This slide deck is a high-level summary of GAPWORX Customer Building Playbook frameworks.The content therein represents only a small portion of the content in numerous Playbook modules.
It is provided to give you a better understanding of key GAPWORX concepts and processes.
Some slides provide insights into our Beliefs, our Mission, Vision and Why. Other slides provide more substance on processes, capabilities, and behaviors.
All slides can help you to be more successful.
As all companies are different, so is each Playbook.Each Playbook is carefully scaled and customized to reflect the specific needs of each client.
All content is exclusively the intellectual property of GAPWORX and may not be used in any form or manner without our expressed written permission.
© GAPWORX, 2017, 2018. GAPWORX.COM
ALL RIGHTS RESERVED.
© GAPWORX, 2017, 2018. GAPWORX.COM
ALL RIGHTS RESERVED.
SELLING Isn’t a “Pick Up” Game
SERVING Isn’t Either
Don’t Wing It … When You SELL and SERVE Your Customers!
CUSTOMER BUILDING PAYBOOKS ARE:
Customized | Simple | Effective
Capabilities, Process, and Behavior-Driven
Culture and Key Concepts
© GAPWORX, 2017, 2018. GAPWORX.COM
ALL RIGHTS RESERVED.
Everybody Sells | Everybody Serves
EVERY COMPANY
EVERY EMPLOYEE
EVERY CUSTOMER
EVERY INTERACTION
EVERY TIME
LEADERSHIP• Mission, Vision, Purpose• Company Culture, Goals and Objectives• Systems, Processes and Training
• Sell and Serve Customers
MARKETING • Brand Development and Communication• Advertising and Promotions
• Sell and Serve Customers
SALES• Customer Building• Onboarding Coordination• Customer Relationships
• Sell and Serve Customers
ADMINISTRATION and OPERATIONS • Customer Retention• Customer Service and Experience Delivery
• Sell and Serve Customers
© GAPWORX, 2017, 2018. GAPWORX.COM
ALL RIGHTS RESERVED.
Balance … WHAT and HOW
WHAT YOU DO … AND HOW YOU DO IT DRIVES COMPANYWIDE SUCCESS
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Competencies—Conscious and Unconscious
Self assessment is vital to know what you need to be successful in your sales position.
The more you know about yourself, your industry, and your company … the more you will understand what to do to excel at your job.
Assess the intangible assets and the tangible assets, too.
UNCONSCIOUS INCOMPETENCY
CONSCIOUS INCOMPETENCY
CONSCIOUS COMPETENCY
UNCONSCIOUS COMPETENCY
Mental Maps
© GAPWORX, 2017, 2018. GAPWORX.COM
ALL RIGHTS RESERVED.
Customer Building—A Simple Work Flow Model
METRICS
and
ACTIVITY
OPERATIONS ONBOARD
SERVE
EXPERIENCE
RETAIN
KEEP CLIENTS
CREATEOPPORTUNITIES
CREATE SOLUTIONS
CREATE RELATIONSHIPS
FIND PROSPECTS
COMMIT
and
COLLABORATE
AGREE
and
ALIGN
DISCOVER
and
DEFINE
“THE BUSINESS OF BUSINESS IS TO CREATE AND KEEP CUSTOMERS.”– PETER F. DRUCKER
© GAPWORX, 2017, 2018. GAPWORX.COM
ALL RIGHTS RESERVED.
Selling Concepts
IMPROVE CUSTOMER BUILDING
IMPROVE BUSINESS TRAJECTORY
THE SALES PLAYBOOK
SIMPLE.
REPEATABLE.
GAPWORX’s Alignment Sales Model (Basic)
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GAPWORX’s Sales Equation (Basic)
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SALES PERSONA. Personality, job motivations, ambition, other attributes
SALES CAPABILITIES. Specific components of the sales process … including predictive metrics, behaviors, etc.
COMPANY KNOWLEDGE. Stock in trade of your company—your evidence and marketplace standing
TECHNICAL KNOWLEDGE. Sales automation and technology specific to your company
GAPWORX’S Player Coach Model (Basic)
A Model for Sales Leaders to:
TRANSFER SKILLS
INCREASE CAPABILITIES
IMPROVE SALES COMPETENCIES and BEHAVIORS
DRIVE INDIVIDUAL and TEAM SALES PERFORMANCE
© GAPWORX, 2017, 2018. GAPWORX.COM
ALL RIGHTS RESERVED.
Take Your PLAYBOOK to the Field
Don’t “Wing It!”
BRING YOUR TOOLBOX
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Serving Concepts, Customer Experience
Customer Experience (CX) Touch-PointsALL EMPLOYEE ACTIONS IMPACT CUSTOMER EXPERIENCES
THREE IMPORTANT CX QUESTIONS
1. Are all employees consistently delivering positive
customer experiences to reinforce a “Fair Exchange?”
2. Are all employees working to delight your customers?
3. Are your customers delighted enough to advocate for
your business?
© GAPWORX, 2017, 2018. GAPWORX.COM
ALL RIGHTS RESERVED.
Customer Experience (CX) Happens Everyday
We help businesses map existing customer touchpoints, assess how their customers perceive various interactions, and support the transformation of customer experiences to improve customer happiness, retention, and advocacy.
© GAPWORX, 2017, 2018CONFIDENTIAL DOCUMENT – RESTRICTED DISTRIBUTION
CUSTOMER EXPERIENCE (CX) Data
A “BIG PICTURE” STATISTIC
• 80% of companies claim to deliver SUPERIOR customer services
• ONLY 8% of customers actually believe that have received SUPERIOR customer services
CUSTOMER CITED CAUSES OF CX DISSATISFACTION
• 78% due to deception
• 77% due to rudeness
• 73% due to incompetency
• 71% due to inflexibility (process and/or employee)
• 65% due to late service response
CUSTOMER CITED OUTCOMES OF CX DISSATISFACTION
• 20% found another provider
• 55% backed out of a transaction or purchase
• 35% lost their temper with a service provider
• 24% used social media to share their negative experiences
© GAPWORX, 2017, 2018CONFIDENTIAL DOCUMENT – RESTRICTED DISTRIBUTION
Negative CX Creates FUDsDepending upon its size and its sales and marketingactivities, every company delivers hundreds to eventhousands of customer experiences everyday. Thesecustomer experiences can be exceptionally positive, ormuch less so.
Negative experiences can be small and seeminglyinconsequential, or they can be major and trigger Fears,Uncertainties, and Doubts (FUDs) as to the pending,existing, or ongoing relationship.
It isn’t fair, but negative experiences areaccumulative, and their relative weight farexceeds positive customer experiences.
Customer experiences occur with each andEVERY customer interaction in all facets of the
business. Face-to-face engagements. Phone conservations.Email exchanges. Invoices. Being on time. The list is literallyendless.
The goal is to accumulate a mountain of positive customerexperiences – a mountain of good will that can tip thescales if a negative experience also happens.
Training
REAL WORLD Training
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In most training programs, the standard practice is the lecture-based transfer of information. The problem is that method for improving knowledge and ongoing capabilities rarely is retained for more than a month or two.
We train differently, which significantly improves retention.
Our approach is a 4-step model. The final step is TEACH, where the students TEACH each other.
Mark E. Spiers CEO, Principal
612-805-2357
STRENGTHEN
SALES GROWTH
CUSTOMER RETENTION
FINANCIAL RESULTS
BY IMPROVING
SELLING AND SERVING CAPABILITIES
CUSTOMER EXPERIENCES
LEADERSHIP
CULTURE AND ENGAGEMENT
MANAGEMENT TEAM FACILITATION
FACILITATED TRAINING
MENTORING/COACHING
INTERIM MANAGEMENT
NEXT GENERATION TRANSITIONS