Manufacturing company: customer management competency framework
 
Manufacturing
company: customer management competency framework
Although this company had sophisticated HR processes and
procedures, the discipline of CM was not formally recognized. This resulted in a
narrow view of CM roles and competencies. This framework illustrated in Table 8.3 was their first attempt to
map CM role and competency requirements and thence define a training and
development programme for the company's new CRM initiative.
Table 8.3: Customer management competency
framework
| |
Data entry accuracy |
Complaint handling |
Information analysis |
Primary selling |
Cross-selling and Up-selling |
Creative communication |
Managing suppliers |
Managing projects |
Face-to-face interpersonal skills |
Customer persuasion |
Information extraction |
Opportunity identification |
Telephone techniques |
Understanding the organization |
Understanding the market |
|
Call centre agents |
• |
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|
• |
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|
• |
• |
|
• |
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Call centre team leaders |
|
• |
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|
• |
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|
• |
• |
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Customer service agents |
• |
• |
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|
• |
|
• |
• |
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|
Area sales representatives |
• |
|
|
• |
• |
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|
• |
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|
• |
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Sales managers |
|
• |
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|
• |
• |
|
|
• |
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|
• |
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Key account managers |
|
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|
• |
• |
• |
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|
• |
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|
• |
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Supply chain managers |
|
|
• |
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• |
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• |
|
• |
|
• |
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Technical support agents |
• |
• |
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|
• |
|
• |
• |
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Dealer managers |
|
• |
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|
• |
|
• |
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• |
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• |
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Delivery drivers |
• |
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• |
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• |
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• |
• |
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Credit control team |
• |
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• |
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• |
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• |
• |
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Product managers |
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|
• |
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• |
|
• |
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• |
• |
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Campaign owners |
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• |
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• |
• |
• |
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|
• |
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Business analysts |
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• |
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• |
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• |
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• |
• |
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Customer researchers |
• |
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• |
• |
• |
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• |
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Office receptionists |
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• |
• |
• |
• |
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• |
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Switchboard operators |
• |
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• |
• |
• |
• |
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Board members |
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• |
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• |
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• |
• |
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• |
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Security guards |
• |
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• |
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• |
• |
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9 times read
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