Blocks of Customer Focus

Blocks of Customer Focus Despite all the proclamations, catchy slogans, advertising and customer service, service levels are only slightly improved in recent years. As a professor at Harvard Business School, Rosabeth Moss Kanter puts "Despite the recent coronation of King Media client, many customers remain Commoners ... Most companies today say they serve customers. In fact, they themselves. "The problem is that most organizations only talk about improving customer service. Many managers do not understand what a real customer service is exceptional, they are not willing to tu in your organization to provide, are trying to paint a happy smile on their service providers on the front line, the voice of a program or a client-side of your organization, rather than part of its core strategy.Here are some of the main reasons that so few organizations successfully customer service to tu rhetoric into reality? Little or no segmentation of markets and customer groups. The organization is trying to be everything to everyone. Customers are grouped into one indistinguishable mass, and their expectations (if they have been maintained in all) are not weighted, ranked, and segmented. Little or no customer data. At the time of collection (as an occasional studio) recognizes the positive feedback. But the negative is denied (usually by putting into question the survey methodology). Establish budget priorities, cost containment launched, and resources with little or no systematic report of priorities and expectations of customers. Improvement activities are focused on what the organization or management considers important. The organization is managed from within. New products and services are outside the market through sales and marketing. Customers who do not participate as active partners in research and development. A senior executive at a computer company, once said: "If customers do not like our solutions, the problems of evil." Employees are considered to be the source of the failure. Training and motivational campaigns (eg, recognition programs) are designed to "establish the first line." Management pays little attention to all the studies show that the "85/15 rule" - 85% of failures in services originating in organizational systems, processes and structures. Client inteal tyranny runs rampant. Departments that are served by other departments use the term "inteal customer-supplier relations" to get their needs met or not improve the service to non-residents. Blurred line of sight to exteal customers - many members of the organization (other than those used in first line) have little interaction with exteal customers and often do not understand (and have little reason to worry about), customer expectations and how their work will ultimately help or hinder the achievement of these expectations. A customer group dominates. For example, attention is focused on retailers, dealers, distributors, or with little regard to the final consumer. Little effort to understand the needs and the balance of both groups, while pulling the products and services through the distribution chain or service. The attention is focused on customer acquisition rather than retention. Investment in sales and marketing to attract new customers far outweigh the effort to maintain or expand business with existing customers. Customers are not people. Just as someone involved in the provision of customer service, partnership, or some form of equality. However, when customers are "guaranteed", "consumer", "patient", "passengers", "taxpayer", "account" or "advertising", which often become very human.Business less, such as tennis, those who do not need and not end up losing. In a recent interview, Bob Greene, coordinator of a quality service with AmSouth Mortgage Alabama at Birmingham summarize the challenge that most organizations, "Financial products of a mortgage company to another are essentially the same. We play a quantum "jump and go ahead of our competitors. The only way we can satisfy our customers to advance the needs and therefore more quickly to meet someone in our business. "Jim Clemm is a successful author and inteationally renowned keynote speaker, workshop / retreat leader team of developers and management on leadership, change, customer focus, culture, equipment, and personal growth. Over the past 25 years has produced over two thousand customized presentations, seminars and retreats. Jim five books are inteational bestsellers The VIP Strategy, on all cylinders, Percorsi performance, increasing the distance, and the Leader's Digest. Its website is