Topic 5 - Customer Focus New-1
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Transcript of Topic 5 - Customer Focus New-1
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TOPIC 5
CUSTOMER FOCUS
IN THE PUBLIC SECTOR
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Quality Improvement Pyramid
Strategic Plans
Leaders Trustwort! Trusting o" Oters
#$$roaca%le& Ins$iring
'ualit! I($ro)e(ent S!ste( Trained Sta"" Recognition *ata #nal!sis
Custo(er Focus E($owered Sta"" Pro%le( Sol)ing Tea(wor+ 'ualit! Processes Measure(ent S!ste(s
,ision
E""icientProcesses
Sta""Trustwort!Trusting o" Oters
Colla%orati)e& Co((itted
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Identi"!ing Custo(ers
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Giorgio Merli (1990) --- Total ManufacturingManagement
- !e "u#tomer mu#t $e t!e organi%ation toppriority
- 'elia$le "u#tomer# are t!e mo#t important ---$uy repeatedly rom t!e organi%ation and eel t!e
#ati#a"tion via t!eir pur"!a#e#
- u#tomer #ati#a"tion i# en#ured $y produ"ing!ig!-*uality produ"t# --- #ati#a"tion implie#"ontinual improvement
Understanding Custo(er-*e"ined
'ualit!
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u#tomer --- people ,!o intera"t ,it! t!eorgani%ation ater t!e pro"e##e# !ave produ"ed
t!e produ"t
In Q #etting --- "u#tomer in"lude# t!e employee#ie t!o#e ,!o#e ,or. ollo,# t!at o anot!er
employee and it i# dependent on it in #ome ,ay
It i# ea#ier to identiy "u#tomer# via t!in.ing interm# o "u#tomer-#upplier relation#!ip#
!ree type# o "u#tomer# --- internal/ eternal and"on#umer#
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Identi"!ing Custo(er.s
Need/Re0uire(ents in tePu%lic Sector
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Internal "u#tomer --- t!o#e at t!e pro"e##
level department# and .ey "ro##-un"tional
pro"e##e# ,it!in an organi%ation
ontri$ute to organi%ation mi##ion
epend on t!e department 5 un"tionprodu"t# 5 #ervi"e# to ultimately #erve
"on#umer# and eternal "u#tomer#
Internal Custo(er.s Needs
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7ome undamental *ue#tion# need to .no,8
- !at produ"t# 5 #ervi"e# are produ"ed:
- !o u#e# t!e#e produ"t# ; #ervi"e#:
- !o do employee# "all ,rite to 5 an#,er*ue#tion# or:
- !o #upplie# t!e input# to t!e pro"e##:
Internal Custo(er.s Needs(ont
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= matter o en#uring t!at employee# (depend onone anot!er a# individual#) ; department#
(depend on ea"! ot!er a# unit#) "ommuni"atet!eir need# to one anot!er "ontinually
ommuni"ation mu#t $e en"ouraged ; a"ilitated
Improving "ommuni"ation me"!ani#m# --- eg*uality "ir"le# "ro##-departmental team# ;
improvement team#
>a"ilitate "ommuni"ation among internal"u#tomer# ; #upplier#
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?ternal "u#tomer# --- t!o#e ,!o re"eive 5 pay ort!e produ"t# and5or #ervi"e#
!e @out#ider#& ,!o deal# ,it! t!e organi%ation
?g8 'etail #tore# are eternal "u#tomer# to t!emanua"turer# o produ"t# #old --- Aedai 'un"it =li; ?7B
?g8 7tudent# are t!e eternal "u#tomer# to CiM; ot!er in#titution#
E1ternal Custo(er.s Needs
*e$ending on our %usiness $rocess& all o" tese could %e !ourcusto(ers2
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-#tep #trategy or identiying eternal "u#tomer# need#8
S$eculate a%out te results
Plan ow to gater in"or(ation
3ater in"or(ation
#nal!4e te results
Cec+ te )alidit! o" conclusions
Ta+e action
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Primary and 7e"ondary u#tomer#
Pri(ar! custo(ers8 t!e output# o t!e pro"e##e# are ultimately de#igned
developed and #upplied or t!em
Secondar! custo(ers8 re"eive pro"e## output# or are impa"ted $y t!e
pro"e## $ut are not t!e rea#on t!at t!e pro"e## ei#t#
?ample8
D Pro"e## D Euying a ne, "ar
D Primary u#tomer D Euyer
D Secondary Customer Salesperson, Service Dept.
Dealership
Focus on te needs o" !our Pri(ar! Custo(ers
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Relationsi$ %etween Internal
E1ternal Custo(ersFature o "u#tomer-#upplier lin.age# ---
$uild up "!ain o "u#tomer#H t!roug!out
t!e organi%ation t!at "onne"t everyindividual ; un"tion to t!e eternal
"u#tomer# --- "!ara"teri%ing t!e
organi%ation value "!ain
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Building Custo(er
Satis"actionVs
2Strategi4ing Custo(er
Lo!alt!
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I($ortance o" Custo(er Satis"action
and Lo!alt!
Satis"action i# an attitude/ lo!alt! i# a%ea)iorH
oyal "u#tomer# #pend more/ ,illing to pay!ig!er pri"e#/ reer ne, "lient#/ and le## "o#tlyto do $u#ine## ,it!
It "o#t# ive time# more to ind a ne, "u#tomert!an to .eep an ei#ting one !appy
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= irm "annot "reate loyal "u#tomer# ,it!out ir#t
"reating #ati#ied "u#tomer#
7ati#a"tion and loyalty are inluen"ed greatly $y
value #ervi"e *uality integrity and t!erelation#!ip# t!at organi%ation# $uild ,it!
"u#tomer#
oyalty "an $e maintained --- telling t!e trut! to
t!e "u#tomer# ,!et!er it i# good or $ad ne,#
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Many organi%ation# #till o"u# more on
pro"e##e# and produ"t# rom an internal
per#pe"tive rat!er t!an ta.ing t!eper#pe"tive o t!e eternal "u#tomer
(producers should look at processesthrough the customers eyes, not the
organi!ations".
Creating Satis"ied Custo(ers
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!ree =#pe"t# o u#tomer-riven Quality6
- E1$ected 'ualit!
J !at t!e "u#tomer a##ume# ,ill $e re"eived rom t!egood or #ervi"e
J !at i# t!e role o produ"er:
- #ctual 'ualit!
J !e out"ome o t!e pro"e## and ,!at i# delivered to t!emar.et
J !at #!ould $e epe"ted $y produ"er:
- Percei)ed 'ualit!
J Per"eption $y "omparing epe"tation# (epe"ted *uality),it! a"tual *uality
J !at are t!e "on#e*uen"e#:
J Per"eption# are not al,ay# a""urate
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+ prin"ipal dimen#ion# "ontri$ute to
"u#tomer per"eption# o Q
Tangi%les6 #$$earance o" $!sical ele(ents
Relia%ilit!6 *e$enda%le and accurate $er"or(ance
Res$onsi)eness6 Pro($tness7 el$"ulness
#ssurance6 Co($etence& courtes!& credi%ilit!& securit!
E($at!6 Eas! access& good co((unication&understanding o" custo(er
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1 eine and #egment .ey "u#tomer group# andmar.et#
2 Cnder#tand t!e voi"e o t!e "u#tomer (KB)
3 Cnder#tand lin.age# $et,een KB and de#ignprodu"tion and delivery
7i #tep# or "u#tomer-oriented
pra"ti"e#8
http://../VOC.ppthttp://../VOC.ppt -
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4 Euild relation#!ip# t!roug! "ommitment#
provide a""e##i$ility to people andinormation #et #ervi"e #tandard# and
ollo,-up on tran#a"tion#
+ ?e"tive "omplaint management
pro"e##e#
Mea#ure "u#tomer #ati#a"tion or
improvement
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Strategi4ing Lo!al Custo(er
!eory o loyal "u#tomer --- a "u#tomer orever
Aarl =l$re"!t (1996) --- !eory o 7ervi"e'elativity8
, 8 R 9 E
K L Kalue
' L 'e#ult#
? L ?pe"tation#
!e produ"er need# to go $eyond meeting t!eepe"tation --- "reating value
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u#tomer oyalty Model --- 4 "omponent#8
- Business $er"or(ance
J on#ideration o #everal a"tor# ie produ"t
*uality/ #ervi"e *uality/ relation#!ip *uality/
image #trengt!/ and pri"e per"eption
- 3lo%al $erce$tion
J Ea#ed on t!e evaluation o an organi%ationJ Po#itive --- loyalty
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- Lo!alt! %ea)iors
JMea#ured t!roug! dee"tion rate o"u#tomer# and $u#ine##-volume-$y-
"u#tomer rate
- Financial outco(es
J=e"ted $y #everal .ey a"tor#
JMar.et #!are/ redu"ed "o#t#/ employeeattitude#/ proit/ and #!are!older value
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Caracteristics o" a
Custo(er Focused
Pu%lic Organi4ation
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'i"!ard !itely (1991) #ugge#t# se)en
caracteristicso "u#tomer o"u#
1 Ki#ion "ommitment and "limate
2 =lignment ,it! "u#tomer#
3 illingne## to ind and eliminate "u#tomer#&
pro$lem
4 C#e o "u#tomer inormation
+ 'ea"!ing out to "u#tomer#
ompeten"e "apa$ility and empo,erment opeople
ontinual improvement o produ"t# and
pro"e##e#
Q i . Q t
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Qui". Quote
:Te custo(er is not an interru$tion o" our
wor+& te! are te $ur$ose o" our wor+2;
- #non!(ous
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