A Successful Blueprint for Improving Customer Satisfaction Bruce Rasmussen Carpe Diem Consulting.

A Successful Blueprint forImproving Customer Satisfaction

Bruce RasmussenCarpe Diem Consulting

why bother? satisfaction killers framework to

improve satisfaction

Microsoft specific

approaches

Why bother?

...there is no more strategic issue for a company, or any organization, than its ultimate purpose.

For those who think business exists to make a profit, I suggest they think again.

Business makes a profit to exist. Surely it must Surely it must exist for some higher, nobler purpose than that.exist for some higher, nobler purpose than that.

Source: GNH 2: Ray Anderson Keynote: http://gpiatlantic.org/conference/proceedings/anderson.htm

Return and buy more

Tell other people

Pay a premium

More staff

There are 6 parts to any customer satisfaction program…

1. who should be interviewed

2. what should be measured

3. how should the interview be carried out

4. how should satisfaction be measured

5. what do the measurements mean

6. how to use customer satisfaction surveys to greatest effect

www.b2binternational.com/library/whitepapers

Customer Satisfaction Killers

ECM – market restraints

Source: Frost &Sullivan, 2006

Rank Driver 1-2 Yr 3-4 Yr 5-7 Yr

1 Difficulty in understanding business benefits High High Med

2 End user change management challenges High High Med

3 Mismatch between business needs and solutions offered High Med Med

4 Return on investment Med Med Med

5 Long sales cycle Med Med Low

Source: Frost &Sullivan, 2006

Customer defections

Move away - 3%

Develop other relationships - 5%

Competitive reasons - 9%

Dissatisfied with product or service - 14%

Indifference shown by various personnel towards the customer - 68%

Die - 1%

Rosen, Joel. "Customer Complaints" in Stanley A. Brown

"Breakthrough Customer Service”

John Wiley & Sons, Canada, 1997

Hate is not the opposite of love:

Rollo May


Apathy isRollo May


CUSTOMER RETENTION

PR

OF

IT

Be wary………..

Anderson, E &Mittal, V Strengthening the Satisfaction-Profit Chain Journal of Service Research, Vol 3, No 2, November 2000 107-120

Sales Philosophy

“Selling” occurs when 1 human being brings to the attention of another human being a problem they may be experiencing;

and then goes on to support them to remove the problem

with some commercial benefit accruing

http://carpe-diem.typepad.com/ms_partners

Communications Strategy

RELEVANT

TIMELY

PROACTIVE

Lessons from Microsoft Partners

•Gold Certified partners are the most satisfied. Registered partners are the least satisfied.

•Partners with competencies are more satisfied than those without competencies.

•Partners with more MS certified professionals are more satisfied.

•Partners taking more training/learning are more satisfied.

•Partners with more individuals subscribing MS newsletters are more satisfied.

•Partners attending more webcast events are more satisfied.

ORGANISATION

DIVISION

INDIVIDUAL

CUSTOMER

• Personal mission• Role

• Marketing• Sales• Operations• Hr• Finance• Administration• Non-human

• In this situation…• Sales• Communication

Situation specific behaviours

SALESSALESMission Statement – Customer Satisfaction

My mission is to keep customers informed and to clarify their needs at ALL stages of the sales process, and to actively seek out “fresh” problems they are having so we can solve them before they “bite”.


TECHNICALTECHNICAL

Mission Statement – Customer Satisfaction

My mission is to ensure customers are informed at ALL stages of the repair process, and to “look beyond” the job at hand to identify other areas we can help.


COLLECTIONSCOLLECTIONS


My mission is to ensure customers receive timely and accurate requests for payment, and that delays in payment are investigated for dissatisfaction. I will acknowledge regular payment in full and on time.


ISV PURCHASING PORTALISV PURCHASING PORTAL


My mission is to ensure customers only purchase products that will solve their specific issues, and that any dissatisfaction they have is addressed.

Profits from customers

20% of customers

80% of customers

• Should we sell to fewer customers?

• How do we look after the “big” customers?

• How do we “group” our customers?

• What is our value proposition to each group?


MAJOR CUSTOMERMAJOR CUSTOMER

Charter Statement – Customer Satisfaction

In 2 years time, we want customer X to perceive us as both a strategic partner, and also their most innovative and reliable IT provider.

MEASUREMENT & ADVICE

PRODUCT STACK

more out of what you’ve already got

https://microsoft.prognostics.com/MSPortal/resourcecenter/

Microsoft Integrated Platform:A Foundation for Seamless Computing

Towards an Integrated Platform

Point Solutions

Consulting value add – readiness offer

•32 days of readiness training ($12k)– Public schedule– Customised readiness– Competency certification

•1 day sales/marketing/business value consulting– Sign up during APC– Sales/marketing training

• Needs analysis

– Sales/marketing audit– Sales/marketing planning

A Successful Blueprint for Improving Customer Satisfaction Bruce Rasmussen Carpe Diem Consulting.

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