The Venkateshwara Institute of Medical Sciences (VIMS) under the aegis of Shri Venkateshwara University organized a seminar ‘Cardiac Transplantation 2022’ with support from the world’s renowned heart institute ‘Mayo’ located in USA. Doctors from US, UK, Canada, & over 16 countries took part in the seminar. Dr. Sudhir S Kushwaha Director Heart Transplantation department of the Minnesota based world renowned Heart Institute ‘Mayo’ was the chief guest & Speaker. He enlightened the gathering on successful heart transplantation, leading to a healthy heart. UK’s renowned Doctor M Y Khan explained the benefits of a healthy lifestyle & the ways to prevent blockage of arteries & their remedies to the august gathering of Doctors & students of the medical institute. Along with this, VIMS fostered collaboration with Mayo for research on Heart Transplantation & research on heart diseases. The Chief Guest Dr. Sudhir Kushwaha, Dr. Fillip Williams, Group Chairman Dr. Sudhir Giri, Dr. M Y Khan & the Pro-chancellor Dr. Rajiv Tyagi inaugurated the event at the Dr. CV Raman auditorium by lighting a lamp to goddess Saraswati. In his address, Dr. Sudhir Kushwaha said that heart transplantation is fully safe & after transplantation, a person can live happily for another 25 to 35 years. Those present on the occasion included the VC Prof. Dr. P K Bharti, Registrar Dr. Piyush Pandey, Dean Academics Dr. Sanjiv Bhatt Dr. Deepak Agarwal, Dr. Jasveer Singh, Dr. S S Thakur Dr. Ikram Elahi, Dr. Priyanka Thakur & Dr. Arshad Ikbar. Also present were Meerut Campus Director Dr. Prabhat Srivastava, Director of Admissions Dr. Rakesh Yadav, Director of Admissions Alka Singh, & Dr. Ana Brown. Also present were Dr. C P Kushwaha, Dr. SN Sahoo, Coach Abhinav Rana, Arun Goswami, Dr. Mohit Sharma, HR Head Mr. Shiv Shankar, and National Athlete Sumaira Javed. Noticeable participants were Purjeet Singh, Former Player Joginder Singh, Vishwas Tyagi, SS Baghel, CO Gurdayal Singh & the Media In charge Mr. Vishwas Rana. To Know More Visit: https://www.drsudhirgiri.com/ #Organized #InternationalSeminar #CardiacTransplantation #VIMSHospital #SVUGajraula #DrSudhirSKushwaha #DrSudhirGiri #DrRajeevTyagi #CardioVascular #Medicine #Consultant #USA #UttarPradesh #India

A Mexican Hospital, an American Surgeon, and a $5,000 Check (Yes, a Check)

In the United States, knee replacement surgery costs an average of about $30,000 — sometimes double or triple that — but at Galenia Hospital in Cancun, Mexico, it is only $12,000. The standard charge for a night in the hospital is $300 at Galenia, compared with $2,000 on average at United States hospitals. If you were an HR Director in the U.S. responsible for cutting medical costs, would you offer employees free care, no out of pocket co-pays or deductibles, all travel expenses paid, and a $5,000 incentive payment to have surgery performed by an doctor in Mexico, where hospital costs are less expensive: (1) Yes, (2) No? Why? What are the ethics underlying your decision? If you were a doctor, would you fly to Mexico to do the surgery and earn 3 times what Medicare would have paid you in the U.S.?

Donna Ferguson awoke in the resort city of Cancún before sunrise on a sweltering Saturday in July.

She wasn’t headed to the beach. Instead, she walked down a short hallway from her Sheraton hotel and into Galenia Hospital.

A little later that morning, a surgeon, Dr. Thomas Parisi, who had flown in from Wisconsin the day before, stood by Ms. Ferguson’s hospital bed and used a black marker to note which knee needed repair. “I’m ready,” Ms. Ferguson, 56, told him just before being taken to the operating room for her total knee replacement. For this surgery, she would not only receive free care, but would receive a check when she got home.

The hospital costs of the American medical system are so high that it made financial sense for both a highly trained orthopedist from Milwaukee and a patient from Mississippi to leave the country and meet at an upscale private Mexican hospital for the surgery.

Ms. Ferguson gets her health coverage through her husband’semployer, Ashley Furniture Industries. The cost to Ashley was less than half of what a knee replacement in the United States would have been. That’s why its employees and dependents who use this option have no out-of-pocket co-pays or deductibles for the procedure; in fact, they receive a $5,000 payment from the company, and all their travel costs are covered.

Dr. Parisi, who spent less than 24 hours in Cancún, was paid $2,700, or three times what he would have received from Medicare, the largest single payer of hospital costs in the United States. Private insurers often base their reimbursement rates on what Medicare pays.

Ms. Ferguson is one of hundreds of thousands of Americans who seek lower-cost care outside the United States each year, with many going to Caribbean and Central American countries. For many, a key question is whether the facility offers quality care.

In a new twist on medical tourism, a Denver company is tapping into this market. The company, North American Specialty Hospital, known as NASH, has organized treatment for a couple of dozen Americans at Galenia since 2017.

Dr. Parisi, a graduate of the Mayo Clinic, is one of about 40 orthopedic surgeons in the United States who have signed up with NASH, to travel to Cancún on their days off to treat American patients. NASH is betting that having an American surgeon will alleviate concerns some people have about going outside the country, and persuade self-insured American employers to offer this option to their workers to save money and still provide high-quality care. NASH, a for-profit company that charges a fixed amount for each case, is paid by the employer or an intermediary that arranged the treatment.

“It was a big selling point, having an American doctor,” Ms. Ferguson said.

The American surgeons work closely with a Mexican counterpart and local nurses. NASH buys additional malpractice coverage for the American physicians, who could be sued in the United States by patients unhappy with their results.

“In the past, medical tourism has been mostly a blind leap to a country far away, to unknown hospitals and unknown doctors with unknown supplies, to a place without U.S. medical malpractice insurance,” said James Polsfut, the chief executive of NASH. “We are making the experience completely different and removing as much uncertainty as we can.”

Medical tourism has been around for decades but has become more common in the past 20 years as more countries and hospitals around the world market themselves to foreigners.

There are, of course, risks to going outside the country, including the headache of travel and the possibility that the standards of care may be lower than at home. If something goes wrong, patients will be far from family and friends who can help — and it might be more difficult to sue providers in other countries.

Chasing Lower Costs

The high prices charged at American hospitals make it relatively easy to offer surgical bargains in Mexico: In the United States, knee replacement surgery costs an average of about $30,000 — sometimes double or triple that — but at Galenia, it is only $12,000, said Dr. Gabriela Flores Teón, medical director of the facility.

The standard charge for a night in the hospital is $300 at Galenia, Dr. Flores said, compared with $2,000 on average at United States hospitals.

The other big savings is the cost of the medical device — made by a subsidiary of the New Jersey-based Johnson & Johnson — used in Ms. Ferguson’s knee replacement surgery. The very same implant she would have received at home costs $3,500 at Galenia, compared with nearly $8,000 in the United States, Dr. Flores said.

Galenia is accredited by the international affiliation of the Joint Commission, which sets hospital standards in the United States. But to help doctors and patients feel comfortable with surgery here, NASH and Galenia worked to exceed those standards.

That included adding an extra autoclave to sterilize instruments more quickly, using spacesuit-like gowns for doctors to reduce infection risk and having patients start physical therapy just hours after knee- or hip-replacement surgery.

I. Glenn Cohen, a law professor at Harvard and an expert on medical tourism, called the model used by NASH and a few other similar operations a “clever strategy” to attack some of the perceived risks about medical tourism.

“It doesn’t answer all concerns, but I will say it’s a big step forward,” he said. “It’s a very good marketing strategy.”

Still, he added, patients should be concerned with whether the hospital is equipped for all contingencies, the skills of other surgical team members and how their care is handed off when they return home.

Officials at Ashley Furniture, where Ms. Ferguson’s husband, Terry, is a longtime employee, said they had been impressed so far.

“We’ve had an overwhelming positive reaction from employees who have gone,” said Marcus Gagnon, manager of global benefits and health at Ashley, a Wisconsin-based company that has 17,000 employees. Ms. Ferguson was the company’s 10th insured person to go to Cancún.

Ashley also has sent about 140 employees or dependents for treatments at a hospital in Costa Rica, and together the foreign medical facilities have saved the firm $3.2 million in health costs since 2016, he said.

“Even after the incentive payments and travel expenses, we still save about half the cost of paying for care in the United States,” Mr. Gagnon said. “It’s been a nice option — not a magic bullet — but a nice option.”

NASH’s strategy has its skeptics.

“Building a familiar culture in a foreign destination may be appealing to some American consumers, but I do not see it as a sustainable business,” said Irving Stackpole, a health consultant in Rhode Island. “It’s not unusual for people thinking about this to have doctors, family and friends who will see this as a high-risk undertaking.”

Mr. Stackpole said only a limited number of Americans were willing — even with a financial incentive — to travel abroad, because most perceive the care won’t be as good.

‘You Are Nuts for Doing This’

Ms. Ferguson’s knee started causing her trouble two years ago, and last autumn a doctor recommended replacing it. She is on her feet most of the day assembling furniture tool kits at her job at American Furniture Manufacturing in Ecru, Miss. Terry Ferguson mentioned the Cancún option he had heard about at work. The couple pay $300 a month in premiums for family health coverage.

“I had a friend say, ‘You are nuts for doing this,’ but Dr. Parisi trained at Mayo, and you can’t do any better than that,” Ms. Ferguson said before the surgery. Also, having an American doctor meant that if something went wrong, she could file a malpractice suit in the United States, she added.

IndusHealth, Ashley’s medical travel plan administrator, arranged for her to get a physical exam, X-rays and heart tests near her home to make sure she was a good candidate for surgery. It even had her see a dentist to make sure she didn’t have an infection that could complicate her recovery. Dr. Parisi reviewed some of those records before Ms. Ferguson headed to Cancún.

The company also coordinated her medical care and made travel arrangements, including obtaining passports, airline tickets, hotel and meals for the couple.

In Mexico, the day before surgery, Ms. Ferguson had more X-rays and had her blood drawn. After lunch, the couple met with Noemi Osorio, a nurse, who reviewed Ms. Ferguson’s schedule and showed her the physical therapy facilities. Later, they met Dr. Parisi and the rest of the medical team.

“My job is pretty easy,” Dr. Parisi told her. “How you do over the next five or 10 years depends on how well you work with the physical therapy.”

The surgery began at 8:20 the next morning. Dr. Daniel Rios, an orthopedic surgeon who practices full time in Cancún, worked with Dr. Parisi. Dr. Rios, who had done a fellowship at Brigham and Women’s Hospital in Boston, checked on Ms. Ferguson for several days after the operation.

By 9:30 a.m., the operation was over, and at 11 a.m. she left the recovery area. Dr. Parisi checked on her there. “Everything went great,” he told her before heading to the airport for his 2:30 flight home.

Dr. Parisi said that the lack of English proficiency among some surgical staff members created “momentary delays,” but that the bilingual surgical assistant helped.

A little more than three hours after the surgery, Ms. Ferguson was in her hospital room, and a physical therapist came and helped her out of bed. Using a walker, she gingerly took some steps to test her new knee. By the next morning, she was on crutches walking the hallway and was discharged before noon. She stayed at her hotel 10 additional days while having physical therapy twice a day at the hospital.

“It’s been a great experience,” she said two days after the surgery.“Even if I had to pay, I would come back here because it’s just a different level of care — they treat you like family.”

Management & Motivation

Management is defined as “getting things done through people”, but this is more easily said than done. People are an organization’s most valuable and expensive resource. They are also the most difficult element of an organization to manage. People possess a variety of talents and they will react differently in different circumstances. In fact, in many ways people are unpredictable. Unlike machines, they are not interchangeable, which creates problem for organization. Motivation is concerned with why people do (or refrain from doing) things. A “motive” is a need or a driving force within a person. The process of motivation involves choosing between alternative forms of action in order to achieve some desired end or goal. Goals can be tangible such as higher earnings or intangible such as personal reputation or prestige. Manpower consultancy in India put special emphasis on the process of motivationWe can divide motivation at work into two types: 1.    Internal Motivation: This is related to the work, where there is a connection between the task itself and the individual needs.2.    External Motivation: This is independent of the task i.e. the task is merely a means to an end. E.g. working for a higher wage.Whenever clashes of interest developed, these were resolved in the traditional manner by offering financial incentives and/or threatening the loss of employment-providing external motivation. HR courses in Navi Mumbaiimpart training on different ideas and practices in organizations. Traditionally this is known as “Carrot & Stick” idea. Carrot being money and stick means fear. Note that there is a range of carrots and sticks. The point being most human beings are influenced in their work performance by the desire for reward and the fear of punishment. For the best match top HR consultant in Mumbai helps in finding the right planning for the motivation factor. The term used for encouraging workers to meet the expectations of the organization is positive reinforcement. Psychologist identifies two types of positive reinforcement: extrinsic reinforcement- these are the outside influences and rewards such as money, extra holidays, company car etc. other is intrinsic reinforcement- these are inside the individual reward feelings, like finding work interesting, feeling appreciated etc. top manpower agencies in India considers the influence of these reinforcement. Management has to operate behavior modification for the advantage of the organization, so as to take account of the following points:

· The desired behavior must be defined and explained to the employees so that they know what is expected of them.

· The rewards and punishments need to be defined and explained to the employees

· A decision must be made whether to use extrinsic or intrinsic reinforcement or a combination of these

· There must be adequate monitoring of employee behavior to see whether the reinforcement are having the desired effect 

The proponents of scientific management saw the problems faced by people at work as resulting from a failure of management to properly integrate workers into their roles in the organization. The scientific approach states that the management and labor would co-operate to accomplish the best results. Best job consultancy in India follow the scientific approach for their organization. The basis of this approach lay in in the following factors: 

Planning

Time & Motion Study

Incentives

Working conditions

Training

Below are some of the ideas of Elton Mayo that can be deployed to assist the integration of individuals into their work roles:

· Individuals are social beings just as much as economic beings and will perform well in organization if their social needs are met.

· Individuals expect to be treated as human beings in the workplace; they expect to be treated with dignity and politeness

· Individuals like to feel that they have some control over their own work situation; they appreciate being consulted over matters which affect them

· Good communications are crucial; people have a right to know what is going on in the organization

· Grievances should be dealt with quickly; if not, people may brood discontent festers.

· Individuals value praise when they feel that they have earned it

· Individuals perform well in a secure environment; they react against uncertainty and threats. 

Within enterprises there is an informer organization of friendship groups, gossip and generally accepted norms and values. Management should take account of this, e.g. When changing a worker from one job to another.

3 Ways to Build a Customer-Centric Company Culture

Traditional training will only get you so far when you want to build a culture of customer service.

March 24, 2020 5 min read

Opinions expressed by Entrepreneur contributors are their own.

Company culture is one of the hot-button issues in C-suites today, and for good reason. Providing an exceptional customer experience is directly dependent on culture. Success relies on employees to make judgment calls and creatively apply their understanding of customer needs far beyond what any rulebook could cover. Traditional customer service training and best practices will get you started, but, beyond those, you need to build and model a top-down culture of customer service.

The essence of building a strong customer service culture is simple and straightforward, as long as you don’t distract yourself with superficialities — the mountain bikes and ping-pong tables, the beer taps in the breakroom, the endless jargon about “de-siloing” and the like. It is, in fact, relatively easy to understand and to get a start on implementing. It just takes interest, a drive to succeed, and a little of what’s (ironically) called common sense.

Related: 10 Examples of Companies With Fantastic Cultures

Here are three steps leaders can take toward establishing and sustaining a culture of customer service: 

1. Define your culture’s purpose in a sentence or two.

Write a sentence or two that defines the purpose of your business and describes the type of behaviors you expect from every associate, manager and executive in your organization — and make sure they understand it. The definition of purpose should be direct, clear and free from the “consultant-ese” and jargon. As an example, one of the most powerful definitions of purpose that I know of is the one that guides the Mayo Clinic:

The needs of the patient come first. 

Mayo’s statement is exceptionally brief (seven words), uses language that is easy to understand (the only word longer than one syllable is the central word, “patient”), and is clear in the expectations it lays out for everyone who works there.

2. Set down a short list of principles that are fundamental to your desired culture. 

These are principles that will guide you every day and that fit with your definition of purpose but take it farther into the nitty-gritty of how you want your culture to look and feel like through everyday interactions. Limit yourself to no more than 10 or 12 essential principles, which are bedrock beliefs that you aspire to live up to every day. Some examples could include:  

• We are in the business of 100% customer retention. If you ever feel you are on the brink of losing a customer, do everything you can personally, or call in assistance from others in the organization, to salvage the situation.

• We can never win an argument with a customer. Even if we “win,” our company still loses. In other words, we are getting paid to not argue with customers, to not “win,” to not “prove something.” We win through our paychecks, not our debating prowess.

• We work every day, every hour, at keeping our attitude fresh. Even if, for us, this is the 80th order today, the experience is the only one for that customer, and it needs to be as fresh for them as it was for our first customer on the first day we were open.

3. Let your cultural expectations drive your work at every possible junction.

Let people you’re recruiting and new hires know what matters most in the culture you’re striving to create. This is essential, yet often overlooked: Recruiting, hiring and onboarding so often get bogged down in forms to fill out and other mundane details that the new or potential employee never hears what the company they’re joining, or will potentially join, is all about.

• Start hiring employees for their psychological potential to serve customers, not just for their experience and technical skills.

• Make your company culture clear from day one and integrate it into every new employees onboarding process.

• Reflect your talent management approach throughout an employee’s tenure.

Likewise, once they’ve settled in as part of your company, make sure your talent management approach is aligned with your cultural goals. Applaud employees at every juncture for their pro-customer behavior and meet with them on a regular schedule to gather their input on how your customer-centric culture could be made even stronger. 

Related: Does Your Company Culture Lead to Happy Customers?

This also means building rituals to reinforce your cultural expectations. One powerful ritual that works in many types of organizations is what I call a daily “customer service minute.” (In spite of its name, it will likely require five minutes.) Hold your customer service minute at the beginning of each workday or at the beginning of each shift if you run more than one shift a day. Each customer service minute should be devoted to a single aspect of providing great service. This typically includes sharing examples that illustrate that single service principle as well as some time spent going over helpful techniques, pitfalls encountered and challenges to overcome that relate to that principle.

Building and maintaining a true culture of customer service will always be an ongoing pursuit, but if you succeed, you will reap the rewards. Just remember that it does require ongoing vigilance: checking in with employees, managers and HR leaders to ensure you haven’t veered off course. If you have, course correction is the order of the day. 

Related: It Really Pays to Have a Rich Company Culture [Infographic]

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Delray Beach SEO

source http://www.scpie.org/3-ways-to-build-a-customer-centric-company-culture/ source https://scpie1.blogspot.com/2020/03/3-ways-to-build-customer-centric.html

3 Ways to Build a Customer-Centric Company Culture

Traditional training will only get you so far when you want to build a culture of customer service.

March 24, 2020 5 min read

Opinions expressed by Entrepreneur contributors are their own.

Company culture is one of the hot-button issues in C-suites today, and for good reason. Providing an exceptional customer experience is directly dependent on culture. Success relies on employees to make judgment calls and creatively apply their understanding of customer needs far beyond what any rulebook could cover. Traditional customer service training and best practices will get you started, but, beyond those, you need to build and model a top-down culture of customer service.

The essence of building a strong customer service culture is simple and straightforward, as long as you don’t distract yourself with superficialities — the mountain bikes and ping-pong tables, the beer taps in the breakroom, the endless jargon about “de-siloing” and the like. It is, in fact, relatively easy to understand and to get a start on implementing. It just takes interest, a drive to succeed, and a little of what’s (ironically) called common sense.

Related: 10 Examples of Companies With Fantastic Cultures

Here are three steps leaders can take toward establishing and sustaining a culture of customer service: 

1. Define your culture’s purpose in a sentence or two.

Write a sentence or two that defines the purpose of your business and describes the type of behaviors you expect from every associate, manager and executive in your organization — and make sure they understand it. The definition of purpose should be direct, clear and free from the “consultant-ese” and jargon. As an example, one of the most powerful definitions of purpose that I know of is the one that guides the Mayo Clinic:

The needs of the patient come first. 

Mayo’s statement is exceptionally brief (seven words), uses language that is easy to understand (the only word longer than one syllable is the central word, “patient”), and is clear in the expectations it lays out for everyone who works there.

2. Set down a short list of principles that are fundamental to your desired culture. 

These are principles that will guide you every day and that fit with your definition of purpose but take it farther into the nitty-gritty of how you want your culture to look and feel like through everyday interactions. Limit yourself to no more than 10 or 12 essential principles, which are bedrock beliefs that you aspire to live up to every day. Some examples could include:  

• We are in the business of 100% customer retention. If you ever feel you are on the brink of losing a customer, do everything you can personally, or call in assistance from others in the organization, to salvage the situation.

• We can never win an argument with a customer. Even if we “win,” our company still loses. In other words, we are getting paid to not argue with customers, to not “win,” to not “prove something.” We win through our paychecks, not our debating prowess.

• We work every day, every hour, at keeping our attitude fresh. Even if, for us, this is the 80th order today, the experience is the only one for that customer, and it needs to be as fresh for them as it was for our first customer on the first day we were open.

3. Let your cultural expectations drive your work at every possible junction.

Let people you’re recruiting and new hires know what matters most in the culture you’re striving to create. This is essential, yet often overlooked: Recruiting, hiring and onboarding so often get bogged down in forms to fill out and other mundane details that the new or potential employee never hears what the company they’re joining, or will potentially join, is all about.

• Start hiring employees for their psychological potential to serve customers, not just for their experience and technical skills.

• Make your company culture clear from day one and integrate it into every new employees onboarding process.

• Reflect your talent management approach throughout an employee’s tenure.

Likewise, once they’ve settled in as part of your company, make sure your talent management approach is aligned with your cultural goals. Applaud employees at every juncture for their pro-customer behavior and meet with them on a regular schedule to gather their input on how your customer-centric culture could be made even stronger. 

Related: Does Your Company Culture Lead to Happy Customers?

This also means building rituals to reinforce your cultural expectations. One powerful ritual that works in many types of organizations is what I call a daily “customer service minute.” (In spite of its name, it will likely require five minutes.) Hold your customer service minute at the beginning of each workday or at the beginning of each shift if you run more than one shift a day. Each customer service minute should be devoted to a single aspect of providing great service. This typically includes sharing examples that illustrate that single service principle as well as some time spent going over helpful techniques, pitfalls encountered and challenges to overcome that relate to that principle.

Building and maintaining a true culture of customer service will always be an ongoing pursuit, but if you succeed, you will reap the rewards. Just remember that it does require ongoing vigilance: checking in with employees, managers and HR leaders to ensure you haven’t veered off course. If you have, course correction is the order of the day. 

Related: It Really Pays to Have a Rich Company Culture [Infographic]

Website Design & SEO Delray Beach by DBL07.co

Delray Beach SEO

source http://www.scpie.org/3-ways-to-build-a-customer-centric-company-culture/ source https://scpie.tumblr.com/post/613491796853522432

3 Ways to Build a Customer-Centric Company Culture

Traditional training will only get you so far when you want to build a culture of customer service.

March 24, 2020 5 min read

Opinions expressed by Entrepreneur contributors are their own.

Company culture is one of the hot-button issues in C-suites today, and for good reason. Providing an exceptional customer experience is directly dependent on culture. Success relies on employees to make judgment calls and creatively apply their understanding of customer needs far beyond what any rulebook could cover. Traditional customer service training and best practices will get you started, but, beyond those, you need to build and model a top-down culture of customer service.

The essence of building a strong customer service culture is simple and straightforward, as long as you don’t distract yourself with superficialities — the mountain bikes and ping-pong tables, the beer taps in the breakroom, the endless jargon about “de-siloing” and the like. It is, in fact, relatively easy to understand and to get a start on implementing. It just takes interest, a drive to succeed, and a little of what’s (ironically) called common sense.

Related: 10 Examples of Companies With Fantastic Cultures

Here are three steps leaders can take toward establishing and sustaining a culture of customer service: 

1. Define your culture’s purpose in a sentence or two.

Write a sentence or two that defines the purpose of your business and describes the type of behaviors you expect from every associate, manager and executive in your organization — and make sure they understand it. The definition of purpose should be direct, clear and free from the “consultant-ese” and jargon. As an example, one of the most powerful definitions of purpose that I know of is the one that guides the Mayo Clinic:

The needs of the patient come first. 

Mayo’s statement is exceptionally brief (seven words), uses language that is easy to understand (the only word longer than one syllable is the central word, “patient”), and is clear in the expectations it lays out for everyone who works there.

2. Set down a short list of principles that are fundamental to your desired culture. 

These are principles that will guide you every day and that fit with your definition of purpose but take it farther into the nitty-gritty of how you want your culture to look and feel like through everyday interactions. Limit yourself to no more than 10 or 12 essential principles, which are bedrock beliefs that you aspire to live up to every day. Some examples could include:  

• We are in the business of 100% customer retention. If you ever feel you are on the brink of losing a customer, do everything you can personally, or call in assistance from others in the organization, to salvage the situation.

• We can never win an argument with a customer. Even if we “win,” our company still loses. In other words, we are getting paid to not argue with customers, to not “win,” to not “prove something.” We win through our paychecks, not our debating prowess.

• We work every day, every hour, at keeping our attitude fresh. Even if, for us, this is the 80th order today, the experience is the only one for that customer, and it needs to be as fresh for them as it was for our first customer on the first day we were open.

3. Let your cultural expectations drive your work at every possible junction.

Let people you’re recruiting and new hires know what matters most in the culture you’re striving to create. This is essential, yet often overlooked: Recruiting, hiring and onboarding so often get bogged down in forms to fill out and other mundane details that the new or potential employee never hears what the company they’re joining, or will potentially join, is all about.

• Start hiring employees for their psychological potential to serve customers, not just for their experience and technical skills.

• Make your company culture clear from day one and integrate it into every new employees onboarding process.

• Reflect your talent management approach throughout an employee’s tenure.

Likewise, once they’ve settled in as part of your company, make sure your talent management approach is aligned with your cultural goals. Applaud employees at every juncture for their pro-customer behavior and meet with them on a regular schedule to gather their input on how your customer-centric culture could be made even stronger. 

Related: Does Your Company Culture Lead to Happy Customers?

This also means building rituals to reinforce your cultural expectations. One powerful ritual that works in many types of organizations is what I call a daily “customer service minute.” (In spite of its name, it will likely require five minutes.) Hold your customer service minute at the beginning of each workday or at the beginning of each shift if you run more than one shift a day. Each customer service minute should be devoted to a single aspect of providing great service. This typically includes sharing examples that illustrate that single service principle as well as some time spent going over helpful techniques, pitfalls encountered and challenges to overcome that relate to that principle.

Building and maintaining a true culture of customer service will always be an ongoing pursuit, but if you succeed, you will reap the rewards. Just remember that it does require ongoing vigilance: checking in with employees, managers and HR leaders to ensure you haven’t veered off course. If you have, course correction is the order of the day. 

Related: It Really Pays to Have a Rich Company Culture [Infographic]

Website Design & SEO Delray Beach by DBL07.co

Delray Beach SEO

source http://www.scpie.org/3-ways-to-build-a-customer-centric-company-culture/

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Let's hope that is the case that brings you here. Because the first step in hiring your first employee or team member is determining whether the demand is long-term or temporary, it cannot be a spur-of-the-moment decision, most likely after your company receives the first big project that you can manage alone or by outsourcing.