Creating a Customer Management System
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CREATING A CUSTOMER MEASUREMENT AND MANAGEMENT SYSTEM 1
description
With an effective customer measurement and management system, you can build organizational value. To do so, you will continually pursue three key activities: (1) gather customer information (2) spread that information throughout the organization and (3) use the information to maintain, improve and innovate in products and processes. This presentation uses some common examples and case study of Customer management and measurement from Volvo and Sears.
Transcript of Creating a Customer Management System
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CREATING A CUSTOMER
MEASUREMENT AND MANAGEMENT SYSTEM
PURSUING SUCCESS THROUGH CUSTOMER MEASUREMENT AND MANAGEMENT
BUILD ORGANIZATIONAL VALUE
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LENS OF CUSTOMER V/S LENS OF ORGANIZATION
Lens of Organization
People
Products
Operations
Lens of Customer
Value for Money
Convenience
Ambience
LINKING QUALITY TO FINANCIAL PERFORMANCE
INTERNAL QUALITY
Production Processes
Maintenance Processes
VOLVO AND SEARS WENT THROUGH TREMENDOUS
CHANGES WITH RESPECT TO THEIR CUSTOMER
ORIENTATION WHICH FINALLY LED TO IMMENSE
CHANGES IN THE COMPANY’S PROFITABILITY
AND SALES
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VOLVO’S MODEL OF FACTORS AFFECTING FINANCIAL PERFORMANCE
Improved External Quality
Customer Satisfaction
Customer Loyalty
Improved Internal Quality
Improved Productivity
Cost Reductions
Improved Profitability
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THE EMPLOYEE-CUSTOMER-PROFIT CHAIN AT SEARS
Attitude About Job
Attitude About
Company
Employee Behavior
Employee Retention
Customer Impression
Customer Recommendations
Service (Helpfulness)
Merchandise (Value)
Return on Assets,
Margins, Revenue Growth
Customer Retention
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STRATEGIC SATISFACTION MATRIX
LOW IMPACT AND HIGH
PERFORMANCEMaintain or reduce investment or alter
target market
HIGH IMPACT AND STRONG
PERFORMANCEMaintain or improve
performance - Competitive advantage
LOW IMAPCT AND WEAK
PERFORMANCEInconsequential – Do not waste
resources
HIGH IMPACT AND WEAK
PERFORMANCEFocus
improvements here – Competitive
vulnerability
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CREATING A CUSTOMER MEASUREMENT AND MANAGEMENT SYSTEM
Identifying the Purpose (Strategy
Planning)
Building the “Lens“ of the Customer
(Qualitative Research)
Building the Quality-
Satisfaction Loyalty Survey
From Data to Information
(Data Analysis)
From Information to Decisions
(Priority Setting) A Customer Measurement
and Management System
EXTERNAL SPECIALISTS V/S INTERNAL SPECIALISTS
Offers specific skills related to collecting and analyzing customer data
Apt to be a necessity early on in the process.
EXTERNAL SPECIALIST
Enables direct contact with the customer – critical to customer information
Takes ownership of the system
INTERNAL SPECIALIST
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TRANSFORMATION OVER TIME
Role of External Specialist
Role of Internal Specialist
T I M E
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