Customer Satisfaction to Delight Workshop Participant Exercise Workbook

Exercise 1 – Introductions (one hour)

Your Excellencies
Take a ten minutes to acquaint yourself with your partner (use back side for more space)
Introduce your partner “LIKE A KING or QUEEN”

Name

Childhood dream (what do I want to be when I grow up?)

How long in MFB and how do they make life easier for customers?

What 3 things they dislike in shopkeepers?

1

You will have a 2-3 minutes to introduce your partner, your partner should time you!

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Exercise 2 - Value Chain (30 minutes)

Using the following 2 samples, please construct MicroFinance Bank Value Chain as a group (30 minutes) and
make your group value chain on the flip chart showing each group members customers in the value chain:

Porter's value chain

Source: http://kfknowledgebank.kaplan.co.uk/KFKB/Wiki%20Pages/Porter's%20value%20chain%20model.aspx

Porter's value chain is a model that can be used as part of the strategic analysis stage of the strategic
planning process and is particularly useful to assess whether an organisation has a sustainable competitive
advantage.

The value chain model

Porter developed the value chain to help identify which activities within the firm were contributing to
a competitive advantage and which were not. The approach involves breaking down the firm into five 'primary'
and four 'support' activities, and then looking at each to see if they give a cost advantage or quality advantage.

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Primary activities

 Inbound logistics - receiving, storing and handling raw material inputs. For example, a just-in-time
stock system could give a cost advantage.
 Operations - transformation of the raw materials into finished goods and services. For example, using
skilled craftsmen could give a quality advantage.
 Outbound logistics - storing, distributing and delivering finished goods to customers. For example,
outsourcing delivering could give a cost advantage.
 Marketing and sales - for example, sponsorship of a sports celebrity could enhance the image of the
product.
 Service - all activities that occur after the point of sale, such as installation, training and repair, e.g.
Marks & Spencer's friendly approach to returns gives it a perceived quality advantage.

Secondary activities

 Firm infrastructure - how the firm is organised. For example, centralised buying could result in cost
savings due to bulk discounts.
 Technology development - how the firm uses technology. For example, the latest computer-
controlled machinery gives greater flexibility to tailor products to individual customer specifications.
 Human resources development - how people contribute to competitive advantage. For example,
employing expert buyers could enable a supermarket to purchase better wines than competitors.
 Procurement - purchasing, but not just limited to materials. For example, buying a building out of
town could give a cost advantage over high street competitors.

All organisations in a particular industry will have a similar value chain, which will include activities such as:

 obtaining raw materials

 designing products
 building manufacturing facilities
 developing co-operative agreements
 providing customer service.

Linkages

It is vital that the linkages between the different elements of a value chain are considered.

Firstly this is to ensure consistency - for example, a differentiator will want to ensure that any cost advantages
within the value chain do not compromise overall quality. Secondly it may be that through linking separate
activities more effectively than competitors, a firm can gain a competitive advantage.

Value networks

The organisation's value chain does not exist in isolation. There will be direct links between the inbound
logistics of the firm and the outbound logistics of its suppliers, for example. An understanding of the value
system and how the organisation's value chain fits in to it will therefore aid in the strategic planning process. A
value network is a web of relationships that generates economic value and other benefits through complex
dynamic exchanges between two or more individuals, groups or organisations.

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 Tangible value exchanges - involve all exchanges of goods, services or revenue, including all
transactions involving contracts and invoices, return receipt of orders, request for proposals,
confirmations or payment.
 Intangible knowledge exchanges - include strategic information, planning knowledge, process
knowledge, technical know-how, collaborative design, policy development, etc.

Benefits

Proponents suggest that the value chain model has many benefits, including:

 It provides a generic framework to analyse both the behaviour of costs as well as the existing and
potential sources of differentiation.
 Activities that are not adding value can be identified and addressed – for example, improved so they
do add value or outsourced if this is not possible.
 It emphasises the importance of (re)grouping functions into activities to produce, market, deliver and
support products, to think about relationships between activities and to link the value chain to the
understanding of an organisation's competitive position.
 It makes it clear that an organisation is multifaceted and that its underlying activities need to be
analysed to understand its overall competitive position.
 It is an attempt to overcome the limitations of portfolio planning in multidivisional organisations.
Rather than assuming that SBUs should act independently, Porter used his Value Chain analysis to
identify synergies or shared activities between them and to provide a tool to focus on the whole
rather than on the parts.

Your Team’s Job

After understanding the concepts in this exercise, create a SIMPLE DIAGRAM for EACH
TEAM MEMBER showing their link in the value chain. Who are there suppliers and who are
there customers

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Exercise 3 – CS Mindsets
Common Internal Customer Service Mindsets
1. Ye mera kam nahi hai (not owning the customer)
2. Apka kam ho jaiga (delaying or taking casually)
3. Khidmat (serving people regardless of personal benefit)
Discuss one example of each mindset per group that you may have experienced?
Example of Ye mera kam nahi hai

Example of Apka kam ho jaiga

Example of Khidmat

How can we CHANGE the first two mindsets? What are the hurdles? Cultural, Personal?

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Exercise 4 – Chinese Whispers

Elect a group leader
Ask him or her to write down a sentence confidentially on a piece of paper relating to work
“ask Hamid to go to Shahid house, drop children to school, wash car, deposit money in bank
and come back” but UNIQUE sentence, hand over to me with your group name before start
Tell leader to keep chit with him and only SAY the message in the ears of the next person,
who will say it in ear of next person till last person in the group, last person to repeat the
original message OUT LOUD and I will read out the original message to confirm

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Exercise 5 – NLP identify your partner!!! (15 minutes)

Find a quiet place to talk
Ask your partner to speak for 5 minutes about any life event, happy, sad, job, personal,
dream, setback, achievement, anything at all
Write down key words from their talk that show sounds, pictures or feelings, for example
Sound words: said, talk, kaha, bola, suna etc
Picture words: dekha, khubsurat scene tha, Nazar aya, bara admi, choti si jaga etc
Feeling words: mahsoos kya, afsoos hua, acha laga, khushi hui etc
Write here

Now calculate rough percentage below

Sound words
Picture words
Feeling words

You now have an idea of how other person thinks! Generally people have ANY 2 dominant
modes, sounds/feelings or pictures/feelings, see what you have! Now confirm with them!
Errors: sometimes a person depending on his mood will show a certain type of personality, if
you ask someone to describe a loved one’s deaths, there is a chance they will use more
feeling words compared to a music concert!

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Exercise 6 – Dale Carnegie – how to win friends & influence people summary (buy the book)
Read the following – and summarize into your and your group’s Khidmat Mission Statement
The book summary is at https://www.hubspot.com/sales/how-to-win-friends-and-influence-people-summary and
http://blog.gembaacademy.com/wp-content/uploads/2014/07/How-to-Win-Friends-and-Influence-People-Book-Summary.pdf

Fundamental Techniques in Handling People

1. Don't criticize, condemn or complain.
2. Give honest and sincere appreciation.
3. Arouse in the other person an eager want.

Six ways to make people like you

1. Become genuinely interested in other people.
2. Smile.
3. Remember that a person's name is to that person the sweetest and most important sound in any
language.
4. Be a good listener. Encourage others to talk about themselves.
5. Talk in terms of the other person's interests.
6. Make the other person feel important - and do it sincerely.

Win people to your way of thinking

1. The only way to get the best of an argument is to avoid it.
2. Show respect for the other person's opinions. Never say, "You're wrong."
3. If you are wrong, admit it quickly and emphatically.
4. Begin in a friendly way.
5. Get the other person saying "yes, yes" immediately.
6. Let the other person do a great deal of the talking.
7. Let the other person feel that the idea is his or hers.
8. Try honestly to see things from the other person's point of view.
9. Be sympathetic with the other person's ideas and desires.
10. Appeal to the nobler motives.
11. Dramatize your ideas.
12. Throw down a challenge.

Be a Leader: How to Change People Without Giving Offense or Arousing Resentment

A leader's job often includes changing your people's attitudes and behavior. Some suggestions to accomplish
this:
1. Begin with praise and honest appreciation.
2. Call attention to people's mistakes indirectly.
3. Talk about your own mistakes before criticizing the other person.
4. Ask questions instead of giving direct orders.
5. Let the other person save face.
6. Praise the slightest improvement and praise every improvement. Be "hearty in your approbation and
lavish in your praise."
7. Give the other person a fine reputation to live up to.
8. Use encouragement. Make the fault seem easy to correct.
9. Make the other person happy about doing the thing you suggest.

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Exercise 7 – How to make internal customer services better at FMFB?

Within your group discuss and come up with a ONE PAGE LETTER TO EACH
OTHER/MANAGEMENT OF FMFB
1 What are the challenges to providing excellent internal customer service
at FMFB?
2 How can we overcome these challenges at our level?
3 What suggestions for improvement can we give
1. Each other
2. Management

1 Challenges

2 Solutions

3 Suggestions for improvement (each other & management)

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Trainer / Program Evaluation Form

Section 1: Your details
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Designation
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Email
Please rate the following between 1-10 where 1 is lowest and 10 is highest

Item Rating (1-10)

Presentation Quality
Material Quality (workbook)
Training Room
Trainer knowledge and command over subject
Trainer handling of participants
Time management
How much did you learn (1 lowest, 10 highest)
Exercises and activities
Videos shown
Would you like to recommend this workshop to others?

Any Comments for our improvement/suggestions?

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