Professional Documents
Culture Documents
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
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
4
CORE 7 HABITS
Habits
(what
to,
why
to)
Knowledge
(how to)
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
9
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
10
Maturity ConCnuum
11
Habit 1 : Be proac@ve
Habit 6 : Synergize
Process
14
Physical
Evidence
Items
Basic
->
cleanliness
Preserving
value
Cost
savings
->
Cost
management
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
15
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?
16
Engagement Framework
17
18
19
Industry/Products
20
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
21
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
22
Key accounts
Repeat sales
Manager of Ascendas overall relaConship with customes Insights through insCtuConal relaConship, inCmacy Value creaCon through customer service
23
Deliverables
(i) customers space needs over next 3 5 years; (ii) provide quality repeat business leads
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
25
Understanding
FedEx
FedEx
CorporaCon
FedEx Express
FedEx Ground
FedEx Freight
FedEx Services
26
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
BALP
Shanghai
WaiGaoQiao
Suzhou Shenzhen
Hangzhou
Wuhan
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
Malaysia
Philippines
CIP 2
28
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)
29
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
South Pacic Sales, India CRE Corporate Infrastructure CRE SEA CRE China Suzhou
Aylwin
Y Y
Nicole Hu
30
Tiering
of
customers
Companies
Execu@ves
Customer - Corporate and country key accounts Customer - Promising key accounts Customer Others Prospects Partners IPCs Partners Government agencies
* 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
31
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
NegoCaCon
32
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
34
35
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.
37
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.
38
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.
39
Day-to-day
Eye
for
detail
of
our
products,
maintain
the
edge!
Dynamic
knowledge
Understanding
industry
dynamics
AdopCng
the
Strategic
MarkeCng
Framework
41
Strategic
MarkeCng
Weaknesses
Acknowledge
Minimise
Seize
the
iniCaCve
Strengths
Magnify Match?
CompeCCon
Shakkei
Partner?
Integrate?
Customers
Industry trend
SoluCons
InCmacy
42
43
RECAP OF DAY 1
44
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?
46
Repeat
sales
Already
your
customer
Previous
experience
Right
products
Right
terms
Value creaCon = Value product or service + Value service excellence + Value relaConship + Value image
Framework
Create
awareness
Abercare
Opera@ons
support
Implementa@on
support
Generate
interest
Assist
in
project
development
Support
feasibility
study
49
50
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
51
52
53
ImplementaCon/OperaCons
support
ConCnued
engagement
Listen
for
any
issues
and
be
helpful
54
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
55
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
59
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
61
Responding
to
complaints
Complaint
as
a
gig
Say
something
new
Think
clearly,
consider
customers
feelings
Watch
your
tone,
write
professionally
Use
the
right
style
63
Service
Recovery
Right
the
wrong
Apologize
Empathize
Make
it
right
Make
it
easy
to
complain
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
67
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
69
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
71
72
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
73
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
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
75
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?
77
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
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?
80
THE END
81