James Feldman, CSP
Transformational Keynote Speaker James Feldman, CSP started his first entrepreneur venture in high school where he became the photographer for the local newspapers. He found a market for his photography skills by making 35mm slide presentations.
By the mid-’80s, his company James Feldman Associates, Inc. serviced Toyota, Wrigley, Greyhound, Knudsen, Nissan, Ford, Frito-Lay, McDonald’s, California Lottery, Vidal Sassoon, Volkswagen, Red Lobster, and consolidations such as Beatrice, Hewlett-Packard, AT&T, etc.
Today Jim is a sought after transformational speaker that identifies what can be done NOW to impact future trends. He helps guide his clients on the Journey To Bright Ideas™.
James Feldman CSP, Learning from other speakers he crafted his presentation skills when he started to make formal presentations about how to distinguish between rewards and recognition. Soon Jim provided his recognition rewards and presentation skills to McDonald’s, General Tire, Aston-Tate, Microsoft, Neutrogena, Marriott, Mary Kay Cosmetics, Hyatt, Redkin Vidal Sassoon, Disney, and others.
He was a pioneer in the creation of loyalty programs that offered more experiential elements so that redemption choices included individual incentive travel as well as branded merchandise. Individual travel became a half-billion-dollar distribution channel. Jim is considered the advisor and creator of individual incentive travel certificates for Hyatt, Marriott, Sheraton, United, American, and more.
Jim realized that ‘speaking’ to the needs and aspirations of his clients’ customers and employees required education. His message of ‘One Size Does Not Fit All’ has become a classic phrase that represents the needs for better-designed programs and more targeted rewards. To create a buzz Jim started to make formal presentations to trade shows and clients.
Shift Happens! when you learn HOW to think, not what to think
Here’s some relevant information you might want to know about Jim:
Jim offers your organization an infusion of ideas that deliver new ways of looking at opportunities using your existing resources and combining with others to create or increase revenue streams.
He teaches transformational techniques and skills that anyone can learn.
The presentations are customized to your audience.
The content is targeted to your industry.
Jim learns your language and asks ‘what’s working?’ ‘what’s not working?’ ‘what’s missing?’ and ‘what’s next? ‘what’s possible’, and ‘why not?’
He helps organizations learn what they don’t know so they can create their own ‘shifts.’
It’s a demonstration with audience interaction and participation that helps make them aware of that which they have not realized.
He has discussions with your audience, not lecture to them.
100% of his clients have offered to be referrals.
Jim’s deliverable is to encourage how to think ‘inside the box’ to ensure Shift Happens.
Jim delivers insight, wisdom, and big-picture thinking at the intersection of
CUSTOMER ENGAGEMENT, LEADERSHIP, CHANGE, INNOVATION, needed NOW.
D-A-T-I-N-G Your Customer
How do you create a great Customer experience that develops ‘Customer Insistence?’ How do you retain your employees? Unhappy employees can’t make your customers happy. Think of employees as ‘internal customers’ and consumers as ‘external Customers.
These days, even if your customers appear completely satisfied with your product or service, 40%-50% of them will leave you and start doing business with your competition. In these programs, participants will learn the most important steps to creating great customer service and retention. It identifies and capitalizes on flexibility, innovativeness and stress tolerance, and provides an action summary for implementation. Customers are so important I always capitalize the “C”. And in his latest book, Jim offers “plain talk to smart people’ by demonstrating that Customer retention is more cost-effective than Customer acquisition. Treat those Customers you have with exceptional experiences then perhaps they become evangelists for you.
Jim will challenge your business associates to unleash personal and organizational creativity. His uniqueness and innovation thought process reveals the essential innovative skills needed to achieve unconventional, policies, inventive results, delight customers, and develop new resources for growth, profits, competitive advantage, and a Great Customer Experience. It’s called a Customer Return Policy for a reason. What are you doing to bring your Customers back? It’s called D-A-T-I-N-G Your Customer®
Dazzle Customers with Service That Keeps Them Loyal
Anticipate the needs of your Customers
Treat Each Opportunity Uniquely
Innovate To Solve Problems Better
Nurture Your Employees and They’ll Take Care of Your Customers
Guarantee That You Have Customers To Service
Patient satisfaction is an important outcome measure guiding quality improvement in the healthcare setting while the patient-centered care movement places increasing importance on patient engagement in clinical decision-making. However, the concept of patient satisfaction is not clearly defined, and beliefs of patients are not always evident in health surveys.
The terms patient satisfaction and patient experience are often used interchangeably, but they are not the same thing. To assess patient experience, one must find out from patients whether something that should happen in a health care setting (such as clear communication with a provider) actually happened or how often it happened.
Satisfaction, on the other hand, is about whether a patient’s expectations about a health encounter were met. Two people who receive the exact same care, but who have different expectations for how that care is supposed to be delivered, can give different satisfaction ratings because of their different expectations.
Patient-centered care is reliant on careful planning and the considered involvement of patients from before they enter a hospital setting to their transition back into the community. While the hospital environment is important to the patient’s experience, good communication is critical. Moreover, awareness of both the positive and negative effects of staff involvement on patients’ emotional, physical and mental wellbeing is paramount, with systems in place to ensure greater patient involvement in decision-making. Strategies to facilitate improved understanding of patient preferences with respect to involving family members or caregivers in decision-making are also important.
Researchers rarely follow up on surveys to explore patient views and what they mean in greater depth. This customized presentation sets out to examine shifts in the perceptions of hospital care, through in-depth, qualitative data capture and as a result, to gather rich, patient-driven information on user experience and satisfaction in a progressive healthcare setting; and identify influencing factors.
In the past decade, the shift happened. Now there are programs designed to reward employees for performance improvement, achieving business objectives, and safety-related behaviors and activities. With over 1,000 incentive programs created by Jim’s companies, he is a one-of-a-kind expert.
He has been recognized as an international thought leader in all forms of reward programs. If your organization is not using incentive rewards for your employees you are missing a self-funding program that can have a positive impact on performance.
In the past most incentive programs rewarded results. They were tracked by sales. Inside staff, production employees, distribution staff were seldom included. Historically, most safety programs focused on safety violations, making safety suggestions, steps to change unsafe situations rather than results. Safety has become a bigger issue that it was in the past. Records are kept, smartphones record incidents, and the internet has made it easy to report any issues.
Properly designed non-cash reward and recognition programs address many of the major business issues to achieve new success. These programs are different than compensation because they are tied to performance improvement, safety, attendance, or other business objectives.
The potential benefits outweigh the costs. In fact, if they are designed correctly the incremental gains from those that don’t qualify for the top tier awards may fund the entire program.
After many years of working with all most, every size organization Jim has a proven history that realizes that many organizations confuse rewards and compensation. The purpose is not to create a platform or price/value that the participate views as income, but unanticipated rewards that offer something that they normally would have to pay for on their own.
Incremental performance improvement is the overall goal of almost every program. It’s not about the few that win the top prize but the involvement of those that don’t win but still feel appreciated, recognized, and encouraged to participate in the following year’s program.
And never believe that…
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