By Dan Johnson

Improving Customer Loyalty

What do the Today Show, Gateway Computers, Marriott Hotels, Amazon.com, Subway, and Starbucks have in common? They were each rated #1 in their respective categories as companies that are the most devoted to creating loyal customers by Brand Keys, an organization that measures customer loyalty.

Since member satisfaction is a key goal for this year's CIASTD board, I thought it might be helpful to share some concepts I recently came across regarding customer loyalty.

Think of customer loyalty as the feeling of attachment to, or affection for, a company's people, products, or services. A loyal customer can be seen as having a strong intent to repurchase a product or service (or to renew their CIASTD membership!) According to a study by published by Harvard Business Review magazine, "satisfied" customers can be up to six times more likely to defect to another company or service provider than "loyal" customers. Equally shocking is the fact that reducing the number of customer defections by a mere 5% can boost a company's lifetime profits by 25% to 85%. In other words, mere customer satisfaction is not enough and improving customer loyalty has a big payoff!

As performance improvement and training professionals, we all have customers, whether they are internal or external. Here are a variety of ways Harvard Business Review recommends to improve the loyalty of your customers:

1. Clearly define your target customers - those that you can (or must) serve best and most profitably.
2. Measure customer satisfaction systematically in an unbiased way. Be sure to collect information on individual customers so you can tailor improvements to their needs.
3. Use a variety of measurement methods such as customer surveys, complaints and questions, market research, and feedback from frontline personnel. Be sure to include your customers in strategic activities such as product-development sessions.
4. Translate customer-satisfaction information into loyalty measurements. Completely satisfied customers will be very loyal. Satisfied customers can easily switch to a competitor. Dissatisfied customers are very disloyal.
5. Completely satisfy customers by providing top-notch support services, anticipating customer needs, and implementing a highly responsive recovery process when something goes wrong.

You'll notice CIASTD implementing a variety of these suggestions in our effort to improve member loyalty this year. For example, attendees at our April program meeting completed a customer satisfaction survey and volunteers were solicited for a member satisfaction focus group.

Another way to improve customer loyalty is to make your customers feel valued. CIASTD communicates its appreciation to members and volunteers in a variety of ways - through our volunteer bucks program, annual volunteer picnic, and Chapter Awards and Recognition program. This year's Chapter Awards and Recognition program will be a special breakfast event held immediately before the June 20 program meeting. Please mark your calendars now to join us as we recognize outstanding volunteers in our organization. Look for details in the next issue of the Facilitator.

Dan is the founder and president of Performance Mastery. He has been in the field of performance improvement for more than 16 years and has gained extensive experience in management and leadership development, executive and personal coaching, training, and career development.

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Outclass the Competition
Article prepared by Kristin Lively-Smith, Facilitator Staff

Have you ever questioned your etiquette in a business situation? In today's competitive world, it is more important than ever to put the right foot forward. At the CIASTD meeting on May 16, you have an opportunity to learn more about how to project a positive image with proper etiquette and protocol at "Outclass the Competition" presented by Pamela Eyring.

This session will:

• Provide ways to develop an individual's leadership skills to project confidence and authority and distinguish yourself from the competition with etiquette and protocol intelligence skills.
• Show how you mingle like a professional - introduce yourself, as well as others.
• Provide dining skills to distinguish yourself beyond your peers.

The material is relevant at all levels of the organization - basic, intermediate, advanced and executive.

This cutting edge session will leave you feeling sophisticated, savvy and prepared for your next business encounter.

Pamela Eyring is a certified trainer from the Prestigious Protocol School of Washington. She is Chief of Protocol at Wright-Patterson Air Force Base in Ohio. In addition, Ms. Eyring has 16 years of experience in planning and directing military, government, international and civic ceremonies, conferences, and special events for the Commander, Vice Commander & Executive Director, Air Force Materiel Command, Wright-Patterson Air Force Base, Ohio.

Please remember to come early to secure the best seats and to enjoy light snacks and beverages at our Cranberry Juice Cocktail Hour starting at 7:30 a.m. The cost is $20 for CIASTD members and $35 for nonmembers. Registration for the program will begin at 8 a.m. and walk-ins will be subject to a $5 fee at the door. The presentation is from 8:30 to 11:00 a.m. at the Ivy Tech State College 4th floor auditorium.

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Entrepreneurship has something for everyone! Debbie Featherston began her presentation for the April CIASTD meeting by explaining the importance of entrepreneurship.

Debbie challenged the participants to brainstorm the "road to future." She asked what the business trends we are seeing today will impact our business tomorrow. Each table used flipchart sheets to capture their ideas. Many excellent ideas surfaced. One idea that came out was the use of an advisory board. Debbie asked the group how many people currently used an advisory board to provide them with direction. While many participants ran small companies, only one indicated that she had an advisory board in place.

Debbie gave the group a list of guidelines for creating a three-year vision. She asked everyone to look ahead three years and try to picture where they would be looking a variety of areas. She then had everyone complete a gap analysis. She asked them to look at where they are in comparison to where they want to be. This constitutes the "gap" that must be overcome to get to ideal future.

After completing the gap analysis, Debbie directed the audience to consider the business life cycle. She asked them to identify where they were at in developing their business. The stages she listed were:

• Conception
• Start-up
• Early Stage
• Growth
• Rapid Growth
• Maturing
• Innovation or Decline

:: Click here :: To see more pictures from the April meeting

Based on their analysis, they were asked to move to a table that corresponded to their stage (each table had a card listing one of the stages.) She provided each table with a list of characteristics and information specific to the stage represented at that table. The groups were encouraged to review the material and to explore the business model in terms of company characteristics, company goals, management style, planning needs, and danger signs.

After the groups had time to discuss, Debbie debriefed by asking for summaries from each of the group in terms that would be useful to the other groups.

Debbie concluded by asking the participants to consider business planning. She provided several helpful hints on plans. One point she emphasized was to be sure to include an exit plan. This goes along with the idea of beginning with the end in mind. Planning should include:

• Feasibility Plan
• Business Plan
• Strategic Plan
• Operational Plan
• Exit Plan

Debbie concluded by reviewing the resources that are available to small businesses. If you are interested, her handout and other resources are listed on the CIASTD web site. Click here to get the handout or the list of other resources: www.ciastd.org.

An entrepreneur since the late 1970s, Debbie Featherston has successfully built and managed two businesses. Today, she is a senior consultant and principle of Workplace Partners; a consulting firm that partners with organizations to build their talent and to manage their transitions. Through her long term relationship with Lee Hecht Harrison, Debbie guides and coaches individuals considering self-employment.

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Meeting hosted by Made2Manage

The Technology-based Training (TBT) Special Interest Group met on April 22, at Made2Manage. Made2Manage is an Indianapolis-based software company that produces software for running small to medium sized manufacturing businesses. Their software solution is a "total enterprise solution," according to Jason Strasser.

Jason served as the host for the evening, and the presentation he delivered was certainly a total learning solution! Among other things, Made2Manage uses synchronous web-based training to deliver training to its customers. This means that when customers need trained on using Made2Manage software, they sign up for a class, and then attend the class by signing in over the Internet! The instructor uses special software that allows the instructor's computer screen to be viewed on the student's computer. The software, called LearnLinc, also has other features that enable the instructor to get various types of feedback from the students. In some cases, the instructor might even use a virtual "whiteboard" that shows up on the student's computer to illustrate points just as he/she might do in a conventional classroom.

:: Click here :: To see more pictures from SIG

A call bridge is used for the audio portion of the web-based class. Students dial a special number that connects them to the rest of the class, so everyone can hear the instructor. This type of training offers obvious benefits for Made2Manage and for its customers. The students don't have to spend time traveling to attend class. This enables them to cut cost, save time, and ultimately get more training than they would otherwise. Made2Manage saves money by not having to maintain as many classrooms for training. Instructors also have the flexibility of working from home, and two of the instructors actually live in different parts of the country.

The demonstration was great. Jason also showed other technology-based training initiatives. They use a CBT course for teaching basic usage and navigation on their software. This course is actually given to the customers on a CD, and they are required to complete it before they can attend any of the other courses.

The evening was highlighted by a tour of the new Made2Manage offices. They recently moved into new offices on the north side and have spared no expense in designing the facilities to pamper their staff.

A special thanks goes to LearnLinc for sponsoring the evening and buying the pizza!

The next TBT SIG meeting will be on June 24 at Anthem. Kathy O'Connell and Lynn Lohmeyer will show us what Anthem is doing in terms of eLearning and they will show us how they are using a product called Lectora to author on-line courses. The evening will be sponsored by Trivantis, which is the company that makes Lectora. Jay McNaught will also give a presentation titled, "Web-based Training that Really Works." And as always, there will be a lot of discussion!

If you would like to register to attend the SIG meeting or to be placed on the TBT SIG mailing list, send an e-mail message to: JMCNAUGHT@Cinergy.com.

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Consider "Pre-Design" to Improve Training
by Nicole Kobrowski - Facilitator staff member

We hope to make "Training Tips" a regular feature in the Facilitator. If you have a good tip that you would like to share, send it to Nicole Kobrowski at nicole@kobrowski.com.

To create effective and relevant training, before you design, pre-design. Pre-design is simply assessing your organizational needs. This will help you focus what type of training you need to do.

To perform your assessment, asking the right questions is usually considered the simplest way. Asking the usual who, what, when, where and why questions are extremely useful and important. However, be sure that you ask not only workers who are performing the tasks questions, but also management.

Some questions you might consider asking management are ones which deal with describing important business opportunities for the group, where the gaps between expected and actual performance actually are, and how management perceives the mood of the workers in relationship to taking training (e.g. do they dislike/like to attend training, how well the workers learn). These same questions can be asked of workers, but when asked ofmanagement, they give you a fuller picture of the types of needs present.

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In each issue of The Facilitator, we will list members that have joined or rejoined CIASTD since the previous issue. Since the last issue of The Facilitator, we have signed 12 members:

If you are a member of CIASTD, and would like access to the complete membership list, it is available on our web site at www.ciastd.com.

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By Jim McFarland, Facilitator Staff Member

It's not often that you think about the nuts and bolts of riding a bike. Before I began riding a bike, I wasn't aware that I didn't know how to ride a bike (unconscious incompetence). It wasn't long after that I began watching my friends riding bikes when I gave it a try. Ouch! My knees were banged up from several falls. I was now aware that I did not know how to ride a bike (conscious incompetence). After several attempts at trying, I finally was able to ride for quite a distance as long as I remembered where to put my hands, how to peddle, how to turn and brake. I was now aware that I knew how to ride a bike (conscious competence). Today, I can pick up a bike, get on it and ride without thinking about what I'm doing. It's as natural as walking or breathing (unconscious competence). It's easy for training professionals to forget the nuts and bolts of their training experience with regard to adult learners. Following is a brief review of how adult learners process and respond to learning.

When working with adult learners, remember that:

1. Adults need to participate actively in the learning process.
2. Adults have a good deal of experience and that experience is a major resource for learning.
3. Adults need to be free to explore resources in the light of their own interests.
4. Adults learn when they are solving problems or making decisions.
5. Adults learn when their own need, curiosity, or hunger impels them in a particular direction.
6. Adults resist and avoid situations where they are treated like children.
7. Adults want learning to be practical, relevant, related to life as they know it.
8. Adults do not learn well when they feel threatened or self-conscious.
9. Adults want to be respected and affirmed.
10. Adults are not children.
11. Adults commit to learning when they share responsibility for planning and carrying out an experience.
12. Adults participate for many reasons - growth, relationships, skills, etc.
13. Adults want to learn, to become more competent.
14. Adults can have fun learning.

While it wasn't very "fun" falling down while riding, I couldn't wait to use my new skills with my friends. When working with adult learners remember the nuts and bolts of adult learners and strive for "unconscious competence" in your approach to training.

Jim McFarland works for the Vision Management Group. In future issues of the Facilitator, Jim will contribute similar stories that are intended to help us stay "sharp" as trainers.

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Kenneth "Ken" W. Davis
By Judy M. Hasselkus, Facilitator staff member

Note: in every issue of the Facilitator, we randomly select a member to profile. In this issue, we are profiling two members since we omitted the profile in the April issue.

If imitation is the most sincere form of flattery, Ken Davis's career is a compliment. "As a kid I wanted to be a musician or journalist. But then I ran into some wonderful teachers," Davis says. "I wanted to be just like them."

Like the "wonderful teachers" of his youth, Davis devotes his career to discovery and teaching. "I see my mission in life as exploring new territories, mapping them, and helping others through them," Davis says. His business card reads: "Explorer, Mapmaker, Guide."

As President of Komei, Inc., a company he owns with wife Bette, Davis helps businesses "create and communicate." Davis's company offers training and consulting in the areas of writing, international team building, and creativity. The company also publishes an instrument for diagnosing writing strengths and areas for development known as the Komei Written Communication Profiler. Davis has trained and consulted in Botswana, Hong Kong, and the United Arab Emirates. He has done training and consulting work for organizations such as IBM and a number of clients within the insurance industry.

Davis is also an author. Not surprisingly, his books map new territories for readers and provide guidance. Davis has written a book on theatre audience education (and serves as Education Director for the American Cabaret Theatre). He is co-authoring a book tentatively titled Instructional Imagineering: How to Create Magically Effective Teaching and Training. The book is a labor of love-written by Davis, his wife, and his daughter Casey.

A member since 1988, Davis joined CIASTD to meet fellow trainers. He and his wife shared the Membership Chair role for several years. Davis reports that he has made many friends through his association with CIASTD.

Advice to new professionals:
"Build relationships."

Favorite book:
Ulysses by James Joyce.

Stephen Covey and Tom Peters are also authors whose work has influenced Davis professionally. He is currently rereading Margaret Wheatley's Leadership and the New Science.

Interesting stop along his career path:
"I worked as a professional stage manager," Davis shares. "From that work, I've learned collaboration and communication skills." He also served in the Army and taught on the faculty of the US Army Intelligence School.

Sharon Mattingly
By Judy M. Hasselkus, Facilitator staff member

Sharon Mattingly's "training room" is a phone.

As Producer Relationship Consultant for AUL, Mattingly trains agents on how to use new software and assists them with new product and technology questions, software support, and product illustrations. She does so almost exclusively through phone conversations.

Mattingly has been employed with AUL for seven years, three of which have been in her current role. Prior to that, Mattingly worked in retirement services. Mattingly's competence and experience in her field and industry is evident. A string of certifications, FLMI, AAPA, PCS, and Series 6, follows her name.

In her current role, Mattingly's primary challenge is keeping up with new products and technology. "I must be able to understand it well enough to explain it to the agents," Mattingly says. Mattingly observes that providing training and support by phone can also be a challenge. "Agents can't watch me perform an action on the computer so they really have to understand what I am telling them to do. I have to focus on being very specific with my instructions."

In addition to her work with AUL, Mattingly teaches Introduction to Business part-time for Ivy Tech State College. She brings experience to the classroom, having taught for Great Lakes Junior College in Saginaw, Michigan from 1983 to 1985.

When Mattingly isn't on the phone or in the classroom, she enjoys learning as much as she enjoys teaching. "I've explored a wide variety of subjects this year due to my 14-year-old who is interested in physics, myths, and linguistics." Mattingly eagerly "follows right along behind her" reading books she might otherwise have never read.

Mattingly reports that she enjoys her membership in CIASTD because of the interaction with other trainers and the exchange of ideas. "I find that it helps me in my current job and it also helps me in my teaching position for Ivy Tech," she says.

Advice to new professionals:
"Read. Talk. Listen."

Favorite book:
Gone with the Wind.

Favorite website:
www.thiagi.com Mattingly reports that the games and activities offered on this site are especially useful to her in her role as an instructor for Ivy Tech State College.

Noteworthy quote:
"Your focus determines your reality." Mattingly sees this line from Star Wars Phantom Menace as applicable to all areas of life. "When things are out of sync," she says, "it helps to step back and see what my focus has been on. By changing my focus, I can often change my reality."

Most used resource:
People. "No matter what the problem is," says Mattingly, "there is always someone who has useful advice if you just ask."

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In last month's Facilitator, we made a plea for new volunteers to help with the newsletter. This month, three new volunteers have joined our volunteer staff! We would like to thank and to welcome:

• Nicole Kobrowski
• Kristin Lively-Smith
• Jim McFarland
  

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