Service Performance: Managing Promises and Ensuring Quality
Track Service Management
Duration 90 hours
Skill Level Foundation
Language English

About this Course

Deliver consistent service quality by managing expectations, delivery, and customer feedback.
Learning Mode: Learn at ALC or at Home

Detailed Course Curriculum

Hands-on module breakdown aligned with MKCL production standards and industry requirements.

  • Coordination in Marketing Communication and Challenges
  • What Makes a Product or a Service Appealing - 1
  • What Makes a Product or a Service Appealing - 2
  • What Makes a Product or a Service Appealing - 3
  • What Makes a Product or a Service Appealing - 4
  • What Makes a Product or a Service Appealing - 5
  • What Makes a Product or a Service Appealing - 6
  • Service Marketing Triangle
  • Customer and Call Centre Executive
  • Introduction
  • Integrated Marketing Communications - 1
  • Integrated Marketing Communications - 2
  • Service Intangibility
  • Management of Service Promises
  • Management of Customer Expectations
  • Customer Education
  • Internal Marketing Communication
  • Intangible Services
  • Intangible Services Definition
  • STRATEGIES for Addressing Service Intangibility Strategy - 1 to 4
  • Strategy - 05
  • Present Vivid Information
  • Interactive imagery - definition
  • Make Intangible Services into Tangible Forms
  • Use Brand Icons to Make the Service Tangible
  • Use Association, Physical Representation, Documentation and Visualization
  • Use Viral Marketing or Buzz Marketing
  • Leverage social media
  • Create Advertising That Generates Talk
  • Create a Strong Service Brand - 1
  • Create a Strong Service Brand - 2
  • Coordinating External Communication
  • Apple Case Study
  • Manage Customer Expectation
  • Managing Customer Education
  • Innovation of Google
  • Managing Internal Marketing Communication
  • Guess the Price
  • How to price Services
  • How prices Affect Consumer Perspective
  • Expectations of a Customer
  • Difficulty in Determining Service Prices
  • Pricing Strategies in Service Businesses
  • Non-monetary Costs
  • Cost and Competition Based Pricing
  • Competition-Based Pricing
  • Guidelines for Fixing Pricing
  • Planning for a Technical Assessment of Capacity
  • The pricing consideration
  • Cost and Competition-based Pricing
  • Pricing for Rate of Return
  • Marginal Cost Pricing
  • Administered Pricing
  • Competitive Pricing Example
  • Competitive Pricing
  • Going Rate Pricing
  • Penetration Pricing Strategy
  • What is Pricing?
  • Customer Knowledge of Service Prices
  • The Role of Non-Monetary Costs
  • Price as an Indicator of Service Quality
  • Approaches to Pricing Services
  • Cost Based Pricing
  • Competition Based Pricing
  • Identify the Competitors
  • Research Pricing and Positioning Strategies
  • Averaging the Pricing of all Competitors
  • Choose a Higher, Lower, or Matched Price
  • Demand based Pricing
  • Pricing For Customers - Perceived Value
  • Brand Value
  • Acquisition Value
  • Transaction Value
  • Measuring Perceived Value
  • Drivers for Customer Value
  • Pyramid of Situational Variables
  • Pricing Strategy
  • Customer Perceived Value – Based on Emotional Connect
  • Perceived Customer Pricing Part 2
  • Elements That Shape Perception In Pricing
  • Odd Pricing
  • Synchro Pricing
  • Differentials as Incentives
  • Skimming Strategy
  • Geographic Pricing Strategy
  • Captive Pricing Strategy
  • Pricing for all-Value and Quality-based Customer Perception
  • Value and Quality
  • Quality and Reference
  • Long-Term Benefit
  • Market Research Survey
  • How Value Based Pricing Defrost form a Cost Based Approach
  • Value and Quality-based Customer Perception
  • Value is everything I want in a service
  • Value is the quality I get for the price I pay
  • Prestige Pricing
  • Skimming Pricing
  • Value Pricing
  • Market Segmentation Pricing
  • Pricing Methods
  • Primary Drivers of Customer Estimations of Value
  • Manager Skit
  • Price Framing
  • Price Bundling
  • Complementary Pricing
  • Results-based Pricing
  • Buying Decision - 1
  • Buying Decision - 2
  • Determinants of Customer Perceived Value
  • Cost Determinants
  • Ethics in Pricing Decisions
  • Ethical Principles of Pricing
  • Marketing Communication
  • Integrated Marketing Communication
  • Case Study - Flipkart
  • Case Study - International brands Emirates
  • Case Study - International Brands Taco Bell
  • Barriers and Tools of IMC
  • Practical Rules of IMC
  • Case Studies - Campaigns for Indian Audiences
  • Case Studies - Campaigns for International Audiences
  • Case Studies - Ads Through the Ages
  • Case Studies - Campaigns Using Traditional and Contemporary Methods
  • Creating an Integrated Marketing Strategy
  • Service Culture
  • Introduction to Service Culture
  • Introduction to Service Culture
  • Service Culture
  • Service Culture
  • Corporate Culture
  • Corporate Culture
  • Clan Culture
  • Clan Culture
  • Adhocracy Culture
  • Adhocracy Culture
  • Market Culture
  • Market Culture
  • Hierarchy Culture
  • Hierarchy Culture
  • Introduction to Service Culture
  • Introduction to Service Culture
  • Service Culture  Organization
  • Service Culture  Organization
  • Building Blocks of Service Leadership
  • Building Blocks of Service Leadership
  • Common Service Language
  • Common Service Language
  • Engaging Service Vision
  • Engaging Service Vision
  • Service Staff Recruitment
  • Service Staff Recruitment
  • New Staff Orientation
  • New Staff Orientation
  • Service Communications
  • Service Communications
  • Review, Recognition and Rewards
  • Review, Recognition and Rewards
  • Voice of the Customer
  • Voice of the Customer
  • Service Measures and Metrics
  • Service Measures and Metrics
  • Service Improvement Process
  • Service Improvement Process
  • Service Recovery and Guarantees
  • Service Recovery and Guarantees
  • Service Benchmarking
  • Service Benchmarking
  • Role of employees and boundary-spanning roles
  • Introduction to Role of employees and boundary-spanning roles
  • Introduction to Role of employees and boundary-spanning roles
  • The Critical Role of Service Employees
  • The Critical Role of Service Employees
  • The Service Triangle
  • The Service Triangle
  • External Marketing
  • External Marketing
  • Internal Marketing
  • Internal Marketing
  • Interactive Marketing
  • Interactive Marketing
  • Employee Satisfaction, Customer Satisfaction, and Profits
  • Employee Satisfaction, Customer Satisfaction, and Profits
  • The Effect of Employee Behaviours On Service Quality Dimensions
  • The Effect of Employee Behaviours On Service Quality Dimensions
  • Effect on Reliability
  • Effect on Reliability
  • Effect on Responsiveness
  • Effect on Responsiveness
  • Effect on Assurance
  • Effect on Assurance
  • Effect on Empathy
  • Effect on Empathy
  • Effect on Tangibles
  • Effect on Tangibles
  • Introduction to Role of employees and boundary-spanning roles
  • Introduction to Role of employees and boundary-spanning roles
  • Boundary-Spanning Roles
  • Boundary-Spanning Roles
  • Emotional Labour
  • Emotional Labour
  • Sources of Conflict
  • Sources of Conflict
  • Personal/ Role Conflict
  • Personal/ Role Conflict
  • Organisation/ Client Conflict
  • Organisation/ Client Conflict
  • Inter-Client Conflict
  • Inter-Client Conflict
  • Role of Boundary Spanners in Business
  • Role of Boundary Spanners in Business
  • Within the Department
  • Within the Department
  • Within Business Units
  • Within Business Units
  • With Other Businesses
  • With Other Businesses
  • Quality/ Productivity Trade-Offs
  • Quality/ Productivity Trade-Offs
  • Strategies for delivering service quality through people
  • Introduction to Strategies for delivering service quality through people
  • Introduction to Strategies for delivering service quality through people
  • Strategies for Delivering Service Quality Through People
  • Strategies for Delivering Service Quality Through People
  • Hiring Employees
  • Hiring Employees
  • Competing for Talent
  • Competing for Talent
  • Period of Employment
  • Period of Employment
  • Train for Technical and Interactive Skills
  • Train for Technical and Interactive Skills
  • Empower Employees
  • Empower Employees
  • Promote Teamwork
  • Promote Teamwork
  • Provide Needed Support Systems
  • Provide Needed Support Systems
  • Measure Internal Service Quality
  • Measure Internal Service Quality
  • Provide Supportive Technology and Equipment
  • Provide Supportive Technology and Equipment
  • Develop Service-Oriented Internal Processes
  • Develop Service-Oriented Internal Processes
  • Leadership
  • Leadership
  • This is what makes employees happy at work _ The Way We Work, a TED series
  • This is what makes employees happy at work _ The Way We Work, a TED series
  • Introduction to Strategies for delivering service quality through people
  • Introduction to Strategies for delivering service quality through people
  • Workplace Culture
  • Workplace Culture
  • Pace of work
  • Pace of work
  • Distinction between personal and professional
  • Distinction between personal and professional
  • Respect
  • Respect
  • Mental health
  • Mental health
  • Values as a strategy
  • Values as a strategy
  • Aligned Values
  • Aligned Values
  • Passion
  • Passion
  • Transparency
  • Transparency
  • Customer inputs to improve service quality
  • Customer inputs to improve service quality
  • Importance of customers in service co-creation
  • Introduction to Importance of customers in service co-creation
  • Introduction to Importance of customers in service co-creation
  • Why Is Co-creation Important?
  • Why Is Co-creation Important?
  • Six Factors of Motivation
  • Six Factors of Motivation
  • Type of Customer
  • Type of Customer
  • Types of Co-creation
  • Types of Co-creation
  • The key factors to consider before engaging in a co-creative approach
  • The key factors to consider before engaging in a co-creative approach
  • Different Ways and Approaches to Co-Creation
  • Different Ways and Approaches to Co-Creation
  • Importance of customers in service co-creation
  • Introduction to Importance of customers in service co-creation
  • Introduction to Importance of customers in service co-creation
  • Ongoing Co-creation
  • Ongoing Co-creation
  • Customer Feedback-driven Approach
  • Customer Feedback-driven Approach
  • Marketing
  • Marketing
  • Product Or Service
  • Product Or Service
  • Marketing Approach
  • Marketing Approach
  • Demographic segmentation
  • Demographic segmentation
  • Geographic segmentation
  • Geographic segmentation
  • Psychographic segmentation
  • Psychographic segmentation
  • Behavioural segmentation
  • Behavioural segmentation
  • Customers’ roles and self-service technologies
  • Introduction to Customers’ roles and self-service technologies
  • Introduction to Customers’ roles and self-service technologies
  • Definition Man
  • Definition Man
  • Types of Customers
  • Types of Customers
  • Customers’ Roles
  • Customers’ Roles
  • Customers as Productive Resources
  • Customers as Productive Resources
  • Customers as Contributors 1
  • Customers as Contributors 1
  • The Rapid Growth of the Internet & Supporting Technologies
  • The Rapid Growth of the Internet & Supporting Technologies
  • Introduction to Customer’s roles and self-service technologies
  • Introduction to Customer’s roles and self-service technologies
  • Self-Service Technologies – The Ultimate in Customer Participation
  • Self-Service Technologies – The Ultimate in Customer Participation
  • A Proliferation of New Self-Service Technologies
  • A Proliferation of New Self-Service Technologies
  • Case Study – The vending machines of Japan
  • Case Study – The vending machines of Japan
  • Customer Usage of Self-Service Technologies
  • Customer Usage of Self-Service Technologies
  • Success with Self-Service Technologies
  • Success with Self-Service Technologies
  • Case Study -An unmanned grocery store -The ultimate Self Service Technology
  • Case Study -An unmanned grocery store -The ultimate Self Service Technology
  • Strategies for enhancing customer participation
  • Introduction to Strategies for enhancing customer participation
  • Introduction to Strategies for enhancing customer participation
  • Customer experience
  • Customer experience
  • Customer Engagement
  • Customer Engagement
  • Advantages of Customer
  • Advantages of Customer
  • Disadvantages of Customer
  • Disadvantages of Customer
  • Strategies for Enhancing Customer  Participation
  • Strategies for Enhancing Customer  Participation
  • Define Customers Roles
  • Define Customers Roles
  • Strategies for Enhancing Customer Participation
  • Strategies for Enhancing Customer Participation
  • Companies Getting Creative with Customer
  • Companies Getting Creative with Customer
  • Introduction to Strategies for enhancing customer participation
  • Introduction to Strategies for enhancing customer participation
  • Recruit, Educate and ?Reward Customers
  • Recruit, Educate and ?Reward Customers
  • Recruit the Right Customers
  • Recruit the Right Customers
  • Educate & Train Customers
  • Educate & Train Customers
  • Reward Customers for Their Contributions
  • Reward Customers for Their Contributions
  • Manage OThe Customer Mix
  • Manage OThe Customer Mix
  • Case Study – Ritz Carlton
  • Case Study – Ritz Carlton
  • Employee Role in Customer Participation
  • Employee Role in Customer Participation
  • Lack of inventory capability
  • Introduction to lack of inventory capability
  • Introduction to lack of inventory capability
  • Lack of Inventory Capability
  • Lack of Inventory Capability
  • Demand v/s Supply
  • Demand v/s Supply
  • Simultaneous Production and Consumption
  • Simultaneous Production and Consumption
  • Intangibility
  • Intangibility
  • Differences in Buffering
  • Differences in Buffering
  • Variability in Offering
  • Variability in Offering
  • Variability in Quality of Service
  • Variability in Quality of Service
  • Substantive v/s Peripheral Benefits
  • Substantive v/s Peripheral Benefits
  • Lack of inventory capability
  • Introduction to Lack of inventory capability
  • Introduction to Lack of inventory capability
  • Capacity Constraints
  • Capacity Constraints
  • Assessment of Capacity Constraints
  • Assessment of Capacity Constraints
  • Time
  • Time
  • Labour
  • Labour
  • Equipment
  • Equipment
  • Facilities
  • Facilities
  • Deployment of a centralised management structure
  • Deployment of a centralised management structure
  • Role of Centralised Management in Service Delivery Mechanisms
  • Role of Centralised Management in Service Delivery Mechanisms
  • Consolidation of Functions
  • Consolidation of Functions
  • Process Documentation and Monitoring
  • Process Documentation and Monitoring
  • Expertise Sharing
  • Expertise Sharing
  • Strategies for matching capacity with demand
  • Introduction to Strategies for matching capacity with demand
  • Introduction to Strategies for matching capacity with demand
  • Case Study - Haldiram’s
  • Case Study - Haldiram’s
  • Shifting Demand to Match Capacity
  • Shifting Demand to Match Capacity
  • Modifying Timing and Location of Service Delivery
  • Modifying Timing and Location of Service Delivery
  • Offering Incentives for Non Peak Usage & Charge Full Price
  • Offering Incentives for Non Peak Usage & Charge Full Price
  • Communicate with Customers & Set Priorities
  • Communicate with Customers & Set Priorities
  • Educate Customers
  • Educate Customers
  • Vary How the  Facility Is Used
  • Vary How the  Facility Is Used
  • Vary the Service Offering
  • Vary the Service Offering
  • Differentiate on Price
  • Differentiate on Price
  • About Taco Bell
  • About Taco Bell
  • About Amazon
  • About Amazon
  • Adjusting Capacity to Meet Demand
  • Adjusting Capacity to Meet Demand
  • About Medimix
  • About Medimix
  • Increasing Capacity Temporarily
  • Increasing Capacity Temporarily
  • About H&M
  • About H&M
  • Adjusting Use of Resources
  • Adjusting Use of Resources
  • Waiting line strategies
  • Introduction to Waiting line strategies
  • Introduction to Waiting line strategies
  • What is Waiting Line
  • What is Waiting Line
  • The Demand does not match the Supply
  • The Demand does not match the Supply
  • Rule of thumb for Waiting Line management
  • Rule of thumb for Waiting Line management
  • Dynamics of the waiting line
  • Dynamics of the waiting line
  • Concerns that Properly managing waiting lines
  • Concerns that Properly managing waiting lines
  • Frequency of arrival of customers
  • Frequency of arrival of customers
  • Remaining Competitive
  • Remaining Competitive
  • Investing in The Right Things
  • Investing in The Right Things
  • Cost-effective Systems
  • Cost-effective Systems
  • Investment in The Future
  • Investment in The Future
  • Waiting Line Strategies
  • Introduction to Waiting Line Strategies
  • Introduction to Waiting Line Strategies
  • Key Factors of Cost Optimisation
  • Key Factors of Cost Optimisation
  • Elements and Operation of Waiting Lines
  • Elements and Operation of Waiting Lines
  • Stages of Fluctuation in a waiting line
  • Stages of Fluctuation in a waiting line
  • Understanding Demand Pattern
  • Understanding Demand Pattern
  • Non Predictable Demand
  • Non Predictable Demand
  • Variation In The Service Offering
  • Variation In The Service Offering
  • Communication with the Customer
  • Communication with the Customer
  • Modification of Timing and Location of Service Delivery
  • Modification of Timing and Location of Service Delivery
  • Understanding Customer Price Sensitivity
  • Understanding Customer Price Sensitivity
  • Mahindra Resort
  • Case Study- Singapore Airlines
  • Case Study- Target
  • Case Study- B Dalton
  • Case Study- Flipkart
  • Case Study- Ritz Carlton
  • Case Study- Local Saree Store
  • Case Study- Lego
  • Case Study-  Exl Service Holdings
  • Case Study-  Indigo Airlines
  • Case Study/ Saregama
  • Case Study/ My Airtel App, Makemytrip & VLCC
  • Case Study/ Sodexo, DHL &  Coca- Cola
  • Case Study/ BMW & Unilever
  • Case Study/ IKEA
  • Case Study / Bookmyshow
  • Case Study / Bookmyshow 1
  • Case Study / Bookmyshow 2
  • Dimensions of Service Quality
  • Assurance
  • Reliability
  • Responsiveness
  • Empathy
  • Tangibles
  • Gaps in Service Quality
  • Case Study - Club Med
  • Types of Gaps in Service Quality - gap 1, 2
  • Types of Gaps in Service Quality - gap 3,4
  • Types of Gaps in Service Quality - gap 5
  • Defining and Measuring Service Quality 2
  • Measuring Service Quality
  • SERVQUAL
  • Dimensions of Servqual
  • Servqual: Functioning & Applications
  • Gap 1
  • Gap 2
  • Gap 3
  • Gap 4
  • Gap 5
  • Advantages & Disadvantages of Servqual
  • Case Study - SERVQUAL - Zomato
  • Walk-through Audit
  • Differences between a Walk-through Audit and a customer satisfaction survey
  • Designing a Walk-Through Audit
  • The Walk-Through Audit as a Diagnostic Instrument
  • Innovation in Measuring Service Quality
  • Case Study - Pizza Hut
  • Incorporating Quality in Your Service Package
  • Case Study- Allina Health
  • The Taguchi Method
  • Pros and Cons of the Taguchi Method
  • Case Study-Xerox
  • Case Study -Toyota
  • The Poka-yoke Technique
  • Basic Principles of Poka Yoke Technique
  • Types of Poka-yoke Techniques
  • Advantages and Disadvantages of the Poka-yoke Technique
  • Quality Function Deployment
  • House of Quality Add customer needs and ratings.
  • Advantages of QFD
  • Cost of Quality
  • Cost of Quality Model
  • Statistical Process Control
  • Types of Control Charts - X Bar Chart
  • Assignment: Take a Challenge 05
  • Types of Control Charts - Range Control Chart
  • Types of Control Charts - Standard Deviation Control Chart
  • Types of Control Charts - Individual- Moving Range Chart
  • Application of Control Charts
  • Service guarantee promotes organizational development.
  • Service recovery
  • Approaches to service recovery
  • Complaint handling policy
  • Defining Kaizen
  • Three Principles of W. Edwards Deming
  • Principle 1 – Improvements are based on small changes, not only on major shifts or new inventions.
  • Principle 2 – Employee ideas are valuable.
  • Principle 3 – Incremental improvements are typically inexpensive to implement.
  • Principle 4 – Employees take ownership and are involved in improvement.
  • Principle 5 – Improvement is reflective.
  • Principle 6 – Improvement is measurable and potentially repeatable.
  • Plan-Do-Check-Act Cycle
  • Problem Solving
  • basic tools of data analysis
  • Benchmarking and Improvement Programs 1
  • Benchmarking
  • Case Study - Cricket
  • Case Study - HUL
  • Market Researcher Section
  • Objectives of Benchmarking
  • Talking Heads Section – Process of benchmarking 1
  • Talking Heads Section – Process of benchmarking 2
  • Types of Benchmarking
  • Xerox as an example of benchmarking
  • Improvement at the workplace
  • Definition of Improvement in business practices
  • Background to W Deming
  • 14 Points elaborated.
  • What is Six Sigma?
  • How Six Sigma came to be
  • History of Six Sigma
  • Methodology of Six Sigma
  • Framework options
  • Pros and Cons of Six Sigma
  • Case Study: GE
  • Six Sigma Belts
  • Award Show
  • ISO 9000
  • Definition of ISO – Definition
  • ISO 9000 Continue
  • The Story of Waste
  • Definition of Lean
  • Various Types of Quality Management Tools
  • 5S
  • Poka Yoke
  • Visual Management
  • Just in Time (JIT)
  • Heijunka
  • Value Stream Mapping
  • Muda
  • Muda: The different types of waste
  • Philosophy of Lean Service
  • VIDEO case for Value Stream Mapping
  • Strategic location considerations
  • Competitive clustering
  • Saturation marketing
  • Marketing intermediaries
  • Substitution of communication for travel
  • Separation of front from back office
  • Timing
  • Expansion
  • Location Selection Criteria
  • The strategy of place
  • Site considerations
  • Location selection techniques
  • Biological & Operational Factors to be considered in Site Location
  • Economic & Social Factors to be considered in Site Location
  • Design considerations in the selection of sites for affordable housing
  • Case Study: Selection of warehouse location for a global supply chain
  • Geographical Information System (GIS)
  • Data Capture
  • Spatial Relationships
  • Case Study: General Motors
  • Case Study: Starbucks
  • Geographic Representation
  • Case Study: FedEx
  • Number of Facilities
  • Case Study: HP
  • Optimisation Criteria
  • Problems expressed as puzzles.
  • One Village - A River - Two Clinics
  • Case Study: Medical Clinic Location
  • Facility Location Business Decisions
  • Plant location
  • Locational economics
  • Features in the decision-making process.
  • Economic aspects of site selection
  • Advantage and disadvantage of urban areas
  • Advantage and disadvantage of Rural areas
  • Huff Model for location
  • Regression Analysis in Business
  • APPLICATION REGRESSION ANALYSIS
  • What is Six Sigma?
  • Six Sigma – Ultimate Objective
  • Six Sigma Features
  • Approach to problem-solving
  • Elements of Six Sigma
  • Myths & Misconceptions
  • Benefits of Six Sigma
  • Six Sigma Methodologies
  • Case Study - Mumbai dabbawallas
  • Location factors when opening a dealership.
  • A little about Honda
  • HMSI and Bajaj
  • Honda kick-starts 3-year plan to beat Hero in 2- wheelers.
  • Location Mapping - Problem Identification & Methodology
  • Motorcycle market in India
  • Market Mapping
  • Market Mapping using LOCATE
Eligibility Criteria
• Basic knowledge of computers and keen desire to build skills in this field.
• Open to students, job seekers, and working professionals.
Official Certification
• Official MKCL KLiC Certificate upon successful completion of the course and evaluations.
Work-Centric Learning Approach
• Step 1: Learners are given an overview of the course and its connection to life and work
• Step 2: Learners are exposed to the specific tool(s) used in the course through the various real-life applications of the tool(s).
• Step 3: Learners are acquainted with the careers and the hierarchy of roles they can perform at workplaces after attaining increasing levels of mastery over the tool(s).
• Step 4: Learners are acquainted with the architecture of the tool or tool map so as to appreciate various parts of the tool, their functions, utility and inter-relations.
• Step 5: Learners are exposed to simple application development methodology by using the tool at the beginner’s level.
• Step 6: Learners perform the differential skills related to the use of the tool to improve the given ready-made industry-standard outputs.
• Step 7: Learners are engaged in appreciation of real-life case studies developed by the experts.
• Step 8: Learners are encouraged to proceed from appreciation to imitation of the experts.
• Step 9: After the imitation experience, they are required to improve the expert’s outputs so that they proceed from mere imitation to emulation.
• Step 10: Emulation is taken a level further from working with differential skills towards the visualization and creation of a complete output according to the requirements provided. (Long Assignments)
• Step 11: Understanding the requirements, communicating one’s own thoughts and presenting are important skills required in facing an interview for securing a work order/job. For instilling these skills, learners are presented with various subject-specific technical as well as HR-oriented questions and encouraged to answer them.
• Step 12: Finally, they develop the integral skills involving optimal methods and best practices to produce useful outputs right from scratch, publish them in their ePortfolio and thereby proceed from emulation to self-expression, from self-expression to self-confidence and from self-confidence to self-reliance and self-esteem!

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