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To Grow Your Business Requires Closing the Gap Between Sales and Customer Service
For many businesses, there is a distinct line between sales and customer service. To ensure that the sales process is executed without problems, separate departments have evolved addressing what are perceived to be sales issues and customer service issues. Yet is this really effective given the research about customer turnover, the time to earn a signed commitment and how quickly sales leads become cold?
Succession Leadership Today's & Tomorrow's Sales Management Challenge
Succession leadership with the forthcoming retirement of the Baby Boomers (representing the largest percentage of the workforce) is becoming a critical success factor for businesses from small to large. No where is this more apparent than in sales management.
Who Is Your Customer?
Getting Preferential Treatment and standing out in your customer's mind today is much more complex than it was just ten years ago. Learn how to position yourself so you are the one they want to do business with because they "trust" you at all levels of an organizations.
Internal Customer Relationship Management
CRM is not just about maintaining databases, touching your external customers every so often, remembering their names, and upselling. It is so much more than that, and begins within the walls of your organization. If your internal CRM strateges are not up to snuff, chances are that your relationships with your external customers will suffer as a direct result. Learn how to enhance your internal customer service delivery plan so that the bottom line of your company stays healthy.

Other internal customer Related Articles

Improve Customer Service thru Professinalism that CATORs to All Your Clients
Is Customer Service a concern for your business? Do you feel that your employees pay only lip service to serving the customers whether internal or external? Read how a short word can begin to create a culture of superior customer service.
Customer Service, Customer Satisfaction
Customer attraction, satisfaction and retention, to knowledge, products and services (both internal and external) are driven by the customer’s perception of the value of the offerings relative to the competition. They are also driven by the connection the customer makes to the “real” or practiced organizational culture. Do they like doing business with the organization?

Managing Marginality The Internal Consultants Dilemma
Internal and external consultants use many of the same techniques and tools, do similar work, but face very different challenges. Internal consultants work in a unique position. Their job role is to consult to the organization for which they work. It is not easy to be, at the same time, a part of an organization and function as detached and independent. Each position on the consulting continuum places different pressures on the internal than the external, making them either more or less a part of the organization. Couple with those pressures that the internal has a boss whose role is even more clearly linked to the organizational structure, politics, and rewards structure, and you have a set of forces effectively pulling the internal in different directions. Managing this position becomes paramount to success for the internal.
Dangerous Supply Chain Myths (Part 4)
Segment 4 – Internal & External Collaboration: A Desire versus Skill! Internal & External Collaboration In order to extract the significant gains that collaboration can bring, companies will need to enable best-practice multi-lateral collaboration between supply partners, achieve integrated product development, and employ “customer of choice” positioning.

Internal Customer Relationship Management
CRM is not just about maintaining databases, touching your external customers every so often, remembering their names, and upselling. It is so much more than that, and begins within the walls of your organization. If your internal CRM strateges are not up to snuff, chances are that your relationships with your external customers will suffer as a direct result. Learn how to enhance your internal customer service delivery plan so that the bottom line of your company stays healthy.
Smart Women Create the Right Internal Environment
Creating the “right internal” environment is essential if we are to truly live a life on purpose. Your internal environment is your self-talk, the internal conversations you have with yourself. Stop and think for a moment about the conversations you have with yourself: Do you send positive messages or negative messages? Is your internal voice filled with possibility or doom and gloom? It’s really important to take some time to evaluate yourself in this area and change your thinking.

YOUR EMPLOYEE IS YOUR MOST IMPORTANT CUSTOMER
The South Florida market is comprised of many small- to medium-sized “service” businesses. I look at these organizations and wonder if they are a product of their product. To be truly successful, a business really has to serve two customer bases. The customer base most focused on is typically the revenue-generating one. However, considering cause and effect, the internal customer (the employee) should be on at least an equal footing with the external customer. This leads me to a question to those of you who lead or manage people: If you considered the people that worked for you as your largest and most important customers, would you behave or see them any differently than you do today?

"Arrogant Al": The Condescending Internal Customer
Most of us have ‘internal customers' - people in our own company who rely on us to provide them with some level of service or support. For many of us, working in administration, human resources, IT, training, etc., providing internal customer service is our primary role. Unfortunately, just as there are difficult external customers, there are also difficult internal customers. One of the common situations we see are internal customers who simply appear to not respect the roles of their internal service providers. They come across as condescending, dismissive, arrogant and sometimes plain rude. It is a recipe for a poisonous workplace atmosphere. What do you do?
Developing a Value Proposition
This article provides detail concerning the development of a Value Proposition. Value Propositions are an internal tool to assist organizations in the creation of their communications. By recognizing what the organization does well that is recognized by the customer the Value Proposition serves as a guide for more meaningful contact with the customer.

Organizational Measurement and Feedback Pathways and Pitfalls (Part One)
Far too many measures are designed to meet internal needs. They may satisfy management's command-and-control paranoia for "snoopervision" or they're designed to serve accounting information technology, human resources or other support departments. Numerous measures are also highly technical, production- or product What's often missing from these inward measurements is the customer. High performing organizations measure from the outside in along the customer-partner chain. They begin by measuring what's important to customers and pinpointing the performance gaps. Next on the measurement pecking order are the needs of those external and internal partners serving customers. Then attention turns to the people producing products or serving the servers.

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