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CUSTOMER FOCUS. Successful organisations are customer focused! They plan to meet customer needs, wants and expectations. Escalating environmental change requiring more imagination/intellect/ creativity. Structuring products/service around customer interests.
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Successful organisations are customer focused!
They plan to meet customer needs, wants and expectations.
Escalating environmental change requiring more imagination/intellect/ creativity.
Structuring products/service around customer interests.
De-construction/ decentralisation- effective resource and information sharing.
Entrepreneurial managers and employees.
Effective internal supplier customer chains.
Point of difference. Competitive edge. Current and future success.
Encouragement and reward systems for creativity and innovation.
Internal and external relationships/ networks.
Plans and strategies for meeting and anticipating customer interests.
Legislative compliance and ethical practice.
THE CUSTOMER DRIVEN ORGANISATION
Customers are people, work-teams, businesses or other organisations which utilise goods and services from another. This may be in exchange for money (payment) but does not necessarily involve the exchange of money.
We must know who our customers are, where they come from, their needs and their buying intentions.
The customer, not the organisation,
should determine product style, product quality and theservice offered.
Market research and analysis
– vital activities –
identify your customers, their needs and their prospective purchasing intentions
Never assume that you know what the customer wants or will buy.
Supply/sale/deliverySupply/sale/delivery Other inputs and constraints
Manufacturing or processing operations
Manufacturing or processing operations
Stakeholder/shareholder customer interests
THE SUPPLIER/CUSTOMER CHAIN
Organisations have customers, stakeholders and shareholders.
They all have an interest in your organisation and its performance.
Employees are internal customers. They are also stakeholders.
Shareholders (owners) have a direct financial interest in the organisation’s profits.
Customers are either external or internal to your organisation.
External customers buy or use the goods and services of your organisation and are not employed by or directly associated with the selling organisation.
Internal customers are the people, groups or teams in an organisation to whom completed work, resources or information is passed by fellow employees.
How can an organisation encourage customer awareness in employees like cleaners, maintenance staff, storekeepers and pay administrators, whose work never brings them into contact with external customers?
What benefits should flow on from making backroom staff more aware of external customers?
Is it possible for an organisation to provide excellent customer service without every employee having a job they feel makes a real contribution?
Effective and efficient information sharing at all levels within the organisation is essential to fostering a customer focused work-place culture.
A customer focused culture is one in which excellent customer service is accepted as the norm.
Who pays for your equipment, machinery,computers, stationery?
Who pays the maintenance divisions’ wages?
Who pays the wages of the person who cleans the toilets?
In most instances, when customers make a purchase they have an expectation that the purchase will be accompanied by an associated service of acceptable quality and standard.
This is called bundling.
Customer service can be defined as:
The range of help and support offered to customers before, during and after a sale has been made.
It begins with the first contact and only ends when the customer ceases interaction with you.
Relationships imply trust and dependability.
Effective internal and external customer relationships are the key to business success.
What level of customer service doyou think youshould receive from your internal suppliers?
What level do you consistently give your internal and external customers?
How do you know that they are happy with the service you provide?
Value adding comprises the actions an organisation or supplier takes to ensure that customers perceive their products/services as value for money -because they provide something extra.
Value added products and services contribute to relationship building
How can a business exploit, for example, old‑fashioned snobbery?
How can an intangible such as after‑sales service be made into a value added sales component?
Utilise the innovative and creative
talents of your employees to design
and develop methods by which your
organisation can improve/increase
sales and profits.
Client/customer loyaltymeans that a client/customer retains some sense of commitment to the seller; some notion of satisfaction that will cause them to return on the next occasion when they want similar goods or services.
Your attitude and that of every person in the organisation determines the extent of customer loyalty.
Treat every customer as an appreciating asset
Provide top quality as perceived by the customer
Under promise - over deliver
revenue from continuing satisfied customer relationships
costs. (Tom Peters)
Monitoring, measurement and evaluation of processes and outputs are part of the continuous improvement cycle. If you do not monitor, measure and evaluate you will never know how well, or how poorly the organisation is meeting its goals.
Take care when designing and administering surveys
Target your respondents correctly
Ask the hard questions and act on the answers
You are not the customer!
What the customer perceives as quality is not necessarily what the supplier considers a quality product or service.
Every job description should include a qualitative description of the person-connection to the customer.
Link role and task KPIs to customer service practice.
Use performance evaluations and appraisals to assess and improve customer orientation.
Recognise and reward high levels of internal and external customer service.
ENCOURAGE YOUR CUSTOMERS TO COMPLAIN
WHEN CUSTOMERS COMPLAIN THANK THEM FOR DOING SO
Never assume that because no-one is complaining everything is going well.
"Think of customer complaints as the voice of God and accept them."
Matsushita Electric Industries
Plan to act on the data you collect.
Collecting data that is not used wastes time and resources.
Follow through on your plan
ARE ALL YOUR CUSTOMERS AS VALUABLE AS EACH OTHER?
A POINT WORTH CONSIDERING IS WHETHER YOU NEED OR WANT ALL THE CUSTOMERS YOU HAVE
Can you refuse to service unprofitable customers?
Can Telstra and Australia Post refuse to serve non - profitable customers?
Should you pay more attention to your bigger customers?
Why persevere with insignificant or unprofitable customers?
80 percent of profits are likely to come from 20 percent of customers.
What happens to customer service when the extraordinary comes to be accepted as ordinary by the customer?
IS THE CUSTOMER ALWAYS RIGHT?
By virtue of the fact that the customer can choose not to use your product/service - YES!
However, customer expectations are not always reasonable, or able to be serviced by your organisation.
EDUCATE YOUR CUSTOMERS
Customer service doesn’t just happen.
Good customer service is dependent on your employees - your most valuable
Look after your assets and they will look after your customers.
KNOWLEDGE OF GOOD CUSTOMER PROCEDURES IS NOT INNATE
An effective induction and training program, matched to appropriate performance appraisals will benefit you, your organisation and all the customer supplier interface members.
Products, services and bundles are designed around customer interests and purchasing prospects
Internal customer service is recognised as being of equal importance as external customer service
Organisational plans and strategies for meeting customer needs and expectations are supported by management, staff, systems, technology and constant information gathering processes
Customer feedback is constantly sought, recorded and analysed as part of the continuous improvement cycle and to solve problems efficiently
Products and services are adjusted to meet customer expectations
Staff are trained and empowered to meet customer expectations and to provide excellence in customer service
Workplace culture supports quality and excellence at every
interface of the supplier-customer chain