• Corporations can work five times harder and spend five times more money to gain new customers, or they can keep the ones they have.

  • 78% of consumers say their most satisfying experience occurred because of a capable and competent customer service representative.

  • First, people don’t grow and change much unless they’re in a supportive environment where people know what they want to do and encourage them to do it.

  • The great thing in this world is not so much where we are, but in what direction we are moving. Oliver Wendell Holmes

  • If you want 1 year of prosperity, grow rice. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people. – Chinese Proverb

  • 50 – 70% of how employees perceive their organization can be traced back to the actions of one person – the leader.

  • The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor. Vince Lombardi

  • It costs 10 times more to gain a new customer than it does to keep an existing customer.

  • 85% of business leaders agree that traditional differentiators alone are no longer a sustainable business strategy.

  • Effective coaching is a key method for increasing productivity and profitability in an organization. Recent studies have shown that 85% of the workforce wants holistic coaching so that they can continually improve and grow.

  • It is estimated that 80% of mergers and acquisitions that occur today fail to meet initial expectations.

  • Personally, I am always ready to learn, although I do not always like being taught. Winston Churchill

  • Employee loyalty builds customer loyalty, which builds brand loyalty. It’s as simple - and as difficult - as that.

  • Learn something every day. Never stop learning.

  • The brighter you are, the more you have to learn.

  • "High performing organizations are constantly focusing on improving their capabilities through learning systems, building knowledge capital and transformational learning throughout the organization.” - Ken Blanchard

  • Companies Don’t Solve Problems.
    People Do.

  • 25 of every 27 customers who have a bad experience fail to report it because they don’t believe anything will change.

  • Leadership is being the best you can be, and helping others be the best they can be.

  • The key to keeping customers satisfied and loyal is to value and train employees while making them an integral part of corporate success.

  • A survey of 350 executives across 14 industries, 68% confirmed their companies experienced unanticipated problems in their change process. – International Consortium of Executive Development Research.

  • The key to building a culture based on Trust and Personal Responsibility is getting all employees to be committed to the organization’s Vision and the Values That Build Trust.

  • People are the core strategic asset. To be successful, a company must listen, involve, encourage, nurture, support, empower, and reward all its constituencies.

  • Leadership IQ being equal, it is believed emotional intelligence – how we manage ourselves, our emotions and the emotions of others – accounts for 85 – 90% of what separates the most outstanding leaders from their peers.

  • The number one fear in the world is public speaking. “You” vs. “I” messages are powerful tools for capturing your audience’s attention.

  • Change is constant. To implement change you must listen, engage, and empower individuals in the change process.

  • 70% of organizational changes fail and these failures can be traced to ineffective leadership.

  • No one of us is as smart as all of us – when teams function well, miracles happen.

Services News - Customer Loyalty Brings Big Business

Training business busier than ever in tough economic times

Services News

By Lynn G. Novak

NEW CASTLE, N.H. -Despite a business climate marked by economic downturn in 2001, Dianne Durkin, president of New Castle, N.H-based training and consulting firm Loyalty Factor says her company's revenues have more than doubled.

Since its formation in 1996, the 10-person organization has been training technical and customer support representatives how to best communicate with customers to increase satisfaction and boost loyalty.

Durkin says the recent economic landscape is a big reason her company is seeing significant growth.

"People recognize that they have to treat their customers better," says Durkin. "In the technology world, you've got to get those technology people to be able to communicate better because they are the ones that your customer trusts and they are the ones that are going to give the answers to your customers," she adds. "So we teach them neurolinguistic programming techniques."

Another reason her company has experienced significant growth is due to repeat customers as individuals who have experienced the training program change jobs from one company to another.

"The minute they get to the other company, then they hire us. They sell us to their management because they understand the value of it," she says.

Don Frye, manager of the technical support department and of the MIS team for Framingham, Mass.-based Process Software,p is one such manager.

Frye says his company turned to Loyalty Factor while working for a previous employer because the company wanted to learn more about how it could establish a better rapport with its customers.

Coming on board to head a department that is responsible for 70 percent of the business revenue with a target customer retention rate of 85 percent, Frye says his team needed to minimize the number of customer losses that result for reasons that within the teams control. His initial survey of customers showed that they were more unsatisfied with feeling left out of the process than the technical solutions or lack of technical solutions or length of technical solutions or time it took to get a technical solutions.

"Immediately, I looked back and said, 'This is what Loyalty Factor does. They help with customer retention and loyalty and they take it beyond just having a customer with a technical problems and providing them with a technical solution,'" he says.

While Process' support team underwent the training at the end of October and beginning of November, Frye says he has to admit that that almost instantaneously he began to see a drop off in the amount of complaints he received from customers waiting to get answers.

"We begin to understand the person on the other end and what they expect from us," says Frye. "Sometimes they don't expect us to call and say, 'I have the answer.' If we've promised them a call in a day or two, we call them and say, 'I haven't forgotten about you. I don't have the answer yet.' A lot of customers view that, when they look back at the experience, as being a lot more important than quickly coming up with a technical answer."

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