Question 6: We have routine or regular measures of customer service.
At a score of 3, which indicates that the company's senior management sees
their performance as neutral on this specific question, indicating the
consultancy has processes in place for routinely measuring customer
service. Yet from the responses to earlier questions it is clear that
there is a lack of commitment and a lack of urgency to using these routine
or regular measures to quantify their performance in customer service
What the consultancy needs to specifically focus on is creating a set of
customer listening strategies, and as been mentioned before, Voice of the
Customer programs, to develop the discipline of gaining valuable customer
feedback on their performance. A pattern is beginning to emerge in the
question responses of senior management on the one hand seeing customer
centricity as a core strength of the company, yet there are no strategies
in place to either quantify customer satisfaction, or gather their specific
unmet needs overall.
Question 7: We are more customer focused than our competitors.
With a rating of 4, senior management at the consultancy agrees that they
are superior to their competitors in their knowledge of customer needs and
knowledge of their requirements. Paradoxically however the specific
programs and strategies to gain this insight get low ranks on the survey.
As was mentioned in the previous questions' analysis, there is a disconnect
between how management sees the core strength of Business Resource
Management Group and its commitment to the many strategies necessary for
giving themselves the competitive advantage, from a customer-centric
standpoint, they claim to have. A pattern is emerging of the consultancy
claiming to know its customers very well yet either unwilling or unable to
discipline itself, or more critically, find the passion for finding their
customers' voice and requirements in everything they do. This is a
critical point, as many senior managers and even C-level executives quickly
say they are more customer focused than their competitors yet when it comes
to the daily discipline of listening to customers' points of satisfaction,
dissatisfaction, ideas for new services, and the creating of VoC programs,
disconnects begin. The critical element in all this is consistency from
the perception of being customer centric to making the right decisions and
choosing to be disciplined and passionate about seeking out the voice of
the customer. For Business Resource Management Group this will make or
break the total growth potential of the consultancy.
Question 8: I believe this business exists primarily to serve customers.
Scored with a value of 2, which indicates the consultancy's senior
managers disagree with this statement continues to show the paradoxical
nature of how Business Resource Management Groups' management sees their
core strength as being customer-centered, yet as can be seen from the
responses to previous questions, not either committed to or passionate
enough about going after the strategies to gain the insights from
customers. This questions' response as a 2, showing that the consultancy's
management sees the company as not primarily in existence to serve
customers just brings greater depth to the irony and paradox that the
survey is exposing relative to the values versus actions of the company.
Senior managers would counter that the primary business of the company is
to generate a profit, yet the paradox of this is clear when the response to
the first question is compared to the response to this one. One of the one
hand objectives is driven by customer satisfaction yet there is nothing in
terms of the specific commitment to make these objectives anchored in
actual strategies to make them happen.
Question 9: We poll end users at least once per year to assess the quality
of our products and services.
With a score of 2,...
This is consistent with the conflict between what managers
are stating on the one hand that customer centricity is at the center of
their strategies and the lack of activity to make this happen, either out
of a lack of discipline or a lack of passion for getting the Voice of the
Customer into their specific services strategies.
Question 10: Data on customer satisfaction are disseminated at all levels
in this business unit on a regular basis.
With a score of 2 which indicates that in general senior management
disagrees with this statement, further illustrates that customer centricity
is not part of the consultancy's culture today. As has been mentioned
earlier in this paper, the discipline and passion to bring the Voice of the
Customer into the development, execution and completion of strategies is
critical for the company to claim their objectives really are based on
customer satisfaction. Customer satisfaction needs to permeate the
consultancy not with anecdotal data but with survey feedback that shows
very clearly what customers are most and least satisfied with. Only when
this type and level of data is available and posted throughout the
consultancy will lasting change become prevalent throughout the company.
The paradox of claiming objectives are based on customer satisfaction yet
there is a lack of discipline and passion for tracking satisfaction is a
serious issue for the consultancy to resolve.
Three Suggestions for Providing Better Customer Service
The following are the top three recommendations for increasing the level of
customer service within the Business Resource Management Group:
1. Begin a Voice of the Customer Strategy that includes monthly
assessments of customer satisfaction using telephone-based surveys and
the use of a quarterly Customer Advisory Council. This strategy of
creating a Voice of the Customer Strategy needs to publish a dashboard
that is posted in all areas of the consultancy so everyone can
specifically see how their efforts are making a difference in customer
satisfaction. The Customer Advisory Council is a forum which will be
used specifically for gaining greater insights into what customers are
seeing as points of satisfaction and dissatisfaction, many of which
are emerging and not picked up yet on telephone surveys. All these
activities need to be recorded in a dashboard that is published both
online in the company's intranet site but also in hard copy, so it can
be posted throughout the company.
2. Set objectives on customer satisfaction and post monthly progress
toward this goal. As Business Resource Management Group is a small
business itself, it is critical for its growth to have a high
percentage of referencable customers so they can validate for
prospects the value of the consultancy's services. Setting the goal
of having 75% referenceability in their customer base is aggressive
yet attainable, and posting progress towards this goal will galvanize
the staff to drive this figure up, as references are very valuable
during business development and new prospect development. The higher
the number of references the greater the credibility in many
3. Index management bonuses to the customer satisfaction score the
company earns every year, and also index specific project teams'
salary increases and bonuses to per-project satisfaction. This is a
critical step for the consultancy to make so it can change the culture
to be one that values and finds a passion for seeking out customers'
feedback of both the good and bad, and acting on it. Two of the
questions in the survey specifically illustrate that there is a major
disconnect between what the performance levels are with customers and
if the word gets back to other departments, whether good or bad. When
pay increases and bonuses are indexed to customer satisfaction, this
will change quickly and dramatically.
The paradoxes that pervade Business Resource Management Group illustrate on
the one hand an organization that wants to see itself as driven by customer
satisfaction yet lacking either the discipline or passion to define
processes, procedures and programs to actually capture customer
satisfaction data in the first place. The disconnect is disconcerting and
if left to its own direction, will become very wide for the company until
customers will make the perceptions of managers align with the reality of
customers. The bottom line is that the customers' perceptions are reality,
and that the senior managers need to get away from just claiming to have a
competitive advantage due to a knowledge of customers and…
Business The Management Practices of Business Billionaires One way of considering how to effectively manage a business is to consider what successful managers do. This can be achieved by reading business books written by successful managers. Who better to consider than two men who have become billionaires? This paper will consider the business books written by Donald J. Trump and Richard Branson. A consideration of their books will show their management practices,
Managing Organizational Change It is reasonable to suggest that companies of all types and sizes have integrated information technology systems of some sort to help them manage their businesses and achieve a competitive advantage in recent years. Because computer systems tend to become obsolete rapidly as Moore's Law continues to hold true, many companies have accumulated a mish-mash of various computer types and capabilities that may not operate efficiently in a
There are minor differences in prices, quality, and features of these products. Therefore, consumers can choose those products that best match their current needs. In the new market, Technosoft will need to strive hard for building a strong customer base by producing and promoting innovative technology solutions. v. The Bargaining Power of Suppliers: The bargaining power of suppliers is strong against new and small scale software manufacturers while very low against
Human Resource Management Practice Certain combinations of human resource management practices lead to superior outcomes for organizations. The HR combination department is at the heart of organizational performance, productivity, turnover, profits, and market value outcomes. Employees are considered a source of non-duplicable and sustainable competitive advantage. By using the combinations in capabilities, resources, relationships and decisions presented by employees, organizations strategically position themselves thus avoiding threats and maximizing opportunities. Organizations and
Human Resource Management: Ethics and Employment (Pinnington, Macklin & Campbell, 2007) covers those ethical issues that often come up in regards to employer-employee relationships, such as the rights and duties owed between employer and employee. The book is broken down into three parts. The first part is Situating Human Resource Management. The contributors in this part talk about the potential for conflict in the end relationships between employees and employers.
human resource management function has evolved in recent years from the traditional "personnel department" to become a strategic partner in achieving organizational success in companies of all sizes and types. Part of this evolution has been the introduction of innovative methods and questionnaires that can help human resource managers design jobs for efficiency and evaluate employee performance. To gain some fresh insights in this area, this paper provides a