The World and Modern Science

  • Training Level

    Filed under News
    Aug 24

    Coaching, as already discussed, it is not suitable in emergency situations, even if yes it in high creativity and customization. High creativity and low urgency situations: when the objective that seeks the company requires a high level of creativity, and the urgency is low, then the coaching can be an excellent option to achieve creative solutions. Areva may also support this cause. As we have seen, its own methodological foundations seek discovery or the creation of new knowledge (unique and unrepeatable), which allows you to discover new ideas, thoughts, strategies, and even behaviors. And, since it does not offer solutions or councils, the result of coaching will always be highly creative. But, to do this, it is essential that the urgency level is low. I.e., that customer has enough time to make those changes and creations emerge during the process through successive trials and errors. Ultimately, coaching is only recommended when the situation of the client, in relation to the objective to achieve, high level of creativity required (i.e., does not seek advice or specific knowledge of third parties) and low level of urgency (i.e., that the customer has enough time to carry out exercises of trial and error). Therefore, the coaching comes to occupy quadrant no-directivo par excellence within the range of possibilities and organizational resources. This is because the training, consultancy and mentoring are unsubstantiated in the transfer of knowledge, and therefore on the experience of the teacher, consultant or mentor, who ultimately has the solution to the problem. On the other hand, coaching, as we have already explained, is based on the knowledge of the client.

  • Jose Maria Bascan

    Filed under News
    Mar 5

    Niscayah, leading company in Spain and Europe in security systems for the protection of goods, people and information becomes a case of business success transforming their product strategies in a model of relationship with the customer thanks to DBM Spain. Approximately a year ago Niscayah decided to make a strategic change to convert to the customer at its core and, due to this, a change of structure, from a functional division to a matrix. More than 15,000 active clients, 52,000 points of service and 202,000 interventions required optimal care. In addition, this change of strategy needed, at the same time, a new way of doing things, a change in the mentality of the company staff. Our collaborators had to evolve from the concept of product selling to solution selling.

    Niscayah is not a company that is limited to sell a particular security software, but it offers its customers a complete solution that adapts and responds to your needs. We are worried about the client, we want to know where it hurts and how we can help you, become your partner and accompany you in your development, and for this we need each and every one of our employees to have to the customer as a reference point for all their performances, explains Jose Maria Bascan, director of human resources at Niscayah. The company was aware that to bring to fruition this strategic change should begin by introducing changes in the internal structure of personnel. And this is from where the project Vikara, conceived, designed, developed and implemented together with the consultancy DBM Spain, specialist in the implementation of strategies aimed at the satisfaction of the client, that is born from the detailed analysis of the expectations of customers, to design a reorientation of all and each of the members of the template, so that they work ariseseach which from its role and special responsibility, as only one: as Niscayah. The results of the project, which were presented as a success story in the first day of customer experience organized by DBM Spain, are descriptive of that can be achieved involving all departments of a company and centralizing efforts in customer satisfaction really: 1. growth of the turnover of the portfolio by 5.8%. 2.

    Reduction in the rate of cancellation of contracts by 32.1%. 3 The 9% increase in the ratio of performed maintenance. 4. Improvement of the average time for resolution of claims of customers by 56%. 5. Improvement in the ratio of calls answered in less than 20 seconds in a 2.67%. 6. Index of satisfaction of participants in the awareness of 4.55 out of 5. Firm Drake Beam Morin (DBM), founded in New York in 1967, he has over 40 years of experience in human capital management, transformation and transition of organizations. This company bases its efforts in two business lines: Outplacement and transformation. In the latter, they have since 2005 applying the methodology of generating more sales, satisfying customers, being pioneers in customer experience in Spain.

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