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Lane Sloan Lane Sloan Bruce Anderson Bruce Anderson Bill Spitz Bill Spitz Carl Wilson Carl Wilson Silver Fox AdvisorsLunch & Learn.

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Presentation on theme: "Lane Sloan Lane Sloan Bruce Anderson Bruce Anderson Bill Spitz Bill Spitz Carl Wilson Carl Wilson Silver Fox AdvisorsLunch & Learn."— Presentation transcript:

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2 Lane Sloan Lane Sloan Bruce Anderson Bruce Anderson Bill Spitz Bill Spitz Carl Wilson Carl Wilson Silver Fox AdvisorsLunch & Learn

3 Integrity RespectAccountability 1. Turknett Leadership Group 1. “Managers are people who do things right, while leaders are people who do the right thing.” Warren Bennis Principles Guide Actions Actions Lead to Habits Character Leads to Creating Your Destiny Habits Lead to Character 2. Lars Harrison 2.

4 Character Leading Organization Change Interpersonal Skills Focus On Results Personal Capability The Extraordinary LeaderZenger & Folkman Build on your Strengths Fix Fatal Flaws

5 Situational Leadership Short Term Mid Term Long Term Must Manage Stages Simultaneously Proact vs. React Survive vs. Grow Return vs. Invest Sustain vs. Transform Task vs. People Achieve vs. Train Manage for Value Manage for Brand, Culture, Reputation Manage the vision Lead vs. Be Led (Servant Leadership)

6 Industrial Revolution Information Revolution Molecular Revolution Focus Process Action Mindset Management Style Sequential & Linear Real Time Altering Nature Reacting Time & Motion Data Flow & Virtual Change by Exception Acting Change is Constant Designer Pro-acting Change accelerating & less predictable Autocratic & Hierarchical Consultative & Participative Meta- visionary 5 Evolving Nature of Leadership Lane Sloan

7 Leadership Development A Function of Adult Development Bruce M. Anderson Thinking Partners, Inc.

8 Adult Development We continue to develop after childhood. These adult stages of development involve an increasing awareness and consciousness and at some level it is hidden from us. It just evolves. At a particular stage of development, we don’t see the next stage. We are stuck in our world view and the way things should be done. We only get to “see” the previous stage until we have gone to a “higher” stage. This a huge factor in understanding the development of leaders

9 Expert Achiever Catalyst Co-Creator Synergist 45% >4% 35% >5% >1% SupervisorHolistic Leader Servant Leader LeaderManager Leadership Developmental Levels Self Awareness MoreLess Team Orientation No TeamTeam for Buy inTeam for ideas Team for Strategy Inspires While Flexible Egocentric World Centric Ethnocentric Frame of Reference HeroicPost Heroic LessMore Control

10 Leadership Strategies For A Growing Business In Tough Times Presented By William J. (BILL) Spitz 14 Greenway Plaza, Suite 29 F, Houston, TX FAX

11 Satisfaction Alone Satisfaction Alone Is No Longer A Guarantee That Customers Will Come Back. We Must Develop Customer Loyalty!

12 William J. Spitz Silver Fox Advisor Have You Ever Calculated What It Costs To Get A New Customer? n All Marketing Costs? n All Sales Commissions And Salaries? n All Sales Development Costs? n All Start Up Costs?

13 William J. Spitz Silver Fox Advisor Have You Ever Calculated What Customer Turnover Costs You?

14 William J. Spitz Silver Fox Advisor Have You Ever Figured Out How Little You Make On A One Time Sale? n Compared To The Increased Profit You Make On A Repeat Customer?

15 William J. Spitz Silver Fox Advisor One Time Customer n Is Satisfied n Not Angry n Bought And Paid For Products/ Services n Don’t Come Back!

16 William J. Spitz Silver Fox Advisor Lured Away By Competitor Because That Customer Never Became A Loyal Customer Of Yours! They Defected! They Defected! They Simply Went Elsewhere! They Simply Went Elsewhere!

17 William J. Spitz Silver Fox Advisor Measurement Is The Key To Understanding The Impact Of The “ Loss Of No Return” Measurement Is The Key To Understanding The Impact Of The “ Loss Of No Return”

18 William J. Spitz Silver Fox Advisor Compilation n Case Histories Of My Business n Case Histories Of Others n Harvard Business Review Article Entitled “Zero Defections: Quality Comes To Services” By Frederick E.Reicheld & W. Earl Sasser Jr. n Work Done By Prestigious Research Organizations.

19 William J. Spitz Silver Fox Advisor The Same Basic Concepts, Methods, Techniques Can Be Used By You!

20 William J. Spitz Silver Fox Advisor Let’s Go Back To The 80’s Manufacturing Executives Looked At Their Scrap Heaps And Realized -- Manufacturing Executives Looked At Their Scrap Heaps And Realized -- Poor Quality Was Expensive! Poor Quality Was Expensive!

21 William J. Spitz Silver Fox Advisor Harvard Article “Quality Is Not Just An Integrating Slogan, But The Most Profitable Way To Run A Business”

22 William J. Spitz Silver Fox Advisor “Continuous Improvement In Service/Quality Is Not A Cost But An Investment In A Customer Who Generates More Profit Than The Margin Of A One Time Sale

23 William J. Spitz Silver Fox Advisor Executives Can Therefore Justify Giving Priority To Investments In The Service/ Quality Vs. Things Like Cost Reduction”

24 William J. Spitz Silver Fox Advisor “ Zero Defects Was The Guiding Light And The Quality Movement Took Off ”

25 William J. Spitz Silver Fox Advisor Service Companies Have Their Own Scrap Heaps. Customers Who Will Not Come Back

26 William J. Spitz Silver Fox Advisor Service Company Executives Began To Strive For: n Zero Defections n Keeping Every Customer That Could Be Served Profitably

27 William J. Spitz Silver Fox Advisor Resulting In A Surprisingly Powerful Impact On The Bottom Line

28 William J. Spitz Silver Fox Advisor Harvard Research Found" Companies Can Boost Profits By Almost 100% By Retaining Just 5 % More Of Their Customers. The Longer A Customer Stays With You The Higher The Level Of Profit They Bring.”

29 William J. Spitz Silver Fox Advisor n Can We Count On Continued High Growth? n Sooner Or Later Cycle Will Change n Will You Be Prepared?

30 William J. Spitz Silver Fox Advisor Harvard, “It Is Common For Business To Lose 15% - 20% Of Its Customers In A Year.

31 William J. Spitz Silver Fox Advisor Simply Cutting Defections In Half Will More Than Double The Average Company’s Growth Rate.”

32 William J. Spitz Silver Fox Advisor I Was Very Lucky I Had A Mentor For Over 16 Years

33 William J. Spitz Silver Fox Advisor His Impact!

34 William J. Spitz Silver Fox Advisor The Caveat He Gave Me In The Early 80’s n Before The Houston Depression n Before The Oil Bust n Before “Zero Defections --” n When Houston Was Riding High n Other Parts Of Country Suffering

35 William J. Spitz Silver Fox Advisor “ Times May Not Be Bad In Houston Yet” I Can See From Reports I Can See From Reports You’re Too Satisfied! You’re Too Satisfied! You Are Losing Your Edge! You Are Losing Your Edge!

36 William J. Spitz Silver Fox Advisor Can Your Customers Be Lured Away By Hungry Competitor? Can Your Customers Be Lured Away By Hungry Competitor? Now While Things Are Good You Need To Build A Loyal Customer Base Now While Things Are Good You Need To Build A Loyal Customer Base Basics, Blocking And Tackling Basics, Blocking And Tackling

37 Hank Moore Service is Presently At An All Time Low And Getting Worse

38 William J. Spitz Silver Fox Advisor Be The Best At What You Do!! Make Sure Your Customer Is Aware Of That Fact Make Sure Your Customer Is Aware Of That Fact

39 William J. Spitz Silver Fox Advisor That Advice Was Pure Gold! Carried Us Through Toughest Time Houstonians Had Ever Experienced Carried Us Through Toughest Time Houstonians Had Ever Experienced

40 William J. Spitz Silver Fox Advisor n Leadership Team Meeting - Reduce Losses To 5% Per Year. n Resulting Enormous Impact On Our Profits

41 William J. Spitz Silver Fox Advisor Develop An Action Plan To Be The Best At What We Do n Make Your Service Memorable n Ask Client What Can We Do To Serve You Better? To Serve You Better? n “Help Me With Market Research.” Very Important n It Worked Like A Charm

42 William J. Spitz Silver Fox Advisor “ Retain The Gain” King On Throne n Message: Customer Is King n 8 1/2 x 11 Posters n 2” x 2” Stickers Everywhere

43 William J. Spitz Silver Fox Advisor Story That Had Huge Impact On Me And On My Business Career. How’s Your Business?

44 William J. Spitz Silver Fox Advisor I Redoubled My Commitment To Be The Best At What We Did And To Build A Loyal Customer Base

45 William J. Spitz Silver Fox Advisor It Was Time To Have A Meeting With All Of Our Employees To Discuss The Future Of Our Company

46 William J. Spitz Silver Fox Advisor Raise The Bar n Take Additional Steps To Improve Level Of Service n Measure Actual Number Of Complaint Calls n Count Each And Every One n Rechecks

47 William J. Spitz Silver Fox Advisor You Are All Volunteers

48 William J. Spitz Silver Fox Advisor You Are Bill Spitz Live Up To All Commitments No Matter What It Takes

49 William J. Spitz Silver Fox Advisor How This Program Helped Us To Retain A Major Customer

50 We Were About To Embark On A New Marketing Program

51 William J. Spitz Silver Fox Advisor n Skilled Market Research CO. n Phone Contacts - Focus Groups n Final Report - Huge Book n Bottom Line “ Your Customers Are Fiercely Loyal”

52 William J. Spitz Silver Fox Advisor n Reflected On Our Customer Retention Program n Significant Increase In Profit Over What We Used To Consider OK n We Grew During Depression n Many Benefits Having Zero Defections And Building Customer Loyalty

53 William J. Spitz Silver Fox Advisor What Does It Take To Achieve Customer Loyalty? n Pay Attention To What Is Important To Your Customer! n What You Think & What I Think May Be Terribly Unimportant n Find Ways To Listen To Customer

54 William J. Spitz Silver Fox Advisor n Challenge Your Assumptions n Probe Deeply - Customer Concerns n How To Get Beyond Satisfaction? n What Do Customers Value Most?

55 William J. Spitz Silver Fox Advisor Message Factors, Inc. Research Company “If You Are Not Hearing Voices “If You Are Not Hearing Voices You Are Crazy!

56 William J. Spitz Silver Fox Advisor If You Are Not Listening To Customers, You Can’t Know What They Expect- What They Value, What They Could Live Without

57 William J. Spitz Silver Fox Advisor Your Customers Will Tell You Your Customers Will Tell You How To Keep Them Loyal And How To Persuade Your Competitors Customers To Become Your Loyal Customers As Well

58 William J. Spitz Silver Fox Advisor This Information Allows You To Allocate Your Resources Accordingly”

59 William J. Spitz Silver Fox Advisor Focus! n Focus On What Part Of What You Do Is Most Important To Your Customer n Example: Clean Truck - Uniform n Most Important - Be On Time n Get Back To Work, Or Car Pool, Or Whatever

60 William J. Spitz Silver Fox Advisor Deliver What Customer Wants n You May Not Be Providing What Is Most Important To Customer n Of All Things You Do, Find Out Which Is Most Important To Client

61 William J. Spitz Silver Fox Advisor Start To Measure Defection Rate n Different For Every Business n Information - Trade Association n As CEO What Is Acceptable ? n Compare Yourself To Best

62 William J. Spitz Silver Fox Advisor Your Defection Rate Will Not Get Any Better If You Don’t Measure

63 William J. Spitz Silver Fox Advisor Develop Relationships n Loyalty And Retention n Technician Jimmy

64 William J. Spitz Silver Fox Advisor Understand The Difference Between Customer Loyalty & Customer Satisfaction

65 William J. Spitz Silver Fox Advisor Customer Satisfaction: n Everything Was OK n Nothing Special n Not Unhappy n May Return If Convenient

66 William J. Spitz Silver Fox Advisor Loyalty Is: n I Love The Service n You Have Added Value To ……. n Everything Was Better Than Expected n I Will Come Back n I Will Tell My Friends n Described “The Pursuit of Wow!”

67 William J. Spitz Silver Fox Advisor Market Research Not Identified On A Scale Of 1 to 5 At What Point Will A Customer Become Loyal?

68 William J. Spitz Silver Fox Advisor Result: Only At 5!

69 William J. Spitz Silver Fox Advisor Capitalize On Your Strengths! Can You Compete With The Big Guys? n Advantages: Closer To Customer n Communicate Directly n Ability To Respond n Ability To Respond In Way To Promote Loyalty

70 William J. Spitz Silver Fox Advisor If And When There Is A Problem You Have A Special Opportunity To Create Loyalty. When Something When Something Needs To Be Fixed, Replaced Or Repaired Replaced Or Repaired Do It With A Smile!

71 William J. Spitz Silver Fox Advisor n Do It Quickly n Give Reward For Inconvenience

72 William J. Spitz Silver Fox Advisor Small Companies Can Run Circles Around Big Organizations - Bureaucracies n Bureaucracies Lose Creativity n Not Nimble n Slow To Respond n Do Not Engender Loyalty n Example: Photos

73 William J. Spitz Silver Fox Advisor Guarantee Your Work n Our Guarantee Was Unconditional, Money Back n Customer Was The Sole Judge n Complaints Resolved Immediately

74 William J. Spitz Silver Fox Advisor n “Thank You For Bringing This…” n “You Have Done Us Great Favor.. n Then Do It! n Real Differentiation!

75 William J. Spitz Silver Fox Advisor Have You Ever? n “It Is Not My Job” n “ I’m Doing The Best I Can” n “You Will Have To Talk To Another Department……”

76 William J. Spitz Silver Fox Advisor What Does It Take? What Must We Do? n Begins With Clear Vision Of What You Want Your Organization To Be n You Must Articulate To Your Entire Organization

77 William J. Spitz Silver Fox Advisor Statement Of Purpose - Tell Your Team Why You Exist

78 William J. Spitz Silver Fox Advisor We Were In The Business Of Protecting The Health & Property Of Our Customers Without Endangering Our Environment

79 William J. Spitz Silver Fox Advisor Core Values That Are Changeless And Inviolate Of What You Stand For Integrity, Ethics, Commitment To Achieve Customer Loyalty

80 William J. Spitz Silver Fox Advisor Example: Mastercare In Part “To Provide The In Part “To Provide The Service Buying Public With A Superior Buying Experience That Will Encourage Them To Return Willingly And To Share Their Experiences With Others”

81 William J. Spitz Silver Fox Advisor Example Don Grogg n Core Value: Deliver On Time No Matter What It Takes

82 William J. Spitz Silver Fox Advisor There Are Essential Basics That The Team Must Understand In Order To Reach The Pinnacle Of Customer Service Resulting In Customer Loyalty

83 William J. Spitz Silver Fox Advisor Clearly Enunciated So That They Become An Integral Part Of The Company Culture In Order To Achieve Desired Results

84 William J. Spitz Silver Fox Advisor Must Select Quality People Who Can Carry Out Your Vision n Attitude n Brain Power n Commitment

85 William J. Spitz Silver Fox Advisor Training n Absolutely Essential n Some Say It Costs Too Much n Pay Me Now, Or Pay Me Later n Prevents Loss Of Customers n Motorola

86 William J. Spitz Silver Fox Advisor Customer Selection n Target Customers Willing To Pay For Your Superior Services, Profitably!

87 William J. Spitz Silver Fox Advisor Watch The Door n Telephone n Your Call Is Important To Us n Create An Alert System

88 William J. Spitz Silver Fox Advisor Example: n Railroad Loss Part Of Business

89 William J. Spitz Silver Fox Advisor If Customers Defect ‘Bring ‘Em Back Alive’ n Swat Team - Convince Them To Stay n Example: Food Plant

90 William J. Spitz Silver Fox Advisor If Unable To Retain Benefits Are Still Available n Gather Information And Insight As To Why Customer Is Leaving n Get A View Of Your Business Not Available From Those On The Inside n Early Warning System-Prevent Others From Defecting- Improve Your Score

91 William J. Spitz Silver Fox Advisor n Feedback - Concrete, Specific, Relevant, Not Hypothetical n Understanding Why Is Important n Need Someone Skillful At Probing

92 William J. Spitz Silver Fox Advisor Defections Can Help Companies Decide Which Service/ Quality Investments Will Be Most Profitable n Should You Invest In Computerized Cash Register Or A New Phone System?

93 William J. Spitz Silver Fox Advisor n Which Of These Two Will Address Most Frequent Causes Of Irritation And Possibly Defection?

94 William J. Spitz Silver Fox Advisor Questions? Or Your Case Histories Showing Value Of Loyal Customers

95 Leadership in Action Carl Wilson

96 “There are no extraordinary men, just extraordinary circumstances that ordinary men are forced to deal with.” Admiral William F. Halsey Admiral William F. Halsey

97 Purpose Process Perspective Organizing Executing Executing Measuring Strategizing Planning POEMSPOEMSPOEMSPOEMS TM

98 Strategizing EconomyMarketCultureTechnology To Slide 10 To Slide 10

99 Planning Planning Marketing/Ops/Finance Plans/CRM Summary Strategic Plan 12 month Perpetual Forecast Formal Delegation & Follow Up Create a Profit Equation Commit to a 30% Sales Increase Maintain Current Personnel Level Establish Incentives

100 Organizing Top Grade Personnel Document Delegation Process Cross Train & Motivate Personnel Organization Charts Job Descriptions Process Flow Diagrams Action Logs

101 Executing Executing Summary Strategic Plan Formal Delegation/Follow Up A Clear Inspiring Mission Initiate Weekly Progress Meetings Increase Sales/Reduce Costs/ Improve Margins/Cash Position Create a Flawless Profit Process

102 Measuring Measuring Contacts/Inquiries/Quotes Average Sale Value Prospects/Customers/Clients Monthly Financial Statements Industry Statistics Salary Surveys. Key Profit Indicators

103 Strategizing Strategizing ?

104


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