The reality of Customer Satisfaction is in the eyes of the observer - the client. The sooner we realize and accept our clients' perceptions of our products and services as reality, and accept it as our challenge, the sooner we will earn their confidence and become their permanent provider of choice.
Customer connectivity represents a set of business processes touching on all aspects of the company. Customer satisfaction is a stack more than the clichés "acquiring about clients" and the catchword "the client is always right". Since some companies sell to a variety of clients with variable and even conflicting desires and necessarily, the goal of acquiring about the clients, and the catchword that "the client is always right", are somewhat vague. We have also found no significant business doctrine in the terms "market driven" and "client oriented". Most business gurus use the phrases interchangeably and have difficulty in shaping and communication their scope and meaning. Successful business leadership go beyond these clichés and strive to provide their designated clients with products and services under the business doctrine of Customer Connectivity.
Because different clients have different necessarily, a company cannot effectively satisfy this wide range of necessarily equally. The most important strategic decision in the pursuit of Customer Connectivity is to choose the most important clients. All clients are important, but invariably some are more important than others. Collaboration among the various functions is important when pinpointing key target accounts and market segments. This done, gross revenue people know whom to turn first and most often, the people who agenda production runs know who gets favored treatment; those who make service calls know who rates special attention. If the priorities are not made clear in the calm of preparation meetings, they for sure won't be when the gross revenue, production programming and service dispatching processes get hectic.
MARKETING AFTER CORONAVIRUS
Customer connectivity starts with client selection however, the next phase is even as important. Company executives must gain a thorough understanding of their clients' buying influences and their related necessarily. Such client information must be communicated by these executives beyond the gross revenue and merchandising functions and permitted to "permeate every business function" - the R&D and design engineers, manufacturing/quality people and field-service specialists. When these technologists, for example, get unvarnished feedback en route clients use their products, they can better develop improvements on the products and the production processes. If, on the other hand, market people predigest the information, technologists may miss opportunities for improvements.
Customer connectivity must be predicated on team dynamics and commitment. Serial communication possibility, when one department passes an idea or request to other routinely, without fundamental interaction can't build the team dynamics and commitment necessary for Customer connectivity. Successful new products don't, for example, emerge out of a process in which merchandising sends a set of specifications to R&D; R&D sends the abstract design to design engineering which sends finished blueprints and designs to manufacturing. But joint design/development reviews and decision-making, in which client and provider functional and divisional people share ideas and discuss alternative solutions and approaches, leverages the different strengths of each party. Powerful internal and external connections make new product development communication possibility clear, coordination strong and commitment high.
Establishing effective business relationships with key client personnel is predominant to making it easy for clients to do business with your company. From the shop floor to the front office, we must establish "one-on-one" client communication possibility that provide real-time client input relative to business relations, product performance, and field service. We must convert these communication possibility to action plans and put forth our best effort to quickly resolve all issues. Let's remember that being nice to people is just 20% of providing good client service. The important part is designing systems that allow you to do the job right the first time. All the smiles in the world are not going to help you if your products or service are unsatisfactory.
Individual and team direct-line communication possibility with clients is the best approach to obtaining timely and related "how are we doing" feedback from clients. Customer satisfaction surveys are tedious, possibly provider slanted and not very accurate in their client service portrayal. We prefer a "one-on-one" client connectivity system!
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