Customer Focus

MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 9e, © 2014 Cengage Publishing 1
 Importance of Customers
 “Without customers, you don’t
have a business.”
- Don Peppers and Martha Rogers, “Customers Don’t
Grow on Trees,” Fast Company magazine, July 2005

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2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part..
part. 2
 Satisfying Customers
 To meet or exceed customer expectations,
organizations must fully understand all product and
service attributes that contribute to customer value
and lead to satisfaction and loyalty.
 Meeting specifications, reducing defects and errors, and
resolving complaints.
 Designing new products that truly delight the customer
 Responding rapidly to changing consumer and
market demands
 Developing new ways of enhancing customer
relationships

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part. 3
 Customer Focus in ISO 9000
 “Top management shall ensure that customer requirements are
determined and are met with the aim of enhancing customer
satisfaction.”
 The standards require that the organization determine
customer requirements, including delivery and post-delivery
activities, and any requirements not stated by the customer but
necessary for specified or intended use.
 The organization must establish procedures for communicating
with customers about product information and other inquiries,
and for obtaining feedback, including complaints.
 The standards require that the organization monitor customer
perceptions as to whether the organization has met customer
requirements; that is, customer satisfaction.
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 Key Customer-Focused Practices for
Performance Excellence (1 of 2)
 Identify the most important customer groups and markets, considering
competitors and other potential customers, and segment the customer
base to better meet differing needs.
 Understand both near-term and longer-term customer needs and
expectations (the “voice of the customer”) and employ systematic
processes for listening and learning from customers, potential
customers, and customers of competitors to obtain actionable
information about products and customer support.
 Understand the linkages between the voice of the customer and design,
production, and delivery processes; and use voice-of-the-customer
information to identify and innovate product offerings and customer
support processes to meet and exceed customer requirements and
expectations, to expand relationships, and to identify and attract new
customers and markets.
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 Key Customer-Focused Practices for
Performance Excellence (2 of 2)
 Create an organizational culture and support framework that allows
customers to easily contact an organization to conduct business,
receive a consistently positive customer experience, provide feedback,
obtain assistance, receive prompt resolution of their concerns, and
facilitate improvement.
 Manage customer relationships that build loyalty, enhance satisfaction
and engagement, and lead to the acquisition of new customers.
 Measure customer satisfaction, engagement, and dissatisfaction;
compare the results relative to competitors and industry benchmarks;
and use the information to evaluate and improve organizational
processes.

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 Quality Profile: Park Place Lexus
 Client-relationship management database that tracks
all aspects of the PPL-Client interaction and provides
the resulting information to members (employees)
 Empowers members to resolve client complaints on
the spot by allowing them to spend up to $250 to
resolve a complaint, or up to $2,000 by committee.
 A focus on personal and organizational learning
motivates members, which then results in exceptional
understanding of client’s needs and the ability to
deliver service to meet those needs.
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 Quality Profile: K&N Management
 Vision “to become world famous by delighting one
guest at a time.”
 Builds and maintains a focus on “guest delight,” relying
on innovation and technology to create product
offerings that meet or exceed guest requirements.
 All leaders carry a personal digital assistant (PDA) that
alerts them of guest comments and complaints and
daily performance results.

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 Customer Satisfaction
 …“the result of delivering a product or service that
meets customer requirements.”
 Customer satisfaction drives profitability. The typical
company gets 65 percent of its business from existing
customers, and it costs five times more to find a new
customer than to keep an existing one happy.

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 Customer Engagement
 .. customers’ investment in or commitment to a brand
and product offerings.
 Characteristics:
 customer retention and loyalty,
 customers’ willingness to make an effort to do business
with the organization, and
 customers’ willingness to actively advocate for and
recommend the brand and product offerings.

 [see 11/30]

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 American Customer Satisfaction
Index (ACSI)
 Measures customer satisfaction at a national
level
 Introduced in 1994 by University of Michigan
and American Society for Quality
 Based on results of telephone interviews
conducted in a national sample of 46,000
consumers who recently bought or used a
company’s product or service.
 Web site: www.theacsi.org
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part. 11
 ACSI Model of Customer
Satisfaction

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 Identifying Customers
 Consumers - those people who ultimately purchase
and use a company’s products.
 Internal customers - the recipient of another’s output
(which could be a product, service or information)
 External customers - those who fall between the
organization and the consumer, but are not part of the
organization.

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 AT&T Customer-Supplier Model

The natural customer-supplier linkages among individuals,

departments, and functions build up the “chain of
customers” throughout an organization that connect every
individual and function to the external customers and
consumers, thus characterizing the organization’s value
chain.
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 Customer Segmentation
 Demographics
 Geography
 Volumes
 “Vital few” and “useful many”
 Profit potential

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 Net Present Value of the Customer
(NPVC)
 …the total profits (revenues associated with a
customer minus expenses needed to serve a customer)
discounted over time.
 NPVC is often used to segment customers by profit
potential.

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 Key Product Quality Dimensions
 Performance – primary operating characteristics
 Features – “bells and whistles”
 Reliability – probability of operating for specific time and
conditions of use
 Conformance – degree to which characteristics match
standards
 Durability - amount of use before deterioration or
replacement
 Serviceability – speed, courtesy, and competence of
repair
 Aesthetics – look, feel, sound, taste, smell

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17
 Example of Quality Dimensions

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 Key Dimensions of Service
Quality
 Reliability – ability to provide what was promised
 Assurance – knowledge and courtesy of employees
and ability to convey trust
 Tangibles – physical facilities and appearance of
personnel
 Empathy – degree of caring and individual
attention
 Responsiveness – willingness to help customers
and provide prompt service

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 Example 3.1

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 Voice of the Customer
 …customer requirements, as expressed in the
customer’s own terms
 Organizations use a variety of methods, or
“listening posts,” to collect information about
customer needs and expectations, their
importance, and customer satisfaction with the
company’s performance on these measures.

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 Customer Listening Posts
 Comment cards and formal surveys
 Focus groups [A focus group is a form of
qualitative research in which a group of
people are asked about their perceptions,
opinions, beliefs, and attitudes towards a
product, service, concept, advertisement,
idea, or packaging.]
 Direct customer contact
 Field intelligence
 Complaints
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 Internet and social media monitoring
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 Example: Nestlé Purina PetCare
Company*

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 Analyzing Voice of the Customer
Data Affinity diagram---What is
it?

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 The affinity diagram is a business tool used to organize
ideas and data. It is one of the Seven Management and
Planning Tools. People have been grouping data into groups
based on natural relationships for thousands of years;
however, the term affinity diagram was devised by Jiro
Kawakita in the 1960s[1] and is sometimes referred to as the
KJ Method.

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 Example 3.2

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 Example 3.2 – Affinity Diagram

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 Gap Model – Linking the VOC to
Internal Processes [refer questionnaire]

PERCEIVED QUALITY is a
comparison of ACTUAL
QUALITY to EXPECTED
QUALITY

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 Building a Customer-Focused
Organization
1. Making sincere commitments to customers
2. Ensuring quality customer contact
3. Selecting and developing customer contact
employees
4. Managing complaints and service recovery

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 Moments of Truth
 Customer satisfaction or dissatisfaction takes place
during moments of truth—every interaction between
a customer and the organization.
 Example (airline)
 Making a reservation
 Purchasing tickets
 Checking baggage
 Boarding a flight
 Ordering a beverage
 Requests a magazine
 Deplanes
 Picks up baggage

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 Customer Contact Requirements
 …measurable performance levels or expectations
that define the quality of customer contact with an
organization.
 Technical: response time (answering the
telephone within two rings or shipping orders
the same day)
 Behavioral requirements (using a customer’s
name whenever possible)

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 Example: Customer Contact
Requirements
St. Luke’s Hospital of Kansas City

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 Service Recovery and Complaint
Management
 The average company never hears from 96 percent of its unhappy
customers. Dissatisfied individual and business customers tend
not to complain. For every complaint received, the company has
26 more customers with problems, six of whom have problems
that are serious.
 Of the customers who make a complaint, more than half will
again do business with that organization if their complaint is
resolved. If the customer feels that the complaint was resolved
quickly, the figure jumps to 95 percent.
 Customers who remain unsatisfied after complaining result in
substantial amounts of negative word of mouth.

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 Complaint Resolution
 Acknowledge that a customer had a problem (“We’re
sorry you had a problem”)
 Express empathy for the inconvenience that the
customer encountered; willingly accepting the
complaint (“Thanks for letting us know about it”)
 Describe corrective action concisely and clearly
(“Here’s what we’re going to do about it”)
 Appeal to the customer for continued loyalty (“We’d
appreciate you giving us another chance”).

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 Example: Complaint Management
Process at Cargill Corn Milling

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 Manage Customer Relationships
 Customer-supplier partnerships - long-term
relationships characterized by teamwork and
mutual confidence
 Customer-focused technology
 Customer relationship management (CRM) software,
which typically includes market segmentation and
analysis, customer service and relationship building,
effective complaint resolution, cross-selling goods and
services, order processing, and field service.

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 Measuring Customer
Satisfaction and Engagement

1. Discover customer perceptions of how well the organization is

doing in meeting customer needs, and compare performance
relative to competitors.
2. Identify causes of dissatisfaction and failed expectations as well as
drivers of delight to understand the reasons why customers are
loyal or not loyal to the company.
3. Identify internal work process that drive satisfaction and loyalty and
discover areas for improvement in the design and delivery of
products and services, as well as for training and coaching of
employees.
4. Track trends to determine whether changes actually result in
improvements.

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 Designing Satisfaction Surveys
 Identify purpose – who will make decisions using the survey
results?
 Identify the customer
 Determine who should conduct the survey (internal, third
party, etc.)
 Select the appropriate survey instrument (written, telephone,
face-to-face, etc.)
 Design questions and response scales to achieve actionable
results:
 responses are tied directly to key business processes, so that what
needs to be improved is clear; and information can be translated
into cost/revenue implications to support the setting of
improvement priorities.
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 Likert Scales Used for Customer
Satisfaction Measurement

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 Analyzing Feedback Performance-
Importance Analysis
Performance
Low High

High Vulnerable Strengths

Importance

Low Who cares? Overkill

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 Why Customer Satisfaction Efforts
Fail
 Poor measurement schemes
 Failure to identify appropriate quality
dimensions
 Failure to weight dimensions appropriately
 Lack of comparison with leading competitors
 Failure to measure potential and former
customers
 Confusing loyalty with satisfaction

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 Measuring Customer Loyalty
 Overall satisfaction
 Likelihood of a first-time purchaser to repurchase
 Likelihood to recommend
 Likelihood to continue purchasing the same products
or services
 Likelihood to purchase different products or services
 Likelihood to increase frequency of purchasing
 Likelihood to switch to a different provider

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 Net Promoter Score (NPS)
 Developed by (and is a registered trademark of) Fred
Reichheld, Bain & Company, and Satmetrix
 “What is the likelihood that you would recommend us?”
evaluated on a scale from 0 to 10.
 Promoters: scores of 9 or 10 are usually associated with loyal
customers who will typically be repeat customers (“promoters”)
 Passives: scores of 7 or 8 are associated with customers who are
satisfied but may switch to competitors
 Detractors: scores of 6 or below represent unhappy customers who
may spread negative comments
 NPS is the percentage of promoters minus the percentage of
detractors.

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 Customer Perceived Value
 CPV measures how customers assess
benefits—such as product performance,
ease of use, or time savings—against costs,
such as purchase price, installation cost or
time, and so on, in making purchase
decisions.

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part. 44