Class 10 Customer Employee Satisfaction Tool Customer Supply

Class 10 Customer Employee Satisfaction1 Tool Customer Supplie

Class 10 – Customer / Employee satisfaction 1. Tool: Customer–Supplier Chain a. Why do you think we are covering customers and employees in the same session? 2. Book Report 3. Can you think how the accounting department links to customer satisfaction? What about production? Is marketing part of this too? 4. Some questions about whether customer focus is more words than deeds: a. If companies focus on selling efficiency, is that putting the customer first? Is there someone who gets up every morning thinking about customers? b. If so many key measures are ROI, can the customer or employee really be a priority? Do senior managers have customer or employee satisfaction goals? c. Many technology approaches are driven by cost reduction goals - does this help the customer or employee? Are data used to anticipate what customers want next? d. Most structures are organized around products – what about customers? 5. Having a customer focus is called outside-in thinking/acting – the customer being on the outside of the company. But it's also important to view things inside-out: a. Prioritizing the customer base b. The company needs to have the right people to deal with the customers – particularly the most important ones c. The company must have products/services that will satisfy customers today and tomorrow d. The company must make money on its customers… and if not, it needs to figure out whether it can. 6. Case study A marketing budget is about to be reduced as part of an overall cost reduction effort. With whom is the CMO competing when making arguments for keeping as much of the budget as possible? What does the CFO argue? How can the CMO compete? Or the head of production – what does he say? 7. Reframing Leadership – Bolman & Deal a. The authors offer 4 frames as a way to better understand the essence of good leadership. They say leaders need to attend to: · Organizational structure – does this impact the employee… the client? · People and relationships – this is all about both groups · Power and influence – empowerment of employees certainly impacts both groups? · Fostering passion and meaning – how happy would the client be if the employee working with her was passionate? 8. Should all clients be treated the same? What are the characteristics of profitable clients and those who are not? Place lots of small orders Place fewer large orders Order low-margin products Order high-margin products Require large discounts Require few discounts Frequently change orders Infrequent order changes 9. It’s less expensive to keep a client than to get a new one: a. Loyal clients · Buy more often · Buy higher-priced items · Are less price-sensitive b. Client defection hurts c. Client profitability increases over time 10. Same as clients, all employees are not the same. 11. What do you think is the relative value of a great vs. good employee? 12. Leaders need to focus on keeping good people. What’s the cost of retraining someone, assuming you can even find a person as good as the one who left? 13. Revolution in customer skill building: a. Problem solving to achieve consistent quality improvement b. Listening skills to understand intangible attributes of a product or service in the mind of the customer c. Shift from adversarial to cooperative relations aimed at achieving lightning-fast responsiveness d. Work with suppliers and distributors as partners e. Empower first-line sales and service people to solve problems on the spot f. Treat every customer as someone with special needs and with whom you wish to build a special relationship Why do you think Peters says every customer? 14. Case study: A new customer (C) is brought into a services organization (S) with potential to be a major client. C signed an agreement that covered liability limitations. During the first 3 years, revenue from C grew significantly. S made an error in processing C’s work at the beginning of year 4; C asked for a significant rebate—three times the size of the limitation they agreed to—an amount that materially impacted the quarter and year’s profits. (a) What should S do? (b) What factors should be considered in making that decision? (c) Who should make the decision? 15. Launching a Quality revolution: How do these apply to employees & clients? Employees Clients a. Customer focus ------------ b. Systematic support --------- c. Continual improvement--- d. Measurement---------------- e. Total involvement ---------- 16. What questions does a leader need to ask about clients to demonstrate their importance to the company? _______________________ 17. What questions should a leader ask about employees?____ 18. On-boarding a. What does on-boarding mean? b. What does it mean in the context of clients and employees? c. What are keys to a successful new onboarding? _______________________________________________________ 19. Employee and customer tenure is beneficial if the company wants to keep people/customers. What ideas do you have to create customer and employee loyalty? ____________________________ 20. Customers and employees leaving. a. Should you try to retain a client or employee who says they are leaving? b. If the decision is to let them go, is exceeding expectations during departure important? Why? ______________________________________________________ c. “Your most unhappy customers are your greatest source of learning,” Bill Gates. d. Doing what a customer or employee needs may differ from what they say they want; getting to this core is key. Can you think of examples? 21. “Employees who believe management cares about them as a whole person— not just as an employee—are more productive, satisfied, and fulfilled,” (Anne Mulcahy). Listen to them, avoid favoritism, provide growth opportunities. 22. Customer happiness relates to doing the right things right—timeliness, relevance, effectiveness. What percentage of customer-facing actions do you think fall into each of these boxes? How about employee-facing actions? Tool: Customer and employee focus is about doing the right things right. 23. Customer surveys: a. Have you taken one? b. What do you think about it? c. Why do companies conduct them? d. Who analyzes the data? 24. According to Frost and Robinson in “The Leader as Toxin Handler,” how to deal with workplace toxins: a. Acknowledge workplace emotions b. Develop systemic strategies c. Offer support groups d. Reassign toxin handlers e. Implement stress management programs 25. Why can silo inertia (of a good silo) be advantageous? 26. Are there issues with a sales manager who wants to be directly involved with prospects and customers? How sales-oriented should a sales manager be? Should the sales manager contact customers anytime? 27. Summary of client and employee expectations: Product/Service, Relationship, Honesty, Results, Value. 28. Case of ABC division: It offers a broad range of services under ABC Info. XYZ Software, a successful startup within the company, wants to maintain its own brand and marketing department. ABC Info aims to consolidate marketing; XYZ refuses change, citing brand strength. Should there be any link between these brands? Should XYZ have its own marketing? Would changing its model improve or harm the business?

Paper For Above instruction

The intertwining of customer and employee satisfaction is pivotal in shaping the success and sustainability of modern organizations. Covering both in the same session underscores their interconnected roles in creating a cohesive, customer-centric culture. Employees are the frontline ambassadors of a company's values, and their engagement directly influences customer perceptions and loyalty. Likewise, understanding the customer-supplier chain enriches an organization’s comprehension of internal and external value streams, aligning operational functions such as accounting, production, and marketing with customer satisfaction goals.

Accounting's link to customer satisfaction rests in accurate, timely financial information that influences decision-making and resource allocation. For example, cost management and profitability analysis guide strategic choices that impact the customer experience. Production systems aiming for efficiency not only reduce costs but also enhance product quality and delivery speed, directly affecting customer perceptions. Marketing acts as the voice and face of the organization, translating customer insights into strategic initiatives. Effective marketing efforts align with customer needs and preferences, creating value and fostering loyalty.

While the phrase “customer focus” often appears as jargon, genuine commitment requires translating words into observable deeds. Companies that optimize efficiency without genuine customer orientation risk delivering impersonal or inconsistent experiences. Customer-centric companies prioritize outside-in thinking, placing the customer at the core of their strategy. This perspective urges organizations to view their operations from the customer’s vantage point, tailoring products and services to meet evolving needs. Paradoxically, internal perspectives—inside-out thinking—are equally vital, focusing on the company's ability to serve key customer segments through the right people and offerings, ultimately ensuring profitability.

Leadership frameworks like Bolman & Deal’s four frames — organizational structure, people and relationships, power and influence, and fostering passion and meaning — offer valuable insights for aligning organizational culture with customer and employee needs. Leaders must cultivate structures that empower employees, foster meaningful relationships, and inspire passion, thereby enhancing service quality and customer satisfaction.

The segmentation of clients into profitable and non-profitable categories informs resource allocation and service strategies. Profitable clients typically place large, consistent orders, purchase high-margin products, and exhibit loyalty, reinforcing the value of retention over acquisition costs. Conversely, clients who frequently change orders or demand discounts may not justify the expenses associated with servicing them. Emphasizing loyalty reduces costs, as loyal clients tend to buy more, be less price-sensitive, and generate higher profitability over time.

In tandem, the recognition that all employees are not equal necessitates focused talent retention strategies. Great employees contribute significantly to organizational performance, justifying investment in their development. Leaders who prioritize employee well-being, growth, and recognition foster loyalty and reduce costly turnover. The associated costs of retraining replacements reinforce the importance of nurturing top talent.

Revolutionizing customer skills involves cultivating problem-solving capabilities, active listening, and cooperation. Moving from adversarial interactions toward partnerships fosters rapid responsiveness and customized solutions. Empowering frontline employees to resolve issues instantly enhances customer relationships, a viewpoint championed by Peters’ emphasis on treating every customer uniquely. Understanding that different customers require tailored approaches supports building lasting, meaningful relationships.

The case study involving a service organization and a major client highlights ethical and strategic decision-making. When errors threaten profitability and reputation, organizations must consider long-term relationships, fairness, and reputation management. Deciding whether to accommodate a significant rebate request involves weighing immediate financial impact against future loyalty and goodwill, with key decision-makers—managers, finance, and leadership—playing vital roles in the process.

A comprehensive quality revolution encompasses systematic support, continuous improvement, measurement, and total involvement—applied both to employees and clients. Organizations that embed these principles foster cultures of excellence, loyalty, and innovation. Leaders need to regularly ask questions about client and employee value to prioritize effectively and demonstrate strategic focus on their importance.

On-boarding remains critical in integrating new clients and employees. Effective onboarding ensures they understand expectations, organizational values, and their roles. This process underpins loyalty and engagement, ultimately influencing long-term satisfaction and performance.

Employee and customer retention are facilitated through loyalty-building initiatives, including personalized service, recognition, and addressing their specific needs. When departure seems inevitable, exceeding expectations can soften exits, preserving goodwill and creating opportunities for re-engagement. As Gates notes, unhappy customers are valuable sources of learning, emphasizing the importance of listening and continuous improvement.

Leadership that genuinely cares about employees as whole persons fosters higher productivity, satisfaction, and commitment. Listening, fairness, and growth opportunities are crucial. Customer happiness correlates with doing the right things correctly—timely, relevant, and effective actions—supporting the broader goal of focusing on doing things right, not just efficiently.

Customer surveys provide critical feedback, enabling organizations to align offerings with expectations. Analysis of survey data guides strategic adjustments and improves service quality. Handling workplace toxins, as discussed by Frost and Robinson, involves acknowledging emotions, implementing systemic strategies, and supporting staff, ultimately creating healthier work environments conducive to higher performance.

Silo inertia, when managed properly, can preserve organizational knowledge and stability; however, it can also hinder adaptability. Therefore, maintaining balance is key. Sales managers' involvement with customers should be strategic—being accessible when appropriate but not overly intrusive, ensuring a sales orientation aligned with organizational goals without compromising professionalism.

Ultimately, organizations must balance expectations around product quality, honesty, results, and value, for both clients and employees. The case of ABC Info exemplifies challenges in brand management within diversified business units. While XYZ Software's strong brand signifies quality and growth, tensions exist about maintaining distinct identities versus leveraging corporate branding advantages. Strategic alignment and clear branding policies are vital to maximize brand equity and market effectiveness.

References

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