Customers

CUSTOMERS
Anyone who thinks

customers are not
important should try doing
without them for a week
Source : Unknown
Pakistan Institute of
Customers
Introduction
Types of Customers
Customer-driven Institutions
Customer Needs, Expectations and Priorities
Customer Relationships Management
Customer Identification and Segmentation
Communication Techniques
Multiple Customer Management and Conflict
Resolution
Customer Partnerships
Customer Retention
INTRODUCTION
Introduction
CUSTOMERS are the most
important people in any institution,
not PROFITS or GROWTH.
The element of customer
satisfaction has advanced to the
forefront of the Quality effort.
Introduction
Companies that have placed an emphasis
on customer satisfaction did so :
To improve their product cost position
through a total quality program which
shifted to customer satisfaction.
To improve their market positions which
started with better product quality then
moving to customer satisfaction.
Introduction
The customers perception of
Quality is the single most
important factor for market share
and profitability and companies
must combine their product quality
with the delivery of service to
provide the highest customer
satisfaction
TYPES OF
CUSTOMERS
Types of Customers
Shareholders
Customers
Company
Employees
Regulators
Community
Suppliers
Organizational Stakeholders
Types of Customers
External Customers
Final Customers/End-Users
Intermediate
Internal Customers
10
Types of Customers
The next operation as customer
- Kaoru Ishikawa
11
Internal Customers
Triple Role
Needs
Supplier
Input
Needs
Processor
Feedback
Output
Customer
Feedback
12
Types of Customers
An Example
13
Types of Customers
Exercise
External Customers - 3 main
customers (describe type)
Internal Customers - 3 main
customers
14
CUSTOMER -DRIVEN
INSTITUTIONS
15
Customer Driven Institutions

A customer driven company serves
the needs of its customers.
The company should develop a
customized approach to customer
satisfaction. This means that the
company will have progressed from
product quality to customer
satisfaction and into market perceived
quality and value as compared to the
competition.
16

This customized approach will
differentiate a company from its
competitors.
The customer will choose a
business because it meets their
needs in some way : better
service, better quality, ease of use
or ability to perform.
17

Price
Controllable:
Product Service
quality quality
Image
Customer-perceived value
Customer
characteristics
Uncontrollable :
Innovation
Business
environment
Loyalty
Market share and profitability

Shareholder value
18

What does it require to build a
customer driven company?
A program format could be :
Listen to the customer : customer
needs
Define a service strategy : the
customer focus
Set standards of performance :
needed for measures and results
19

What does it require to build a
customer driven company?
Select and train employees : the
right employees and proper training
are important
Recognize and reward
accomplishment : Must follow this
through properly
(Shaaf & Zemke, 1989)
20

Nurture
Service
Leadership
Build a service quality
information system
Create a service strategy
Service reliability
Service surprise
Service recovery
Service fairness
Implement the
service strategy
through structure
Implement the
service strategy
through technology
Implement the service strategy through people

Compete for talent
Develop skills and knowledge
Empower servers to serve
Work at teamwork
Measure performance, reward excellence
21
CUSTOMER
NEEDS,
EXPECTATIONS &
PRIORITIES
22
Customer Needs, Expectations

and Priorities
Needs and expectations are the basic
common denominators of customer
retention.
What are needs?
Needs could be defined as the benefits to
be fulfilled by the product or service
defined in the customers own words.
These ought to be identified and their
specific effects on customer retention
determined.
23

and Priorities
What are expectations?

Expectations are closely related to
needs except they are usually stated
in more finite terms, such as the
amount of time for obtaining an
appointment with a physician. They
are frequently dimensional in nature :
time, size, price, completeness and so
on.
24

and Priorities
Products or services have to be
provided that satisfy customer needs.
Customer needs are not stable but
continue to change. A service that
satisfies certain needs may generate
new needs. Maslows hierarchy of
needs is a good illustration of the
advancement of needs.
25

and Priorities
MASLOW HIERARCHY
Self-fulfillment
Needs
Ego or Esteem Needs
Social Needs
Safety Needs
Physiological Needs
26

and Priorities
Juran lists customer needs as such :
Stated needs : What the customers
say they want? (say, a car).
Real needs : What the customers
really want? (Transportation).
Perceived needs : What the
customer thinks is desired? (A new
car is better than a used car).
27

and Priorities
Cultural needs : Status of the
product (a BMW).
Unintended needs : The customer
uses the product in an unintended
manner (a BMW used to haul
concrete blocks).
Needs and their classification can
also be thought of in three ways :
time, state and level.
28

and Priorities
TIME
Existing needs : The needs that are
currently present, such as reliability
or safety.
Future needs : They do not exist
now but may be emerging because
of changes in society, such as
computers with more features.
29

and Priorities
STATE
Emotional needs : These may have
to do with self image, status and
self-fulfillment such as in the Maslow
hierarchy.
Rational needs : These are functional
and utilitarian in nature.
30

and Priorities
LEVEL
Primary needs : These are the more
basic needs in Maslows hierarchy such
as for food, shelter, relationships and
exercise.
Secondary needs : They might be useful
or helpful to the customer but are not
essential, such as attractiveness,
convenience and comfort.
31

and Priorities
Three Levels of Expectations
Looking at different levels of expectations
can help an organization determine where
to place its priorities. Dr. Noriaki Kano of
the Science University in Tokyo has stated
three basic levels of customer reactions to
quality features or characteristics which
are described as take it for granted,
expected and exciting attributes.
32
Customer Needs, Expectations and

Kano Model of Quality
Priorities
Delight
Patient Satisfaction
Exciting
Expected
Neutral
Take-it-for-Granted
Dissatisfaction
Absent
Presence of the Characteristic
33
Fulfilled

and Priorities
Take-it-for-Granted Attributes
Examples of attributes that patients take
it for granted in a healthcare
organization may include matters such
as physician skills, availability of
technology and equipment and systems
set up so that tests are not misplaced.
Patients expect hospitals to provide
skilled physicians and may assume that
medical skill is relatively the same across
hospitals.
34

and Priorities
A patient may not respond favourably
when a healthcare organization
provides a competent service, but if
the organization fails to provide it,
the patient will probably become
frustrated or angry. Ensuring that take
it for granted features are present is
considered by some to be the role of
quality assurance.
35

and Priorities
Expected attributes
Attributes that patients expect may
include attention and concern shown by
nurses and accommodation for visitors.
Like take it for granted attributes,
patients expect these characteristics to
be present, but that expectation is not
assumed to the same degree that, for
example, appropriate equipment may be.
36

and Priorities
Expected attributes
By providing expected attributes an
organization will help ensure that
the patients conscious desires for
care and service are satisfied.
37

and Priorities
Exciting Attributes
Patients may not expect exciting
attributes but are delighted when they
are present.
Examples of exciting attributes could
include no paper work on admission,
extra time with physician or special
concern from a nurse. The more useful
yet unexpected a feature, the more
likely it is to create true delight.
38

and Priorities
Three Levels of Expectations
Meeting needs and expectations is like
trying to hit a moving target.
Something that was an exciting
attribute 10 years ago may be a takeit-for-granted attribute today. That is
one reason, it is important for all
organizations to keep a constant tab
on customers needs and expectations.
39

and Priorities
Customer Priorities
Once organizations know the customers
needs and expectations, they assign
priorities by asking questions :
What attributes are value?

How desirable is each attribute (give some form
of rating)?
How do we compare to the competitors
products?
What other features or services would be of
value?
40
CUSTOMER
RELATIONSHIPS
MANAGEMENT
41
Customer Relationships
Management
For institutions which stress Total

Quality as part of their operating
plans, the interests of the customer
comes first. The business becomes
customer-oriented versus profit
oriented.
Customer relationship management is
the art of managing your relationships
with your customers, be they external
or internal.
42
Management
Internal Customers : Employees

Internal customers are the employees
of the company. Ishikawa coined "the
next operation as customer" in order
to remove the sectionalism of
departments towards each other.
The essential idea is to enable
employees of all departments to come
together to solve problems.
43
Management
Internal Customers : Employees
Customer relationship
management can be best viewed
by showing the Service-Profit Chain
which establishes relationships
between profitability, customer
loyalty, employee satisfaction and
loyalty and productivity.
44
SERVICE-PROFIT CHAIN
The links in the chain are as follows :
Operating Strategy and Service Delivery System
Internal
Service
Quality
Employee
Revenue
Retention
Growth
Employee
External
Customer
Customer
Satisfaction
Service
Satis-
Loyalty
Value
faction
Employee
Profitability
Productivity
Workplace design
job design
employee selection
and development
employee rewards
and recognition
tools for serving
customers
Service
concept : results
for customers
Retention
repeat business
referral
Service designed
and delivered to
meet targeted
customers needs
45
Management
SERVICE-PROFIT CHAIN
Profit and growth are stimulated primarily by

customer loyalty. Loyalty is a direct result of
customer satisfaction. Satisfaction is largely
influenced by the value of services provided
to customers. Value is created by satisfied,
loyal and productive employees. Employee
satisfaction, in turn, results primarily from
high quality support services that enable
employees to deliver results to customers.
46
Management
It is most important in this analysis to
consider the voice of the employees as
customers. In this regard, employee
surveys, interviews or roundtable meetings
are extremely important to gather
information on a number of factors such as
:
State of the company : A perception of the
company through the employees eyes.
State of quality efforts : Are the quality efforts
worthwhile?
47
Management
State of the processes : Are there

improvements?
Reaction to policies and procedures
: What dumb things were
implemented?
Rating of job satisfaction : Do I like
my job, my boss, etc ..
Rating of company satisfaction : Is
the company a good place to work?
48
Management
Research has shown that management

practices relate to employee satisfaction,
which also impacts customer satisfaction.
When employees are satisfied with their
treatment, given the right tools to do the
job and supported by management,
customers are more likely to have higher
perceptions of quality and will continue
to do business with the company.
49
Management
The expression : The Moment of Truth" is

where individuals from the company come
into contact with the external customer.
These employees at "the Moments of
Truth" represent the company to the
customer. The selection of these
"customer contact" employees, therefore,
is one of the most vital tasks for customer
geared organizations. The selection
criteria emphasize : teamwork potential
and customer orientation.
50
Management
Training is extremely crucial to such

organizations which teach these
employees all the necessary skills
which will help ensure that the
external customer is satisfied.
In these outstanding customer service
organizations, employees are treated
with the same respect with which they
are expected to treat external
customers.
51
Management
Communication with employees on

customer satisfaction can be improved
through the following options :
Company newsletters : Basic
information and corporate news
Storyboards : Display on specific
company wall board; memos,
letters, project papers or subjects
that would effect the employees
52
Management
Team meetings : Use them to share

business news or announce news
events.
Posting customer letters of
appreciation or dissatisfaction.
Staff meetings to share the
information
Display of goals, progress charts, etc.
Quality awards from suppliers
53
Management
Some visible signs of employee

satisfaction can be obtained from data
that is accumulated by human
resources such as turnover of
personnel and absenteeism. Exit
interviews should be conducted on all
employees, with emphasis on
gathering information on attributes and
characteristics of the company climate.
54
Management
As Jan Carlson has said "If you are

not serving the customer, your job
is to be serving someone who is".
55
Management
External Customers
The seeking of customer
satisfaction or delight are most
important to the management and
its employees.
The management of the company
can reinforce its commitment to
the customer via its actions.
56
Management
External Customers
The customer expects his or her
needs and expectations about the
product or service to be not only
satisfied, but even exceeded. If
there is a problem with a product
or service, a customer wants an
assurance that there will be help
available.
57
Management
External Customers
Some of the other things that a
customer expects the company to
handle include :
Guarantees e.g. Warranty which is
a public commitment to satisfy the
customer.
58
Management
External Customers
Complaints : But remember only 4% of
the dissatisfied customers let the
company know of the problem. The other
96% vote with their feet but do not
complain because they may not know how
to register a complaint, they don't think it
will do any good, people feel pushy or
awkward if they complain and they think
that the service provider might fight back.
59
Management
External Customers
Feedback : Feedback provides
information on customer
dissatisfaction, establishes its quality
priorities, compares performance
against competition, identifies
customer needs and determines
opportunities for improvement.
Corrective actions
60
Customer Relations Management

At the end of the day, such
organizations will have to build
commitment into their game plan
where customer will always be
right.
61

Most organizations talk about being
customer-focussed but they really do
not show real commitment. What
passes for commitment is compliance.
There are several definitions to
consider :
Compliance : Follows the letter of the

law, the vision or the mission.
Enrolled : A free choice to follow the
company vision or the mission.
62
Commitment : Definitely wants the

vision, the mission to come alive. Will
do what is necessary to make it happen.
In most organizations the vast majority of people are just

compliant. They will follow the leader and do what is
expected of them; few people are enrolled and fewer are
committed to the vision/mission of the company.
63

The committed people will have an
energy, a passion and an excitement
that is over and above the norm. The
committed person will do what is takes;
make new rules; or break the rules in
order to achieve the vision. A group of
committed people, a committed
management, better yet, a committed
company can achieve great things.
64
Management
External Customers
The voice of the customer can be
listened to through a number of ways :
Customer surveys
Customer follow-up surveys (6 months, 1 year or 2 years).
Community surveys : a look at what the community is doing.
65
Management
External Customers
Personal customer contact.
Customer contact reports : Customer
fills out satisfaction report. The
feedback is given directly to the
employee.
Customer counseling : Residents of
specific functions form a council and
provide feedback to the governing
agency.
66
Management
External Customers
Focus groups : Small and large groups
Customer interviews
Electronic mail
Test marketing : small area is tested
for use
Quality guarantees : if not satisfied
we will redo the training
67
Management
External Customers
Inspectors : use of mystery
shoppers, auditors
Ombudsmen : advocates for the
customers
Suggestion boxes
68
Management
External Customers
"You must take the customer's skin

temperature every day"
Matsushita
69
Management
External Customers
The Quality Function Deployment (QFD),

sometimes referred to as the House of
Quality, is a technique which provides a
methodology for ensuring what customers
want which are then translated into
technical characteristics which the
company could employ to provide a better
product in time in line with the customers
needs and expectations.
70
CUSTOMER
IDENTIFICATION &
SEGMENTATION
71
Customer Identification and

Segmentation
They can have any color car they
want, so long as its black
Henry Ford on Model T
72

Segmentation
BASIC PREMISE
Determine what consumers need
and want
Try to satisfy those needs and wants,
provided it is consistent with your
strategy and rate of return.
Move away from Product-Driven
approach towards a Market or
Customer-Driven approach.
73

Segmentation
The biggest single barrier to the
development of an effective
corporate strategy is the strongly
held belief that a company has to
appeal to the entire market.
74

Segmentation
Identify Customers :
Core/Key Customers
Non-Core Customers
Potential Customers
Another classification :
Consumer Customers
Business Customers
For Profits
Not for Profits
75

Segmentation
Segmentation Variables
Purchase Volume
Profitability
Industry
Geographic
Demographic
Psychographic
76

Segmentation
Segmentation Concepts
.
. .. . . ..
.. ..
A A
A
1A 2B
1A
1B
3B
3A
77

Segmentation
Segmentation Concepts
No market
segmentation
Complete
market
segmentation
.
. .. . . ..
.. ..
Segmented by
a single
criterion
A A
A
Segmented by
multiple criteria
1A 2B
1A
1B
3B
3A
78
Price
.. . ..
...
.. .. . . ....
.
.
.
. . . ....
Quality
.
.
...........
. ..
Quality
Quality

Segmentation
Patterns of Segmentation
Price
Price
79

Segmentation
Patterns of Segmentation
Price
Clustered
preferences
.. . ..
...
.. .. . . ....
.
.
.
. . . ....
Price
Quality
.
.
...........
. ..
Diffused
preferences
Quality
Quality
Homogeneous
preferences
Price
80

Segmentation
Choosing a Segmentation Strategy
Create and maintain a customer information
system
Use SWOT analysis to determine competitive
position
Use surveys to evaluate perceptions of your
organization as well as your competitors
Create a segmentation strategy that fits the
strategic intent in the context of opportunity
81

Segmentation
Barriers
Failure to Identify Customers
The We Know our Customers Myth
Failure to align operations with
Marketing Strategies
Failure to distinguish need for
separate service delivery processes
82
COMMUNICATION
TECHNIQUES
83
Organization rely on various
methods to gather, assess and act
on information to serve customers
and drive marketing activities.
84
Key Benefits
Used to discovering customers needs and
requirements.
Management by fact (data-driven
corrective action/process.
Improved customer satisfaction, retention
and advocacy (positive word of mouth).
Pinpoint perceived performance and
market position in terms of competition.
85
Methods
Reactive feedback
Complaint monitoring, warranty
systems
Proactive feedback
Written surveys, telephoning, visiting
customers
86
Information Gathering
Strategic planning
issues
Customer records
Complaints
Surveys
Office
of the
customer
Benchmarking
Transaction
data
Corrective
action teams
Process
improvement
teams
87
Competition is driving companies to
significantly improve 3 vital
components of their communication
systems :
Customer databases
Customer satisfaction systems
(surveys)
Complaint handling systems
88
Surveys
Please be aware of the following
distinctions :
Population versus Sample
Validity
Reliability
Bias
Quantitative versus qualitative
research
89
Survey Tools / Methods
Written/Mail Surveys
Telephone Surveys
In-person Interviews (One-on-One)
Focus Groups
Customer Councils
Joint Planning Meetings
Panels
Comment Cards / Suggestion Boxes
Observation (Murmurs)
Mystery Shoppers
Others
90
Mistakes made in determining customer
satisfaction
Assuming We Know
Using Survey Questions that the
company wants the customer to answer
Survey Samples of Customer that are
neither random nor representative
Poor Question definition and invalid
statistical samples can lead the company
in the wrong direction.
91
Communications - A two-way process
Listen ---> Talk
External Customers :
Provide unsolicited information
Make information available on demand
Internal Customers
Newsletters
Meetings
Story boards
92
Barriers to effective communication
Failure to be Proactive
Customer does not know/cannot
articulate requirements
Failure to use the Customers
Language
Poor Research Design
Ineffective Use of Results
93
Best Practices
Define Customer Requirements
Regularly measure performance and
customer satisfaction
Systematically review survey and
other customer information
Create strategies, corrective action
and process improvement plans on
the basis of the information
94
MULTIPLE CUSTOMER
MANAGEMENT
& CONFLICT
RESOLUTION
95
Multiple Customer Management

and Conflict Resolution
Multiple Customers - Not One
Vital Few (~ 20%) vs Useful Many
(~80%)
Looking at special needs
96

Methodology to follow
Know who your best customers are
Segment the best customers
Price for profit
Consider a strategy to remove
excess services from the lower
profit customers
97

In most dealings involving people,
conflicts will occur.
98

6 basic ways to resolve a conflict
Changing perceptions
Avoiding conflict
Smoothing
Forcing : Win-Lose
Compromise : Win-Lose
Confrontation and problem-solving
99

Service Recovery Process
Apologize
Listen and empathize
Fix the problem quickly and fairly
Offer atonement
Deliver on your promises
Follow-up
100

Resolving conflict helps establish trust
and a long-term relationship.
Conflict resolution is seldom possible
in which the supplier tells the
customer Thats the way we do it,
take it or leave it.
One requires excellent human
relations to deal with resolving
conflict.
101
CUSTOMER
PARTNERSHIPS
102
Refers to the relationships that can
exist between customers and their
suppliers for the mutual benefit of
both.
103
Strategic relationships are known by many
names:
An alliance : working together for a
common purpose.
Partnership : Implies a shared fate, mutual
benefits and equal relationship.
Strategic relationships : Co-operative
undertaking which could involve
technology, licenses, or supply/marketing
agreements.
104
Why develop a customer-supplier
partnership:
A suppliers capabilities might exceed
internal capabilities .hence outsource.
Cost-cutting might force to look outside.
Combining resources may be beneficial to
attain technological breakthroughs, enter
new markets and/or develop new
products/services.
105
Dos of alliances :
Take advantage of unique
strengths
Advantage of marketing channels
Advance of capabilities :
technology, skills, etc.
106
Dont of alliances :
To correct a weakness
Share licensed technology
Rally around certain products
107
Two different kinds of partnerships :
a) Internal customer partnership : This
is between departments.
b) External partnerships with suppliers
:
Mutual benefits
Trust building
Open and complete communication
Interdependence of parties
108
Benefits
Cost/Time Savings
Better products and services
Supplier improvement
109
Barriers
Customer dictates - No equality
Trust takes time
110
CUSTOMER
RETENTION
111
Customer Retention
Total customer satisfaction is a goal for the
customer driven organization. There are
two elements that make up Total Quality :
good service quality and good product
quality.
Once customer purchases a service or
product from the company, the work should
start to retain them for further purchases.
Most organizations spend the bulk of their
resources on attaining new customers and
a smaller amount on retaining customers.
112
Customer Retention
The campaign for retention of
customers can prove to be a major
business decision that effects the
company.
High customer satisfaction
numbers do not necessarily mean
the company has good customer
retention and good customer
loyalty. It is an unreliable indicator.
113
Customer Retention
Unaware of the importance of
customer retention, many customer
service programs are geared wrong.
It has been found that current
customers are worth as much as five
times more than new customers. The
cost of holding and retaining a current
customer is only a quarter of the
costs of acquiring a new customer
(Industrial Engineering, February
1995).
114
Customer Retention
The longer a customer is with you,
the more revenue/profit he or she will
give you. Another study has shown
that companies will boost profits by
about 100% by just retaining 5%
more
of
their
customers.
The life cycle of a customer is defined by 5 stages :
Acquisition: converting a prospect to a customer, high costs
115
Customer Retention
Retention : keeping the customer.
A quarter of the cost to acquire
Attribution : customer enthusiasm
fades as dissatisfaction creeps in
Defection : Losing the customer
Reacquisition : Regaining the
customer but at high cost
116
Customer Retention
The effort to retain customers
requires some effort on the
company's part. Over 60% of
dissatisfied customers are so sick
and tired of poor service that they
think it is futile to complain any
more.
Customers buy expectations, not
just products and services.
117
Customer Retention
Studies indicate that if a problem
does happen and it turns out to be
a bad experience, the unhappy
customer will tell 9 to 10 people
about it. A happy customer might
only tell five people about his good
experience (Sinha J. 1993).
118
Customer Retention
Some techniques for getting to know your
customer better :
Don't use your own instincts as research
data (you're not the customer).
See the world from the customer's side.
The higher you are in organization, the
more out of touch you become (and
arrogantly sure of what the customer
wants).
119
Customer Retention
Go to the source of information
(the customer), use multiple
techniques of research : focus
groups, mail/phone surveys,
comment cards, customer exist
research.
Get customers to really talk :
96% of unhappy customers won't
lodge a complaint.
120
Customer Retention
Do research to retain customers :
Determine how satisfied customers
were.
Conduct research on customer
expectations : friendly clerks, clean
rest rooms, pricing, etc.
Develop a customer profile : a
customer information file can contain
all pertinent data on the customer.
121
Customer Retention
Share the results of customer
research studies but do not go
overboard on the details and
measurement.
Use the research.
Coordinate research efforts.
Sometimes research does not help
the situation.
122
Customer Retention
Customer Loyalty
The value of a loyal customer is
not measured on the basis of one
encounter but rather on his or her
lifetime worth.
Loyal customers account for a high
proportion of sales and profit
growth. Customer retention
generates repeat sales.
123
Customer Retention
Customer Loyalty
It is cheaper to retain customers
e.g in life insurance, new policy
holders become profitable in three
years and in the credit card
business, the break-even point for
a new customer is six years, due
to high marketing and bad debt
cost.
124
Customer Retention
Customer Loyalty
Customer loyalty is something
that must be demonstrated
through an act of execution, trust
or delightful service. They could
become partners with you through
their journey as a customer.
125
Customer Retention
A Satisfied Customer Is Loyal
Loyalty Retention
100%
apostle
Zone of affection
80
Zone of indifference
60
40
Zone of defection
20
terrorist
1
2
extremely somewhat
dissatisfied dissatisfied
3
slightly
dissatisfied
4
satisfied
Satisfaction Measure
126
5
very
satisfied
CUSTOMERS
127

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CUSTOMERS

Anyone who thinks

Customer Driven Institutions

Customer Driven Institutions

Customer Driven Institutions

Market share and profitability

Customer Driven Institutions

Customer Driven Institutions

Customer Driven Institutions

Implement the service strategy through people

Customer Needs, Expectations

Customer Needs, Expectations

What are expectations?

Customer Needs, Expectations

Customer Needs, Expectations

Customer Needs, Expectations

Customer Needs, Expectations

Customer Needs, Expectations

Customer Needs, Expectations

Customer Needs, Expectations

Customer Needs, Expectations

Customer Needs, Expectations and

Customer Needs, Expectations

Customer Needs, Expectations

Customer Needs, Expectations

Customer Needs, Expectations

Customer Needs, Expectations

Customer Needs, Expectations

Customer Needs, Expectations

What attributes are value?

For institutions which stress Total

Internal Customers : Employees

Profit and growth are stimulated primarily by

State of the processes : Are there

Research has shown that management

The expression : The Moment of Truth" is

Training is extremely crucial to such

Communication with employees on

Team meetings : Use them to share

Some visible signs of employee

As Jan Carlson has said "If you are

Customer Relations Management

Customer Relations Management

Compliance : Follows the letter of the

Customer Relations Management

Commitment : Definitely wants the

In most organizations the vast majority of people are just

Customer Relations Management

"You must take the customer's skin

The Quality Function Deployment (QFD),

Customer Identification and

Customer Identification and

Customer Identification and

Customer Identification and

Customer Identification and

Customer Identification and

Customer Identification and

Customer Identification and

Customer Identification and

Customer Identification and

Customer Identification and

Multiple Customer Management

Multiple Customer Management