MVP Seminars Keynote Speakers & Business Trainers
Graduate of George Mason University with a MS in Telecommunication who has 24 years of top level business experience, including the launching of the rural wireless industry which has allowed the cellular systems to operate virtually seamlessly across the nation. Always being one to thrive by learning, especially new means and methods, constantly making the effort to improve knowledge of the business process.
|Keynote Topics:||Computer Technology, Communication, Innovation, Profits|
|Business Training Topics:||Computer Technology, Communication Skills, Customer Service|
Graduate of George Mason University with a MS in Telecommunication who has 24 years of top level business experience, including the launching of the rural wireless industry which has allowed the cellular systems to operate virtually seamlessly across the nation.
Experience and focus is on teaching others how to handle various business operations from sales to customer service and maximizing their returns for the applied efforts.
Always being one to thrive by learning, especially new means and methods, constantly making the effort to improve knowledge of the business process.
Born German, and now a US Citizen, learned English at age 5, and mastering the language to native level by age 9, receiving his first sales award at age 11. Working since age 14, learned to access risks in various entrepreneurial efforts, learning the hard way what it takes to be successful in business.
Background business experience including fund raising, from political to religious, wireless technology, such as cellular, paging, MMDS, as well as IT from building computers to software, being an active Internet user since 1991.
Specializing in customer service, including the care and feeding of customers while turning them into a profit center and expanding into new areas to grow the volume of business transacted.
While working rural cellular licensing, started out as a junior account representative for a 12 month effort, grew it into a 9 year career and rising up to VP of Sales and Marketing within 4 years. While managing the operations of the company, grew its market share to over 5000 clients and having annual revenue of over $10 million with only 40 employees.
Even being the highest cost of service provider, maintained 8% of the market where there were over 25 firms in the rural licensing application process.
Innovation and treads are the key to this kind of success, and being able to read them, allowed this type of success to happen in a period prior to going back to school to satisfy a personal desire to obtain an advanced degree in a technological field related to experience.
Working two jobs while attend college full time for a Baccalaureate Degree, moving right into the Masters program at 2/3 time to complete both degrees in just 7 years.
George Mason University – BIS Information Media Management
George Mason University – MS Telecommunication
Customer Service Course: Two Day Training.
Day 1 Session One:
What is Customer Service?
When doing customer service, what are we really discussing?
Customer service is part of the product the client bought and the client expects to get a certain result. In order to retain the client, and turn them into a bigger, better client we need to know expectations of both sides of the transaction.
Learn how to solicit the responses, even from the most difficult client, that allows you to deliver exceptional service and enhance the value your product(s) your client purchased.
How do we handle the difficult client?
When dealing with a client, you have to understand their pain they are experiencing with their purchase. Sometimes it’s a big pain, most often though it is small pains that cause the biggest issues for your client.
What do they really expect?
Discovering what expectations the client had when the purchase was made, and what they expect at the moment. Most often, the client had different demands at present then they did at the moment of purchase.
Uncover the means to open up the customer to allow you to provide world class service and utilize this information to build loyalty and increased revenues.
Keeping your CSR’s motivated and at the top of their game.
Motivation and retention of quality CSR’s keep costs under control, while building a reputation as being a great place to work. Common mistakes that provide little return, such as incentives that end up producing lower results then expected.
Keeping the work interesting and “fun,” for the people interfacing with your customer base is important. While still providing quality service to the client, and building their loyalty and having them buying more products and services is important for any business.
Having your CSR’s feel they are the key to your company’s success.
Providing “worth” to the work you give to your CSR’s, so they understand they are important and that being a CSR is a value position within the organization.
Managing your CSR’s so that you keep rein on events, while giving the space needed to your employees to help resolve issues that can make or break a company.
Minimizing employee turn over, retaining key people to build a world class customer service team without giving away the house in the process.
How to reward your CSR’s to maximize results and minimize your costs. Management styles impact on CSR’s, when praise pays.
Customer Expectations – What they really want.
The largest issue with customers is being listened to and getting a resolution without passing the buck. How can your CSR’s actually meet and exceed client expectations and providing a solution that can be profitable for both parties.
What to avoid saying that causes misunderstandings, and what to say to tie bonds with your customer to build brand/product loyalty. Making sure both sides are heard and understood, since miscommunications creates larger issues then originally existed.
Performance – How to make sure the right image is projected.
Making sure the customer speaks with a friendly, bright expert who wants to make sure they get satisfaction.
Focusing on making your CSR’s a friendly, reliable resource your customer WANTS to talk to when they have a problem. Ensuring that your CSR’s realize that they are the front line and that everyone counts on them to manage loyalty after the sale.
Creating “buying” situations without selling the client anything, or having the client want to come back and either increase their purchase or adding on to what they already have bought.
Avoiding the “script syndrome” by allowing flexible responses and measuring how effective your CSR’s are at building that hard won relationships.
Voice modulation, the builder or killer of customer relations, what it takes to get off on the right foot with your customer. Day Two : Creating a Win – Win situation that retains your CSR’s and clients.
Getting 110% from your CSR’s – What it takes to make a winning team.
Showing your CSR’s that they are handling the most important part of the business. Incentives that provide positive feedback loops and increases performance.
Recognizing the person to person to person relationships your CSR’s are involved in and what they get out of it besides a paycheck. Measuring your CSR’s success and yours in dealing with customer issues, by showing what’s in it for you both.
Giving a reason for top performance and providing a means for your CSR’s to see the results they provide and creating a positive competitive environment. Keeping your CSR’s and your clients smiling when they are in contact to either resolve issues or delivering solutions.
Session Two x Keeping stress at bay and sounding like everything will be worked out favorably for all involved.
Customer service is stressful for all involved, since it can either build a bond with your customer, or kill it faster then a speeding bullet.
Managing your team so that they can keep an even keel, even after dealing with that beast of a client who has irrational expectation because they didn’t buy what they needed, or were sold the wrong product/service – keeping a healthy work environment for your CSR’s.
Having an intervention as the norm when your CSR’s have tough customers interact with your most important team.
Session Three x Motivating your CSR’s and making work “Fun!”
Everyone likes to have fun, as it builds passion and builds team spirit. Making sure your CSR’s enjoy their jobs and using effective and free incentives to really make your team highly productive.
Set goals and making work a game to reach them, releases the child within and that in turn releases an exploring mind.
Simple things you can do to give your CSR a boost when they need it most. Remember, you are the team leader and leadership means being mother, father, nurse, councilor, and cheerleader to your team at all times.
Barbarians at the Gate!
How to deal with abusive customers who vent on your team! “Don’t take it personally” won’t cut it, if your CSR is hit over and over again by people with other issues that explode all over them.
How to turn the tables, calm the customer and get back on track to successful completion of helping them resolve the “real” issues.
Keeping your CSR’s under control with difficult customers isn’t hard, it’s a thinking game. Giving your CSR’s the ability to take a pain and turn it into a gain with a few simple words.
Reflections – Not what you say, but how you say it – the meaning of words. x People say things one way while meaning another thing entirely, and this creates issues where none were before, so how do you stop it from happening?
How scripting can poison customer relations, lawyers may be happy, but not your customers.
How to get feedback to your CSR’s and provide them a feedback mechanism that boosts performance.
How to gain control and respect of the customer in seconds, and having the customer become even more brand loyal. Teaching your CSR’s how to say No and not losing the customer in the process.
Educating your team is one thing, educating your customer is ten times as hard, but also it can be the most rewarding thing your CSR can do. Turning a potentially explosive situation into a profit moment, or how not to give away the store and still keep your hard won customer.
Spotting Business Trends – Getting in at the Beginning
Day 1 – Uncovering Business Trends as They Happen
What are trends all about?
Trends develop almost daily, and what they really are, and how they impact your business depends on your company and how the firm is situated to take advantage of them effectively. Some companies cannot jump on trends as they emerge, but are forced into them in order to survive. What can your company do to prepare for such dynamic changes in the market places? What if the trend fizzles? Repositioning your business in both up and coming trends, and those that are tanking.
How can you find them BEFORE everyone else?
How to educate yourself and finding those trends that provide a positive impact on your company’s bottom line and what is required to take advantage of them. Innovation has its risks, BUT they have their rewards, or how to gamble intelligently on trends. Preparing your company to take the risks for major rewards in uncovering trends that profit the company in the long run, without sacrificing the company’s financial well being in the long run.
Session 3 –
Risks of new trends
Trends are by their nature risky, yet you can account for the risks and minimize damage if a trend goes south, or is taken over by larger, better financed firms. How to budget for trends your company wants to take advantage of in the early, middle and late stages. Making the best bet on the right trends isn’t always the easiest thing to do, so how do you minimize the mistakes and maximize the results when taking up a trend?
Rewards of finding the best trends for your business
Pioneering or co-opting a trend to your company’s advantage. Some trends are easy to get into, but they can also take over the company’s identity. Trends that add instead of subtract from the company’s image as well as increase its wealth. Taking over trends from innovators and minimizing court battles for the firm.
Session 5 –
Timing of trends and how to they fit for your business
Some trends are flash in the pans, never lasting longer then a few months, which can cost your organization big money with little reward for the effort. So, finding the right trend is important in order to prevent chasing your tail.
Finding those trends that provide a long term impact on your company’s bottom line for the long haul is important, but you need enough flexibility in order to stay on top of them.
Entrenchment when you find the proper trend, remember, it is war out there!
Capitalizing on emerging trends
What does it take to get in on the trend that fits your company and not have it erase the firm in the process? Does the company have the resources to take advantage of an emerging trend? Timing the trend to situate your company and your employees to take maximum advantage of them in short order can be the difference between success and failure. Trends surround us, it’s a matter of looking for them today, planning on them for tomorrow, and being prepared to adapt to a shifting marketplace.
Day 2 – Getting Geared Up To Set the Hook
Session 1 –
Trends that are happening NOW
What are the current trends of your business today, know that can be the difference between having your organization become a key player, or a minor entity. Trends effect every company in the world, so being on top of your game increases the chances of your firm being a mere survivor or a leader of the pack.
How do you spot the winner verses the losers? The dynamics of trends and what how the impact the business community at large, discovering the trends that are Earth shaking.
How do these trends impact your business?
The impact a trend has on your business depends on what it does to provide the customer the results they desire. Will these trends help or hinder your long term interests? Why is it important to study trends? Does your firm have the ability to take on a trend that can improve its survival in the long term? Adapting to a changing market place where emerging trends can jeopardize your firm’s plans.
Do you lead, follow, or stay out of the fray?
Jumping in on trends can be risky, but so can NOT getting in on them. Being a leader in a trend has big rewards, but can also kill a company as quickly as a bullet. Some trends are really fads that only reward the short term player. Discover how to find the differences between trends and how they will impact the organization.
Taking the lead
Being a leader of a trend can provide big rewards, but only if you know how to position them to change them from a novelty to a basic need. Preparing your firm and its employees can make all the difference between big success and the draining of company resources. When you do find that trend that makes your company a big success, what can you do to ensure your organization’s position?
Following a trend
Being a follower can be rewarding as much as being a leader, since you allow someone else to take the risks and still gathering the rewards for your own company. Risks associated with being a follower in emerging trends. What can you expect if you are a follower? Can a follower become a leader in a trend? What happens when you take over someone else’s territory? Laying the plans to mitigate possible repercussions, and maximizing returns without risking your company’s health, it’s all a matter of knowing your business course.
Staying out of the fray
Some trends peter out too soon, and getting into them can cost your firm. When is a trend a “safe” bet or a wild card that provides little benefit? Know the difference can make you a super star, or a “has been.” Understanding your marketplace and your customers can make all the difference in the world between a sound investment, or if it is a waste of resources. Having the right people looking at trends and studying their impact on your firm is important in the long run, since we can see daily the impact of good and bad decisions made by others.
Diversity – In The Modern Workplace and Its Impact on Your Organization.
What is diversity?
Diversity sometimes comes across as a “privilege” given to some at the expense of others. In reality it isn’t that at all, though employers make that mistake by hiring a “token” individual to comply with various state and Federal laws. What diversity really is, is finding a mix of different people who actually benefit each other and the organization they work for by bringing unique perspectives to the work place. These unique view points engender advancements that would otherwise not develop in the submarine mentality of homogenous groups.
Why is diversity important?
People who come from different population groups, if you use the standards we all have seen in EEO statements as our guide, bring both cultural and social influx of ideas and concepts. What is the proof of this? Consider both historical and modern example of where diversity built the strength of corporations and nations, and how those who prefer not to suffer stagnation and entropy.
What does diversity offer your firm?
What benefits does an organization receive for creating heterogeneous groups? How does a company lose when they limit, or minimize diversity? Where is the proof for both cases? Does it really bring and advantage/disadvantage to the “majority” of employees? Where does management gain an advantage for either case? Session 4
The law and diversity, how does it impact on your operations?
What are risks of ignoring of state and Federal laws, and their impact on the organization, or foolishness that hinders your company’s long term growth and survival? Legal considerations every employer and employee needs to remember. Gains diversity can provide if executed properly.
Taking advantage of diversity, the true benefits you can reap now.
Finding how to utilize diversity requires true leadership from CEO down. Viewing diversity as an asset rather then a cost to an organizations ability to stay competitive in a multicultural world market today. What does it mean for your employees by having a diverse environment? Benefits your company can reap immediately.
Diversity’s advantages for the growing concern, improving your company’s bottom line.
How diversity can impact your bottom line is as important as complying with the law. Mixing different groups and individuals is like mixing chemicals, so how do you avoid explosive mixes and focus on those that bring new ideas, products and services to market faster and cheaper. Phobias that are erased and new markets that develops with diversity. Becoming a better member of the business and world community increases with diversity, or the only color that means anything in business is green.
Relevant and exceptional! – ITS
Once is not enough. – Compression Techniques Corp.
Riveting and detailed. – ServInt Internet Services