如何管理客户的期望

Delivery

ExcellenceManaging

client

expectations管理客户的期望Strategy

&

Transformation

BootcampDec

3Xu

FangContentWhat

is

Client

Expectation?客户的期望是什么What

kind

of

skills

andtools

can

we

use?我们可以使用什么样的技能和工具How

to

apply

them?如何获取Expectation

–

everybody

has

it期望—每个人都拥有Definition（定义）

:“Prospects

of

the

future,

prospects

of

something

good

tocome.”未来的前景，美好事物的前景“Wishing

with

confidence

of

fulfillment”对实现的信心充满希望“Belief

or

mental

picture

about

the

future”关于未来的信念或心理图景Satisfaction

=

f

(Performance,

(Performance

–

Expectations))满意度=

f(业绩，(表现-期望))How

wellyou

performed你表现的如何？Howwell

you

performed

relative

to

my

expectations?相对于我的期望，你的表现如何？Expectations

=f

(Past

Performance)期望=f（过去的表现）What

I

expect

from

you

is

based

on

how

well

you

did

lasttime?我对你的期望是基于你上次的表现What

do

we

mean

by

a

relationship?我们所说的关系是什么意思Typicalfeatures

ofa

relationship

in

normal

life:正常生活中关系的典型特征：Movingbeyond

one

interaction

–

sense

of

continuity超越一次互动------连续性的感觉Growing

knowledge

and

understanding

ofoneanother不断增长的知识和相互理解Developing

a

measure

of

trust发展一项衡量信任的标准Typical

features

of

a

relationship

in

a

consulting

environment:咨询环境下的关系的典型特征:A

seriesof

assignments

orservicesprovided–

not

simply

onetransaction一系列任务或提供的服务，而不仅仅是一次交易A

longerterm

perspective

–not

simply

maximizing

individual

outcomes

from

individual

transactions更长远的观点——不是简单地从个人交易中最大化个人收益Development

of

trust

and

mutual

benefit发展互信互利Important

to

recognize

the

differentperspectives重要的是要认识到不同的视角What

the

client

expects什么是客户的期望？Understanding

of

their

environment

and

challenges

–

start

from

where

they

do了解他们的环境和挑战--从他们做的事开始Sharedagenda–commitment

to

client

success

(personal

andorganizational)共享的议程–对客户成功的承诺（个人和组织）Point

of

view

and

advice

on

issues

–

separate

from

projects对问题的观点和建议-独立于项目Continuity

of

key

personnel关键人员的连续性Access

to

bestresources获得最佳资源Accesstobroadernetworksandinsights–aspartof

service获得更广泛的网络和洞察力——作为服务的一部分More

transparency

–

onresources,

financials

etc更高的透明度–在资源，财务等方面Integratedservices

综合服务Fullcommitment

todelivery

–never

walking

away全面交付承诺-不会中途放弃What

the

consultant

expects什么是咨询师的期望？Opennessandinsightsintoclients

agenda

and

drivers开放并洞察客户的议程和驱动因素Reasonable

opportunities

and

volume

of

work合理的机会和工作量Goodqualityworkoratleasta

reasonablemix好的工作质量或者至少是合理的组合Fairnessincommercial

terms商业条款的公平Willingness

torecommend

and

be

areference愿意推荐并作为参考Understanding

the

limits

to

relationships理解关系的局限Forthe

clientarelationship

isnot:对客户来说，关系不是:Guaranteed

work保证工作Agreement

to

excludeall

competitors排除所有竞争对手的协议Excuse

for

poor

quality

work为低质量的工作辩解License

to

overcharge过高收费的许可Excuse

to

use

available

resources利用可用资源的借口Basis

for

obtaining

information

tobe

used

independently获得信息并独立使用的依据For

a

consultant

it

is

not:对顾问来说，关系不是:Long

term

free

accessto

adviceandIPwithoutafinancial

return长期免费获得咨询意见和知识产权，而没有经济回报Reason

to

lose

moneyconsistently持续亏损的理由Guaranteetodoallwork

offered保证做好所提供的一切工作IBM

Global

ServicesAs

you

know,

S&C

projects

has

its

own

characters

comparing

otherprojects

with

GBS如你所知，与GBS相比，S&C项目有其自身的特点Scopeisnoteasytodefined,

SOWhasdifferent

understandingbetweenclient

and

IBM范围不容易定义，SOW在客户和IBM之间有不同的理解ClientExpectation

changes

during

project

delivery

period客户的期望在项目过程中发生变化Demandclientand

innovativedeliverywillbring

difficultiesforprojectmanagement客户需求和创新交付会给项目管理带来困难Need

to

manage

complicated

politics

relationship需要管理复杂的政治关系Project

Managers项目经理Your

experiences

to

date…你到目前为止的经验Reflect

on

your

previous

expectation

management:思考你以前的期望管理Step

1Question:

What

is

your

most

challenging

(nightmare)

experience

with

clientexpectation

management你在客户期望管理方面最具挑战性（噩梦）的经历是什么？Record

your

thoughts

on

one

white

paper

“

challenges/

nightmare

experiences”将你的想法记录在一份白纸中“挑战/噩梦体验”Why?为什么What

kind

of

skills

you

usedto

solve

it?你是用什么技能解决它的？Step

2Please

share

with

the

team- 请向团队分享Your

experiences

and

Skills

used你的经验和技巧What

is

your

most

challenging

(nightmare)

experience

for

client

expectationmanagement?

Why?你在客户期望管理最有挑战性（噩梦）的经历是什么？

为什么？Yournightmare

experience…你的噩梦经历Why?为什么Please

write

down

3skills

you

used

insuch

case?请写下你在这种情况下使用的3种技能？1.ContentWhat

is

Client

Expectation?客户的期望是什么Whatkindofskills

and

tools

can

we

use?我们可以使用什么样的技能和工具How

to

apply

them?如何获取How

to

managestakeholder

expectation?如何管理利益相关者的期望?Review

project

documentation回顾项目文档Identify

thecommunications

deliverables确定沟通交付成果Identify

thestakeholders

by

name

and

role确认利益相关者的名字与角色Identify

the

stakeholders

and

influencers确定利益相关者和影响者Determine

the

approach

for

each

stakeholder判定每个利益相关者的方法Determine

the

behaviour

type

for

each

stakeholder判定每个利益相关者的行为类型Communication

沟通Gender性别Culture文化Communicate

with

the

stakeholders与利益相关者者沟通Confirm

typical

means

of

communications确定代表性的沟通方式Determine

the

strategy

forcommunicating

with

each

stakeholder确定与每个利益相关者沟通的策略SatisfactionCriteria满意度标准Real

Expectations真的期望Listen听ReviewFrequently经常回顾Measure估量Manage

changes管理变革There

isa

simple

way

to

manage

the

client

expectations有一种简单的方法来管理客户的期望The

required

skills

for

client

expectation

management客户期望管理所需的技能Client

Expectation

Management

客户期望管理Interpersonal

communication人际沟通Negotiation谈判Persuasion说服力&client

facing

sellingskill面向客户的销售技巧Buildingcustomerrelationship

andturnit

to

be

beneficial

toproject

closure

success建立客户关系，并将其转化为有益于项目成功关闭的事项Facilitating

skill服务技能Decision

making做决策&Problem

solving解决问题Conflict

resolution解决冲突And

more

…The

required

tools

for

client

expectation

management客户期望管理所需的工具Client

Expectation

ManagementCross-Culture

Analysis跨文化分析1-to-1

Diagnosis一对一的诊断Managing

Customer

forProfits

Simulation客户管理之利润模拟CommunicationStylesModel

沟通风格模型Tools

forGender

Analysis性别分析工具Principled

Negotiation

Method原则性谈判方法Best

Practices

forInternalSelling销售

的最佳实践And

more

…聽To

listenEar耳Eye眼Heart心UndividedAttention

一心一意IBM

Global

ServicesWhen

interviewing

clients,

use

listening

technique

tohelp

clients

totalkat

ease. Non

verbal

technique

is

equally

important在访谈客户时，使用聆听技术可使客户轻松交谈。

非语言技巧同样重要Build

rapport

first首先建立融洽关系Postures

and

gestures

to

show

sincereinterest表示真诚兴趣的态度和肢体动作Noddingandeyecontactstoshow

acknowledgements点头和目光接触以表示认同Use

pause

and

silence

as

tactics使用停顿和沉默作为策略Basiclistening

technique基本聆听听技能Ask

open-ended

questions提出开放性问题Non-verbal

technique非语言技巧Let

the

client

talk

more

than

you

talk多让客户说话多于你自己“What

are

some

of

key

challenges…”有哪些主要的挑战Reflect

what

client

said

回应客户说的Repeat

some

keywords

“Issuesin

…?”重复一些关键词如“问题在于….”Confirm“SowhatIamhearingis...”,“Isthiswhatyou

mean?”确认“所以我听到的是……、“你是这个意思吗?”Paraphrase

what

the

client

said

解释客户所说的“So,

youconsider

that…”

“所以，你认为……”“Sounds

like…”

“听起来好像…”“Correct

me

if

I

am

wrong,

but…”

“如果我错了，请纠正我，但是……”Avoid

“one

way”

interview

-

Make

the

session

interactive

discussion

and

sharing

ofinsights,Somequestionsaremoresensitivethanothersandneedtobecarefully

handled. Whataresomeofthetacticswecanusetoexploreclient

sensitivities?相比于其他问题，一些问题会更敏感，需要仔细处理。

我们可以用来探索客户敏感性的一些策略是什么？Tactics

toexplore

sensitivities探索敏感问题的策略Client

Sensitivities客户敏感性Client

politics

and

stakeholders客户政治和利益相关者Window

person’s

positioning

in

the

company

and

authority窗口人员在公司和机构中的定位Group

dynamics

among

client

members客户成员之间的团体动态Decision

makingprocess

and

speed决策过程和速度Constraints限制Budget预算Competitive

bid?竞标Project

governance

helps

on

clientexpectation

management项目治理有助于客户期望管理ProjectManagement项目管理Client’sCorporateGovernance客户的公司治理IBM’sCorporateGovernanceIBM的公司治理Project

ManagementGovernance项目管理与治理WhatisGovernance

on

OUR

Projects?什么是项目治理Project

Governance

is

a

process

by

which

we

effectivelymonitor

the

projects

health,

including

timeline,

status,

scope,

risk,cost

and

stakeholder

relationships项目治理是一个过程，通过它我们可以有效地监控项目的运行状况，包括时间轴、状态、范围、风险、成本和相关者的关系7Keys

ReportingProject

GovernanceStructuresReview

committees复核委员会Regular

&

timelyreviews定期及及时复核Formal

Reporting正式报告Processes

for

scope,

riskanddeliveringvalue范围、风险和交付价值的过程Successmeasurement评估成功Supported

by…How

does

having

effective

Governance

help

us?有效的治理如何帮助我们?It

provides

shared

oversight

for

boththeclient

andfor

IBM它为客户和IBM提供共同的监督It

creates

a

consolidated

approach

to

governing

a

complex

set

of

business

relationships它创建了一种统一的方法来管理一系列复杂的业务关系It

provides

a

framework

and

forum

for

issue

resolution它提供了解决问题的框架It

provides

defined

approaches

to

managing

scope

changes,

including

approvals,

payments,

contractual

adjustm它提供了管理范围变更的定义方法，包括批准，付款，合同调整It

ensuresfull

management

commitment

to

taking

the

actions

necessary

to

ensuresuccess,

and

where

required

an

escalation

path

to

respective

Stakeholder

executive

sponsors它确保了管理层承诺采取必需的行动以确保成功，并在必要时向各个利益相关者提供了承诺升级的路径Itprovidesmechanismstoensuretheresultsandbenefitsderivedfromtherelationshipmeetorexceedbothcli

and

IBM

objectives

and

expectations它提供了机制来确保从关系中获得的结果和收益达到或超过客户和IBM的目标和期望。It

allows

IBM

and

the

client

to

monitor

the

strategic

objectivesof

the

relationship,

itskeystakeholders

and

guide

t

direction

ofthe

relationship

as

appropriate

for

the

duration

oftheterm它允许IBM和客户监督战略目标关系、关键利益相关者，并根据期限的不同，指导关系的发展方向Itestablishes

clear

accountability

within

the

client

and

IBM它在客户和IBM建立明确的责任制Failuretoset

and

manage

expectations

未能设定和管理预期-Prevention

Measures（预防性措施）:Becarefulwhensettingcustomerexpectations.Beconservativeindescribingaprojectandtryto"under

promise

and

over

deliver"

rather

than

"over

promise

and

under

deliver.“设定客户期望时要注意，

在描述项目时要保守一些，并尝试“少许诺多兑现”，而不是“承诺多兑现少”。Caution

the

customer

about

the

challenges

of

the

project.提醒客户关于项目的挑战。Make

surethecustomerfully

understands

and

agrees

with

IBM's

proposed

solution.确保客户完全理解并同意IBM提出的解决方案Include

experienced

services

delivery

resources

earlyin

the

discussions

with

thecustomerregarding

thepotential

solution.在与客户就潜在解决方案进行讨论时，尽早讨论成熟的服务交付资源Do

not

underestimate

the

complexity,

cost,

andtime

required

todevelop

andimplement

the

solution.不要低估开发和实现解决方案的复杂性、及所花的成本和时间Encouragethecustomertobudgetforchangesupfrontsothecustomerwillhavetheflexibilityto

address

their

changing

requirements

during

the

projectwithout

seeking

additional

internal

funding.鼓励客户提前对变更进行预算，这样客户在项目期间就可以灵活地处理变更需求，而不需要寻求额外的资金Informthecustomerof“news”asearlyaspossible.ConsultwithexperiencedIBMpersonnelto

developastrategyto"package"thenewseffectively(thiscanbeeffectivelymanagedthroughyour

Governance

structures).尽早通知客户“消息”。咨询有经验的IBM人员，以开发有效的“打包”的策略(这可以通过您的治理结构进行有效的管理)。Failure

toset

and

manage

expectations未能设定和管理预期-Prevention

Measures（预防性措施）Communicate

with

all

appropriate

levelswithin

the

customer

organization

(this

can

be

effectively

managed

throughyour

Governance

structures).与客户组织中的所有适当级别进行沟通(这可以通过您的治理结构进行有效的管理)At

thebeginning

of

a

project,

documentwith

thecustomer

their

expectations

and

priorities.

Once

the

expectations

and

priorities

are

established,

the

project

team

should

list

actions

which

will

be

taken

to

meet

those

expectations.在项目开始时，与客户一起记录他们的期望和优先事项。

一旦确定了期望和优先事项，项目团队应列出将要满足这些期望的行动When

appropriate,get

thecustomerto

acknowledge

therisks

and,

if

possible,

agreetothe

contingency

plan.在适当的情况下，请客户确认风险，并在可能的情况下同意应急计划。Make

sure

the

customer

fully

understands

the

importance

of

their

involvement

and

responsibilities

in

the

project.

The

customer's

full

involvement

and

commitment

are

essential

to

the

success

of

a

project.

The

customer

should

think

of

themselves

as

part

of

a

team

rather

than

spectators.

The

IBM/customer

team

will

either

succeed

together

or

fail

together.确保客户充分了解他们参与项目和承担责任的重要性。

客户的充分参与和承诺对于项目的成功至关重要。

客户应该将自己视为团队的一部分，而不是观众。

IBM

/客户团队将一起成功或失败Conduct

a

formal

hand-off

between

sales

and

delivery.

Thisshould

be

planned

during

the

Project

Launch

activities.在项目启动活动进行计划中，引导双方在销售和交付之间进行正式交接。The

PM

orPE

should

review

thescope

with

thecustomerbefore

implementation

and

include

thecustomerin

scopeplanningto

identifydiscrepancies

early

(i.e.,

have

the

customer

assist

with

the

work

breakdown

structure).项目经理或项目工程师应在实施前与顾客一起评审范围，并将顾客包括在范围计划中，尽早发现差异(如:，让客户协助完成工作分解结构)。In

summary总之SatisfactionCriteria满意度标准Real

Expectations真的期望Listen听ReviewFrequently经常回顾Measure估量Manage

changes管理变革ContentWhat

is

Client

Expectation?什么是客户的期望What

kind

of

skills

andtools

can

we

use?我们可以使用什么样的技能和工具How

to

apply

them?如何获取It

is