Tài liệu The latest thinking on Customer Satisfaction Measurement pdf

The latest thinking on Customer Satisfaction Measurement £ Leading Edge Management Consultancy Limited 27th April 2004... But we can help by changing the way we approach customer satis

The latest thinking on

Customer Satisfaction

Measurement

£ Leading Edge Management Consultancy Limited 27th April 2004

Why we feel we understand the issues around

customer satisfaction

We have been carrying out customer service audits, by telephone and face to face interviews, since 1995

6000 interviews have been completed

We always use ‘moments of truth’

Audits are comprehensive but expensive ff |

A web based system is be cheaper

KPI-online was developed and launched (now known as ACE)

And what we do ourselves:

We became quality assured in 1997 and now have ISO 9000: 2000

We aim to capture our clients expectations

in our briefing sheet when we meet the client

We use KPI-online system for getting

We have been using a system for i

capturing improvements since 1996, called _ Worry Notes (now known as PIN Notes)

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The need for change

The issues for a modern efficient and effective

construction industry

The construction industry is not known for focusing on

customers’/end users’ needs

Many of the people who are actually managing construction projects have no experience in doing so Trees

= groups that have been allocated lottery money

They may have an unrealistic idea of what they ae going to get

for their limited budget and may be insufficient

But we can help by changing the way we

approach customer satisfaction

To improve, we need to:

understand what is important to each customer

as an individual

measure to give a datum

point to show where

choose a specific person to

be responsible for making sure agreed actions are

carried out

measure continuously to show that improvement has taken place

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And so we must begin with a measurement

system that asks the right questions

Many companies have

been working with Key

Performance Indicators (KPI's) - but if they get a low score they don't know what to do to improve it

We need to measure things that give us an action list to work against

If people are being scored

and they don’t understand the basis on which they are being scored, it can

be very threatening

They need to understand

what they need to do to

‘score an 8’

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£

Principle 1 Measure in a useful way by

focusing on ‘Moments of Truth’*

A ‘Moment of Truth’ is

anytime a customer comes

into contact with any aspect

of a business, however remote

It is an opportunity to form

an impression

Many ‘Moments of Truth’

are controlled by people

People are probably your

least controllable asset

*Jan Carlzon, SAS Airline, 1981

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Murphy s law says, according

to Tom Peters,

»> `'each bad moment of truth

scores 10x against you,

=» but each good moment of truth only scores 1x for you’

in

Make the questions into statements which the

Scorer can agree with on a scale of 1-10

Understand what the customer expects

= so that the team can strive

the team is reaching

»> so that the team can identify where its performance is falling short

Focus on the performance gap between the two

=> removes the arbitrariness

of different scoring scales,

1.e what is an 8 out of 10 for one person may be a 6

for another

Perception may not be reality - but that means the issue still exists, but is one

of communication

Managers need to get a higher level strategic overview

against standard business models that they use:

=» Business excellence model

=» Customer satisfaction

=» Quality standard ISO 9000:2000

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The Business Excellence Model (shown in relation to ISO 9000:2000 headings)

System Involvement Process Approach of People Approach

7 ENABLERS RESULTS

a,

actua : Decisions

How the TSO 9000:2000 process model needs Customer requirements & satisfaction to be acted on

CONTINUAL

Management System

` bài

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You also want to be able to present the data in

a graphical and simple way that will show

trends

4 KPI Online - Microsoft Internet Explorer

e+ 3> @ 5 đ _@ GB ở 2 GB 8

People Partnerships Policy & KPI

Expectation - This Time: 9 1st tine; ——

Percepntiun - This Tine: 711 Last Time: —————] |

Principle 2 Start off by understanding exactly what is important to your customer BEFORE YOU BEGIN THE PROJECT so that you can:

Identify what the client expects from the project team on each moment of truth

Help the client understand

their role & how they can help improve the way that the project works

This identifies what a 6 or 8

is And more specifically what a 10 is - as this will be best practice

Help all members of the project team to understand their mutual responsibilities

to one another

project team what they

If you know what is important to your customer then the measurement should be just

a formality

Discuss with the client what Measurement can be at any

=» it brings their hidden =» but should be far enough

agendas onto the table apart so that improvements

can be made and seen before

easier to meet their needs Reviews look at any issues,

">> measurement becomes Suggested improvements or

course of action

=» make one person responsible for making sure it happens

This means that:

You know which issues need improvement

You identify them early enough to make

improvements

Hidden agendas are

exposed - no late surprises

The project team works co- operatively & cohesively

You know exactly what you

Principle 3 Capture issues & develop best practice with the PIN Note system to:

[dentify issues that prevent

a higher level of client satisfaction being achieved

Jointly problem-solve &

agree the likely area to find

a solution

Designate one person to be responsible for finding a solution on a clear

timeframe

Monitor progress Agree the final solution

The PIN Note (Worry Note) system looks like

Mail Print Edit

3g ở

Media Historp

~

Leading Edge Management Consultancy Ltd

Kontinuous Improvement Tracking Tool

Mace Facilitator's Menu for: 2 2 Top (zzt)

5 ; Analysis Templates WorryNotes Create WorryNote (from Questionnaire)

Current User Name Actionee: [A N Other 1 |

9 Perception; 3 Mace improvement Criteria; Programme

Type [Client Complaint ¥]

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Which means that

The whole team is working together

Ideas don’t get lost or forgotten

Dates & actions are met

Improvements actually happen

To summarise

1 Measurement must be carried out

in a useful way

Customer routinely scores supplier

to Summarise

2 Start off in the right direction by identifying

what is important to customers

The team

works to Customer

suoply chain achieve routinely scores l

performance

to Summarise

3 Complete the continuous performance

improvement loop

The team works to achieve target performance

Workshop with supply chain

members

PINs

completed, Continuous actions improvement

implemented

Best practice is codified & shared

Customer routinely scores supplier

Team) meetings

Actions

discussed &

PIN Notes/Worry Notes raised

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‘ACE’ is operated & supported by

Leading Edge Management Consultancy Limited

- delivering better understanding of customers & markets

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Who ¡s Leading Edge?

We are a management consultancy

specialising in:

= customer service measurement

= supply chain management

= market analysis, research and strategy

=™ the construction & engineering sectors

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The Leading Edge client base:

large publicly quoted companies (and their subsidiaries) like Alumasc plc,

Baggeridge plc, BT plc, Caradon plc, Charter plc, Costain plc, EMAP plc,

Hanson plc, Headlam plc, Interserve plc, Lavendon plc, Pilkington plc, RMC plc,

Severn Trent plc, Shanks plc, Tarmac plc, Thames Water plc, WSP plc subsidiaries of large foreign groups like Akzo Nobel, Etex SA, Harsco Inc, Heidelberg Zement, Knauf, Lafarge, Sapa AB, Schreder Group GIE, Weinerberger Gmbh

large privately owned UK companies like Bowmer & Kirkland Ltd, Gratte Bros,

Mace Ltd, Mott MacDonald Group, Mouchel Group, Shepherd Group Ltd, Government departments and agencies like Constructing Excellence, the

Department of Transport & Regions, the Building Research Establishment

(BRE), AEA Technology, JEMU, the Environment Agency, Professional bodies like The Chartered Institute of Building Services Engineers, the Concrete Society and trade associations like the British Cement Association, The Concrete Centre, Confederation of Construction Clients,

Let us introduce ourselves and our roles

JOHN PRATT MSc FCIM MIMC MICE CEng Chartered Marketer

s> Chairman JENNIFER PRATT DipM FCIM CertEd Chartered Marketer

= Managing Director Nick Hollaway BEng

=> ACE Account Manager

Chris Hadley BSc DipM MCIM Chartered Marketer

= Environmental Sector Project Manager

Glynis Henville

=» Office Manager

Contact details

Jennifer Pratt Managing Director

Leading Edge Management Consultancy Limited

Bancroft House

34 Bancroft Hitchin SG5 1LA Telephone: 01462 440345