Customer satisfaction is a reflection of employee satisfaction

Customer satisfaction is a reflection of employee satisfaction "We discovered that there is a relationship of cause and effect between the two, it was impossible to maintain a base of loyal customers, without a base of loyal employees, and that the best employees prefer to work for companies that offer the type of value exceeding Basa that customer loyalty ... build loyalty has become the test of leadership. ? Frederick Reichheld, The meaning of fidelity and loyalty RulesFor most organizations, in order to improve levels of customer service is an article of faith. And rightly so, because there is a vast body of research to show that building customer loyalty has a significant impact on profitability. In fact, according to a study? based on surveys of 46,000 businesses? a "totally satisfied" customer contributes 2.6 times as much income as "somewhat 'satisfied' customer.Clearly, there are considerable benefits from an organization trying to improve the quality of service and quality. And this is why managers devote much time and money for training programs that "educate" employees on how to deal with customers. What these managers do not understand, however, is that these attempts are largely cosmetic. Real improvements in customer service starts with an excellent service and support to workers themselves.All very often leads to this misunderstanding by sending personnel "smile training", issuing edicts to be more courteous, or teaching them how to handle dissatisfied customers. Meanwhile, the processes and systems are not compatible with server front-line. Irritants and the reduction of moral questions that are being swept aside as excuses. Management of an airline has tried to address the problem of the decline in customer satisfaction by issuing a directive that calls on staff to smile and be friendly to passengers. A stewardess shows the response of managers who not only "We are smiling, even if we are doing our job as one, two or three short flights, often with equipment that does not work properly and with a product that has deteriorated. "Harvard professor and author Rosabeth Moss Kanter compared this rate to put lipstick on a bulldog. Instead of dealing with an ugly and nasty problem (my apologies to bulldog owners), the manager makes superficial changes and tries to pass in front of them as real improvements. The result of this cosmetic effort is, as Kanter points out that "the bulldog of the appearance has not improved, but is now really angry." Taking a body from good to excellent customer service and ultimately depends on people that this service . Can only occur through voluntary? the willingness to go beyond the simple need? of persons serving on the front lines. Going from ordinary to extraordinary performance happens through the discretionary efforts of front-line staff to decide the thousands of "moment (s) of truth" (when a customer interacts with the company in person, by telephone or electronic ), which operates every day in a positive way possible. This enthusiasm, loyalty, devotion, or you can not force people. This happens only through a "culture of compromise", where people in line on the outside reflects the intense pride and ownership that are living in inside.Here are some examples of research that shows the relationship between inteal and exteal services? The best predictor of customer satisfaction among workplace attributes is what Vanderbilt professor Roland Rust calls service climate: "the attributes of the total amount of work that characterize the climate of how workers are well equipped to provide customer service as the adequacy of resources, equipment and skills development. " One percent for each increase in the inteal climate of an increase of two percent of revenue. In cardiac care units where nurses are depressed mood, the mortality rate of patients were four times higher than comparable units. Coell School of Hotel Administration found that employees emotional commitment and sense of identity with society is a key factor in providing excellent service. A study conducted by call center Radclyffe Group found that "satisfied contact center employees to the customers satisfied and loyal customers ... decide whether or not the future with the purchasing decisions of a company, or recommend the services of others, as a direct result of their experiences of contact with a representative of ... Key indicators of contact center representative satisfaction include relationships with colleagues and management, employment problems, and frequency of training or development opportunities ... pride in their work and in society as a whole. "An exteal customer service is as strong as the inteal corporate culture, leadership and commitment that this leadership creates. To paraphrase Abraham Lincoln, our service mark or promise can not fool all of our customers all the time. If the message service with what ultimately experienced by customers, marketing dollars are lost. Customer dissatisfaction and increased right along with the rotation of personnel. Scott Cook, founder of Intuit (creators of Quicken software), puts in this way, "Major brands are won, not bought. The customer experience is the brand that is not based on the marketing budget. "About the Author   Jim Clemm   Taken from Jim's bestseller, The Leader's Digest: Timeless Principles for the success of the team and organization. See the book unique in shape and content, the introduction and chapter one, and comments in this book is a companion book Growing the Distance: Timeless Principles for Personal, Career, success and family. Clemm Jim is a keynote speaker inteationally renowned workshop / retreat leader team of developers and management on leadership, change, customer focus, culture, equipment, and personal growth. Your site is Source: