Tài liệu The latest thinking on Customer Satisfaction Measurement pdf

1Leading Edge Management Consultancy Limited

The latest thinking on
Customer Satisfaction
Measurement
Leading Edge Management Consultancy Limited 27th April 2004
2Leading Edge Management Consultancy Limited
Why we feel we understand the issues around
customer satisfaction
O
We have been carrying out customer service audits, by
telephone and face to face interviews, since 1995.
O
6000 interviews have been completed
O
We always use ‘moments of truth’
O
Audits are comprehensive but expensive
O
A web based system is be cheaper
O
KPI-online was developed and launched (now known as
ACE)
3Leading Edge Management Consultancy Limited
And what we do ourselves:
O
We became quality assured in 1997 and
now have ISO 9000: 2000
O
We aim to capture our clients expectations
in our briefing sheet when we meet the

client
O
We use KPI-online system for getting
feedback from our clients
O
We have been using a system for
capturing improvements since 1996, called
Worry Notes (now known as PIN Notes)
4Leading Edge Management Consultancy Limited
The need for change...
Source: Benchmarking the Government Client Stage 2 Study: Agile Construction
Initiative, December 1999
O
A benchmarking study of 66
central government
departments’ construction
projects (with a total value of
£500m) showed that in 1999:
· 3/4 of the projects
exceeded their budgets
by up to 50%
· 2/3 exceeded their
original completion date
by 63%
5Leading Edge Management Consultancy Limited
The issues for a modern efficient and effective
construction industry
O
The construction industry is not known for focusing on
customers’/end users’ needs

O
Many of the people who are actually managing construction
projects have no experience in doing so.
· head teachers
· hospital trust managers
· groups that have been allocated lottery money
(e.g. Bootle Cricket Club’s pavilion)
O
They may have an unrealistic idea of what they are going to get
for their limited budget and may be insufficient
O
The public sector (with the NAO) is driving the way of engaging
stakeholders in defining construction outputs not inputs
6Leading Edge Management Consultancy Limited
But we can help by changing the way we
approach customer satisfaction
To improve, we need to:
O
understand what is
important to each customer
as an individual
O
measure to give a datum
point to show where
improvement is needed
O
look for where
improvement is needed
O
have specific actions to

work against
O
choose a specific person to
be responsible for making
sure agreed actions are
carried out
O
measure continuously to
show that improvement has
taken place
7Leading Edge Management Consultancy Limited
And so we must begin with a measurement
system that asks the right questions
O
Many companies have
been working with Key
Performance Indicators
(KPI’s) - but if they get a
low score they don’t know
what to do to improve it
O
We need to measure
things that give us an
action list to work against
O
If people are being scored
and they don’t understand
the basis on which they
are being scored, it can
be very threatening.

O
They need to understand
what they need to do to
‘score an 8’
8Leading Edge Management Consultancy Limited
Principle 1. Measure in a useful way by
focusing on ‘Moments of Truth’*
O
A ‘Moment of Truth’ is
anytime a customer comes
into contact with any aspect
of a business, however
remote
O
It is an opportunity to form
an impression
O
Many ‘Moments of Truth’
are controlled by people
O
People are probably your
least controllable asset
O
Murphy’s law says, according
to Tom Peters,
· ‘each bad moment of truth
scores 10x against you,
· but each good moment of
truth only scores 1x for you’
*Jan Carlzon, SAS Airline, 1981

9Leading Edge Management Consultancy Limited
Make the questions into statements which the
scorer can agree with on a scale of 1-10
O
Understand what the
customer expects
· so that the team can strive
to meet it
· not every element is
equally important
O
Measure what the customer
perceives
is the level that
the team is reaching
· so that the team can
identify where its
performance is falling
short
O
Focus on the performance
gap between the two
· removes the arbitrariness
of different scoring scales,
i.e. what is an 8 out of 10
for one person may be a 6
for another
O
Perception may not be
reality - but that means the

issue still exists, but is one
of communication
10Leading Edge Management Consultancy Limited
You need to be able to aggregate the data
against business models that managers are
familiar with
O
While project team members need to work to improve their
‘Moments of Truth’…
O
Managers need to get a higher level strategic overview
against standard business models that they use:
· Business excellence model
· Customer satisfaction
· Quality standard ISO 9000:2000
11Leading Edge Management Consultancy Limited
The Business Excellence Model
PEOPLE
PEOPLE
RESULTS
LEADERSHIP
POLICY &
STRATEGY
PROCESSES
CUSTOMER
RESULTS
KEY
PERFORMANCE
RESULTS
PARTNERSHIPS

& RESOURCES
SOCIETY
RESULTS
®
EFQM Excellence Model
ENABLERS
RESULTS
INNOVATION & LEARNING
Customer
Focus
Leadership
Involvement
of People
Process
Approach
System
Approach
Continual
Improvement
Factual
Decisions
Supplier
Relationships
(shown in relation to ISO 9000:2000 headings)