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Customer Focus <ul><li>Ivan Kravchenko, EPAM Systems </li></ul>2010 © EPAM Systems
<ul><li>I. Customers & Interests </li></ul>
<ul><li>Customer focus – what’s this about? </li></ul><ul><li>Identifying needs and interests </li></ul><ul><li>Acting acc...
<ul><li>Customer focus – why bother? </li></ul><ul><li>Trust </li></ul><ul><li>Comfort </li></ul><ul><li>Growth </li></ul>
<ul><li>Who is our customer? </li></ul>
<ul><li>Is it a VP who approves the budget? </li></ul>
<ul><li>…  or a product manager? </li></ul>
<ul><li>…  or a technical lead? </li></ul>
<ul><li>…  or a peer engineer? </li></ul>
<ul><li>All of them! </li></ul>
<ul><li>What do they want? </li></ul>
<ul><li>In general – us solving problems without introducing new ones. </li></ul>
<ul><li>Another generic need – peace of mind. </li></ul>
<ul><li>What can help to ensure these? </li></ul><ul><li>Reliability </li></ul><ul><li>Responsiveness </li></ul><ul><li>Co...
<ul><li>Reliability – fire-and-forget: </li></ul><ul><li>Get things done </li></ul><ul><li>Get back if stuck </li></ul><ul...
<ul><li>Responsiveness – never make the customer to: </li></ul><ul><li>Wait </li></ul><ul><li>Inquire </li></ul><ul><li>Ge...
<ul><li>Cooperation – be on the same wavelength: </li></ul><ul><li>Understand </li></ul><ul><li>Empathize </li></ul><ul><l...
<ul><li>What else do customers want? </li></ul>
<ul><li>Customer’s wants – what to look for? </li></ul><ul><li>Requests and complaints </li></ul><ul><li>Specific interest...
<ul><li>Handling customer’s requests: </li></ul><ul><li>Understand what </li></ul><ul><li>Understand why </li></ul><ul><li...
<ul><li>Make sure to understand customer’s: </li></ul><ul><li>Targets </li></ul><ul><li>Manager’s  </li></ul><ul><li>expec...
<ul><li>Don’t forget: they are human beings just like us. </li></ul>
<ul><li>Being humans, they likely want to: </li></ul><ul><li>Look good </li></ul><ul><li>Be right </li></ul><ul><li>Earn r...
<ul><li>Focus on interests, not positions! </li></ul>positions interests requirements reasons ambitions needs goals bias
<ul><li>Which interests to focus on? </li></ul>
<ul><li>Find a balance! </li></ul><ul><li>Yet favor the job. </li></ul>
<ul><li>Different interests on different levels – which to honor? </li></ul>
<ul><li>Target more critical ones, yet keep the good relationships. </li></ul>
<ul><li>Use a proxy where practical. </li></ul>
<ul><li>Any interests from our side? </li></ul><ul><li>Team comfort </li></ul><ul><li>Personal career </li></ul><ul><li>Te...
<ul><li>Team issues: share the concern. </li></ul>
<ul><li>Personal targets: align with customer needs. </li></ul>
<ul><li>Perfection: speak customer language. </li></ul>
<ul><li>One and only vs. one among many. </li></ul>
<ul><li>Perception is reality! </li></ul>
<ul><li>Bottom line: </li></ul><ul><li>Note and act on customer’s interests </li></ul><ul><li>Provide proactive and reliab...
<ul><li>II. Situations </li></ul>
<ul><li>Handling the conflict – techniques: </li></ul><ul><li>Delegate the confrontation </li></ul><ul><li>Deflect the arg...
<ul><li>Leave the dirty job to manager. </li></ul>
<ul><li>Get out of the line of fire. </li></ul>
<ul><li>Concentrate on specific problems. </li></ul>
<ul><li>Is it ok to disagree with a customer? </li></ul><ul><li>Yes – for his own good! </li></ul>
<ul><li>Arguments and corrections: </li></ul><ul><li>Hear opponent's reasons </li></ul><ul><li>Mind feelings and ambitions...
<ul><li>Staying positive: how to say ‘no’? </li></ul><ul><li>Say ‘yes’ first </li></ul><ul><li>‘ We need … to do …’ </li><...
<ul><li>Show commitment to a common goal. </li></ul>
<ul><li>Be careful suggesting alternatives. </li></ul>
<ul><li>Considering disobedience?  </li></ul><ul><li>Think twice! </li></ul>
<ul><li>Responding to accusations: </li></ul><ul><li>Acknowledge </li></ul><ul><li>Alleviate </li></ul><ul><li>Prevent </l...
<ul><li>Hide your faults or report openly? </li></ul>
<ul><li>“ Customer is not an interruption in our work.  He is the purpose of it.” </li></ul>
<ul><li>BTW, your managers are customers to some extent… </li></ul>
<ul><li>…  just as your subordinates… </li></ul>
<ul><li>Questions? </li></ul><ul><li>Comments? </li></ul><ul><li>Corrections? </li></ul>
Thanks  for Your Attention Customer Focus <ul><li>By  </li></ul><ul><li>Ivan Kravchenko </li></ul><ul><li>Senior Software ...
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Customer Focus by Ivan Kravchenko, EPAM Systems

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Customer Focus by Ivan Kravchenko, EPAM Systems

  1. 1. Customer Focus <ul><li>Ivan Kravchenko, EPAM Systems </li></ul>2010 © EPAM Systems
  2. 2. <ul><li>I. Customers & Interests </li></ul>
  3. 3. <ul><li>Customer focus – what’s this about? </li></ul><ul><li>Identifying needs and interests </li></ul><ul><li>Acting accordingly </li></ul><ul><li>Making sure it’s visible properly </li></ul>
  4. 4. <ul><li>Customer focus – why bother? </li></ul><ul><li>Trust </li></ul><ul><li>Comfort </li></ul><ul><li>Growth </li></ul>
  5. 5. <ul><li>Who is our customer? </li></ul>
  6. 6. <ul><li>Is it a VP who approves the budget? </li></ul>
  7. 7. <ul><li>… or a product manager? </li></ul>
  8. 8. <ul><li>… or a technical lead? </li></ul>
  9. 9. <ul><li>… or a peer engineer? </li></ul>
  10. 10. <ul><li>All of them! </li></ul>
  11. 11. <ul><li>What do they want? </li></ul>
  12. 12. <ul><li>In general – us solving problems without introducing new ones. </li></ul>
  13. 13. <ul><li>Another generic need – peace of mind. </li></ul>
  14. 14. <ul><li>What can help to ensure these? </li></ul><ul><li>Reliability </li></ul><ul><li>Responsiveness </li></ul><ul><li>Cooperation </li></ul>
  15. 15. <ul><li>Reliability – fire-and-forget: </li></ul><ul><li>Get things done </li></ul><ul><li>Get back if stuck </li></ul><ul><li>No surprises </li></ul>
  16. 16. <ul><li>Responsiveness – never make the customer to: </li></ul><ul><li>Wait </li></ul><ul><li>Inquire </li></ul><ul><li>Get anxious </li></ul>
  17. 17. <ul><li>Cooperation – be on the same wavelength: </li></ul><ul><li>Understand </li></ul><ul><li>Empathize </li></ul><ul><li>Try to help </li></ul>
  18. 18. <ul><li>What else do customers want? </li></ul>
  19. 19. <ul><li>Customer’s wants – what to look for? </li></ul><ul><li>Requests and complaints </li></ul><ul><li>Specific interests </li></ul><ul><li>Bias and emotions </li></ul>
  20. 20. <ul><li>Handling customer’s requests: </li></ul><ul><li>Understand what </li></ul><ul><li>Understand why </li></ul><ul><li>Decide on actions </li></ul>
  21. 21. <ul><li>Make sure to understand customer’s: </li></ul><ul><li>Targets </li></ul><ul><li>Manager’s </li></ul><ul><li>expectations </li></ul><ul><li>Overall context </li></ul>
  22. 22. <ul><li>Don’t forget: they are human beings just like us. </li></ul>
  23. 23. <ul><li>Being humans, they likely want to: </li></ul><ul><li>Look good </li></ul><ul><li>Be right </li></ul><ul><li>Earn respect </li></ul>
  24. 24. <ul><li>Focus on interests, not positions! </li></ul>positions interests requirements reasons ambitions needs goals bias
  25. 25. <ul><li>Which interests to focus on? </li></ul>
  26. 26. <ul><li>Find a balance! </li></ul><ul><li>Yet favor the job. </li></ul>
  27. 27. <ul><li>Different interests on different levels – which to honor? </li></ul>
  28. 28. <ul><li>Target more critical ones, yet keep the good relationships. </li></ul>
  29. 29. <ul><li>Use a proxy where practical. </li></ul>
  30. 30. <ul><li>Any interests from our side? </li></ul><ul><li>Team comfort </li></ul><ul><li>Personal career </li></ul><ul><li>Technical excellence </li></ul>
  31. 31. <ul><li>Team issues: share the concern. </li></ul>
  32. 32. <ul><li>Personal targets: align with customer needs. </li></ul>
  33. 33. <ul><li>Perfection: speak customer language. </li></ul>
  34. 34. <ul><li>One and only vs. one among many. </li></ul>
  35. 35. <ul><li>Perception is reality! </li></ul>
  36. 36. <ul><li>Bottom line: </li></ul><ul><li>Note and act on customer’s interests </li></ul><ul><li>Provide proactive and reliable service </li></ul><ul><li>Show understanding and care </li></ul>
  37. 37. <ul><li>II. Situations </li></ul>
  38. 38. <ul><li>Handling the conflict – techniques: </li></ul><ul><li>Delegate the confrontation </li></ul><ul><li>Deflect the argument </li></ul><ul><li>Focus on issues </li></ul>
  39. 39. <ul><li>Leave the dirty job to manager. </li></ul>
  40. 40. <ul><li>Get out of the line of fire. </li></ul>
  41. 41. <ul><li>Concentrate on specific problems. </li></ul>
  42. 42. <ul><li>Is it ok to disagree with a customer? </li></ul><ul><li>Yes – for his own good! </li></ul>
  43. 43. <ul><li>Arguments and corrections: </li></ul><ul><li>Hear opponent's reasons </li></ul><ul><li>Mind feelings and ambitions </li></ul><ul><li>Don’t get steamed up </li></ul>
  44. 44. <ul><li>Staying positive: how to say ‘no’? </li></ul><ul><li>Say ‘yes’ first </li></ul><ul><li>‘ We need … to do …’ </li></ul><ul><li>Defer </li></ul>
  45. 45. <ul><li>Show commitment to a common goal. </li></ul>
  46. 46. <ul><li>Be careful suggesting alternatives. </li></ul>
  47. 47. <ul><li>Considering disobedience? </li></ul><ul><li>Think twice! </li></ul>
  48. 48. <ul><li>Responding to accusations: </li></ul><ul><li>Acknowledge </li></ul><ul><li>Alleviate </li></ul><ul><li>Prevent </li></ul>
  49. 49. <ul><li>Hide your faults or report openly? </li></ul>
  50. 50. <ul><li>“ Customer is not an interruption in our work. He is the purpose of it.” </li></ul>
  51. 51. <ul><li>BTW, your managers are customers to some extent… </li></ul>
  52. 52. <ul><li>… just as your subordinates… </li></ul>
  53. 53. <ul><li>Questions? </li></ul><ul><li>Comments? </li></ul><ul><li>Corrections? </li></ul>
  54. 54. Thanks for Your Attention Customer Focus <ul><li>By </li></ul><ul><li>Ivan Kravchenko </li></ul><ul><li>Senior Software Engineering Manager </li></ul><ul><li>EPAM Systems </li></ul><ul><li>41 University Drive, Suite 202 | Newtown, PA 18940 </li></ul><ul><li>p: +1 267 759 9000 | f: +1 +1 267 759 8989 | e: info@epam.com | w: www.epam.com </li></ul>

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