Engaging

our Customers Delivering our Dierence

1 2 August 2011

Desired outcome
I have told the RMs that their performance expecta6ons are to deliver: 1) a deeper understanding of our customers, eg their internal decision making process wrt RE, biz prospects, space requirements, etc 2) execute and deliver customer care to achieve customer 's6ckiness' and pricing premium 3) cross-sell our products eg promote warehouse space to BP users; develop new biz leads thru our customers eg with the biz partners of our customers 4) Quality Assurance ie check our products and services vs specs during site visit to ensure we keep our promise We have designed a ques6onaire / template to help guide the RMs in their conduct of their mee6ngs with customers. We have also designed a checklist to help them in fullling point 4 above. How do you get people to want to tell you things? Who are the best people to tell you? What is customer care? Why do people want to stay with you and pay you more? What is stopping us from doing that? How can we anCcipate what our customers will need? What is stopping us from doing that?

What to expect?
EecCve customer engagement must be internalized
We must come across as sincere, natural Both introverts and extroverts can be great relaConship managers

InteracCve facilitaCon using a self-discovery process

Two step : Internal habits + funcConal skills (situaConal) No right or wrong answers

Keep open mind, commitment to idenCfy gaps and chart personal progress goals
What do you hope to achieve?
3

Agenda
Core : 7 Habits of highly eecCve people FuncConal : Customer Engagement
Customer Experience Key Accounts Developing product knowledge Securing repeat sales NegoCaCon Handling dicult customers Managing conict Responding to complaints Service recovery Winning back lost customers
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CORE 7 HABITS

Habits
(what to, why to)

Knowledge

Habits Skills A]tudes

(want to)

(how to)

EecCveness and Balance

Have I balanced the two sides of eecCveness : ProducCon and ProducCon Capacity? ProducCon Capacity -> Physical, Financial, Human Human most neglected

EmoConal Bank Account

Basis of strong and producCve relaConships, eg CiC Are my acCons aligned with EmoConal Bank Account deposits or withdrawals?
Deposits Seek First to Understand Keep Promises Kindness, Courtesies Clarify ExpectaCons Loyalty to the Absent Oer Apologies Be Open to Feedback Withdrawals Seek First to be Understood Break Promises Unkindness, Discourtesies Violate ExpectaCons Disloyalty, Duplicity Pride, Conceit, Arrogance Reject Feedback
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Paradigm Shiging
A paradigm is a mental representaCon Our paradigms are never complete, never idenCcal Our paradigms can be wrong Our paradigms can limit us Our paradigms of self come from the social mirror The major changes in life come from changing paradigms Live more from imaginaCon than from memory
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Maturity ConCnuum
Maturity is a process, not a condiCon First stage of the Maturity ConCnuum is dependence Second stage of the Maturity ConCnuum is independence Third stage of the Maturity ConCnuum is interdependence The Seven Habits lead us through the stages of maturity to interdependence

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Maturity ConCnuum

11

Seven Habits of Highly EecCve People

Are my acCons based upon self-chosen values or upon my moods, feelings, and circumstances? Have I wriien a personal mission statement which provides meaning, purpose, and direcCon to my life? Do my acCons ow from my mission? Am I able to say no to the unimportant, no maier how urgent, and yes to the important? Do I seek mutual benet in all interdependent relaConships? Do I avoid autobiographical responses and instead faithfully reect my understanding of the other person before seeking to be understood? Do I value dierent opinions, viewpoints, and perspecCves of others when seeking soluCons? Am I engaged in conCnuous improvement in the physical, mental, spiritual, and social/emoConal dimensions of my life? 12

Habit 1 : Be proac@ve

Habit 2 : Begin with the end in mind

Habit 3 : Put rst things rst Habit 4 : Think win-win

Habit 5 : Seek rst to understand, then to be understood

Habit 6 : Synergize

Habit 7 : Sharpen the saw

FUNCTIONAL SKILLS CUSTOMER ENGAGEMENT

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Basis of Customer Engagement : Total Customer Experience

Physical Evidence People
Total Customer Experience

Process

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Physical Evidence
Items Basic -> cleanliness Preserving value
Cost savings -> Cost management

Enhancing Emo@onal Bank Account

RMs be proacCve. To know your customers needs. To close the loop on feedback. To communicate good work done. AMs/PMs how to help RMs/marketers do a good job

Enhancing value
ComparaCve advantage vs surrounding and new ideas Asset enhancement strategy, tenant mix, ameniCes

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Customer Engagement
1) Great sense of their business 2) Completely segment their market place 3) Know what is really going on in their customers minds 4) Take a long term view How do we and our customers grow and compete? For Ascendas, how can we segment our customers to deliver value eciently? How can we conduct eecCve meeCngs? Short-term sales vs long- term trust building?
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Engagement Framework

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19

Delivering Customer Experience : Seeking Resonance

NaConality
Singaporean Japanese Americans Germans French Chinese Indians

Tiering of customers and execs

Chairman/CEO CFO Biz Heads Facility Heads HR/Employees

Industry/Products

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Customer Engagement
Customer saCsfacCon is key to customer creaCon SaCsed customer inuence other to buy your product or service Use feedback Turn them into fans
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Customer Centric
An approach to doing business in which a company focuses on creaCng a posiCve consumer experience at the point of sale and post-sale Ascendas : holisCc treatment of prospects- customers in view of long-term partnership, characterized by sincerity, proacCve, aienCve, cool, enthusiasm, trustworthy, best-in-class; achieved through constant anCcipaCon of customers needs and communicaCon, as well as a win-win mindset
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Key accounts

Repeat sales

Manager of Ascendas overall relaConship with customes Insights through insCtuConal relaConship, inCmacy Value creaCon through customer service

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Customer SoluCons Group

Notes :- a) RMs will be owner of customers b) CS and CA are enablers c) CS manages relaConship and ensures customer services are delivered to customers, supported by systems

Deliverables

(i) customers space needs over next 3 5 years; (ii) provide quality repeat business leads

Trust Knowledge Connected Life

Customer service
(i) Passive (ii) AcCve cross selling, up sellng, features vs benets, top line, boiom line

InsCtuConal relaConship
(i) IdenCfying key execs (ii) Engaging key execs 24

Growing with FedEx

Singapore FedEx Xilin 5,400 sqm BTS in ALPS China Suzhou 2,200 sqm India Korea Malaysia Philippines Vietnam

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Understanding FedEx
FedEx CorporaCon

FedEx Express

FedEx Ground

FedEx Freight

FedEx Services

FedEx Express (express transportaCon)

FedEx Ground (small- package ground delivery)

FedEx Freight LTL Group

FedEx Custom CriCcal (Cme-criCcal transportaCon)

FedEx Services (Sales markeCng and informaCon technology funcCons)

FedEx Trade Networks (global trade services)

FedEx SmartPost (small- parcel consolidaCon)

FedEx Freight (fast- transit LTL freight transportaCon)

FedEx oce (Document and business services and package acceptance)

FedEx SupplyChain Systems (logisCcs services)

FedEx NaConal LTL (economical LTL freight transportaCon)

FedEx Customer InformaCon (customer service, billings and collecCons)

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Understanding FedEx
Country/ City Guangzhou Exis@ng facili@es 1 Intl Hub 4 StaCons 1 Oce 1 Kinko oce 4 StaCons 1 oce 5 Kink Oces 5 StaCons 1 Oce 8 Kink oces 1 StaCon (2,200 sqm in SIP) 4 StaCons 1 Oce 2 Kinko oce 1 DomesCc Hub 1 StaCon 1 Oce 1 Customer Services Center 1 StaCon (3,000 sqm) Expand exisCng Customer Service Center (1,500 sqm) DaJiangDong With Ascendas Growth Plan 1 staCon (3,000 sqm) Possible projects Guangzhou Knowledge City

Beijing

1 staCon (2,000 sqm) 1 oce (700 sqm) 1 staCon (3,500 sqm)

BALP

Shanghai

WaiGaoQiao

Suzhou Shenzhen

Hangzhou

Wuhan

To explore SHSTP or DAITP as alternaCve sites for Customer Services Center 27

Understanding FedEx
Country/ City Singapore Exis@ng facili@es 1 Hub 3 StaCons 1 oce 2 World Services Center 6 Drop Box 15 StaCons 26 Kinko Oces 2 World Services Center 81 StaCons 11 World Service Centers 3 StaCons 7 StaCons 7 World Service Center 39 World Service Centers 11 StaCons With Ascendas 1 StaCon (5,399.94 sqm in Xilin Districenter) 1 Hub (BTS in ALPS) Consolidate their 2 World Services Center into 1 locaCon Increase the no of staCons in the ciCes Increase the no of World services Centers Increase the no of StaCons Growth Plan Possible projects Explore expansion plans for StaCons and add more drop- box in Ascendas strategic buildings

South Korea

STS

India Vietnam

Explore Omega for their Southern Hub in India APSTP

Malaysia

Philippines

Increase the no StaCons

CIP 2

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Understanding FedEx
Our possible response How does company grow? Leadership in specic industries :- Electronics Fast moving consumer goods Life sciences and bio-pharma Market Improve access within and between China and India As key service provider for our companies in these areas through Partner@Ascendas?

Leverage them to engage their customers at their hubs? Oer Drop-Box points across our properCes in Asia? Our VA help them improve clearance Cme?

How does company compete? Focus on : Time sensiCve products (air) Reducing cut-o Cme for parcels drop-o (own planes) Lower operaCng costs (fuel ecient B777, hybrid cars, etc)

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Key relaConships at FedEx

Country
Hong Kong Singapore India Hong Kong Singapore Singapore China China

Key Person
Mr David L. Cunningham Mr David J. Ross Mr Rajesh BhaCa Ms Mari Yahiro Mr Khoo Thiam Seng Mr Eric Pablo Miclat Mr Lin Jiang Mr Karl Zhang

Dept

Designa@on
President Asia Pacic

Tier
1 2 2 2 2 3 3 3

Internal Ascendas Champion rela@onship

South Pacic Sales, India CRE Corporate Infrastructure CRE SEA CRE China Suzhou

Regional VP MD Head VP Manager Manager Manager

Aylwin

Y Y

Ser Ping Ariel

Nicole Hu

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Tiering of customers
Companies Execu@ves

Coy 1 Coy 2 Coy 3 Coy 4 Coy 5 Coy 6*

Customer - Corporate and country key accounts Customer - Promising key accounts Customer Others Prospects Partners IPCs Partners Government agencies

Exe 0 Exe 1 Exe 2 Exe 3 Exe 4 Exe 5

* Handled by REDI

Chairmen, CEOs, CFOs, Heads of BUs of MNCs Regional-level Chairman, CEO, CFO, Heads of BUs City-level Chairman, CEO, CFO, Head of RE and BUs Operating level RE, Finance, HR, Admin managers/execs Customers employees Others
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Processes
Winning back lost customers ConducCng successful meeCngs Developing product knowledge

Service recovery

Focus on Building RelaConship Gives PosiCve Customer Experience Responding Securing to Increases Customer Engagement repeat sales complaints Generates Repeat Businesses

Managing conict Handling dicult customers

NegoCaCon

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FUNCTIONAL SKILLS 1) CONDUCTING SUCCESSFUL MEETINGS

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ConducCng successful meeCngs

Pre-meeCng
First impressions Know who you are meeCng Establish your desired outcome, and broad strategy of how you are going to achieve that Eg Itochu

MeeCng proper

Post-meeCng

Thank you note summarizing key points, and follow-ups, Cmeframe Eg Evalueserve, JLL, Dell

Breaking the ice/make a connecCon Establishing credibility with humility/engage the customer Establish a need for the product MeeCng the needs of the customer Wrap-up/follow-up

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ConducCng successful meeCngs

Desired outcome - 4Ts Think Try Test Trust Framework - 4Es Expand Extend Explore Exit

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Guiding framework to conduct meeCngs and collect intelligence

The CRM report structure has been designed to guide the thought process. The way to write the CRM report is not verbaCm, but guided by the informaCon collected and presenCng them in an organized manner for easy reading and acCon. Tip : This framework must never be used as a physical checklist when meeCng companies. Neither should we go through the quesCons/areas in sequenCal order. MeeCngs must be conducted in the most comfortable se]ng possible, preferably without taking notes. Otherwise, most companies will not share as much. Summary 4 - 5 sentences : (i) what the company produces/serves; (ii) where are the locaCons of interest/opportuniCes; (iii) what are the potenCal issues; (iv) who and when to follow-up.
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Discussion Background Homework before the meeCng : Short paragraph on the products/services of the company. We can then verify our understanding at the meeCng. What acCviCes (manufacturing/R&D/logisCcs, etc) are they doing in-country? Which other ciCes in Asia are they present, and their respecCve acCviCes? Discussion How does company grow? Which ciCes are they planning to grow and Cmeframe? Why? Who are their key compeCtors? How does company compete? => From these answers, oer them proposals/soluCons in ciCes/regions where we are present especially if we can also provide similar/beier environment for growth? Can we provide them with soluCons (eg Ascendas Mothership iniCaCve, etc) to allow them to compete beier? For engagement, we should take note of their requests and try our best to work on them, and not say no, we are not in that city.

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If they dont have immediate plans. Oer to work with them on a longer-term soluCon, put them on mailing list for educaCon purpose. If they have immediate plans. Over and above the business space needs, do also see if we can gather What are the key consideraCon factors? What are their constraints? Who are likely to make the decisions? How can we help them do their job beier in their FS. What other ciCes, properCes they are considering? For manufacturing companies. Take note of how much power, water, hazardous chemicals, key supporCng industries they would need. Learnings If any, we should capture (i) industry trends (is this a growth industry, where are they growing, what are the key airacCve factors of these locaCons); (ii) innovaCon in space requirements; (iii) their business model to keep themselves compeCCve (eg companies trying to work with government to do university Ce-ups, etc). Issues Issues raised should be as clear as possible. Filter out the noise. IdenCfy them, and explore if customer has some suggested response, and their expectaCons.
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Follow-up Enter the follow-up into CRM with expected date of compleCon and who to acCon. The system has the capability to route and keep track. Opportuni@es Where there are immediate space opportuniCes to work on, OIC should start to enter them into CRM pipeline system for tracking and coordinaCon purposes. As principle, the owner of opportuniCes will always be the project OIC, even if CD uncovers the lead. CD OIC eld is completed only if a CD ocer works on the project. New opportuni@es Where there space opportuniCes in countries/ciCes we do not yet have a presence, OIC should enter them into this table, so that we can generate reports for BD purposes.

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FUNCTIONAL SKILLS 2) DEVELOPING PRODUCT KNOWLEDGE

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Developing product knowledge

Basics
SpecicaCons, ADRCs, RFPs

Day-to-day
Eye for detail of our products, maintain the edge!

Dynamic knowledge
Understanding industry dynamics AdopCng the Strategic MarkeCng Framework
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Strategic MarkeCng
Weaknesses Acknowledge Minimise Seize the iniCaCve

Strengths

Emphasize What are their USP? Leverage?

Magnify Match?

Make it the issue Counter?

CompeCCon

Shakkei

Partner?

Integrate?

Customers

Industry trend

SoluCons

InCmacy

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43

RECAP OF DAY 1

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Re-cap
EmoConal bank account Paradigm shiging Maturity conCnuum 7 habits

45

Desired outcome
I have told the RMs that their performance expecta6ons are to deliver: 1) a deeper understanding of our customers, eg their internal decision making process wrt RE, biz prospects, space requirements, etc 2) execute and deliver customer care to achieve customer 's6ckiness' and pricing premium 3) cross-sell our products eg promote warehouse space to BP users; develop new biz leads thru our customers eg with the biz partners of our customers 4) Quality Assurance ie check our products and services vs specs during site visit to ensure we keep our promise We have designed a ques6onaire / template to help guide the RMs in their conduct of their mee6ngs with customers. We have also designed a checklist to help them in fullling point 4 above. How do you get people to want to tell you things? Who are the best people to tell you? What is customer care? Why do people want to stay with you and pay you more? What is stopping us from doing that? How can we anCcipate what our customers will need? What is stopping us from doing that?

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FUNCTIONAL SKILLS 3) GENERATING REPEAT SALES/CROSS MARKETING/UP MARKETING

47

Repeat sales
Already your customer
Previous experience Right products Right terms

Need and Value

Value creaCon = Value product or service + Value service excellence + Value relaConship + Value image

When buy means bye

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Framework
Create awareness Abercare Opera@ons support Implementa@on support Generate interest Assist in project development Support feasibility study

Close the deal

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Generate Interests (PresentaCons)

Customise to audience Details or strategic overview? How much to share? Ge]ng customers to say yes Eg pu]ng our value proposiCons in their own words - BASFs Fit for the Future drive Impac~ul case studies CompeCtor/customers? InteresCng models? How much to reveal? Company would worry that we reveal their info to others PresentaCon Simple with clear messages Watch out for :- Dated data Company logo in our industry slides, if they are present in projects

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AssisCng in project development

Case studies
What are similar companies doing in the city? Why? Plus and negaCve points? How our prospects could benet from our knowledge

Seek to understand what worries our customers? who are the decision makers? where are the potenCal gaps?

CommunicaCon

CriCcal to always close the loop with our colleagues and execs on joint follow- ups do not throw the ball and hope that it will be somehow caught And to rene the ideas, eg JCI

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Support feasibility study

Surface our strengths holisCcally Whats so special about our products/services, etc Emphasise factors our compeCtors lack, without running them down Transparency in cost of operaCon, etc So that they factor these in Explain our weaker proposiCons posiCvely with principle eg sustainability vs market distorCon, etc ExhausCve in idenCfying areas to dierenCate ourselves from our compeCtors Listen, anCcipate and address their concerns Prepared to walk away on good terms

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Close the deal

Go in with a win-win a]tude and negoCate as equal

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ImplementaCon/OperaCons support
ConCnued engagement
Listen for any issues and be helpful

Deliver our promised support at agreed Cme

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Agercare
Keep them engaged at all levels Call on them both in Singapore and in the eld Personal touch Invite them to events, eg naConal day, roundtables Periodically call on them to update new developments, new opportuniCes Not just when problem arises Service requests promptly and to the best of our ability

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FUNCTIONAL SKILLS 4) NEGOTIATION

56

NegoCaCon
What successful negoCators do?
Withholding informaCon vs sharing internal informaCon Feelings commentary, explain before disagreeing Listen emphaCcally, explain before disagreeing, test understanding or summarizing Ask quesCons, think laterally, explore opCons, persuade

57

FUNCTIONAL SKILLS 5) HANDLING DIFFICULT CUSTOMERS

58

Handling dicult customers

Dont let them get to you Listen, listen and listen Stop saying sorry Empathize Build rapport

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FUNCTIONAL SKILLS 6) MANAGING CONFLICTS

60

Managing conict
Seek rst to understand, then to be understood People do things for their reasons, not yours People ogen act based on emoCon and jusCfy their acCons with reasons Manage emoCons at the outset PercepCon is reality Focus on the problem Describe rather than judge Turn enemies into friends
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FUNCTIONAL SKILLS 7) RESPONDING TO COMPLAINTS

62

Responding to complaints
Complaint as a gig Say something new Think clearly, consider customers feelings Watch your tone, write professionally Use the right style

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FUNCTIONAL SKILLS 8) SERVICE RECOVERY

64

Service Recovery
Right the wrong
Apologize Empathize Make it right Make it easy to complain

Timing of response Who to respond Your role? Case studies : JetBlue, SQ

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FUNCTIONAL SKILLS 9) WINNING BACK LOST CUSTOMERS

66

Winning back lost customers

Starts with how we part ways
Amicable/understanding vs acrimonious/throwing the book

Give it some Cme Provide a referral or oer your assistance Do not sever communicaCon Make it easy for the client to return Thank them profusely when they return
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FUNCTIONAL SKILLS COMMUNICATION

68

CommunicaCon
Email
Dont cut corners on the quality of your message Correct grammar, punctuaCon and syntax Spell out all words Never assume the reader has the same informaCon you do

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FUNCTIONAL SKILLS PUBLIC SPEAKING

70

Public speaking
Purpose
Inform, persuade, inspire?

ObjecCves
whats in it for me?, eg Dalian, CiC Dont just talk about ourselves

SelecCve/Focus Tips
Prepare early Clear about your purpose and adopt the right style Use body language eecCvely Use humour with cauCon
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WORKING WITH CSS

72

CSS strategy map

OperaCons
Cust Rel Mgmt
Target cust vs audience Strategic account management DiversicaCon of customer source

Channel Rel Mgmt

Agents Chambers/associaCons Govt agencies Site consultants Intelligence/ OpportuniCes Markets Products Customers CompeCtors Lost projects Systems IT/CRM ReporCng Website/E-Newsleier

Strengthening USP and prod posiConing Driven by cluster strategy Ground knowledge (Local compeCCon, Resources)

People
Challenging jobs Job knowledge development

Structure
Singapore HK/Tokyo Beijing/Shanghai US/Eu

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Whats next for CSS Country?

Strategy

EecCve Sales & MarkeCng Enhanced Customer Service Develop Invt PromoCon CapabiliCes Deliver Integrated SoluCons

IniCaCves
Grow key accounts & pSMEs Purposeful customer engagement Build industry knowledge

Structure
SpecializaCon/focus Teamwork (within city, across country) 74 Training

Working as a team

CA - Build local contacts/ mulCpliers CS Grow with customers IS Deliver value

Country CSS
CA - Build naConal level contacts/ mulCpliers Sys Eciency IS Products/soluCons within country

CA - Build internal level contacts/mulCpliers, brand awareness CS Grow key accounts Sys Corp-wide eciency IS - PosiCon our products internaConally

City CSS

HQ CSS

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ACTIVITY

76

PracCce
In groups of 2, choose a funcConal skills, using the framework presented, discuss about how you can apply to a real case study, past or present (30 minutes)

Your sharing should include describing the context. How you would have done it previously? How you will approach it in future?
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RECAP OF DAY 2

78

Processes
Winning back lost customers ConducCng successful meeCngs Developing product knowledge

Service recovery

Focus on Building RelaConship Gives PosiCve Customer Experience Responding Securing to Increases Customer Engagement repeat sales complaints Generates Repeat Businesses

Managing conict Handling dicult customers

NegoCaCon

79

Desired outcome
I have told the RMs that their performance expecta6ons are to deliver: 1) a deeper understanding of our customers, eg their internal decision making process wrt RE, biz prospects, space requirements, etc 2) execute and deliver customer care to achieve customer 's6ckiness' and pricing premium 3) cross-sell our products eg promote warehouse space to BP users; develop new biz leads thru our customers eg with the biz partners of our customers 4) Quality Assurance ie check our products and services vs specs during site visit to ensure we keep our promise We have designed a ques6onaire / template to help guide the RMs in their conduct of their mee6ngs with customers. We have also designed a checklist to help them in fullling point 4 above. How do you get people to want to tell you things? Who are the best people to tell you? What is customer care? Why do people want to stay with you and pay you more? What is stopping us from doing that? How can we anCcipate what our customers will need? What is stopping us from doing that?

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THE END

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