We believe that in a customer centric organisation all employees understand and perform their role in the service delivery chain. In such an organisation, the âLine of Sightâ to the customer for all employees is very clear and customer centricity is a pervasive value.Our philosophy for creating a customer centric culture is articulated as: âExternal service quality does not exceed internal quality of service.â
Customer â facing staff need to be intimately acquainted with the brand they represent. This is the only way that they can deliver customer experiences that are truly âon â brandâ â compelling to your customers and authentic to your brand.â¨
To deliver these âon â brandâ experiences sustainably, the customer facing staff needs to experience the same internally.
Complaints are the customerâs vehicle to sharing with the organisation how their experience has been and how they are feeling about being customers to the organisation. Unfortunately, mostly complaints get brushed under the carpet or addressed in such a way that leaves all concerned⨠wanting for better.
Coined by Claus, and increasingly being used today by many others, Putting People First (PPF) has been one of TMIs hallmark solutions.
Centring around the key concept that the level of external customer service cannot exceed the level of internal service, Putting People First can be run both as a training program as well as a cultural intervention.
Customer in Focus continues the Putting People First philosophy of great internal customer service enabling benchmark-worthy customer experiences for the paying customer.The CIF program works with people at the backend, so they understand the impact that they create on the final â¨customer experience.
Leading a dynamic CX culture resides at the heart of what leaders running successful companies do. They constantly challenge the status quo that fractures the customer-centric culture process. All this is done to make the customer experience easy, compelling, accessible, and wrapped around the customers image of what the brand stands for in meeting their expectations and needs.
Delivering a captivating customer experience, at times can be challenging. People need to understand the values and guiding principles by which they need to operate when delivering a powerfully positive customer experience.
Team members look to their manager for support and encouragement to do the right thing.
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Colt identified a pressing need to upskill 236 first-time managers to transition successfully into their new roles.
The need for this intervention emerged out of a pressing organisational requirement: to strengthen leadership succession planning and talent development. Hence, Blue Star partnered with InspireOne to improve their talent pipeline by proactively mitigating risks associated with leadership vacancies by developing a group of adept successors primed to step into pivotal roles.
Our Client, a leading global entertainment media house, wanted an intervention to create a leadership developmental journey for their Front Line Leaders. The journey included various concepts such as Role Understanding and Understanding Self, New Age People Manager and Driving Results. A group of 30 participants were selected for a 4 month journey which included an Orientation session and ended with a Convocation session. The journey included the participants choosing a Business project that would showcase Business Impact and also achieve Learning objectives.
Our client, a leading commercial real estate developer in India, wanted to develop their mid to senior level women leaders in areas of Managing Emotions & Developing Self-Belief, Executive Presence, Negotiation, Assertiveness, etc. This would help them be more vocal, develop confidence and drive stakeholder influence as a result.
We offer the IGNite program to leaders in 50+ countries and deliver it in multiple languages
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