t costs less to get a second sale than you had topay &or the )rst one
• Customer loyalty leads to pro)t
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Customers. Where do
they go?1% 3% 5%
9%
14%
68%
Die Move away Friends Influenced Product uality Poor !ervice
1% 3% 5%
9%
14%
68%
Die Move away Friends Influenced Product uality Poor !ervice
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*uilding the relationship +
• on’t count the people you reach, reach thepeople who count
• Fish where the big )sh are, put your e-ortsinto pro'en techniques that work
• ecognise pre'ious customers• Turn e'ery contact into an opportunity• eward your best customers
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The Customer /alue 0 The 1areto 1rinciple
"o#
$usto%ers
&i'( Potential
Mainstrea%
$usto%ers
)ow *alue $usto%ers
$usto%er*alue
80% of customers generate 20% of
your revenue
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Creating a customer centered
culture + The 2 Cs!. Communications + listening, &eedback,
asking,dealing with problems
#. Consistency + be consistent as possible
3. Courtesy+ eye contact, returning phonecalls, pleasant manner, respect &orpri'acy
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Creating a customer centered
culture + The 2 Cs
". Change + asking &or &eedbackor recei'ing it and doingsomething
2. Care + showing that you care
and 'alue the relationship
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4Complaints should be seen as an
opportunity5
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How to HandleComplaints
ever ruin an apology with an e!cuse
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*eing customer centered isimportant to the &uture success o&
any si;e o& organisation bycreating pro)tability, generatinggoodwill and being <eible to
change.
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“The customer is King, +ee# t(e%
co%in' ,ac+-." .. Fer'al uinn
!u#er/uinn-
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4Care more than others+
think wise.isk more than others 0
think sa&e.
ream more than others 0
think practical.
=pect more than others 0think possible.5Howard Shultz, CEO Starbucks Cofee
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e reasons or os ngcustomers and clients
are>$% =?+related,
e.g., didn’t likecompany’s customerser'ice @"orum Corporation on #anufacturing and $ervice
'
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2$% o& time
wasted in business
is due to lack o&trust
@Aohn B. hitney, irector, eming Center &or ?uality:anagementD.
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E imple e)nition o& =?
•Knowing how you
and others feel andwhat to do about it.
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E= GBH=:BT(BEIIG
(T=II(J=TK
B
GBH T(II TL(M @not &eelD TLET(? :ETT= :B= TLE =?
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hat is GBH =motional(ntelligenceK httpNOOei.haygroup.com
• Gou are on an airplane thatsuddenly hits etremelybad turbulence and beginsrocking &rom side to side.hat do you doK
• Gou are in a meeting whena colleague takes credit &orwork that you ha'e done.hat do you doK
• Gou are a customer ser'icerepresentati'e and ha'e
9ust gotten an etremelyangry client on the phone.hat do you doK
• E discussion between youand your partner hasescalated into a shoutingmatch. Gou are both upsetand in the heat o& theargument, start making
personal attacks whichneither o& you really mean.hat is the best thing to doK
• Gou ha'e recently beenassigned a young manager
in your team, and ha'enoticed that he appears tobe unable to make thesimplest o& decisions withoutseeking ad'ice &rom you.hat do you doK
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• The turbulent airplaneN
PEQ Continue to read your book or maga;ine, orwatch the mo'ie, trying to pay little attention tothe turbulence.
P*Q *ecome 'igilant &or an emergency, care&ullymonitoring the stewardesses and reading theemergency instructions card.
PCQ E little o& both E and *.
PQ ot sure + ne'er noticed.
:arking your Enswers
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)he credit stealingcolleague*
PEQ (mmediately and publiclycon&ront the colleague o'er theownership o& your work.
P*Q E&ter the meeting, take thecolleague aside and tell her that youwould appreciate in the &uture that shecredits you when speaking about your
work.PCQ othing, itRs not a good idea to
embarrass colleagues in public.PQ E&ter the colleague speaks,
publicly thank her &or re&erencing your
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)he angry client*
PEQ Lang+up. (t doesnRt pay to take abuse &romanyone.
P*Q Iisten to the client and rephrase what yougather he is &eeling.
PCQ =plain to the client that he is being un&air,that you are only trying to do your 9ob, and youwould appreciate it i& he wouldnRt get in the way o&this.
PQ Tell the client you understand how &rustratingthis must be &or him, and o-er a speci)c thing youcan do to help him get his problem resol'ed.
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The shouting matchN
PEQ Egree to take a #$+minute breakbe&ore continuing the discussion.
P*Q Jo silent, regardless o& what your
partner says.
PCQ ay you are sorry, and ask yourpartner to apologi;e too.
PQ top &or a moment, collect yourthoughts, then restate your side o& thecase as precisely as possible.
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)he indecisive youngmanager*
PEQ Eccept that he Rdoes not ha'e what ittake to succeed around hereR and )ndothers in your team to take on his tasks.
P*Q Jet an L manager to talk to himabout where he sees his &uture in theorgani;ation.
PCQ 1urposely gi'e him lots o& compledecisions to make so that he will becomemore con)dent in the role.
PQ =ngineer an ongoing series o&
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Write down the number of points you get for the answer youwrote down, then add them all up.
• The turbulent airplaneN
Enything but + that answer re<ects a lack o& awareness o& yourhabitual responses under stress. Ecti'ely acknowledging your stress
and )nding ways to calm yoursel& @i.e. engage in a book or read theemergency cardD are healthier responses.
PEQ !$ 1oints + Continue to read your book or maga;ine, or watchthe mo'ie, trying to pay little attention to the turbulence.
P*Q !$ 1oints + *ecome 'igilant &or an emergency, care&ullymonitoring the stewardesses and reading the emergencyinstructions card.
PCQ !$ 1oints + E little o& both E and *.
PQ $ 1oints + ot sure + ne'er noticed.
coring your Enswers
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)he credit stealing colleague*
The most emotionally intelligent answer is . *ydemonstrating an awareness o& work+place dynamics, and an
ability to control your emotional responses, publiclyrecogni;ing your own accomplishments in a non+threateningmanner will disarm your colleague as well as puts you in abetter light with your manager and peers. 1ubliccon&rontations can be ine-ecti'e, are likely to cause yourcolleague to become de&ensi'e, and may look like poorsportsmanship on your part. Elthough less threatening,pri'ate con&rontations are also less e-ecti'e in that they willnot help your personal reputation.
PEQ $ 1oints + (mmediately and publicly con&ront thecolleague o'er the ownership o& your work.
P*Q 2 1oints + E&ter the meeting, take the colleague asideand tell her that you would appreciate in the &uture that shecredits you when speaking about your work.
PCQ $ 1oints + othing, itRs not a good idea to embarrasscolleagues in public.
PQ !$ 1oints + E&ter the colleague speaks, publicly thankher &or re&erencing your work and gi'e the group morespeci)c detail about what you were trying to accomplish.
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)he angry client*
The most emotionally intelligent answer is . =mpathi;ingwith the customer will help calm him down and &ocusing
back on a solution will ultimately help the customer attainhis needs. Con&ronting a customer or becoming de&ensi'etends to anger the customer e'en more.
PEQ $ 1oints + Lang+up. (t doesnRt pay to take abuse&rom anyone.
P*Q 2 1oints + Iisten to the client and rephrase whatyou gather he is &eeling.
PCQ $ 1oints + =plain to the client that he is being
un&air, that you are only trying to do your 9ob, and youwould appreciate it i& he wouldnRt get in the way o& this.
PQ !$ 1oints + Tell the client you understand how&rustrating this must be &or him, and o-er a speci)c thing
you can do to help him get his problem resol'ed.
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The shouting matchN
The most emotionally intelligent answer is E. (n thesecircumstances, the most appropriate beha'ior is to take a#$+minute break. Es the argument has intensi)ed, so ha'ethe physiological responses in your ner'ous system, to thepoint at which it will take at least #$ minutes to clear yourbody o& these emotions o& anger and arousal. Eny othercourse o& action is likely merely to aggra'ate an alreadytense and uncontrolled situation.
PEQ !$ 1oints + Egree to take a #$+minute break be&orecontinuing the discussion.
P*Q $ 1oints + Jo silent, regardless o& what your partner says.
PCQ $ 1oints + ay you are sorry, and ask your partner toapologi;e too.
PQ $ 1oints + top &or a moment, collect your thoughts, thenrestate your side o& the case as precisely as possible.
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)he indecisive young manager*
The most emotionally intelligent answer is . :anaging others
requires high le'els o& emotional intelligence, particularly i& youare going to be success&ul in maimi;ing the per&ormance o&your team. B&ten, this means that you need to tailor yourapproach to meets the speci)c needs o& the indi'idual, andpro'ide them with support and &eedback to help them grow incon)dence and capability.
PEQ $ 1oints + Eccept that he Rdoes not ha'e what it take tosucceed around hereR and )nd others in your team to take onhis tasks.
P*Q 2 1oints + Jet an L manager to talk to him about wherehe sees his &uture in the organi;ation.
PCQ $ 1oints + 1urposely gi'e him lots o& comple decisionsto make so that he will become more con)dent in the role.
PQ !$ 1oints + =ngineer an ongoing series o& challengingbut manageable eperiences &or him, and make yoursel&a'ailable to act as his mentor.
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Four Clusters o& =motional (ntelligence
+. $elf',wareness
2. $elf'#anagement
-. $ocial ,wareness
&. $ocial $ills
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el&+Ewareness
• Sel-Awareness is the ability to accurately sense andidenti&y personal &eelings, along with the ability tounderstand and e'aluate them. To be &ully aware o& your&eelings you must )rst identi&y them, and then you must
acknowledge and accept them.
• el&+awareness is 'ery important to achie'ing success atwork. ot being in touch with your own &eelings in suScientdegree can handicap your o'erall e-ecti'eness.
• (ndi'iduals who ha'e high sel&+awareness are able toconduct accurate sel&+appraisals, are sel&+con)dent, areauthentic, welcome &eedback, percei'e situationsaccurately, and are willing to take risks &or what theybelie'e to be right.
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Three Competencies within el&+Ewareness
The el&+Ewareness cluster containsthree basic competencies or
subcategoriesN
• =motional sel&+awareness
• Eccurate sel&+assessment
• el&+con)dence
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el&+:anagement
• Sel-Management is the ability to
understand your emotions and thenuse that understanding to turnsituations to your bene)t.
• el&+management is also the abilityto use your &eelings to reason welland act intentionally.
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i Competencies within el&+:anagement
• The el&+:anagement cluster contains sibasic competencies or subcategoriesN
• =motional sel&+control
• Trustworthiness
• Consciousness
• Edaptability
• Bptimism
• (nitiati'e
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ocial Ewareness
• Social awareness refers to howpeople handle relationships and
awareness of others/ feelings needsand concerns.
• t is the a1ility to recognie andappropriately respond to theemotions and feelings of others.
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Three Competencies within ocial Ewareness
The ocial Ewareness cluster containsthree basic competencies or
subcategoriesN
• =mpathy
• Brgani;ational awareness
• er'ice orientation
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ocial kills
• Social Skills re&ers to a pro)ciency at suggesting desirableresponses in others.
• 1eople with good social skills are good business leaders,leaders in society, and e-ecti'e parents who understand
that personal success and group or &amily success areinseparable.
• They lead by eample, encouraging others in positi'eways, 'alidating them and creating trust within them.
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=ight Competencies withinocial kills
The ocial kills cluster contains eight basiccompetencies or subcategoriesN
• e'eloping others
• (nspirational leadership
• (n<uence
• Communication
• Change catalyst
• Con<ict management• *uilding bonds
• Teamwork and collaboration
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hy is it (mportant to e'elop :y Bwn=motional (ntelligenceK
0 The higher your emotional intelligence, the more likelyyou are to succeed in personal and pro&essionalrelationships.
0 There is a strong correlation between well+de'elopedemotional intelligence and personal sel&+satis&action ando'erall sel&+con)dence.
0 La'ing a good understanding o& yoursel&, your strengths,and your weaknesses is essential to superior
per&ormance when on the 9ob.
0 hen your emotional intelligence is &ully de'eloped, it iseasier to work well under constantly changingcircumstances and to act on your ideas in ways thatbene)t the organi;ation.
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$3#4 #5)H$6",C)$ ,73)49
• *eing =( does not mean a weak, submissi'e orde&ensi'e personality.
• *eing highly =( does not not mean being etranice, polite or sugar coating your language
• The &emales are BT superior to males inepressingOeperiences emotions as most o& ustend to belie'e incorrectly. (n &act, the researchshows that males are equally emotional whencompared to &emales.
• There is no direct e'idence to pro'e that =? isdependent upon heredity.
• Lowe'er, the en'ironment does seem toin<uence the =?.
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:yths..
• Ed'ocating =? does not mean that we arepromoting low scorers or a'erage (?people.
• La'ing a'erage =? is not bad orundesirable
• La'ing high =? is always welcome.
• e are not negating the (?. (n &act a
combination o& high =? and high (? wouldbe a most ideal personality. (t would be awin win situation.
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CE =? *= =/=IB1=K
• G=. Gou can de'elop your =? byupgrading your emotional skills. The
popular thinking that =? is entirelyinherited is incorrect. =motional(ntelligence is not )ed at birth.
There is no emotional intelligencegenes as such that we know o& today.(t is something one has learned.
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Contd..
Can =? be de'eloped at any stageOageo& personal or pro&essional li&e. The
answer is G=. Gou can upgrade youremotional skills at any stage o& yourli&e. (n &act, age and maturity arepositi'ely correlated with the =?.
ame is not true about (? which ismore or less static.
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Can =? *e :easuredK
G=. Though some critics may
argue that emotional traitscan not be measuredaccurately the psychologists
ha'e shown that =( can bemeasured by usingstandardi;ed scienti)c tools.