1. Welcome

2. & Creating Lifetime Customers Lisa Ford
Recognition: The Key to Higher Performance
Greg Kirsch

3. Concentrate on Competencies
Ability to Motivate Effectively Deal w/ Change Coaching & Mentoring Communication Negotiating Customer Service Planning & Goal Setting Recruiting & Hiring Stress Management Asset Protection
Ten management areas we must be great at to run our companies, the Big Picture
Today’s session cover

4. Progress & Good News Report
Delegation: Getting Things Done Through and With Others Dr. Druker
Attitude – It Really is Everything Zig Ziglar
How are you being a
“DIFFERENCE MAKER”

5. Clarify the HOW
Step 1 WIIFM 2

6. “Another point is that if you want to go to the top in this business, this company, this industry, how do you get there?
85% depends upon your attitude. Finally, the biggest point in this whole section is that, we spend thousands of dollars to send our children to grade school, high school, college and beyond and what we pay for gets us only 15% of the skill-sets that they're going to need to succeed in life.
“Whether you think you can or whether you think you can’t, either way you’re right.”

7. Progress & Good News Report
Delegation: Getting Things Done Through and With Others Dr. Druker
Attitude – It Really is Everything Zig Ziglar
How are you being a
“DIFFERENCE MAKER”

8. Creating Lifetime Customers
featuring Lisa Ford

9. The Listening Advantage featuring Dr. Terry Paulson

10. The Listening Advantage featuring Dr. Terry Paulson

11. Developing Lifetime Customers
“If you think the cost of an over-satisfied customer is great… think about the cost of an under-satisfied customer.”
Lisa Ford
Carbonated water, high fructose corn syrup, carmel color, phosphoric acid, natural flavors, and caffeine. Those are the ingredients for, arguably, the most famous beverage in the history of the world and the most closely guarded recipe on the planet. Those are the ingredients for Coca Cola. If the recipe is such a secret, then why are ingredients printed on every can of Coke made? (regulations) Because knowing the ingredients doesn’t necessarily mean that you know how to put those ingredients together and manufacture that recipe around the world. Perhaps it’s because knowing the ingredients doesn’t mean others can duplicate the formula for putting these things together. We’re going to look at this challenge today.
Isn’t it true that when it comes to the delivery of extraordinary service, as a whole, most people—most companies—aren’t willing to pay the price it takes to achieve the value that extraordinary service can bring.

12. Developing Lifetime Customers
“If you try to understand the ups and downs of the current economy by focusing on technology trends and investment fads, you’re going to miss the true underlying shift that’s underway. Customers are in control. There are changing the face of business as we know it. And YOUR company’s value is in their hands.”
Patricia Seybold
A June 19, 2006 article from The Wall Street Journal advises us that, “The higher executives climb, the more important it is for them to delegate. Trying to put their fingerprint on every initiative or constantly second guessing employees won’t make them effective leaders…”

13. Lifetime value of a customer

14. Lifetime Value of Customers Tide detergent $ Pizza Parlor $
Grocery store $
Cadillac $
Several years ago, I believe it was Harvard University that estimated lifetime customer values in the United States. If we’re going to pay the price of delivering extraordinary customer service, what’s it worth to us?
If you are a Tide detergent customer for life, your worth to Procter & Gamble is an estimated $8,000 (US). The lifetime value of a loyal customer to a grocery store? An estimated $50,000. And to a car manufacture? An estimated $350,000.
These examples are retail examples. In your business where the annualized sales may be hundreds of thousands or millions of dollars in revenue, the value of repeat business can be enormous. What is a loyal customer worth to you?
Clive Humby, a consultant for Procter & Gamble, Gillette, Kroger Co. and other firms, said: “It’s not about customers being loyal to you. It’s about you being loyal to your customers. You earn loyalty by giving it.” Earning the loyalty of our customers—by consistently and continuously exceeding their expectations—is the focus of our session today.
Please turn to Page 1 in your packet. There is space at the bottom of page 1 to write… but I’m going to change the question you should answer.

15. Lifetime Value of Customers Tide detergent $ 8,000 Pizza Parlor $
Grocery store $
Cadillac $
Several years ago, I believe it was Harvard University that estimated lifetime customer values in the United States. If we’re going to pay the price of delivering extraordinary customer service, what’s it worth to us?
If you are a Tide detergent customer for life, your worth to Procter & Gamble is an estimated $8,000 (US). The lifetime value of a loyal customer to a grocery store? An estimated $50,000. And to a car manufacture? An estimated $350,000.
These examples are retail examples. In your business where the annualized sales may be hundreds of thousands or millions of dollars in revenue, the value of repeat business can be enormous. What is a loyal customer worth to you?
Clive Humby, a consultant for Procter & Gamble, Gillette, Kroger Co. and other firms, said: “It’s not about customers being loyal to you. It’s about you being loyal to your customers. You earn loyalty by giving it.” Earning the loyalty of our customers—by consistently and continuously exceeding their expectations—is the focus of our session today.
Please turn to Page 1 in your packet. There is space at the bottom of page 1 to write… but I’m going to change the question you should answer.

16. Lifetime Value of Customers Tide detergent $ 8,000
Pizza Parlor $ 9,000
Grocery store $
Cadillac $
Several years ago, I believe it was Harvard University that estimated lifetime customer values in the United States. If we’re going to pay the price of delivering extraordinary customer service, what’s it worth to us?
If you are a Tide detergent customer for life, your worth to Procter & Gamble is an estimated $8,000 (US). The lifetime value of a loyal customer to a grocery store? An estimated $50,000. And to a car manufacture? An estimated $350,000.
These examples are retail examples. In your business where the annualized sales may be hundreds of thousands or millions of dollars in revenue, the value of repeat business can be enormous. What is a loyal customer worth to you?
Clive Humby, a consultant for Procter & Gamble, Gillette, Kroger Co. and other firms, said: “It’s not about customers being loyal to you. It’s about you being loyal to your customers. You earn loyalty by giving it.” Earning the loyalty of our customers—by consistently and continuously exceeding their expectations—is the focus of our session today.
Please turn to Page 1 in your packet. There is space at the bottom of page 1 to write… but I’m going to change the question you should answer.

17. Lifetime Value of Customers Tide detergent $ 8,000
Pizza Parlor $ 9,000
Grocery store $ 125,000
Cadillac $
Several years ago, I believe it was Harvard University that estimated lifetime customer values in the United States. If we’re going to pay the price of delivering extraordinary customer service, what’s it worth to us?
If you are a Tide detergent customer for life, your worth to Procter & Gamble is an estimated $8,000 (US). The lifetime value of a loyal customer to a grocery store? An estimated $50,000. And to a car manufacture? An estimated $350,000.
These examples are retail examples. In your business where the annualized sales may be hundreds of thousands or millions of dollars in revenue, the value of repeat business can be enormous. What is a loyal customer worth to you?
Clive Humby, a consultant for Procter & Gamble, Gillette, Kroger Co. and other firms, said: “It’s not about customers being loyal to you. It’s about you being loyal to your customers. You earn loyalty by giving it.” Earning the loyalty of our customers—by consistently and continuously exceeding their expectations—is the focus of our session today.
Please turn to Page 1 in your packet. There is space at the bottom of page 1 to write… but I’m going to change the question you should answer.

18. Lifetime Value of Customers Tide detergent $ 8,000
Pizza Parlor $ 9,000
Grocery store $ 125,000
Cadillac $ 290,000
Several years ago, I believe it was Harvard University that estimated lifetime customer values in the United States. If we’re going to pay the price of delivering extraordinary customer service, what’s it worth to us?
If you are a Tide detergent customer for life, your worth to Procter & Gamble is an estimated $8,000 (US). The lifetime value of a loyal customer to a grocery store? An estimated $50,000. And to a car manufacture? An estimated $350,000.
These examples are retail examples. In your business where the annualized sales may be hundreds of thousands or millions of dollars in revenue, the value of repeat business can be enormous. What is a loyal customer worth to you?
Clive Humby, a consultant for Procter & Gamble, Gillette, Kroger Co. and other firms, said: “It’s not about customers being loyal to you. It’s about you being loyal to your customers. You earn loyalty by giving it.” Earning the loyalty of our customers—by consistently and continuously exceeding their expectations—is the focus of our session today.
Please turn to Page 1 in your packet. There is space at the bottom of page 1 to write… but I’m going to change the question you should answer.

19. What is the lifetime value of a customer to your company?
Lifetime Value pg 1 - 2
What is the lifetime value of a customer to your company?

20. “But what about those of us who do not serve the bill-paying customers directly?”
Several years ago, I believe it was Harvard University that estimated lifetime customer values in the United States. If we’re going to pay the price of delivering extraordinary customer service, what’s it worth to us?
If you are a Tide detergent customer for life, your worth to Procter & Gamble is an estimated $8,000 (US). The lifetime value of a loyal customer to a grocery store? An estimated $50,000. And to a car manufacture? An estimated $350,000.
These examples are retail examples. In your business where the annualized sales may be hundreds of thousands or millions of dollars in revenue, the value of repeat business can be enormous. What is a loyal customer worth to you?
Clive Humby, a consultant for Procter & Gamble, Gillette, Kroger Co. and other firms, said: “It’s not about customers being loyal to you. It’s about you being loyal to your customers. You earn loyalty by giving it.” Earning the loyalty of our customers—by consistently and continuously exceeding their expectations—is the focus of our session today.
Please turn to Page 1 in your packet. There is space at the bottom of page 1 to write… but I’m going to change the question you should answer.

21. “Who relies on ME to get their job done right and on-time?”
Ask yourself… “Who is my customer?”
“Who relies on ME to get their job done right and on-time?”
The service level given to an external customer is directly impacted by the service level given to an internal customer.
Several years ago, I believe it was Harvard University that estimated lifetime customer values in the United States. If we’re going to pay the price of delivering extraordinary customer service, what’s it worth to us?
If you are a Tide detergent customer for life, your worth to Procter & Gamble is an estimated $8,000 (US). The lifetime value of a loyal customer to a grocery store? An estimated $50,000. And to a car manufacture? An estimated $350,000.
These examples are retail examples. In your business where the annualized sales may be hundreds of thousands or millions of dollars in revenue, the value of repeat business can be enormous. What is a loyal customer worth to you?
Clive Humby, a consultant for Procter & Gamble, Gillette, Kroger Co. and other firms, said: “It’s not about customers being loyal to you. It’s about you being loyal to your customers. You earn loyalty by giving it.” Earning the loyalty of our customers—by consistently and continuously exceeding their expectations—is the focus of our session today.
Please turn to Page 1 in your packet. There is space at the bottom of page 1 to write… but I’m going to change the question you should answer.

22. Learning Goals Understand the lifetime value for your customers
By the end of this session, we will cover how to:
Understand the lifetime value for your customers

23. Learning Goals Understand the lifetime value for your customers
By the end of this session, we will cover how to:
Understand the lifetime value for your customers
Exceed customer expectations and design a system to recover customer loyalty

24. Learning Goals Understand the lifetime value for your customers
By the end of this session, we will cover how to:
Understand the lifetime value for your customers
Exceed customer expectations and design a system to recover customer loyalty
Implement the 5 foundation areas of lifetime customer service

25. Creating Lifetime Customers
featuring Lisa Ford

26. Share your idea(s) with your group.
Key Ideas and Application
Write down the important idea(s) from the presentation and how to apply them to your company or team.
Share your idea(s) with your group.
In small groups, select a team leader. Team leaders, please facilitate a discussion among your group where each of you share the idea(s) you found most important and how you would apply that idea within your workplace. You will find a worksheet on page 5 of your Participant’s Guide that you can use to record your group’s ideas. Team leaders, following your group discussions, I will ask you to share with us one of your group’s ideas and its application.

27. Most common cause of business failure…
Lack effective customer Acquisition and Retention Systems
Don’t attract enough qualified prospects
Fail to convert prospects into profitable and repeat customers
Let current customers slip away to do business with competitors
Lack effective & efficient business management practices that create lifetime customers

28. Five Foundation Areas Be Reliable Be Responsive
Blueprint # 1, Pg 5
Be Reliable
Be Responsive
Make Customers Feel Valued
Be Empathetic
Be Competent

29. Developing a Customer Recovery System Blueprint #2 pg 6
Situations
Customers want
Give to compensate
Permission
Training
Recognize employees
Ensure that employees have information they need to solve problems.
Train & Educate: Help employees know what to do, how to do it, and why.
Create Boundaries: How far can employees go and what they can do to solve customer problems?
Version 1—incorporates the first half of exercise 2 from the packet.

30. Recovering Customer Loyalty Six-Step Strategy (see page 7)
Do Something Extra!!!
Debrief:
What is the most difficult step in the recovery process?
Which step in the recovery process is most commonly skipped?
Is it necessary to apologize to a customer when we were not the employee who caused the problem?

31. Lifetime Value of Customers
“It’s not about customers being loyal to you It’s about you being loyal to your customers You earn loyalty by giving it.” –Clive Humby
Several years ago, I believe it was Harvard University that estimated lifetime customer values in the United States. If we’re going to pay the price of delivering extraordinary customer service, what’s it worth to us?
If you are a Tide detergent customer for life, your worth to Procter & Gamble is an estimated $8,000 (US). The lifetime value of a loyal customer to a grocery store? An estimated $50,000. And to a car manufacture? An estimated $350,000.
These examples are retail examples. In your business where the annualized sales may be hundreds of thousands or millions of dollars in revenue, the value of repeat business can be enormous. What is a loyal customer worth to you?
Clive Humby, a consultant for Procter & Gamble, Gillette, Kroger Co. and other firms, said: “It’s not about customers being loyal to you. It’s about you being loyal to your customers. You earn loyalty by giving it.” Earning the loyalty of our customers—by consistently and continuously exceeding their expectations—is the focus of our session today.
Please turn to Page 1 in your packet. There is space at the bottom of page 1 to write… but I’m going to change the question you should answer.

32. Personal Blueprint / Action Plan
I Plan to Implement / Best Idea
Expected Result
SMART
Specifically
Measurement
Attainment
Relevant
Time-Based
Action Steps
Resources Needed

33. Past Action Plans
Train customer facing employees ‘Customer Recovering’ process.

34. Past Action Plans
Train customer facing employees ‘Customer Recovering’ process
Share Five Foundation Areas of Lifetime Customer Service & train to overcome areas needing improvement

35. Past Action Plans
Train customer facing employees ‘Customer Recovering’ process
Share Five Foundation Areas of Lifetime Customer Service & train to overcome areas needing improvement
Coffee Stains Exercise

36. Personal Blueprint / Action Plan
I Plan to Implement / Best Idea
Expected Result
SMART
Specifically
Measurement
Attainment
Relevant
Time-Based
Action Steps
Resources Needed