ࡱ> FB5 #5|ŒJJFIFC    "$$"!!&+7.&(4)!!0A049:=>=%.CHCeE0?*Vj yZkkR<̿#J]}YAÁțf(-U%A&/jh6|omB!D0iZtWXnqEWm'-&lU}5U 7#"SV6i1>㖢jC!u^5Ǘ~ܻ*@􊋕D77o^Y$G{Qlֻ9XﰶLL@3}eTf*v]. וlDv$EYv N۴҉8-5 `r+Y[;+_`]ikB7;V9i&5ƿ]Qaur.՘Ž;(jlXxOkk#̎j_MqMB  r3E VIn hi@L>t,Ɩ-&ԸA~ 0ۭ)B M(6 ~>qD^|C҈o h3YqO,u{V7 ]հLm='%c-N%i ~%hOK ~hD֏"Dt[QeT0"9ˡ=ze6dݭwWj.-HkI?Qr~ w$Ȉ& rܥ!z9 UYmnxېs66ߣ&}DmMMkqٻqUd_b}'Ȩz][Y╟L'p:xs-t~唼+207b`q'[NY3  ʨXVF8V:]:E{pGPk,vI8f\pj妳d0;FZR=J%qmFH98wbxz79v{ye<;dۡᚏ.tp[qrXeOF8s[oRtin $n$9VYMhV+o\U@Q'ko]_W®[Z1wTT=$c+)e~xVYyRoHQq WYKƺay@'՞)gC>_K﫼-n>Uɕ6vvַ.>Shke7^6z98[gۛ]ǩ0}nh-YNg5DîFu߸4 2$};4OMq4z7!WiOʎ<,o4EڋVON}Sݷzܲxe2 1PPpGz( .( @U( EQ@J‑@H*@J`&U0S @J @J @~A]e<lȿJFE ejub Ul_kx^jU`L d<`r;WOaW}Q~՛e<cHiUo^TS~P?&VL#M˚/kS[zO8\wGJ.ꦬ:efzrnަv=\ϭ f|I c{Ҽߨݹ/pqQs߭1ΠeN?S7Iy"*_]}RWy2S4ZiƝBi6VdZϮx~.Է>& IPyk|$.뿎kuLs}@?泼S svEo ,<ʾ>_.?7o'>;+}Sܳ`K +z^3#kƓS}\$3$<{F9VP@N( @JP@JP @JҳO7` n|+?7ۿp@hfIkQ? J+t1xQeM莩{ԩs0xsJr<ǮjIɬ{J澜GPqZ,Kjܧ"y.R3H!DqPcG.)Ӑ>y6@',j&[L 4B6NXYq<UhO)U2Rj<,A v>Ww4cߵ9dq nn|U,IйъzJWxSw ?UuPeVcls瞀u6e MhMej2Oʞ*f:.#0qEx^%mtZ{k׵uq厫;zfHᚴԋV<=P Rzyߏ%JtWdW7\n7fk]Ԇ ́-ϵ үZxTyzҎ9%VVxE^o.F#gJyYre? _o:r۴D4G>,sW&1{ŵ/+q<܄t˽+{zmH 0$jƇA%( %( @JP@JP@J>UkIdܿp[^7 |['un= _Fجb9<+ x1Zm_k9BavmĜO5Xw]?:}&IUO5mIi#iW]3w鎟75ʈdSUYM5EUpmĉS{OUζki89tFV-qWpM"@ ( E0⬯zۉvHM E GD5FM4w.Lz1tR \}&HqW '*sˣ]CӭhLޚY#?*hܪZIy澠݄H3]mUҭ yҥKk}A<񙫘 VE뷛utqcmm32{Vy'M㾺1e} Nb+yzc"ŰXEʜݤO4}lx;覾g9s竣-ǘXr*oe-iEnQڔuaʈcҧB+ژNEWS,mяzy5ӛ>͓љ+uC+m.j/ J/(]o Z1";T֚ƫUli쥀t9dzdp,Pmڲڼq v ծ_bZKY"Ӌ9[1:>1{EѾUsT g5&X7a,pm8V XȮj肸(#eijWhؔLu4Akd3RfEyaqHk֙tbNOJ߀|2KIa#tDz2qVü:?x%sNYY8ۓ XNGMOʸ6;-ˈ|[xzruZ[al$(?皋v7xw;.봱Ц@N( @JP%( &'W3%Q /JnGxLJ[kW>Qke}j2QxWUSKeMaal>-$9Q#W>kNP Ty*`~SZ̭FZ5QxiիWm2pHY3"O|9(-T|^EY=zoQ{QBw>wa[,Ǧ.ʻEuےBwjSk5[ڭ7qPFX5 J L*|G=ڦ@JnvXzW7KD>&[݆[FoHPv ߈^[ۈϽ bu׈En A9޳ q++6fy4POw։Um9$+.#x-£EJHFʣ &=֙n/8a#k+IgdRo*6ݤSWΛmu N91[ܦ)/ǖN^եkJ5nÓηpsf¶~m-m}3zUp~'=k-E8]aPI*Uٲ֯6z5[D0:TX[rDj7񘥖GpAqZנ}@ G~iΡu6i .֡UqUq5Wih^j@[GzpHmo"2ۜ.M0umP kg|B:PA'5SL"(Gvɥn8w&ե$HZ/omiHΗP@#A`OPbOZo̶n*Dxv5ԭZ; 2 $bw\av_鸈 @pr8?"lyۖ/\fϘC[P=w E frۂ?i^[8Xr Ee}mlxƦήƽ˶g3ZcV9&*[gV+V-mc~y\k]nìjQUR g=H4~ w v199ojoX/58Rzjat%t!wNz6 jZ;<I_=0~!gAqBpPq9SW1/o]u/;?,Wn$QUWU_x 3fu_uXrO#itʃg XϽ5Y]Գ醃P8gL0=F鈈yI('FLwRT?rk콮g//.[`˞ޝa6>Q/eu]V)~#j+k-eRzu_ ; ҎLX4n@VyzMF/'[&6OՒWosrGFVVW@]T 񪯨N+ \hhU` &k9BΖrHf=h$C'?immGkF5 U TV/`1c*Y{)(іtɶaQz[^}:ɸg)I.]0zVYs4njѢlQbv-.j[Tgre#T#&f߈ 8'ʉ$E1ڪqe=gPV90Td\l~^-:ܴ”T*0*nTʌT_Jӆ-U,;hjL:?ҒHEn5xLcɞ9tk˶ o;|ЏI7t5WQq*fl 4]уSuLwɚNqDdwzYfޅsp5ͺ:Eg[;FWp : {]٦ .7tZyV}y59|VXh~S* \n!xil޺]oqIZD7\yc0=C"58v9ǵWa܆ cs5RLɲ]vRD(& bǒޑ2~=[sާ(6h>H*4mB@=M))ܦ[rںEC9#[a>]V$Rs2&њv)A>aǽYW֯ pn pk~;UXE( @Vӕm)J_bhSRS)Ԝf.kon]Բ] P B:e7d]K `iٖ3̥x"K+S:ۤvo^ҢZk-II&jn E4ʆ5E4+frVmnQ %Ao)I{4֔կ,2p>j*z{7o-[vڪ. I&9:q[;a_üMI}.LB%N.$XחξsVp:XgnGq>Zz۱ށCӓ;?ڋxNMפjoA@_P .i^`yNɓEr~3ۻsܟz%9:Z@D'-c\zRgݮ+O{g)Wr;Z[aW~K{V.nI9֋W 0j.7=jB"ځ1ci;t3CӵǾA;OeɖW$z{$1$DKdY7N'=< Vs/5:,ϙBKG :sQt6'p*yɾW5$956P*9U᜝5ji齿ZG]I?Ӡ;O^jk+zeU&;ѶYR ˩ʗH#&Óyxc@YAcִ8ҁUIhm]r:x9z?J.\b @I gy-Sɾ[ `@Y; 2ջiZso`T-36; L:Mԏ8.zN ߊ'&ZOYNRzQ:T6]ޫLj=PSLv/0=*ӡ^m,.[4zNX=VLJxD -Ĕ @2;g"dN9h/Z5-ȝ`%՞⟊Wׅܿm3K2?2bF_j;Sm" k1Œ`Y&=R#Nzuڧ+V\ESky6Eׯ1 4zMm]Rvgklf*XZu}[0si&+I$ތF*( @JPPAڀ]bkwhѡ.-i#Al-WbA'J_Omy}G~]K}_ L z-۶ z۰ihW~8vē~ޣUvՙ l¦3[c&72:kB[/bewoΌ8KrY :|m1;;<X媫{ĢɵR՟?ņ<_7"jnK]Bٺ_'ծŻ e-3ܾ7CjzEkb:ѡ Kc}6)U"*1zf{Ri!J.)VjWvϘ$Ah-:߇}2U41G=#vLy#jV)5zm.Oh6ؾ%`U#,Vyq4mmXRAXZCSe7=*.͘\dؑM/N gqR~޵(ַ - [nH+uQyb]21X^No'Z4i%Grnd =}ܚsj,߅džht䤑jZkJV 9'r頮Ed}uLkŎ|53KA_n]0*h&^bT+1>H Ϧ?l*vQO+<)j:3-\`"Kmgg;vSI֛FUnGWeq2tѵu%7XW-tm߻H;wK y Ded KGR0(*xm|jed7{z5,x}.Qz<D*y>"-X 69*ZxdM> s/xo'4kgmոuȂ[7 ۵g ŮԓҞr>βysʺ.Hs1 SEhnǧp[2wx"r+ w6.OMz$_O4gڟ}/n9f7Q>/h7/k6;|SdMnajR\=1iqvX̭z7.=cф5 '_ظ͆cL0ۊg$˽:6JFY'ڲWWyEM9PDT9YaGPhB$jί%C9iha N=zB*챦{]hEM0`Uڳޅ?nb~˧cSNtW6hJ_90ˊ˸{w]Pirrcޝ8峤1;-o*2iaǻ;\cP[:l2d8^9;bnjfîX.]q#jLǼWGM1iٶ-66/Rzpah۰5Y~@m^ #=.M]QZZ>%ym1??W,L&ڸ8'$W._xAmt$s,:vkn.IwSNl ̃JYu{,Mh'2'ںzĬ̧iEi\yIf$UHz d493\iXPy:ӵw $Lv0V7Wφ\m[Xڴ\Fk7Z$,`䖬f*㺟UϺQ+,l^/:6Ee2niˍh#;^%uVgrk[ =.R 'Tf~T:ﳬ)z/'4j6Æ:zsӵcԽ6z:,ezM^YuXY@_HfzN{]ttTZ9]7Lq_&O|5>,otyn'my%$㸒\MuEU4Kی|m&2E EpaV[z:e2T۝wPDgqf<SEۉr+]=7IQsl+-cI97үTge ;ZkNsXQq͢/0\$YreN.9{sP,L~*&QMR>.vYB+ԁT/Q/܌pӞ?QY$wψneee7S0q 4Ude7mrA$ AIy'kjr4ejQ1'JU$ `&\%8yjZ)g~۠nɇ.Vɰ`k]G zVmd^98ދN[ۅ;\iY.ޘȁ8[LƐHkT'y<6xnնpӈ?- ,ON2{S+) L|/KnP='$ҙ_ƬI d )FN>u2+\aSٷ2?Pں~fﶿ aʲּxwri!'t\7;bP-`AiNK}4M5"y$iH Sq5\]NnRLzÏY4uo.FMG&2NvĨ 0?svbWj(]Վ5;ZL+e"HɘJr'6ܻA*~Wx8 R50@dS?*nI=UFċU+ AQKkY]ж9ۢZvPv#ghNre qMFZV< (;̘1;n-t5Lbi.vJNVOoZ㫋;3Q.:΋SzŧM-乶nv93S]5_ *XҴϓ;y9=$VB;[|Jަй`m@t+cۡcf =Ck( vW{S 6!oQV9]j y%yWz/ D4~V-!Ic?Zǟ] =!Bpt@/z W,D"T7|OQm !T3Kn6˷@u9_I-3J VsORQ7U'k.o~ }v'֑mszmtU]\\ܜ6^ ɧyqބ[o^YА+>o=_JmA?r^-#c:Y sفUmާxʫ2dc[z 9f>h-xTԼV$u5X0\+&\uuwc/>{(Eɷ="NxMAKb@ x&e}B 15y:.nr6+4ժ#$pP)l鮹x# gy&tažG]1,y(قH3eB ,#uWΙ.\RčqTά8=Gh)L!RSdڥЮ624gm ؐ`ڞ3/u9O15UKKq[+Q$8}j2Ғ*#Q}D`kPG7އa[[pGZWL.w}2]Kb$#5Q֝7Q3~5:HWkiT7.E\@̂cQ9F "d'Z.Rp6ZO4GXkv>ju|9\~)vՊHLѭ$[34^7!m=6+ dh A LhH7}ZsG-vޣvw$Qkibg1:;Y 1硹v?s?[L.Ԁpie5 V}=+9ɫ7: I#i4^i;8&k<{Tw;je3֊+"lmXa;N،Ӕ+.Zo}Cw@ܩb3IA#9-Y^ YLFqK'ߊS;:Fb\<g6Y]"2ÐpGryxVΓ!gI^8D dh hy-c\m!zj*>)朊t qڦOm..ǵNOmB=eg밍I;@=GQ;R.ϵ-9wem 'i45*qsKgMio `֘\6j o,cZhkBݴb846pIne+4 k@գǶro$X^.̊JCO$t v__vLf0b9c۬ ҇`a !2zY^cL^=~ںnڸ UJa 4nfRUA2 '.[9UyWc0*mұ/h,sS0Lq>*΃o{@gnQT2z֘je~)x΅=@sYkMjrA%}rlN)Αe1,CcQs~::Ksu{[@ǽmSsVO82=B3˓+5\ni;Q3?iFl:ې>"tnܵv$Ċ4F,\)i<}h::VΚ$mrkZrn->GtG9Yw?w1hVNT5z=&&Wwn@@=U{ٱr6, KsTL>4au=Z(7*1>SFF-9‹T<Tp+Њj B?-CiTq3+>YڳF|. m,K7?ÌW7õsYzPd0W6O[o$k\?cpQa4&=mL"[Cm0 窼789*6tYwXM<p3? d\i~'NVǺ7%8ܳSy*J㹥cu]&kFUX Mj3jѺ=rwH= +Yũ$M6R8sY#Inm@ɨMҤGjYR/Y$b:rn :]xٽtA`K},pDջlώz{{==EhBÊt[f5t[a p+O;֌aj H"GC\ܟuc k,bn`Diы.LL@"+5ŧS? F+dވv/ݤ==\ma m[ҳն{-OZ,[+*N&BT15?wzAۜ+ gjҍc* tUtn3g7eL\d-;4LvYrLz]qkG[72Ӌݷ[Aa"zst$Yc.;Nz%T.s";̴ Vhw~TgchnO7n M-V6 dS"Zp =UBmY)w  UbWNZVK e^35Z[[ï#LQqޅnY2ZaK6VmDEW̅٭p 4-Aq@jݟCL|Md#6ɋ2jK3$ӱ7pSqFEwyf|\W: 8p':61Kqr@Y.UsC9g$85\s.UgwFSsIb V9eM1bhP銋:n!m*g4\t77fp3CǵV¬w-#֙rozcv#kj6 aW[kL yvX}x{j?ұMIR]7Lxn#+לp٪,ٶm<TNR/-p WD EjsǡEr߃ieG&ѿJ&+k+ڵ4B%xȫƕb@֋[ ZY \(2+e[>UŸvӀzєu]Kv1c @x'jǢݯ7aLQ5)zg)CD)cM#nٻ0abWMqp lwrV-`>!Ҵ[ɢ l mŅWa;GB+ taVm30MLز2y6 +_&\UTnUʛѪM-h)Zcev4oH]n[mxڌ2V&FeqX0>UWcW-Gq׋kR|b""In]T/ AM<]Dÿ=kL.>KgO._BX!w|Q|32*lRjw00jm-!C+JuCCj Xb'i_ F})7mzGYzz3ls ٶM*b1k}ۂ Œ D6HE-+s^KTZML3P㨖5exE禱v fV5Pd֞egb oRA9W5]i׏6 ~R:_ϔ-m2=ɪOW/S{m#f\soxUMqdG,{VrPIVykÖ7dlNٴCݪ~-jjorG[c+Gevlk"fH<Yv<濳+h*;U^lg;0|)mMJK9iLڤj&0-QX1asզ3S p u[shVMnq%(R92yݴnzT~hvРi7. TdAJn%-zq8 [Pshù~(|PjkdѠS;?>i@A1$};S82ihA LqOA-ڹxmq=(@3j,8ڋS(u \xghnnwƸ妫ׯYڎf~/Ynn2^$3Y[vH8bzSRumYi{@_˧of6";nW8n˳co60v*w\#3.|~E%]Hg*0W-;lteR"N*,s` "N[5I6lݡտ60{sZa{$m3HV{UoT5>SjyHU㸥r\ޝ-%iY=*mEVeJ zG\4HVo̹[9^< 7=DIreˎ[8ñڌ3XvgER1*4}ѿu XraJVomn'O^]A!і:eB)ڧZ; v4ǜQ}lQ Lq¥R̓Q-BcRu۵ni[g&hmb: ɫIفԀJ^, 3Iޖ.+~>ўzBE{.M&])XD >!T,\pd*ץs]ZK% "6["-L7!,O5GTZ ϽR @Ph*ک:wuvO ,H $ zѳ>o@N!-OS:ׇ8ouP 2j2Í@Zj6e$o`Dfض >,\(#bP9"]V!HtДZt mĚYQ^!Y^c6k5%'L@wVd08Ti&o@9?񕶜6% >T|Ut FpV4,ݘeiՍ! -V8{r9 co-Հ=M_]w4232&hy"(ele_ p aSC`k U* ʁ1 4{%T' ET;іpyp%VI__y:[7/+(N+qs|eg[*waZ3~<rEs펆rIeP>t?vn1E2pgK!+SYŲL.1i&IM0?( S 1AӀkf7` icks~ c[rݣm6@TvIyͳ rZL8>8mm-2޳1WjM. P$dRDRYJǧvKfx zFjuF%Ddb{iEB s6V3`PbpkfjUNxծk:m QT Etr1ذm\,Z%8X`T@:>WBۥq55^=ժlր #0 rc'ltX2N8MӴvi+ڜg09In?~5 ePJC[NLesh:1 einG*>97'1ZmjOS#Oj|Uti[ +!$OތBz%%Jęp554Dq4X7 qSW8O3M 77ǵ ݶdcFF ҃Kf[:QYf@N?:RhZ(eqOL>mkDα/{v8esF{?"I81ZN{:)ʖܱDL1]bd%ь5Pq քخ"*~L88ݪ2iWFZs.̶psm2cSJr n.TvZi:崾 }38ӏ"9ITmkz䳦K;$}zEˮ莾˧ k$֢n یO|tTB&W 2ѷ-Y7=9i}Y^o3q n W9@[Þړq#Rj B"TNx b-е;X/BDM=̦ N끄5| AD+sT v;OQm#s~j{TgGkKtC| IlMxAjqL+ztwZLoޘW H$wqM޲q\[fcs#5xVNM92Ϻv^~Tbj1V8L8mBzW/̌̑u2ӗr}lp(^:ofϤ3ZQD2p1 \8FЈXm[c&8.~ z˂8s1dע,aPdzDVYwaU康| 槗+Hmx@#\E,dt5ZKRM/ Z$rj//> nsuE(ͺvⷘOat$WcG ͺ n"8e&6 W.}o,ǖޛ|1kwpGJۆnf3zFe$t2qq_hge?4kD]:q,Y1'}UKuVT# !bJI=EOB']Ǧw Cb ZO'Ҩ7TJ4*IeMY`@{Qڀv&Yn,̆ӊ H))gk{8ceye/6ŵ[&bx:.TT)r (z;}9U2WKvpOuVA rMp?/gH5Fl* xiwVW3Y&B%^zj\7XL?ڝ4 )I&9:4F7w z~|g{4y S9ѐ :`ǜ|%+bϖc:ga)`0bWTc:dqI qer\N&hpZPxmY|>\n?t⧥Rhh@aq4AL!\@@Z Z(mKht+d%i@E=k+P.>Jv(tBmUAE*{T].NDӗccbḦpoiNǃZѳ$/A$*>buMeaNgJ嶸 :x[ﱅ }n-\!yTܽ,y⏒#7>'ҥPom D=moz:Dsڍ Y:n~F^4آN-Aۻ>޳ZFZ"CJ{ea[XGU|ȏWj;{ҩ,ڒ< V>⺬HR֩F>Xvq."$ t6+`DQ&!9JJ,Oӥ 7KnOU1P s|hͶv0:/zyDn`&;BbzVVR1NXܻQZPKyp6rk㏤_9;DzWO 9quQmp!sZ-n1hG b1/*8՜ٖ &[h\0~Uyiʰ">U=MzY1v*jODg0`d9KˏNn\n7]mFj1xĀX(+ZY6wǴO,9BphHkNu0^ږ_Ci3֕lXn$ND`I1)_zln>b c\w;uczQb,J-_ku OҦĶ 1ĚI$O ۺ-2Ø*}{]۫rl$n3Z,k, ܛq1){s4jVtf咛. 'd&ܲ({ў8]^+ u-]#0 ?U3Э$Ten]2&2=K:-\(5SEVPKtfoԅ\g?V3evC[\A+X 9e[̼m [X24?X0sH03ؕ­6%Ltڼfz{9-6VzkTH Qҡe6u<|[}"0=JkUQ݅G yjuH FvhEU)RaAaSG{x'&+B"|)AFtQVr{z TKfVَjGdEİ0 LdzAvdiCUm@qT_hMiX6pLaF#Q-PkLdJ)ue TIjs)nSib#[q5jq'40쩖n@+=T brCC/i2%w$bdvˮ_.x0ŕ}D\!OދtZ#Yd(0 Bf0Nc#P@s5xeBPdASͫ d5%#jZ,K| "5kB?y_0 7 /g2!FYsQSն&O@RYT>*,fjֈi3Lh.FD4+F `VۗLںD8l91&FqYc3^kJץi8V7ɡ$daXӗa!fںx.F}v*zWEᖳJ'o:؇b1U G_z|M+*N9YrҷscBJ[iny ƚAcp)$Ԫnۤq pZZ+*b:ޘXR}}'!:!2di֛Rt_Rklh)T6O&ۑҰrS):Լİ]K;nC.fMȘrF{vɺHSP3f"}/u:k@V $u⵷.K*nȠl163SN6 "9q mv RjiQ`OF ϱ7PqU=)glLups4ʎ;  Sa=CK R;Qf=h7نXdd҃AKO,ܜȪ6h@evNIl1E{ $NZ[9,V*H8SZFGpoO@jr*Є&ȧ֛(}lmb0-AsS>h%jIkTIo++jQun)͓qzU+}oJm ;Qڳ˦Bn0Ohk.Z (50Tk+0U9z֮*;d0#O:F[:(raȬڱMh5q^V-=Q3Q{9q[(({(uMd4(Mo2IM'ذ!8ގMw+=9efn'|0iiRxKcZk a"iiE 4Am \mO%|p)i#FachӧTH6g];Un8A {U&_mͲ \i,*4z֋4f]N)?Ӵ~8s,kV*{Ǵhv߳!7ڣG!- ,@SavՁ{{ԅfivwv z:k[Sp:VۺkV'GFM=OUA3LVT@J,[`?*aKnOl'4} ϽTgP)&|`RR;8vө+YY]LJɕ"12C(&ַp(If),B{T}E`֑:5)_N b1@?ڃl?} `jghڀt?j@gY\|(ZǩvɏiL!LZ|O\zi@&۸RK6nU k6sIqC6Gڲ51saC%Xz*ۭV) aR |ԳQXOÓN%mQLqӊZ ӸM=vwDdugCDx ֓{g,wǨU2svtq$wf-(04n6TX+*v*FbnahN46[k<|Th 1jFBb׭S>hvͶP 4lVi&X=G$h vCHZ։u,pE Fi玵*c*XwNtyzr6[,qH^L{R , yZ@!x?BXf 1 ~H INRlmA)NB-XuǥğV6ilY+iJevf]H j4C;`F{Ԉأp&km[[cURGֵ|08R_$Kkv=" h`ztNQ<'qG b)X$G4xcSؐC>[=RE Ri,&3\S;Xq=h[kd++Xnt5ZkZZvd#Z?, BNmmBpFSq@'&7UK ΀ETgD_iXMg^sF!<>FdM ]@A!nեU+sm>?j*Xcle'P}煳PVb^l5,Wȯ|۔ĞxU%Aq_Wh0O(!&&~2ӝ>IU]?\j[bAos[ZҞ9Hjo(ޘzLKuJr5Å@iwݸTe@1#Q3UZ l /nt5:/D I894?ZTa(W dBt}1or̲0ܖp85%lEȓAV9 ,gyDC/3I^2Gާwk,;̀X&.yvM\\BV{UX2@=qFċFc={sin&ovZҘi@3mSZh ƕcVmx[A/ګ}0iq p_ NEL,Ha<$*!`w${QMֺT&gFwGxz;NUWfV- : &+WA$ӓTa S^Y2k.ntF5)jJLFG3Hmϼ}F9q+&X4Oc80 ezA!~2@-' w֋ɩW( ef_1 T^$ R {%= .A#iUenȈzu=J8)Y+X'g<G1*%@/A;W='Zp\3hMx1Rm oه'=╴:f,YX4i1O`@==E7IY1FwҕiNn*LԯG#HWTuq2sZe!8Q rGjd.`^35L6zUh)-^FBӆkWfitqmFh-Q)`r֖-᷊JYn=DN]k[L`֒Bn=[>ҹ6ʫK{@w`d HRwB},.֐a {7sGӥnVIRHIW6NL5꾚=CK}euv(hGӞ49e*@5Ϧv3\#n( 4l!^LwP U(;| QU*vb\iЂcQU`L)[oOQ1v-r|m4B:;rܧ)buomZ4^SE=6 !Sm&ؠD~>4AP!/ZPI;`0hAұ57򤳴z_3HQ? 1KEe .ڤHHѰ%0%aeN}=3K;26nVm=}9MCQLl3+ Vf @"UŵvJG.m! Wz"oY``w"a/T\wli6=@ZKjfʈbRduKQ9jNZFrZT*2i;9өISM= *GڔϮ@Nj{*-)u_W¹cHVs$h-cTX/AAZHZMU j c`qJB'DQ !1 \E5E "hDST@$p{iȧb1(\>@uafOP@} (S&WVm7m$* {Qiryc?8!}lV6xZQ|<h#ʙ}S6M1dnI,dtUε}g9#ToűpiȔw+m5?']$RkPIb=9FlqOevZq*{S5}8>O``z.RإCl`=AejyH m?:5;?Z_#`o7$tTLQMHVHX)E+- HO>61him}B4A[̣/K TRZ>j! @Vm\㱩Ҷ- o/Sm~8WU6x"W`rI}*oaJB&}7nOQ4}RBy l$dNdV%!:9il[ ( =ݽRC`ٱiSdPy*D5M3!+N+lH$i0M1r!-)} 썰n)zq GhxY2 rf P4RϘj j{f  *)UJ4Ku^@2HHE4@RAv䭳h+:gq H*6 Heʍ۲AP :Q 5 ihi| -vK2l *n4X!zA="h%Z2j>tƋ>n#4Z]A8G6}A,6Ҿ:x{{<ƨ,&~#G*дԃ*^ qH2?CmEm>>Ò1ABYJ)a[I A`nH<zJ-<mFOzpu1@Y&;sH0(}G2V I8D@ bBsq3 sME9 8C+PjT1A"8HD悡YTPlH⚶[ riZƃ0 ( BL)]` gP@nO@EjԪZZknOD l?:ekyQ[kJzWAfM-'m*\Tcf[riƞ\X4FNؠP "Ahd#հhr)hw`QOe $P dWуucږMR=֗`F81墍B4$0}[̏S[+ZZ@kDTD4_9cK9uX#NpJ[AIsnR{ZF4JZh{h0OkR dɹ'S YihD]ē9tUute.crb<梩jǁYOTZ,br 2ڼ")hl&HHb.Ѣvޒ]ՒX悱9:4 0 dJӁXj4p#h,(fk@ Tx5ZS"- d-ma-hAC8 3AVgz w-]p}E#-*#LFB*-$:Qj@F (Vmݒ)LE-n@ -ށ8Z: UlhLD$e;jp&-a Shj ~')(13i _>SA-q@-G4*0t6 cLo>!p1Ҁ?.R~]AW :h( ?:4 {0VVXy>bN؎sSfqKKi@0đKE,ZHƠB ,xIji֔eSsBZ,"h -MQNCTlK .nKf2Hl}@8"hJ=-!fPhqĎ?4i[VdApڏJE; { 0b  PW'S)d4lv !#ހ$vrFBj#{ (lݦ&ȦCR[vd{PʴyQG@8ihl'H=1?- FI9Hսᢂ1oDHȓFI{!ΕgFK %(~_tÏh@Ӻgh/aRp%mv*;mya}"ll0 {#.$rdqH4;ѡ66IF.Dlqҍ4[[!G4@SYIRT;SglG19TB-A0:PqwRJ ^P1H€=CZJ$ !ɣڌ1sJD<;Ӣ #ޒo3Ey$(0*[0i(Oڑl$SXl)i6QشP2:ѽ+;8⍦ T [mC _z>6pv2sS brOʪQO\UJ6"`1=b$0Xpi9S4=" YN)L(JAQv,`( !0&q?Rۏ ~4QBG֘{$H!xȒWOcFonHHpIFv SMf#J^bUg8/8(⑇oCA(UsP9)dP `vSm,'frjZ"48h4Jt,\ qڀ ! Rv)sրڞhl aj4{"X;pğjEsikPC{ Vn |BFg/&bλEQꈂ8J-rqlZ@hqI ]xq)g"0C  4݁ 0?ne@T4ly4 v(yɣ IAwH@.ґeMx搠G")2rh*xHfvI4YU-hYTKYd;xQrT ՃU"jG=x8+н";(0DqEx,5D*?hLHli 9AۃڵpWYo\g?0i"րh"2"( \#KqQJA0$5AѰuIw)!`\@W 6.ሧ$` PrP VɈ\L+mpԶtMbS9$)gq ISaqK]M4=* 9< `E(e:`#:6ڢ4CR@[4 [lQ`e(PpM=ڥSy3EV @W -3AiDTM?fץzth $7g{`RTVăLL(bM%R˞Jq[[\(5sF€S*uR $UKH Iea>e#s[2[IP;hx`R/OPp=ѐUY*@ ڏ$sL&=TE*1LRRkqYt͂>M}@LӨ( 11qHD#NP6\Pc( 3%$3 F( cӑ@@ A\Nh #Պۀ>1~h('-JJd T$p(4JH##4‡ӊ-i!mQn)x|2?E~.-$>lbĕU],;`b9IXPKR*-on98(*3Um/2QS`D|9љsJrrIJC 4=ޢ  0L-jih9!eil#4mR-ԌS0I4A(Sm\AcN(28D`@;-4&H2y4NhДR+BsڈfnVUIWY֦e1,dXnAm&<ӳD-b)SJnZ~p*ճnqU*<(怘@(HԂ怣@ )ڀE7@X$d(m,~\R 8Z\;L} S‶adPhqL@8dl9=i.˸VƖo $+VŪ gd_$R G?0 0M%H f|84dHc5L٢uiVr{O =SWv6yN1Ly+@1Hp0m=(Iz\ȓA#}ZVKlOAR)4@=]UK؇ټ P*vK׮5ҡlFV~ԎF"(1TBd*D+'mַmPC4qLvP.bL(!uTGlrY`T*Z|3 -Z%iԫI3D#E- S=*jњIjވ 2)R b:)K`6Zr  <"3=ho&}iS Standards and Norms"WA CORPORATE STANDARD communicates what you strive to BE, every time, in a similar fashion, across the organization so your customers get a consistent style, attitude, or manner. A BEHAVIORAL NORM describes what you strive to DO, every time, in the same fashion, across a unit, so your customers get consistent action, effort, or execution. XZ!zr )Corporate Standards: The Chip Bell Group<*xService Vision: (Why we exist and the experience we seek to create) To provide selected clients with relevant service wisdom they experience as incredibly empowering delivered through a valued partnership which clients perceive as incredibly empowering and surprisingly simple. Corporate Standard: (What we strive to BE) Access to CBG will be perpetual and easy; our response will be stunning. Behavioral Norm: (What we strive to DO) All associates will be reachable by phone 24/7 unless in flight or directly engaged with a client; all phone calls are returned hourly; all e-mails are answered within three hours of receipt. EPIP " P(PP " P7J :Service Strategy Implementation Plan Overview of the Steps;; Phase I  1st and 2nd Quarter Conduct an Initial Service Strategy Assessment Develop a service strategy, including a draft service vision. Determine the key drivers of customer loyalty. Finalize the service vision by the Leadership Team (the  Group of 26 ) Devise a Leadership and communication plan (On-Going) Reaffirm Corporate Values, Craft Corporate Standards & Norms for a Service Culture PnP  m :Service Strategy Implementation Plan Overview of the Steps;; NPhase II  3rd Quarter Roll out the final service vision to all employees and get their input/help with key barriers to great service. Implement Several Small Service Vision-Aligned Actions (Quick Wins) Focus on improving responsible freedom (empowerment) throughout the organization (On-Going) Educate all employees on the importance of great service, as well as the service vision and standards and solicit their input.ZZZ   :Service Strategy Implementation Plan Overview of the Steps;; ~Phase III  4th Quarter Develop system wide and major unit customer service metrics based on the service vision and key drivers of customer loyalty. Develop behavioral norms for both the entire organization as well as specific units aligned with the Service Vision and Corporate Standards Review key processes, practices, policies, and procedures for alignment with the service vision, standard and norms. Begin Employee Service Improvement TeamsTPP :Service Strategy Implementation Plan Overview of the Steps;; Phase IV  1st Quarter Next Year Align the Employee Selection Criteria with the Service Vision, Values Standards and Norms (On-Going) Insure the Recognition/Affirmation Process affirms great customer service (On-Going) Provide orientation, training, and tools that promote customer service competence and confidence. (On-Going) Implement new processes to improve lateral service to eliminate silosn"PmP $$$m:Service Strategy Implementation Plan Overview of the Steps;; >Phase V  2nd Quarter Next Year Design periodic customer feedback and customer intelligence devices for service improvement and to update the understanding of customer expectations. (On-Going) Reinforce the vision, standards and norms in performance management processes. (On-going) n!ZZZ  :Service Strategy Implementation Plan Overview of the Steps;; Phase VI  3rd Quarter Next Year Improve partnership between units and teamwork within units to promote a seamless customer experience (On-Going) Develop a balanced score card for accountability including consideration of incentive compensation awards. Implement methods for service problem (not symptom) resolution and prevention, including a system wide service quality philosophy`"P^P  ^:Service Strategy Implementation Plan Overview of the Steps;; Phase VII  4th Quarter Next Year Launch on-going service training for leaders, suppliers, and vendors including certification processes (e.g., ISO type designations). (On-Going) Develop a service recovery evaluation, redesign and education plan n"ZZZ   ` 3` ff>>\fg` J*T333` QYmx~3ft` \ғhEy`` cb^DDf`Y˵W` sg7xGr` K%ޯd{mG/` 33f>?" dd@,ff?Pd@ ff @nF`  n?" dd@   @@``PR    @ ` `<p>> (    6T! b `  =* #" `  6! ` `  ?* #" `xT ~  ~"\ {  {"  c BB CDEFd @ bb   H   T W6Vw}\gFQ6<1++11 1L b6xQrq 6\}N   - c    0 A Q g     S    6N KawF bFy0 a*ly7lE;uz  B | a F 0 ! 1 < B < & l L 0  @`T "  c |BC+DEFyd @ ==gL6cI}\eA& w6m!W<! &<W!r6W}F6\}>68QNlX^XH8+Sgg|@`Jo 5 "J   B! CDEF @ ))\*l{FDNF W% W ! !   ! 6X L b x_ /aF6b}SA$|l\\TX@`T  us"*  4   B C%DEF ss&QW}k6D Q r 8 N c t y y ;t Qi gS }8     T   :0\-Q4*%%v*o(V}5q;  S   < s } l \ g} \, L ;n &  Z}\[6 }WF<! e C }h m W ]  ,t B RxkqA,Rg@` {"b    BCDEFy @ ,,Lh6\}mWG &a*zCxsh-&jG]~5g6&LLZ\@` u( s"*      BCDE|Fy @ __@% M|f4@{ f0`lA}L\A+h MB6ww FJl{ 0V|{J  *5KlGn a*:Pf\|6 /6Kbf|F kP}5x}VvaP@@@` => s"*     c BlCrDEF"d@ rlrl@`~"   6t"  `}  T Click to edit Master title style! !"  6" `@   +*Progressive Insights & The CHIP BELL Group,,ff+#" `$  04#  `  RClick to edit Master text styles Second level Third level Fourth level Fifth level!     S"B  s *޽h ? 3___PPT10i. u%.+D=' = @B +  Stream  PT(  xT ~  ~"\ {  {"  c BB CDEFd @ bb   H   T W6Vw}\gFQ6<1++11 1L b6xQrq 6\}N   - c    0 A Q g     S    6N KawF bFy0 a*ly7lE;uz  B | a F 0 ! 1 < B < & l L 0  @`T "  c |BC+DEFyd @ ==gL6cI}\eA& w6m!W<! &<W!r6W}F6\}>68QNlX^XH8+Sgg|@`Jo 5 "J   B! CDEF @ ))\*l{FDNF W% W ! !   ! 6X L b x_ /aF6b}SA$|l\\TX@`T  us"*  4  B C%DEF ss&QW}k6D Q r 8 N c t y y ;t Qi gS }8     T   :0\-Q4*%%v*o(V}5q;  S   < s } l \ g} \, L ;n &  Z}\[6 }WF<! e C }h m W ]  ,t B RxkqA,Rg@` {"b   BCDEFy @ ,,Lh6\}mWG &a*zCxsh-&jG]~5g6&LLZ\@` u( s"*      BCDE|Fy @ __@% M|f4@{ f0`lA}L\A+h MB6ww FJl{ 0V|{J  *5KlGn a*:Pf\|6 /6Kbf|F kP}5x}VvaP@@@` => s"*     c BlCrDEF"d@ rlrl@`~"   < F   T Click to edit Master title style! !"   0  `    W#Click to edit Master subtitle style$ $"   6 ` `  =* #" `  6d b   +*Progressive Insights & The CHIP BELL Group,,ff+#" `  6 d `  ?* #" `B  s *޽h ? 3___PPT10i. u%.+D=' = @B + 0 0.(    0 P    Y*   0D     [* d  c $ ?    0  0  RClick to edit Master text styles Second level Third level Fourth level Fifth level!     S  6 _P   Y*   6d _   [* H  0޽h ? 3380___PPT10.9JgI$ @`$(  `r ` S  F   r ` S D  `   H ` 0޽h ? 380___PPT10.9c  (  ~  s *     *   3 q "r? QLQL UQLK7PQLUd}(Uf1QL ǸJܡQLD&_?QLrFi QL(B'3[QLtpBEiQLn{A T  c $X99 ? B  @ Ԕ_s36869 r #" 2  X o_s36870 2 r H Compelling Focus3"` lB  S .Ԕ_s36871 ' " 2  Ftf3 o_s36872W  G Magnetic Values c"$` ?B   @ Ԕ_s368732 f #" 2   X4 3fo_s36874g   EDynamic Alignments"*` ?B   @ Ԕ_s36875  #" 2   X o_s36876X 5   HTargeted Affirmation 3"` B   @ Ԕ_s36877  C #" 2  X o_s36878 E 3  FField-Ready Talent 3"` B B @ Ԕ_s36879J # #"  2  Xt !o_s3688096  IPartnering Structuress"*` ?B B @ Ԕ_s36881 #" 2  X4 KY[o_s36882)  MIntegrated Disciplines"*` ?B  @ Ԕ_s36883J (" #"  2  X vo_s368848  JService Leaderships"*` ? 2  X o_s36885 2   bCustomer Centric Culture ,3"`   0P 7 > 2 H  0޽h ? 3f3f___PPT10i.P.+D=' = @B + <(  ~  s *  `  ~  s *  0P`   H  0޽h ? 33___PPT10i.]^0+D=' = @B + , Z(  ~  s * P     Ht    H  0޽h ? 33___PPT10i.]^0+D=' = @B +   (  ~  s *Ԧ `    s 40e0e  0  #" 0eH  0޽h ? 33___PPT10i.]^0+D=' = @B + <(  ~  s *t `  ~  s *ԩ P   H  0޽h ? 33___PPT10i.]^0+D=' = @B + <(  ~  s *Р `  ~  s *DѠ P`  H  0޽h ? 33___PPT10i.]^0+D=' = @B + <(  ~  s *Ԡ `  ~  s *ՠ 0P`@  H  0޽h ? 33___PPT10i.]^0+D=' = @B + <(  ~  s *ؠ `  ~  s *dؠ `P`   H  0޽h ? 33___PPT10i.]^0+D=' = @B + <(  ~  s *۠ `  ~  s *+ `P`   H  0޽h ? 33___PPT10i.]^0+D=' = @B +4 KC@(  @ @ 04.w : 2  @ 6. `@ Y Crafting a Service Strategy 0, @ 0T/ `P 4  @ s *0f0  xService VisionN(" 2C"? @ s *0fp@ b Leadership Plan6(" 2 @ s *1f  VCommunication Plan((" 27 @ s *1P  Selection & Tools & Communications Customer Recognition Orientation Training Feedback/Intelligence & Incentives " 2 fffff3  ff ff% f3  @ 020 # Mgt. Vision SWOTB " 2 " C"?  @ 030  ~(Customer Value Employee Value:(" 2 " )X2  @ 0G+/` P RB  @ s *D   X2  @ 0G+/` P@P ^" @ 6ZH>I0 d" @@ <ZG$HNI4 XB @ 0D @ rB @ s *D   C"? @ 0t3p P]  z2Values Standards Norms Metrics BPI,3 2'R2 @ s *   p  @ 044  I Quick Wins" 2  @ 040 `  m Key Loyalty Drivers< 2RB @ s *D P RB @@ s *D 0  @ 05`  G  W Alignment Process$ 2f @ 0t6  W Alignment Process$ 2fH @ 0޽h ?/@@@ 33___PPT10i.+D=' = @B +  ,  h<(  h~ h s *47  `}   ~ h s *$YPP  H h 0޽h ? fff___PPT10i.a`+D=' = @B +  0l<(  l~ l s *$\  `}   ~ l s *\0  H l 0޽h ? fff___PPT10i.[_ [+D=' = @B +  @p^(  p p  6] 0   S" ~ p s *^ F   p c $d^ ?  V .(2̙f"6@ NNN?NH p 0޽h ? fff___PPT10i.\_oK+D=' = @B + `L(    0   A Service Vision Checklist Is it memorable? Is it in sync with the corporate mission, the organization s SWOT, and what customers will value? Does it have a  jump start quality? Does it describe a service experience? Will it likely be helpful in keeping the organization aligned? Will it likely engender pride among employees?BP:PxPP4P$ff fffsH  0޽h ? 33___PPT10i.y+D=' = @B +  P0Z(  0~ 0 s *` j    0 s *a P  *(<)6=+7',H 0 0޽h ? 3f3f___PPT10i.*+D=' = @B +  `4Z(  4~ 4 s *b j    4 s *DcP   *(<)6=+7',H 4 0޽h ? 3f3f___PPT10i.*+D=' = @B +   p8(  8~ 8 s *d `}    8  6T  `  *(<)6=+7',"6 ?H 8 0޽h ? 3f3f___PPT10i.P5+D=' = @B +  Dx(  D~ D s *4  `}    D c $` `<$D 0  "p`PpH D 0޽h ? 3f{FEɄld___PPT10D.g.=+KD' = @B D' = @BA?%,( < +O%,( < +D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*DN%(D' =-6B+checkerboard(across)*<3<*DND' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*DN%(D' =-6B+checkerboard(across)*<3<*DND' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*D%(D' =-6B+checkerboard(across)*<3<*DD' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*D%(D' =-6B+checkerboard(across)*<3<*DD' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*D9%(D' =-6B+checkerboard(across)*<3<*D9D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*D9%(D' =-6B+checkerboard(across)*<3<*D9+  VNH(  H H c $` `<$D 0  "p`Pp H c 40e0e   `   #" 0eH H 0޽h ? 3f{FEɄf ^ ___PPT10> .g.=+D ' = @B D ' = @BA?%,( < +O%,( < +D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*H%(D' =-6B+checkerboard(across)*<3<*HD' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*H%(D' =-6B+checkerboard(across)*<3<*HD' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*H'%(D' =-6B+checkerboard(across)*<3<*H'D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*H'%(D' =-6B+checkerboard(across)*<3<*H'+  \TL(  L L c $` `<$D 0  "p`Pp L s 0e0e   `}   #" 0eH L 0޽h ? 3f{FEɄf ^ ___PPT10> .g.=+D ' = @B D ' = @BA?%,( < +O%,( < +D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*L%(D' =-6B+checkerboard(across)*<3<*LD' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*L"%(D' =-6B+checkerboard(across)*<3<*L"D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*L"%(D' =-6B+checkerboard(across)*<3<*L"D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*L%(D' =-6B+checkerboard(across)*<3<*L+  \TP(  P P c $` `<$D 0  "p`Pp P s t0e0e   `}   #" 0eH P 0޽h ? 3f{FEɄf ^ ___PPT10> .g.=+D ' = @B D ' = @BA?%,( < +O%,( < +D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*P"%(D' =-6B+checkerboard(across)*<3<*P"D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*P%(D' =-6B+checkerboard(across)*<3<*PD' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*PI%(D' =-6B+checkerboard(across)*<3<*PID' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*PI%(D' =-6B+checkerboard(across)*<3<*PI+   Th(  T~ T s *4f  `}    T s *f `<$D 0  H T 0޽h ? 3f{FEɄ`X___PPT108..2+KD ' = @B D' = @BA?%,( < +O%,( < +D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*T!%(D' =-6B+checkerboard(across)*<3<*T!D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*T%(D' =-6B+checkerboard(across)*<3<*T+   bZX(  X X s *g `<$D 0  "p`Pp X s h0e0e   `}   #" 0eH X 0޽h ? 3f{FEɄc [ ___PPT10; .g.=+D ' = @B D ' = @BA?%,( < +O%,( < +D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*X"%(D' =-6B+checkerboard(across)*<3<*X"D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*X%(D' =-6B+checkerboard(across)*<3<*XD' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*X%(D' =-6B+checkerboard(across)*<3<*X+    \h(  \~ \ s *&  `}    \ s *T' `<$D 0  H \ 0޽h ? 3f{FEɄ`X___PPT108..2+KD ' = @B D' = @BA?%,( < +O%,( < +D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*\"%(D' =-6B+checkerboard(across)*<3<*\"D' =%(D' =%(DK' =4@BBB B%(D' =1:Bvisible*o3>+B#style.visibility<*\%(D' =-6B+checkerboard(across)*<3<*\+  p(    N1?- u/Service Success is a Journey, Not a Destination*0 " P0(j  BA?j0145016 0H  0޽h ? 3fy___PPT10Y+D=' = @B +r02Xw 0J Ty"2q<IA.Sƭc2C}4V(bnW( / 0`DArial.0DbPtbb(b0LbLb~0DTimes New Romanbb(b0LbLb~0 DWingdingsRoma    @On-screen Shown-sc1 #ArialTimes New Roman Wingdings Garamond Lucida SansVerdanaTahomaComic Sans MSStream2Crafting a Service Strategy for Customer Advocacy% What is a Customer Centric Culture?-Characteristics of Customer-Centric Cultures-Characteristics of Customer-Centric Cultures-Characteristics of Customer-Centric Cultures-Characteristics of Customer-Centric Cultures-Characteristics of Customer-Centric Cultures-Characteristics of Customer-Centric Cultures-Characteristics of Customer-Centric Cultures-Characteristics of Customer-Centric CulturesNo Slide TitleWhat Does a Service Vision Do?-  The CHIP BELL Group The CHIP BELL Group ExperienceNo Slide TitleStandards and NormsStandards and Norms*Corporate Standards: The Chip Bell Group;Service Strategy Implementation Plan Overview of the Steps;Service Strategy Implementation Plan Overview of the Steps;Service Strategy Implementation Plan Overview of the Steps;Service Strategy Implementation Plan Overview of the Steps;Service Strategy Implementation Plan Overview of the Steps;Service Strategy Implementation Plan Overview of the Steps;Service Strategy Implementation Plan Overview of the StepsNo Slide Tib(b0LbLb~0@DLucida Sansmanbb(b0LbLb~0"PDVerdanaansmanbb(b0LbLb~0"`DTahomaansmanbb(b0LbLb~0"pDComic Sans MSnbb(b0LbLb~0B  @n?" dd@  @@`` pRoot EntrydO) ߳9=H@ Pictures'Current User$/SummaryInformation(\     G !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz|}~  !"#tle  Fonts UsedDesign Template Slide Titles 6> _PID_GUIDAN{582F8768-E374-4A87-B101-5CFAC21DA5A9}'_cbLouie Delarnoux-      O$$$R$B5 #5|ŒJ' 0AA@33ffff@8g4MdMdXb~0Pb ppp@  <4BdBdbb9___PPT10 6V___PPT980 !"#<4!d!dTbL? ,O  =KN1Crafting a Service Strategy for Customer Advocacy2201 Progressive Insights, Inc. & The CHIP BELL Group22ff $ What is a Customer Centric Culture?%%$!,Characteristics of Customer-Centric Cultures--$f3JThey have a Compelling Focus& Their motivation for a strong and enduring customer focus comes from more than simply an economic, financial or marketplace advantage. They have a clear service vision that permeates the organization and is used as a touchstone for all their plans and practices.  "  G",Characteristics of Customer-Centric Cultures$-$$They have Magnetic Values& They honor a few key values that draw out the very best is people and hold them to proper conduct. Customer focus is one of those key values. They craft a distinctive  brandable customer experience that flows out of their vision and values and is in sync with their total offering (across all customer touch points).VZ>Z @ #,Characteristics of Customer-Centric Cultures--$They insure Dynamic Alignment& They use broad based employee participation and  over- communication as vital tools to learn, early warn, improve, and implement as well as to foster employee commitment. They have clear corporate-wide standards and norms designed to promote consistency both in service to customers and lateral service to colleagues. xZ?Z " Z ?$,Characteristics of Customer-Centric Cultures--$f3They use Targeted Affirmation& They create a work environment that is positive and affirming, knowing that happy employees create happy customers. They use a host of ways to provide recognition for individuals and teams that excel in promoting customer loyalty. Recognition is precise, not vague, leaving little doubt as to the behaviors valued.R; =% ,Characteristics of Customer-Centric Cultures--$f3They have Field-Ready Talent& They have selection, on-boarding and continuous training that reflect a strong customer focus. They insure employees are given the responsible freedom (empowerment) to solve most customer issues, recognizing that any time an issue is elevated, likely reduces the customer s perception of service. f) "  ,&!,Characteristics of Customer-Centric Cultures--$f3They nurture Partnering Structures& Systems, procedures, policies are crafted with a goal of fostering seamless service unencumbered by bureaucracy and delay. Great teamwork and partnership are supported and resourced. They use well-practiced service recovery for customer intelligence and process improvement (root cause analysis), not just for damage control at the front line.R$X Z '",Characteristics of Customer-Centric Cultures--$f3They have an Integrated Discipline& Customer metrics (based on loyalty- drivers) are integrated into performance management, leadership accountabilities and incentives. Balanced scorecards promote responsible company management. They thrive on continuous customer fee  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~dback and customer intelligence used to drive continuous improvement. f$- "  0(#,Characteristics of Customer-Centric Cultures--$f3tThey rely on Service Leadership& Leadership demonstrates through their daily actions that a customer focus is crucial to the success of the organization. Leaders are selected for the potential to inspire and influence service excellence; their training includes skill development in effective service leadership. PowerPoint Document(RcDocumentSummaryInformation8|nbb(b0LbLb~00DGaramondRomanbb(b0LbLb~0@DLucida Sansmanbb(b0LbLb~0"PDVerdanaansmanbb(b0LbLb~0"`DTahomaansmanbb(b0LbLb~0"pDComic Sans MSnbb(b0LbLb~0B  @n?" dd@  @@`` p-      O$$$R$B5 #5|ŒJ' 0AA@33ffff@8g4MdMdXb~0Pb ppp@  <4BdBdbbV___PPT980 !"#9___PPT10 6<4!d!d8bL? ,O  =BN1Crafting a Service Strategy for Customer Advocacy2201 Progressive Insights, Inc. & The CHIP BELL Group22ff $ What is a Customer Centric Culture?%%$!,Characteristics of Customer-Centric Cultures--$f3JThey have a Compelling Focus& Their motivation for a strong and enduring customer focus comes from more than simply an economic, financial or marketplace advantage. They have a clear service vision that permeates the organization and is used as a touchstone for all their plans and practices.  "  G",Characteristics of Customer-Centric Cultures$-$$They have Magnetic Values& They honor a few key values that draw out the very best is people and hold them to proper conduct. Customer focus is one of those key values. They craft a distinctive  brandable customer experience that flows out of their vision and values and is in sync with their total offering (across all customer touch points).VZ?Z A #,Characteristics of Customer-Centric Cultures--$They insure Dynamic Alignment& They use broad based employee participation and  over- communication as vital tools to learn, early warn, improve, and implement as well as to foster employee commitment. They have clear corporate-wide standards and norms designed to promote consistency both in service to customers and lateral service to colleagues. xZ?Z " Z ?$,Characteristics of Customer-Centric Cultures--$f3They use Targeted Affirmation& They create a work environment that is positive and affirming, knowing that happy employees create happy customers. They use a host of ways to provide recognition for individuals and teams that excel in promoting customer loyalty. Recognition is precise, not vague, leaving little doubt as to the behaviors valued.R; =% ,Characteristics of Customer-Centric Cultures--$f3They have Field-Ready Talent& They have selection, on-boarding and continuous training that reflect a strong customer focus. They insure employees are given the responsible freedom (empowerment) to solve most customer issues, recognizing that any time an issue is elevated, likely reduces the customer s perception of service. f) "  ,&!,Characteristics of Customer-Centric Cultures--$f3They nurture Partnering Structures& Systems, procedures, policies are crafted with a goal of fostering seamless service unencumbered by bureaucracy and delay. Great teamwork and partnership are supported and resourced. They use well-practiced service recovery for customer intelligence and process improvement (root cause analysis), not just for damage control at the front line.R$X Z '",Characteristics of Customer-Centric Cultures--$f3They have an Integrated Discipline& Customer metrics (based on loyalty- drivers) are integrated into performance management, leadership accountabilities and incentives. Balanced scorecards promote responsible company management. They thrive on continuous customer feedback and customer intelligence used to drive continuous improvement. f$- "  0(#,Characteristics of Customer-Centric Cultures--$f3tThey rely on Service Leadership& Leadership demonstrates through their daily actions that a customer focus is crucial to the success of the organization. Leaders are selected for the potential to inspire and influence service excellence; their training includes skill development in effective service leadership. !     What Does a Service Vision Do? LIt communicates your precise customer focus. It identifies how you will be unique and distinguished in the eyes of customers. It provides a tool for aligning energy and effort so customers enjoy consistency and reliability& no matter the type of customer. It serves as a grounding for standards, norms, metrics, and practices. It becomes the  lens through which every decision or action impacting the customer is examined.@KPD The CHIP BELL Group#0 ̙ f0 The service vision of The CHIP BELL Group is to provide selected clients with relevant service wisdom they experience as incredibly empowering and surprisingly simple that is delivered through a valued partnership.V    The CHIP BELL Group ExperienceD  ff  fAccess that is easy, quick and perpetual; response that is stunning A consulting style that is generous, approachable, professional and slightly wild Practice methods that are creative, practical and low maintenance Contributions that are cutting edge and focused on client replication for success Client and associate dealings that would make even our mama s smile .p@KZn Standards and Norms"~A CORPORATE STANDARD is a set of written instructions to ensure performance occurs consistently across the organization in those incidents or outcomes where consistency is a virtue. A BEHAVIORAL NORM is an observable way of behaving or a predictable performance pattern that is aligned with the service vision, in sync with a corporate standard, yet unique to a particular unit.   > Standards and Norms"WA CORPORATE STANDARD communicates what you strive to BE, every time, in a similar fashion, across the organization so your customers get a consistent style, attitude, or manner. A BEHAVIORAL NORM describes what you strive to DO, every time, in the same fashion, across a unit, so your customers get consistent action, effort, or execution. XZ!zr )Corporate Standards: The Chip Bell Group<*xService Vision: (Why we exist and the experience we seek to create) To provide selected clients with relevant service wisdom they experience as incredibly empowering delivered through a valued partnership which clients perceive as incredibly empowering and surprisingly simple. Corporate Standard: (What we strive to BE) Access to CBG will be perpetual and easy; our response will be stunning. Behavioral Norm: (What we strive to DO) All associates will be reachable by phone 24/7 unless in flight or directly engaged with a client; all phone calls are returned hourly; all e-mails are answered within three hours of receipt. EPIP " P(PP " P7J :Service Strategy Implementation Plan Overview of the Steps;; Phase I  1st and 2nd Quarter Conduct an Initial Service Strategy Assessment Develop a service strategy, including a draft service vision. Determine the key drivers of customer loyalty. Finalize the service vision by the Leadership Team (the  Group of 26 ) Devise a Leadership and communication plan (On-Going) Reaffirm Corporate Values, Craft Corporate Standards & Norms for a Service Culture PnP  m :Service Strategy Implementation Plan Overview of the Steps;; NPhase II  3rd Quarter Roll out the final service vision to all employees and get their input/help with key barriers to great service. Implement Several Small Service Vision-Aligned Actions (Quick Wins) Focus on improving responsible freedom (empowerment) throughout the organization (On-Going) Educate all employees on the importance of great service, as well as the service vision and standards and solicit their input.ZZZ   :Service Strategy Implementation Plan Overview of the Steps;; ~Phase III  4th Quarter Develop system wide and major unit customer service metrics based on the service vision and key drivers of customer loyalty. Develop behavioral norms for both the entire organization as well as specific units aligned with the Service Vision and Corporate Standards Review key processes, practices, policies, and procedures for alignment with the service vision, standard and norms. Begin Employee Service Improvement TeamsTPP :Service Strategy Implementation Plan Overview of the Steps;; Phase IV  1st Quarter Next Year Align the Employee Selection Criteria with the Service Vision, Values Standards and Norms (On-Going) Insure the Recognition/Affirmation Process affirms great customer service (On-Going) Provide orientation, training, and tools that promote customer service competence and confidence. (On-Going) Implement new processes to improve lateral service to eliminate silosn"PmP $$$m:Service Strategy Implementation Plan Overview of the Steps;; >Phase V  2nd Quarter Next Year Design periodic customer feedback and customer intelligence devices for service improvement and to update the understanding of customer expectations. (On-Going) Reinforce the vision, standards and norms in performance management processes. (On-going) n!ZZZ  :Service Strategy Implementation Plan Overview of the Steps;; Phase VI  3rd Quarter Next Year Improve partnership between units and teamwork within units to promote a seamless customer experience (On-Going) Develop a balanced score card for accountability including consideration of incentive compensation awards. Implement methods for service problem (not symptom) resolution and prevention, including a system wide service quality philosophy`"P^P  ^:Service Strategy Implementation Plan Overview of the Steps;; Phase VII  4th Quarter Next Year Launch on-going service training for leaders, suppliers, and vendors including certification processes (e.g., ISO type designations). (On-Going) Develop a service recovery evaluation, redesign and education plan n"ZZZ  rVV^(bwW( / 0`DArial.0DbTɞbb(b0LbLb~0DTimes New Romanbb(b0LbLb~0 DWingdingsRomanbb(b0LbLb~00DGaramondRomanb !     What Does a Service Vision Do? LIt communicates your precise customer focus. It identifies how you will b Oh+'0, `h    $-Crafting & Executing A Service Strategy Planowe afStreamgLouie Delarnoux21iMicrosoft PowerPointA S@@G @u5@ ߳9=z ՜.+,D՜.+,e unique and distinguished in the eyes of customers. It provides a tool for aligning energy and effort so customers enjoy consistency and reliability& no matter the type of customer. It serves as a grounding for standards, norms, metrics, and practices. It becomes the  lens through which every decision or action impacting the customer is examined.@KPD The CHIP BELL Group#0 ̙ f0 The service vision of The CHIP BELL Group is to provide selected clients with relevant service wisdom they experience as incredibly empowering and surprisingly simple that is delivered through a valued partnership.V    The CHIP BELL Group ExperienceD  ff  fAccess that is easy, quick and perpetual; response that is stunning A consulting style that is generous, approachable, professional and slightly wild Practice methods that are creative, practical and low maintenance Contributions that are cutting edge and focused on client replication for success Client and associate dealings that would make even our mama s smile .p@KZn Standards and Norms"~A CORPORATE STANDARD is a set of written instructions to ensure performance occurs consistently across the organization in those incidents or outcomes where consistency is a virtue. A BEHAVIORAL NORM is an observable way of behaving or a predictable performance pattern that is aligned with the service vision, in sync with a corporate standard, yet unique to a particular unit.   > Standards and Norms"WA CORPORATE STANDARD communicates what you strive to BE, every time, in a similar fashion, across the organization so your customers get a consistent style, attitude, or manner. A BEHAVIORAL NORM describes what you strive to DO, every time, in the same fashion, across a unit, so your customers get consistent action, effort, or execution. XZ!zr )Corporate Standards: The Chip Bell Group<*wService Vision: (Why we exist and the experience we seek to create) To provide selected clients with relevant service wisdom they experience as incredibly empowering delivered through a valued partnership which clients perceive as incredibly empowering and surprisingly simple. Corporate Standard: (What we strive to BE) Access to CBG will be perpetual and easy; our response will be stunning. Behavioral Norm: (What we strive to DO) All associates will be reachable by phone 24/7 unless in flight or directly engaged with a client; all phone calls are returned hourly; all e-mails are answered within three hours of receipt. EPP-PIP " P(PP " P7J :Service Strategy Implementation Plan Overview of the Steps;; Phase I  1st and 2nd Quarter Conduct an Initial Service Strategy Assessment Develop a service strategy, including a draft service vision. Determine the key drivers of customer loyalty. Finalize the service vision by the Leadership Team (the  Group of 26 ) Devise a Leadership and communication plan (On-Going) Reaffirm Corporate Values, Craft Corporate Standards & Norms for a Service Culture PnP  m :Service Strategy Implementation Plan Overview of the Steps;; NPhase II  3rd Quarter Roll out the final service vision to all employees and get their input/help with key barriers to great service. Implement Several Small Service Vision-Aligned Actions (Quick Wins) Focus on improving responsible freedom (empowerment) throughout the organization (On-Going) Educate all employees on the importance of great service, as well as the service vision and standards and solicit their input.ZZZ   :Service Strategy Implementation Plan Overview of the Steps;; ~Phase III  4th Quarter Develop system wide and major unit customer service metrics based on the service vision and key drivers of customer loyalty. Develop behavioral norms for both the entire organization as well as specific units aligned with the Service Vision and Corporate Standards Review key processes, practices, policies, and procedures for alignment with the service vision, standard and norms. Begin Employee Service Improvement TeamsTPP :Service Strategy Implementation Plan Overview of the Steps;; Phase IV  1st Quarter Next Year Align the Employee Selection Criteria with the Service Vision, Values Standards and Norms (On-Going) Insure the Recognition/Affirmation Process affirms great customer service (On-Going) Provide orientation, training, and tools that promote customer service competence and confidence. (On-Going) Implement new processes to improve lateral service to eliminate silosn"PmP $$$m:Service Strategy Implementation Plan Overview of the Steps;; >Phase V  2nd Quarter Next Year Design periodic customer feedback and customer intelligence devices for service improvement and to update the understanding of customer expectations. (On-Going) Reinforce the vision, standards and norms in performance management processes. (On-going) n!ZZZ  :Service Strategy Implementation Plan Overview of the Steps;; Phase VI  3rd Quarter Next Year Improve partnership between units and teamwork within units to promote a seamless customer experience (On-Going) Develop a balanced score card for accountability including consideration of incentive compensation awards. Implement methods for service problem (not symptom) resolution and prevention, including a system wide service quality philosophy`"P^P  ^:Service Strategy Implementation Plan Overview of the Steps;; Phase VII  4th Quarter Next Year Launch on-going service training for leaders, suppliers, and vendors including certification processes (e.g., ISO type designations). (On-Going) Develop a service recovery evaluation, redesign and education plan n"ZZZ   `D(     0$c $  A Service Vision Checklist Is it memorable? Is it in sync with the corporate mission, the organization s SWOT, and what customers will value? Does it have a  jump start quality? Does it describe a service experience? Will it likely be helpful in keeping the organization aligned? Will it likely engender pride among employees?BP:PxPP0P$ff fffsH  0޽h ? 33___PPT10i.y+D=' = @B +rn (bwW( / 0`DArial.0Dbbb(b0LbLb~0"DTimes New Romanbb(b0LbLb~0 DWingdingsRomanbb(b0LbLb~00DGaramondRomanbb(b0LbLb~0@DLucida Sansmanbb(b0LbLb~0"PDVerdanaansmanbb(b0LbLb~0"`DTahomaansmanbb(b0LbLb~0"pDComic Sans MSnbb(b0LbLb~0B  @n?" dd@  @@`` p-      O$$$R$B5 #5|ŒJ' 0AA@33ffff@8g4MdMdXb~0Pb ppp@  <4BdBdbbV___PPT980 !"#9___PPT10 6<4!d!dbL? ,O  =KN1Crafting a Service Strategy for Customer Advocacy2201 Progressive Insights, Inc. & The CHIP BELL Group22ff $ What is a Customer Centric Culture?%%$!,Characteristics of Customer-Centric Cultures--$f3JThey have a Compelling Focus& Their motivation for a strong and enduring customer focus comes from more than simply an economic, financial or marketplace advantage. They have a clear service vision that permeates the organization and is used as a touchstone for all their plans and practices. Z "  G",Characteristics of Customer-Centric Cultures$-$$They have Magnetic Values& They honor a few key values that draw out the very best is people and hold them to proper conduct. Customer focus is one of those key values. They craft a distinctive  brandable customer experience that flows out of their vision and values and is in sync with their total offering (across all customer touch points).VZ>Z @ #,Characteristics of Customer-Centric Cultures--$They insure Dynamic Alignment& They use broad based employee participation and  over-communication as vital tools to learn, early warn, improve, and implement as well as to foster employee commitment. They have clear corporate-wide standards and norms designed to promote consistency both in service to customers and lateral service to colleagues. xZ>Z " Z >$,Characteristics of Customer-Centric Cultures--$f3They use Targeted Affirmation& They create a work environment that is positive and affirming, knowing that happy employees create happy customers. They use a host of ways to provide recognition for individuals and teams that excel in promoting customer loyalty. Recognition is precise, not vague, leaving little doubt as to the behaviors valued.R; =% ,Characteristics of Customer-Centric Cultures--$f3They have Field-Ready Talent& They have selection, on-boarding and continuous training that reflect a strong customer focus. They insure employees are given the responsible freedom (empowerment) to solve most customer issues, recognizing that any time an issue is elevated, likely reduces the customer s perception of service. f) "  ,&!,Characteristics of Customer-Centric Cultures--$f3They nurture Partnering Structures& Systems, procedures, policies are crafted with a goal of fostering seamless service unencumbered by bureaucracy and delay. Great teamwork and partnership are supported and resourced. They use well-practiced service recovery for customer intelligence and process improvement (root cause analysis), not just for damage control at the front line.R$X Z '",Characteristics of Customer-Centric Cultures--$f3They have an Integrated Discipline& Customer metrics (based on loyalty- drivers) are integrated into performance management, leadership accountabilities and incentives. Balanced scorecards promote responsible company management. They thrive on continuous customer feedback and customer intelligence used to drive continuous improvement. f$- "  0(#,Characteristics of Customer-Centric Cultures--$f3tThey rely on Service Leadership& Leadership demonstrates through their daily actions that a customer focus is crucial to the success of the organization. Leaders are selected for the potential to inspire and influence service excellence; their training includes skill development in effective service leadership. !     What Does a Service Vision Do? LIt communicates your precise customer focus. It identifies how you will be unique and distinguished in the eyes of customers. It provides a tool for aligning energy and effort so customers enjoy consistency and reliability& no matter the type of customer. It serves as a grounding for standards, norms, metrics, and practices. It becomes the  lens through which every decision or action impacting the customer is examined.@KPD The CHIP BELL Group#0 ̙ f0 The service vision of The CHIP BELL Group is to provide selected clients with relevant service wisdom they experience as incredibly empowering and surprisingly simple that is delivered through a valued partnership.V    The CHIP BELL Group ExperienceD  ff  fAccess that is easy, quick and perpetual; response that is stunning A consulting style that is generous, approachable, professional and slightly wild Practice methods that are creative, practical and low maintenance Contributions that are cutting edge and focused on client replication for success Client and associate dealings that would make even our mama s smile .p@KZn Standards and Norms"~A CORPORATE STANDARD is a set of written instructions to ensure performance occurs consistently across the organization in those incidents or outcomes where consistency is a virtue. A BEHAVIORAL NORM is an observable way of behaving or a predictable performance pattern that is aligned with the service vision, in sync with a corporate standard, yet unique to a particular unit.   > Standards and Norms"WA CORPORATE STANDARD communicates what you strive to BE, every time, in a similar fashion, across the organization so your customers get a consistent style, attitude, or manner. A BEHAVIORAL NORM describes what you strive to DO, every time, in the same fashion, across a unit, so your customers get consistent action, effort, or execution. XZ!zr )Corporate Standards: The Chip Bell Group<*wService Vision: (Why we exist and the experience we seek to create) To provide selected clients with relevant service wisdom they experience as incredibly empowering delivered through a valued partnership which clients perceive as incredibly empowering and surprisingly simple. Corporate Standard: (What we strive to BE) Access to CBG will be perpetual and easy; our response will be stunning. Behavioral Norm: (What we strive to DO) All associates will be reachable by phone 24/7 unless in flight or directly engaged with a client; all phone calls are returned hourly; all e-mails are answered within three hours of receipt. EPP-PIP " P(PP " P7J :Service Strategy Implementation Plan Overview of the Steps;; Phase I  1st and 2nd Quarter Conduct an Initial Service Strategy Assessment Develop a service strategy, including a draft service vision. Determine the key drivers of customer loyalty. Finalize the service vision by the Leadership Team (the  Group of 26 ) Devise a Leadership and communication plan (On-Going) Reaffirm Corporate Values, Craft Corporate Standards & Norms for a Service Culture PnP  m :Service Strategy Implementation Plan Overview of the Steps;; NPhase II  3rd Quarter Roll out the final service vision to all employees and get their input/help with key barriers to great service. Implement Several Small Service Vision-Aligned Actions (Quick Wins) Focus on improving responsible freedom (empowerment) throughout the organization (On-Going) Educate all employees on the importance of great service, as well as the service vision and standards and solicit their input.ZZZ   :Service Strategy Implementation Plan Overview of the Steps;; ~Phase III  4th Quarter Develop system wide and major unit customer service metrics based on the service vision and key drivers of customer loyalty. Develop behavioral norms for both the entire organization as well as specific units aligned with the Service Vision and Corporate Standards Review key processes, practices, policies, and procedures for alignment with the service vision, standard and norms. Begin Employee Service Improvement TeamsTPP :Service Strategy Implementation Plan Overview of the Steps;; Phase IV  1st Quarter Next Year Align the Employee Selection Criteria with the Service Vision, Values Standards and Norms (On-Going) Insure the Recognition/Affirmation Process affirms great customer service (On-Going) Provide orientation, training, and tools that promote customer service competence and confidence. (On-Going) Implement new processes to improve lateral service to eliminate silosn"PmP $$$m:Service Strategy Implementation Plan Overview of the Steps;; >Phase V  2nd Quarter Next Year Design periodic customer feedback and customer intelligence devices for service improvement and to update the understanding of customer expectations. (On-Going) Reinforce the vision, standards and norms in performance management processes. (On-going) n!ZZZ  :Service Strategy Implementation Plan Overview of the Steps;; Phase VI  3rd Quarter Next Year Improve partnership between units and teamwork within units to promote a seamless customer experience (On-Going) Develop a balanced score card for accountability including consideration of incentive compensation awards. Implement methods for service problem (not symptom) resolution and prevention, including a system wide service quality philosophy`"P^P  ^:Service Strategy Implementation Plan Overview of the Steps;; Phase VII  4th Quarter Next Year Launch on-going service training for leaders, suppliers, and vendors including certification processes (e.g., ISO type designations). (On-Going) Develop a service recovery evaluation, redesign and education plan n"ZZZ  r  qc(Root EntrydO)=n9=H@ Pictures'Current User$/SummaryInformation(\     G !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz|}~  !"#tle  Fonts UsedDesign Template Slide Titles 6> _PID_GUIDAN{582F8768-E374-4A87-B101-5CFAC21DA5A9}'_cLouie Delarnoux