session #303 how electrolux empowered service agents with

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#ACCE13 icmi.com | 800.672.6177#ACCE13 icmi.com | 800.672.6177

Session #303

How Electrolux Empowered Service Agents with Sales Skills (and why you should too!)Anne I. Slough - Director, Service and Sales Practices

Jane Pearson Wray - CSG-Sr. Manager, Continuous Improvement

2B e c a u s e c u l t u r e a n d t a l e n t t r u m p s t r a t e g y e v e r y t i m e ™©LSA Global | 800.889.6452 | www.LSAGlobal.com

Agenda

1. Introductions2. Making The Sales Connection3. The Case Study: Electrolux Major Appliances4. Q & A

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LSA Global

Operating as an extension of your team, LSA Global creates a plan linked to your business strategy, designs and delivers solutions that exceed industry standards, and measures and guarantees the results.


LSA Global helps you to:

�Reduce turnover.� Improve customer satisfaction / loyalty / retention.� Increase cross and up-selling.� Improve product knowledge.�Resolve more calls the 1st time.�Handle increased competition.�Differentiate products and/or brands.�Seek to capture the voice of the customer to improve

interactions.�Balance quality and quantity measurements.�Assess the culture to diagnose the performance gaps.�Effectively test, interview, on-board, & coach

representatives/associates.

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“Hope” is not a strategy…….


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Making the Sales Connection� Poor customer experiences result in an estimated $83 billion loss by US

enterprises each year because of defections and abandoned purchases.

� 89% of consumers began doing business with a competitor following a poor customer experience. Source: RightNow Customer Experience Impact Report 2011

� 24% of consumers who had unsatisfactory service interactions shared their experiences through social networks in 2010, a 50% increase over 2009.Source: Forrester Technographics Customer Experience Online Survey

� Your company’s reputation is instant (Twitter, Facebook, etc.). Customers who engage with companies over social media spend 20% to 40% more money with those companies than other customers. Source: Bain & Company Report – Putting Social Media to Work/Parature Customer Service Blog


Why Does a Sales Strategy Make Sense?

1. Increase revenue (share of wallet and stickiness)

2. Expand the consumer experience (full service from expanded relationship)

3. Increase employee engagement and retention (more money, more knowledge more skills)

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Making the Sales Connection

*Customer Service Skills vs. Sales Skills

Effective customer service representatives and sales people may not realize it, but they share several skills.

Customer Service Skills Sales SkillsListening ListeningPatience PatienceAttention to detail Attention to detailProblem solving Problem solvingEffective communication Effective communicationEmpathy EmpathyHandling difficult customers Overcoming objections

*Sue Jones, The Call Center Café, 2012

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How do you create alignment and relevance?


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Agenda

Who is Electrolux?

Corporate Initiativeo How we startedo Incentiveso Resultso Benefits

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Welcome!

Who is Electrolux?

� Electrolux is a global leader in home appliances and appliances for professional use, selling more than 40 million products in more than 150 countries per year.

� Our operations are divided into three sectors: Floor Care and Small Appliances, Professional Products and Major Appliances.

� Major Appliance Products include: Refrigerators, Freezers, Wine Storage, Cooktops, Microwaves, Built-in and Freestanding Ranges, Wall Ovens, Warmer Drawers, Dishwashers, Washers, Dryers, Compactors, Dehumidifier and Room Air Conditioners.

� Major Appliance Brands include: Electrolux, Electrolux ICON and Frigidaire.

� Major Appliance Production Facilities include: North Carolina, South Carolina, Tennessee, Minnesota, Mexico and Canada.

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Welcome!

A Little Bit More About Us…

� The largest manufacturer of Cooking products in the world, we sell ~8.5M units globally.

� We sell ~10M Refrigerators/Freezers globally. Our best fridges consume 70% less energy than the average unit 15 years ago.

� We sell ~3M dishwashers globally.

� We are

o the market leader in Europe for Laundry products, selling ~7M units globally.

o the world leader and only global manufacturer of vacuum cleaners and small appliances, selling ~16M units globally.

o the market leader in the US and Brazil for air conditioners and dehumidifiers, selling ~4M units annually.

o among the world leaders in Food Service and Laundry Systems for Professional products.

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About the Customer Engagement Center

� Located in Augusta, GA

� Over 400 employees…and growing!

� Handle ~2M calls annually

� Functions within Augusta include:

o Consumer calls by brand

o Customer support

o Service technician, parts distributor support and other 3rd party partners

o Continuous Improvement (Escalations, Correspondence, Social Media, Quality Assurance, Training and Workforce Management)

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Corporate Initiative

�August 2011 – Implemented S.M.A.R.T initiatives

�Accelerate growth of After-Market Sales (consumable goods)

�Challenges we faced within the Customer Engagement Center

o Mindset change

o Uneasiness if they didn’t sell

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What did we do?

� Communicate, Communicate, Communicate… to gain buy-in from team members.

� Explained why and how this fits into our company strategy.

� Engaged front line leadership. Held regular meetings with Managers and Supervisors. If they believe, they will champion.

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“Set the Stage” (Change Management):

What did we do?

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� Senior Leadership provided support and recognition of progress.

� Leaned on agents and leaders who had sales background.

� Began setting sales expectations with ALL new hires.

Create a Solid Foundation:

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What did we do?

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Prepare:

� Held Learning Labs which were led by peers.

�Train, Train and Train some more

� Partnered with LSA Global:

“The Sales Connection Workshop”

LSA Global Partnership:“The Sales Connection”

Skills for leveraging your service culture into a sales culture:

1. Define who the Sales Professional is? (Change Management)– Identify the qualities of a Sales Professional

– Determine the benefits of selling

– Demonstrate the ‘Customer Connection’ model

2. Transition from Service to Sales– Recognize sales opportunities

– Learn effective transition statements

3. Closing the Sale (which may mean not closing)– Handle customers’ concerns in a customer-friendly manner

– Know when to take action to close the sale

– Leave the customer with a positive impression

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The Sales Connection

“As a result of attending this program, what will you do differently to improve performance?”

� Use better resources when speaking with my customer or team such as benefits, game plan and acknowledgements

� **Ensure that I relate benefits to every consumer

� Learn as much about all products to give my customers options

� I learned how to respond to rebuttals

� I now have a more structured means of offering and closing a sale

� Provide key points on what is beneficial to the consumer

� Use the customer connection model during coaching

� Use/share the model with team members and future team members

� *Exaggerate benefits vs. features

� Be more consistent in coaching towards transition and closing

� Use more of a strategy-based approach

� I will change the way I approach coaching sales

* Indicates that more than one person answered the same way. 23

What did we do?

� Kept it FUN…but fair.

� Appealed to the spirit of competition (among teams).

� Displayed “themed” related bulletin boards (visual).

� Handed out bells for front-line leadership (audio).

� Hosted various games: Bingo, Races, Hangman, Golf, etc.

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Re-enforce:

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What did we do?

Measure:

� Measured performance based on dollars per call (not total dollars).

� Reported progress daily; focused on positive re-enforcement rather than low performers

� Audit, Audit, Audit – make sure you are getting the sales… the RIGHT way!

� Did not set a sales KPI at the start of the program.

o 12 months into the effort, our KPI is the average of team performance.

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Results

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2011 vs. 2012 = 188% increase

2012 vs. 2013 = trending to a 27% increase

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Results

� Bigger and better incentives for Front-line agents (commissions).

� Budget for Rewards and Recognition programs increased year over year.

� More funds were allocated for training / workshops.

� Attrition declined with both temporary and Electrolux employees within the Call Center.

� Sponsored community outreach programs / events with employee participation.

� More importantly… Elevated the “Voice of the Consumer” within the organization!

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Results

� Global Awareness…

Winner – EMA Global Customer Care Award 2013 for “Revenue Generation in the contact center”!

Recognized at the Global level for leveraging customer service contacts as channel for generating new revenue.

Key to our success:- Employee engagement in the strategy- Fostering a collaborative environment

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Q &A

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#ACCE13 icmi.com | 800.672.6177#ACCE13 icmi.com | 800.672.6177

Thank you!

Please leave your business card in order to receive the white paper and fill out the evaluations.

Anne I. Slough Jane Pearson WrayDirector, Service and Sales Practices CSG-Sr. Manager, Continuous [email protected] [email protected] 706.651.7746

session #303 how electrolux empowered service agents with

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