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Certificate In Delivering Service Excellence
Building A Culture To Create World Class Service
19 – 22 November 2017
Venue TBC, Dubai, UAE
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Overview

In order to develop a reputation for Service Excellence organisations need to become customer-centric. They need to put their customers at the heart of everything they do whether it’s financial control, investment, marketing, recruitment, training, sales, decision-making, process design, organisation design, procurement, innovation, strategic planning, indeed, literally everything is aligned to serving their customers!

The popular thought that an organisation can become World Class by product innovation is flawed. Yes, a new product may allow you to capture the imagination and the interest of consumers but if your service fails to live up to expectations then consumers will turn to an alternative supplier; a product can be replicated rather easily, great service less so.

And the big benefit of delivering a World Class service?

Loyal customers! And the benefit of having loyal customers?

  • Loyal customers will keep coming back
  • Loyal customers will buy more of your products
  • Loyal customers will become advocates of your organisation which will lead to more customers
  • Loyal customers are often prepared to pay a premium for your service
  • Loyal customers will be more tolerant of any problems you may encounter
  • Loyal customers stay with you and are therefore cheaper to manage than new customers because they know their way around your organisation.

The big issue for many organisations is they do not have the culture, the leadership, the systems, the processes or the people to become World Class so they need a new approach.

Course Content
  • Define Service Excellence and explain what constitutes service excellence
  • Describe how to demonstrate personal commitment to service excellence
  • Outline a strategy for implementing service excellence
  • Explain how to assess the service levels achieved and describe a range of approaches to be used to celebrate
  • Outline a number of business transformation strategies to deliver service excellence
  • Describe how to embed a culture of service excellence in an organisation
  • Outline a strategy for defending a service excellence strategy
Who Should Attend

This course is highly recommended for all executives, senior managers and others in all sectors of the economy that have a need to lead and embed a service excellence culture in their organisation.

Benefits Of Attending
  • Demonstrate personal commitment to Service Excellence
  • Outline a number of business transformation strategies to deliver Service Excellence in your organisation
  • Embed a culture of Service Excellence
  • Assess the service levels achieved in your organisation
  • Plan a strategy for defending your Service Excellence strategy
In Association With

    The George Washington University (GWU)

    The George Washington University School of Business is dedicated to excellence in its teaching and research about management within the United States and internationally. The school has a 75-year history of preparing men and women for leadership in both the private and public sectors. Known internationally for its dedication to academic excellence, the school draws students from all parts of the US and around the world. For further information on George Washington University School of Business, please visit their website www.sbpm.gwu.edu

    As Informa Middle East's academic partner, GW reviews a selected range Informa business and finance certificate courses and programmes. Delegates successfully completing these courses receive an Informa/GW Certificate of Completion. GW is also our academic partner for TwentyEighty formerly ESI) courses.


    Alan Power
    Managing Director
    Mpower (UK) Ltd., UK

    Alan Power believes few people today show real leadership – there are many managers about but there are very few genuine leaders. So how do you regard yourself: a Leader or a Manager? You might ask 'what's the difference?' and the answer is: managers have subordinates but leaders have followers! Which, of course, begs another question: 'are you a Leader or a Follower?'. Reflect on how you do your job; did anyone do this job before you? If so, have you carried on doing it the same way as the previous incumbent (i.e. you followed) or have you radically changed the way the job is done to the benefit of all the stakeholders? If you have, maybe you are a Leader. But maybe this thinking is a little simplistic as it suggests that leaders and managers are a different breed when this is obviously not the case because sometimes we lead and sometimes we manage – in other words people can be both leaders and managers and call upon their different skills whenever the situation demands.

    Throughout his career, Alan has been called upon to be both a leader and a manager so has a clear understanding of the requirements of both roles.

    As a Leader, Alan set up several new functions while employed in a major UK bank. For example, he set up the bank's first training centre; became the youngest departmental head in the bank's history; was the first manager to launch a Quality Management system, and used Quality Management to set up a new mortgage company (which won a national award for Quality Management); and he was the first manager in the bank to adopt the Balanced Scorecard.

    As a management development and training professional, Alan qualified as a Leadership Trainer to deliver Action Centred Leadership in the 1970s and has delivered Leadership courses to countless delegates over the years and, with his personal experience as a Leader, his programmes are enriched by his personal experience.

    In 2003, Alan left the corporate world to set up his own consultancy specialising in Leadership, Operations Management, Business Excellence, Lean Thinking, Six Sigma and Customer Service Excellence.



    Dubai, UAE

    Dubai, United Arab Emirates

    Dubai is a luxurious city destination offering a contrast of east meets west, where the traditional and modern blend in harmony. Dubai is one of seven emirates that belong to the United Arab Emirates located in the Middle East.

    Some fast facts about Dubai, UAE

    • About 80 airlines land daily at the Dubai International Airport.
    • English is spoken quite fluently even though Arabic is the official language
    • Dubai has the largest free trade zone in the Middle East
    • The currency used is UAE Dirham which is pegged to the US Dollar
    • The time zone is GMT +4
    • Friday most businesses stay closed as it is the day of Friday prayers (Jumu'ah)
    • In 2016 Ramadan will take place in June

Date Course Fee Before
10 September 2017
Course Fee Before
15 October 2017
Final Fee
19 – 22 November 2017
(BC6883)
US$ 3,995 US$ 4,495 US$ 4,995
Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions and pass the final day examination will receive an Informa/GW Certificate of Completion.

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