TOPIC 10 - CUTOMER FOCUS needs and expectations (the “voice of the

Importance of Customers customer”)

“Without customers, you don’t have a business.” and employ systematic processes for listening and
- Don Peppers and Martha Rogers, “Customers learning from customers, potential customers, and
Don’t customers of competitors to obtain actionable
Grow on Trees,” Fast Company magazine, July information about products and customer support.
2005 •
Satisfying Customers Understand the linkages between the voice of the
• customer and design, production, and delivery
To meet or exceed customer expectations, processes; and use voice-of-the-customer
organizations must fully understand all product and information
service attributes that contribute to customer value to identify and innovate product offerings and
and lead to satisfaction and loyalty. customer support processes to meet and exceed
• customer requirements and expectations, to expand
Meeting specifications, reducing defects and errors, relationships, and to identify and attract new
and resolving complaints. customers and markets.
• •
Designing new products that truly delight the Create an organizational culture and support
customer framework that allows customers to easily contact
• an
Responding rapidly to changing consumer and organization to conduct business, receive a
market demands consistently positive customer experience, provide
• feedback,
Developing new ways of enhancing customer obtain assistance, receive prompt resolution of their
relationship concerns, and facilitate improvement.
Customer Focus in ISO 9000 •
• Manage customer relationships that build loyalty,
“Top management shall ensure that customer enhance satisfaction and engagement, and lead to
requirements are determined and are met with the the acquisition of new customers.
aim of enhancing customer satisfaction.” •
• Measure customer satisfaction, engagement, and
The standards require that the organization dissatisfaction; compare the results relative to
determine customer requirements, including competitors and industry benchmarks; and use the
delivery information to evaluate and improve organizational
and post-delivery activities, and any requirements processes.
not Quality Profile: Park Place Lexus
stated by the customer but necessary for specified •
or Client-relationship management database that
intended use. tracks
• all aspects of the PPL-Client interaction and
The organization must establish procedures for provides
communicating with customers about product the resulting information to members (employees)
information and other inquiries, and for obtaining •
feedback, including complaints. Empowers members to resolve client complaints on
•
The standards require that the organization monitor
customer perceptions as to whether the
organization
has met customer requirements; that is, customer
satisfaction
Key Customer-Focused Practices for
Performance
Excellence
•
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