Learning Without Scars provides comprehensive online learning programs for professionals starting with an individualized skills assessment. These assessments allow us to then create a personalized employee development program. From their assessed skills, the employee is asked to select from classes designed for their skill level, thus allowing them to address the gaps in their knowledge. Employees can move through four categories of progress: Developing, Beginning, Intermediate, and Advanced.

LWS: Parts Customer Loyalty WDC (ENG)

The ultimate measure of your service to customers is the loyalty that they give you with the business. That can be measured by customer retention. During the 1980’s Harvard Business School did the definitive research on this subject. That work was published in a book called the “Service profit Chain.” This is one of the foundations that is used in this class to show students the “how to” measure customer loyalty.

There is a direct correlation between employee satisfaction and loyalty and customer satisfaction and loyalty. This correlation is explored and explained in this program. Various surveys are exposed to measure employee satisfaction. This information provides recommendations for action.

The Construction Equipment Industry has conducted customer surveys every five years that asks customers about their buying habits. These surveys provided guidance to the dealers on what the percentage of defections would be in the Industry. This class provides a direct linkage that can be used on profitability related to customer retention by the parts business and the service business.

This Customer Loyalty class starts to address the retention measures to use when a customer is assigned to a specific employee. A customer assigned to a Product Support Salesmen has a retention goal, a customer loyalty goal, of 100%. The tools to perform this calculation are provided in this class.

LWS: Parts Customer Loyalty (ENG)

The ultimate measure of your service to customers is the loyalty that they give you with the business. That can be measured by customer retention. During the 1980’s Harvard Business School did the definitive research on this subject. That work was published in a book called the “Service profit Chain.” This is one of the foundations that is used in this class to show students the “how to” measure customer loyalty.

There is a direct correlation between employee satisfaction and loyalty and customer satisfaction and loyalty. This correlation is explored and explained in this program. Various surveys are exposed to measure employee satisfaction. This information provides recommendations for action.

The Construction Equipment Industry has conducted customer surveys every five years that asks customers about their buying habits. These surveys provided guidance to the dealers on what the percentage of defections would be in the Industry. This class provides a direct linkage that can be used on profitability related to customer retention by the parts business and the service business.

This Customer Loyalty class starts to address the retention measures to use when a customer is assigned to a specific employee. A customer assigned to a Product Support Salesmen has a retention goal, a customer loyalty goal, of 100%. The tools to perform this calculation are provided in this class.

LWS: Parts Coaching and Mentoring WDC (ENG)

One of the most important and significant activities in which we can be involved, in our professional lives, is helping in the development of the younger less experienced employees. Whether it is a direct coaching job or when we mentor the younger less experienced workers, we have a responsibility to transfer our knowledge to them. In older times each new employee was assigned to a “mentor” with whom they spent time. They would take breaks together, have lunch together, and this new employee worked as if they were helpers for the experienced employees. This is also a critically important job of leadership. The leaders must coach their employees to be all that they can be. The dilemma with this is that not everyone is good at transferring their knowledge and some employees will just not do it. Selecting the proper people to assign this responsibility is critical. Starting through all of the job functions, from the beginning to the end. Communicated in a different manner from the time the employee arrives at work until they leave at the end of the day. Everything and anything that pertains to the work. This is part of developing a strong corporate culture. Culture is aimed at your heart. In this style of “onboarding” new employees, each person will feel part of the team. This is an extremely important function and this class will help you avoid the difficulties in performing this function.

LWS: Parts Coaching and Mentoring (ENG)

One of the most important and significant activities in which we can be involved, in our professional lives, is helping in the development of the younger less experienced employees. Whether it is a direct coaching job or when we mentor the younger less experienced workers, we have a responsibility to transfer our knowledge to them. In older times each new employee was assigned to a “mentor” with whom they spent time. They would take breaks together, have lunch together, and this new employee worked as if they were helpers for the experienced employees. This is also a critically important job of leadership. The leaders must coach their employees to be all that they can be. The dilemma with this is that not everyone is good at transferring their knowledge and some employees will just not do it. Selecting the proper people to assign this responsibility is critical. Starting through all of the job functions, from the beginning to the end. Communicated in a different manner from the time the employee arrives at work until they leave at the end of the day. Everything and anything that pertains to the work. This is part of developing a strong corporate culture. Culture is aimed at your heart. In this style of “onboarding” new employees, each person will feel part of the team. This is an extremely important function and this class will help you avoid the difficulties in performing this function.

LWS: Parts Change WDC (ENG)

Dealing with change is one of the biggest challenges we face in our lives. It will also be one of the largest challenges you face in creating value for customers and remain relevant in the supply chain. Jack Welsh is famous for saying “When the world around you is changing faster than you are…. the end is near.

Look around. Look what has happened in only just the past two decades; Cell Phones, Smart Appliances, Artificial Intelligence to name just a few. Look also at the changes in the equipment we support; computerization of componentry, telematics, etc. Now look at your business internally. What changes have you made in how you do things? This program covers all of these issues.

It is critical that we know how to lead through these periods of rapid change. We have to be able to communicate effectively. What are we doing? Why are we doing it? And how we get everyone committed to these changes is covered in detail in this comprehensive class.

Managers must understand how to engage their team, and lead the business, through change. You will learn how to effectively manage change, become consistent in identifying and resolving critical change issues and innovating in how you do the work and find new and different ways to grow is covered in detail. Don’t miss this important class.

LWS: Parts Change (ENG)

Dealing with change is one of the biggest challenges we face in our lives. It will also be one of the largest challenges you face in creating value for customers and remain relevant in the supply chain. Jack Welsh is famous for saying “When the world around you is changing faster than you are…. the end is near.

Look around. Look what has happened in only just the past two decades; Cell Phones, Smart Appliances, Artificial Intelligence to name just a few. Look also at the changes in the equipment we support; computerization of componentry, telematics, etc. Now look at your business internally. What changes have you made in how you do things? This program covers all of these issues.

It is critical that we know how to lead through these periods of rapid change. We have to be able to communicate effectively. What are we doing? Why are we doing it? And how we get everyone committed to these changes is covered in detail in this comprehensive class.

Managers must understand how to engage their team, and lead the business, through change. You will learn how to effectively manage change, become consistent in identifying and resolving critical change issues and innovating in how you do the work and find new and different ways to grow is covered in detail. Don’t miss this important class.

LWS: Parts Campaigns and Promotions WDC (ENG)

A new reality continues apace. Everyone by now has been affected by “telemarketing” and I trust your tele-selling life has had a successful start. But, even with the sales aspect of the job, it is hard to hold onto a performance edge: to stay motivated and excited. The job, over time, gets to be too much of a routine.

We need to generate excitement and energy in the department. We need to operate with regular campaigns and promotions. Something special needs to be going on all the time. To do this, we need to inject campaigns and promotion planning into our sales forecasts and annual budget plans. Campaigns and promotions have to become an integral part of the life in a parts business.

We provide a structure to the campaign and promotion activities with the use of a Promotion Planning Tree (PPT). The PPT provides a road map of activities, and a check list, to ensure that we get everything right. It allows everyone to be involved in the development of the campaigns and promotions so that there is understanding of what it is we are aiming to do. It allows vigorous debate in the development of the campaigns and promotions so that everyone is involved in the programs. It brings back the excitement to the job.

LWS: Parts Campaigns and Promotions (ENG)

A new reality continues apace. Everyone by now has been affected by “telemarketing” and I trust your tele-selling life has had a successful start. But, even with the sales aspect of the job, it is hard to hold onto a performance edge: to stay motivated and excited. The job, over time, gets to be too much of a routine.

We need to generate excitement and energy in the department. We need to operate with regular campaigns and promotions. Something special needs to be going on all the time. To do this, we need to inject campaigns and promotion planning into our sales forecasts and annual budget plans. Campaigns and promotions have to become an integral part of the life in a parts business.

We provide a structure to the campaign and promotion activities with the use of a Promotion Planning Tree (PPT). The PPT provides a road map of activities, and a check list, to ensure that we get everything right. It allows everyone to be involved in the development of the campaigns and promotions so that there is understanding of what it is we are aiming to do. It allows vigorous debate in the development of the campaigns and promotions so that everyone is involved in the programs. It brings back the excitement to the job.

LWS: Parts Buyer’s Needs WDC (ENG)

A new reality continues in its approach.  By now everyone has been affected by “telemarketing,” your tele-selling future has gotten off to a successful start, and you have also learned how to handle the objections from the customers. You know all of the mechanics of selling. Now we need to make it easier for you by exposing the “buyer’s needs.”

The needs that the customer has in this transaction can stem from “ego satisfaction,” in other words knowing that they are making the right choice, to feeling that they are treated with respect. The sales person has to be sensitive to all of these various attributes and reasons which can underlie the buyer’s needs. But your customers also need your expertise and knowledge and experience. You are in a difficult position. In order to be able to satisfy the needs of the customer, you have to continue to keep yourself current on the product and Industry trends and competition. There is a lot to do.

This class deals with survey information obtained from the customers. If they are given a chance, customers will tell us what they need and want, and we then have to be in a position to deliver it.

LWS: Parts Buyer’s Needs (ENG)

A new reality continues in its approach.  By now everyone has been affected by “telemarketing,” your tele-selling future has gotten off to a successful start, and you have also learned how to handle the objections from the customers. You know all of the mechanics of selling. Now we need to make it easier for you by exposing the “buyer’s needs.”

The needs that the customer has in this transaction can stem from “ego satisfaction,” in other words knowing that they are making the right choice, to feeling that they are treated with respect. The sales person has to be sensitive to all of these various attributes and reasons which can underlie the buyer’s needs. But your customers also need your expertise and knowledge and experience. You are in a difficult position. In order to be able to satisfy the needs of the customer, you have to continue to keep yourself current on the product and Industry trends and competition. There is a lot to do.

This class deals with survey information obtained from the customers. If they are given a chance, customers will tell us what they need and want, and we then have to be in a position to deliver it.