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Improving your business operations by meeting your company’s objective, mission and current business landscape
 

Improving your business operations by meeting your company’s objective, mission and current business landscape

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Marcus Evans Business Process Improvement & Transformation Conference ...

Marcus Evans Business Process Improvement & Transformation Conference
KL, March 2012

Improving your business operations by meeting your company’s objective, mission and current business landscape
• Re-energising your company’s mission by developing a strategic improvement plan that aligns with its objective
• Establishing business imperative, defining vision and targets, realising the targets and fine-tuning your upcoming business transformation needs
• Measuring the effectiveness of your business processes to see how you can improve your margins

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  • Most organizations in Asia underestimate the PMS most use it to reward/punish their staff (to terminate) informal PMS (angpow) biasness and favoritisms family-owned business (who dare evaluate relatives?)
  • Many people go around setting up PMS without clear understanding of Business Directions… (sometimes its hidden from lower management & consultants)… End up HR and Finance getting beat up by Management by now implementing PMS ‘properly’ Sometimes the Business itself is unclear, in this case, do not ‘re-structure’ the PMS – it will worsen the situation. End up, most Asian SMEs do D.I.Y PMS: Cut-and-paste Off-the-shelf
  • Example of successful customer loyalty strategy focusing on Operational Excellence and Product Leadership while maintaining market standard on Customer Service without indulging in it
  • Example: Google USP – Search, Free! Profit Model – Ad revenue MKt Discipline – Operational Excellence Example: Air Asia USP – Budget Profit Model – Lowest Cost, Maximum Seats Mkt Discipline – Operational Excellence
  • Example: Google USP – Search, Free! Profit Model – Ad revenue MKt Discipline – Operational Excellence Example: Air Asia USP – Budget Profit Model – Lowest Cost, Maximum Seats Mkt Discipline – Operational Excellence
  • How does the Customer define “Great Experience”? - It depends on their own perceptions. Problem is…this differs depending on the Customer! If you are very good in something that the Customer does not value, it will not improve the Experience.
  • To Excel – Must be a Leader in ONE of the disciplines but the other two must be at least at industry standard
  • OPTION 1
  • To Excel – Must be a Leader in ONE of the disciplines but the other two must be at least at industry standard
  • To Excel – Must be a Leader in ONE of the disciplines but the other two must be at least at industry standard
  • Refer to Handout 1: Value Disciplines
  • OPTION 1
  • OPTION 2 But…. I cannot tell you which path CNI has taken!
  • Resources happen to be ONE part of the alignment process in an organization. Resource allocation will very much depend on the other variables illustrated here. Resources must follow the Business Model: USP, Profit Model, Market Discipline
  • CNI:
  • Resources happen to be ONE part of the alignment process in an organization. Resource allocation will very much depend on the other variables illustrated here.
  • Resources happen to be ONE part of the alignment process in an organization. Resource allocation will very much depend on the other variables illustrated here.
  • This grid and discipline will also help in: managing conflicts on where limited resources should go Solve the problem of ever compounding activities and resources
  • Strategies -> KPI? : If we already know our priorities and are aware of al the strategy options available; we are creating something UNIQUE, INNOVATIVE and DISRUPTIVE e.g. Air Asia or… conducting a business Turnaround e.g. MAS KPI -> Strategies? : If we want to find out possible strategies, and determine our priorities first thru selection of important KPIs; when we are gorwing through ‘normal’ business, not a Turnaround.
  • Strategies -> KPI? : If we already know our priorities and are aware of al the strategy options available; we are creating something UNIQUE, INNOVATIVE and DISRUPTIVE e.g. Air Asia or… conducting a business Turnaround e.g. MAS KPI -> Strategies? : If we want to find out possible strategies, and determine our priorities first thru selection of important KPIs; when we are gorwing through ‘normal’ business, not a Turnaround.
  • Strategies -> KPI? : If we already know our priorities and are aware of al the strategy options available; we are creating something UNIQUE, INNOVATIVE and DISRUPTIVE e.g. Air Asia or… conducting a business Turnaround e.g. MAS KPI -> Strategies? : If we want to find out possible strategies, and determine our priorities first thru selection of important KPIs; when we are gorwing through ‘normal’ business, not a Turnaround.
  • Moral 2: Never forget that the goal of business is BUSINESS, not PERFORMANCE management or BSC! Do not just buy a book on ‘best practice KPIs’ and start implementing them. Understand the ‘real’ business first. E.g.
  • Fact: We can all learn from other industries’ KPIs and form strategies similar to them! E.g. Banks are learning from F&B Outlets. Are we very much different from one another? Not really… Even Non-Profits now copy from Business + Government to create best practice models, which are becoming very successful.
  • Common issues with how an organization’s PMS (or the lack of one) actually de-motivate Talents list is gathered from my consulting experience with organizations in Asia (especially SEA)
  • System problems mean that if we correct the PMS, the issues should not happen. Within the control of HR and other policy makers The rest are people problems i.e. usually with the Superior. These issues are softer and much harder to resolve.
  • Exercise: What is Performance Appraisal GENERALLY used for? What does your company use it for?
  • Refer to Handout and Exercise : 1. Which Performance Management System should we use.doc Managing expectations = e.g. from Finance Department and Credit Control
  • Example: What do you mean by Good? A, B, or C? Achieve 5 tasks, what is your rating? You mean if I achieve all, I only get AVERAGE? You must be crazy
  • This looks better for the ‘achieved all’ category But… the ratings still look ambiguous, right?
  • This looks better for the ‘achieved all’ category But… the ratings still look ambiguous, right?
  • This slide explains how you can REDUCE your organization’s KPIs by focusing on what matters most
  • Example: Define ‘Initiative’ How do rate Initiative on a 10-pt scale?
  • Example: Define ‘Initiative’ How do rate Initiative on a 10-pt scale? Exercise: Determine 1 core Competency/Values you want to evaluate Create a list of 5 ‘observable’ behaviors of that competency

Improving your business operations by meeting your company’s objective, mission and current business landscape Improving your business operations by meeting your company’s objective, mission and current business landscape Presentation Transcript

  • IMPROVING YOUR BUSINESSOPERATIONS BY MEETING YOURCOMPANY’S OBJECTIVE, MISSIONAND CURRENT BUSINESSLANDSCAPECase Study, Concepts and Debatable IdeasKenny OngTakaful Ikhlas Sdn Bhd
  • The World Today… 13th April 2009 •Two Domino’s employees •YouTube •Apology from Domino’s after 48 hours •1 million hits •Twitter: questions on silence •LinkedIn: suggestions by users in forum BusinessWeek, May 4, 2009
  • TAKAFUL IKHLAS CORPORATE PROFILE• Shareholder : MNRB Holdings Berhad (100%)• Established Date : 18 September 2002• Operational since : 2 July 2003• Takaful Model : Al-Wakalah• Business Portfolio : General and Family Takaful• Number Products : More than 90• Number of Participants : More than 1,800,000• Number of Agents : More than 6,000• Number of Staff : 490• Regional Offices : 11• Paid Up Capital : RM295 million
  • TISB Medical/Health (EB/GHS) Solution EASY ACCESS TO CARE CLIENT PANEL CLINICS •Panel of 2000 clinics •Processing Bills nationwide •Payment •All major hospitals recognises •Appointment and our GLs removal •Policies & Procedures•Appointment & management of •Tracking Entitlements medical panel TISB •Issues & Complaints •Overcharging & Abuse 1st CLASS SERVICE •MC Verification •Benefit & Procedure briefing Panel GP Clinics •Help Desk •Tri-annual Cost & Utilization Specialist Referral Report & Hospitals •Benchmarking SPECIALIST & HOSPITALS •Analysis & Recommendations Employees •Issuance of GL •Hosp. Bank EMPLOYEES & DEPENDANT Guarantee/Deposit • Claims Submission •Appointment and removal PEACE OF MIND • Tracking of eligibility •Tracking Entitlements •24/7 LOG Issuance • Enquiries & Complaints •Processing Bills •Cashless Admission • Employee benefit materials •Payment •Comments • Unions •Hospital Reports • Abuse of benefits
  • Contents• Re-energising your company’s mission by developing a strategic improvement plan that aligns with its objective• Establishing business imperatives, defining vision and targets, realising the targets and fine- tuning your upcoming business transformation needs• Measuring the effectiveness of your business processes to see how you can improve your margins
  • In Other Words… ↑ Focus ↓ Complexity
  • Intro
  • “…in the past 18 months, we have heard that profit is more important than revenue, quality is more important that profit, people are more important than profit, customers are more important than our people, big customers are more important than small customers, and that growth is the key to our success. No wonder our performance is inconsistent" CEO, Anonymous
  • Before we start…In the old days of HR…• Average training hours per staff• % of staff attending training• # of training programs• % of training programs conducted• Training needs analysis conducted• Competency models developed• Training budget as % of payroll What’s wrong with this picture?
  • Before we start…Moral of the story…2. Innovation: – Business models – Products – Services3. Market Leadership4. Competitive differentiation Get the picture?
  • Understanding Your Business Model and Strategy Focus on the Business Strategy and Business Direction first
  • The McPlaybook* Make it easy to eat Make it easy to prepare • 50% drive-thru • High Turnover • Meals held in one • Tasks simple to learn hand & repeat Make it quick Make what customers want • “Fast Food” • Prowls market for new • Tests new products products for Cooking Times • Monitored field tests*Adapted from: Businessweek , Februrary 5th 2007
  • What is the Business Model?•Google•Tata Nano USP Market Profit Model Discipline
  • Business Model: USP Unique Selling Proposition (USP) = Targeted Customer =Core Buying Purpose/ Customer Value Proposition/ Job To Be Done (JBTD)
  • Business Model: USP“The Product is Not the Product”• What is the customer really buying?• What is the “Core Buying Purpose”?
  • Business Model: USP1. Insufficient WEALTH2. Insufficient ACCESS3. Insufficient SKILL4. Insufficient TIME
  • Business Model: Profit Model RevenueAssets Cost Cash Margin Flow
  • Strategy + BSC Financial Revenue Cost Margin Cash Flow AssetCustomers Internal ProcessLearning & Growth
  • What is the Business Model? USP MarketProfit Model Discipline
  • Market Discipline Product "They are the most innovative" •LV Leadership "Constantly renewing and creative" "Always on the leading edge"•Air Asia Operational •Ramly Customer Intimacy Excellence "Exactly what I need""A great deal!" Customized products Excellent/attractive price Personalized communications Minimal acquisition cost and "Theyre very responsive" hassle Preferential service and Lowest overall cost of flexibility ownership Recommends what I need"A no-hassles firm" "Im very loyal to them" Convenience and speed Helps us to be a success Reliable product and service
  • Alignment & Consistency: Market Disciplines Product Leadership (best product) Eg. Google Tata Nano Operational Excellence Customer Intimacy (low cost producer) (best total solution)Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
  • Alignment & Consistency: Market Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution)Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
  • Alignment & Consistency: Market Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution)Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
  • Alignment & Consistency: Disciplines, Priorities, and KPIsOperational Product Leadership Customer Intimacy Excellence • New, state of the • Management by• Competitive price art products or Fact• services Error free, • Easy to do reliable • Risk takers business with• Fast (on • Meet volatile • Have it your way demand) customer needs (customization)• Simple • Fast concept-to- • Market segments• counter of one Responsive • Never satisfied - • Proactive,• Consistent obsolete own and flexible information for competitors all • Relationship and products• consultative Transactional • Learning selling• Once and Done organization • Cross selling
  • Alignment & Consistency: Market Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution)Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
  • Alignment & Consistency Apple powerful Product Leadership products, premium (best product) pricing, limited range Still Doing well in Acer super lean HP well-balanced 2009/2011 cost structure, portfolio, mass aggressive pricing customizationOperational Excellence Customer Intimacy (low cost producer) (best total solution)
  • ALIGNING YOUR ORGANIZATIONTO THE BUSINESS MODEL
  • Strategy: Disciplines, Priorities, and KPIs Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution)Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
  • Strategy: Disciplines, Priorities, and KPIsOperational Product Leadership Customer Intimacy Excellence • New, state of the • Management by• Competitive price art products or Fact• services Error free, • Easy to do reliable • Risk takers business with• Fast (on • Meet volatile • Have it your way demand) customer needs (customization)• Simple • Fast concept-to- • Market segments• counter of one Responsive• • Never satisfied - • Proactive, Consistent obsolete own and flexible information for competitors all • Relationship and products• consultative Transactional • Learning selling• Once and Done organization • Cross selling
  • Strategy: Value Disciplines• Operational Excellence • Move know-how from top performing units to others • Benchmark against best in class • Ensure operations training for all employees • Use disciplines like TQM for continuous learning to reduce costs and improve quality
  • Strategy: Value Disciplines• Customer Intimacy • Capture knowledge about customers • Understand customer needs • Empower front line employees • Ensure that everyone knows the customer • Make company knowledge available to customers
  • Strategy: Value Disciplines• Product Leadership • Reduce time to market • Commercialize new products fast • Ensure that ideas flow • Reuse what other parts of the company have already learned • Ensure there are multiple sources of funding
  • Strategy: Value Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution)Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
  • Strategy: Value Disciplines Product Leadership (best product) Operational Excellence Customer Intimacy (low cost producer) (best total solution)Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
  • Alignment: 4-Wheels Model Business Model PersonStructure Strategic Planning Culture Leadership Resources
  • Alignment: FrameworkCulture • Focus point • Alignment • Quality • Innovation & Differentiation • Risk taking • Performance Management • Corporate obsession • Decision making
  • Alignment: FrameworkStructure • Org Structure • Job Design • C&B • Policies & procedures • Decision making • Job fit • Management Systems • BSC and KPIs • Decentralized & Empower
  • Strategy: FrameworkLeadership • Role modeling • Vision/Mission/Philosophy • Leadership Style • Delegation & Empowerment • C&B, Promotions • Sense of Urgency • Speak regularly about Performance
  • Strategy: Framework • RecognitionPerson • Recruitment • Training • Profit sharing • Values • Motivation • Self Efficacy • Awareness • Useful Competencies • Career aspirations • Attribution (control)
  • Strategy: Framework EnablersResources • Technology • Equipment Funding • Materials • CAPEX • Human • OPEX • Intellectual Property • Partners • Property
  • Alignment: 4-Wheels Model Business Model PersonStructure Strategic Planning Culture Leadership Resources
  • Strategy + BSC Financial Revenue Cost Margin Cash Flow AssetCustomers Satisfactio n Base Share Gain Positioning Adjacent New Retention Market Business Internal Process Investment Operational Product Customer Strategy Excellence Leadership IntimacyLearning & Growth
  • Aligning Budget and Resources toBusiness and Organization Goals The art and science of allocating and aligning Resources to strategic plans
  • Alignment: 4-Wheels Model Business Model PersonStructure Strategic Planning Culture Leadership Resources
  • Strategy: Framework EnablersResources • Technology • Equipment Funding • Materials • CAPEX • Human • OPEX • Intellectual Property • Partners • Property
  • Each Discipline Requires Different Priorities & ResourcesOrganization, jobs,skillsCulture, values,norms Operationa Product Customer l Leadership IntimacyInformation andsystems Excellenc eManagementsystems
  • Each Discipline Requires Different Priorities & Resources Operational ExcellenceOrganization, • Central authority, low level of empowermentjobs, skills • High skills at the core of the organization • Disciplined TeamworkCulture, values,norms • Process, product- driven • Conformance, one size fits all mindsetInformation and • Integrated, low cost transaction systemssystems • The system is the processManagement • Command and controlsystems • Quality management
  • Each Discipline Requires Different Priorities & Resources Product LeadershipOrganization, jobs,•Ad hoc, organic and cellularskills •High skills abound in loose-knit structuresCulture, values, •Concept, future-drivennorms •Experimentation and out of the box mindsetInformation and •Person-to-person communications systemssystems •Technologies enabling cooperationManagement •Rewarding individuals innovative capacitysystems •Risk and exposure management •Product Life Cycle profitability
  • Each Discipline Requires Different Priorities & Resources Customer IntimacyOrganization, jobs,• Empowerment close to point of customerskills contact • High skills in the field and front-lineCulture, values,norms • Customer-driven • Variation and have it your way mindsetInformation andsystems • Strong customer databases, linking internal and external information • Strong analytical toolsManagementsystems • Customer equity measures like life time value • Satisfaction and share management • Focus on ‘Share of Wallet’
  • Budgeting vs. PrioritiesExample: Business Situation vs. R&D Priorities Upturn Flat DownturnFight Complacency Innovation SalesSharpen Edge Acquire Cash FlowKeep Momentum ProfitsConquer Build momentumNPD Cycle Time Focused on Improve Top 15% ‘Breakthrough’Improve Edge revenue-generating JV, In-source, Out- productsExtensions sourceCounter Competitor ↓ R&D, ↑Sales Eliminate bottom 20%
  • Activity Grid to determine budget prioritiesIncrease (↑) Create (+)What are features/ What are features/ activities/services to activities/services to increase? introduce?Reduce (↓ ) Eliminate (-)What are features/ What are features/ activities/services to activities/services to reduce? eliminate?1. Manage conflicts where limited resources should go2. Solve problem of compounding activities & resources
  • Budgeting for Investments based on the ‘BCG Matrix’ principles MarketPotential Business Performance
  • Measuring Success KPIs and PMS
  • Before we start…Which comes first?2. Strategies -> KPI?3. KPI -> Strategies?
  • Before we start…Which comes first?• Strategies -> KPI?• KPI -> Strategies?•already know our priorities, aware of allstrategy options available•creating something UNIQUE, INNOVATIVEand DISRUPTIVE e.g. Air Asia•conducting a business Turnaround e.g. MAS
  • Before we start…Which comes first?• Strategies -> KPI?• KPI -> Strategies?•want to find out possible strategies,•determine our priorities first thru selection ofimportant KPIs;•growing through ‘normal’ business, not aTurnaround.
  • Example: Selection of KPIs for BSC• Customer satisfaction • Win rate (sales closed/sales contact)• Customer loyalty • Customer visits to the company• Market share • Hours spent with customers• Customer complaints • Marketing cost as a percentage of• Complaints resolved on first sales contact • Number of ads placed• Return rates • Number of proposals made• Response time per customer • Brand recognition request • Response rate• Price relative to competition • Number of trade shows attended• Total cost to customer • Sales volume• Average duration of customer • Share of target customer spending relationship • Sales per channel• Customers lost • Average customer size• Customer retention • Customers per employee• Customer acquisition rates • Customer service expense per• Percentage of revenue form new customer customers • Customer profitability• Number of customers • Frequency (number of sales• Annual sales per turnover transactions)
  • Wrong KPIs“What is the moral of the story?”
  • KPIs and BehaviorBefore: “Handle Time” Per Call• Motivated Call Centre staff to transfer callers, getting rid of complainers, making them someone else’s problem• Callers at 45% chance of being transferred• 7,000 customers each week suffered transfers 7 times or more
  • KPIs and BehaviorAfter: “Minutes Per Resolution” of a problem• Resolution in ONE CALL become the core goal• Reduced probability of call transfers from 45% to 18%
  • Cause and Effect Financial Revenue Cost Margin Cash Flow AssetCustomers Satisfactio n Base Share Gain Positioning Adjacent New Retention Market Business Internal Process Investment Operational Product Customer Strategy Excellence Leadership IntimacyLearning & Growth Competencies Information Motivation, Systems empowerment, alignment
  • Cause and Effect: An ExampleFinancial Revenue Market Value Productivity GrowthCustomers /Distributors Products/ Channel Target Services Strategies MarketsInternal Supplier & Department ExternalProcess Alliances Operations InvolvementLearning & TechnologyGrowth Human Information & Resources Systems & Intelligence Processes
  • Sample: Other 1st Level KPIs across industries Financial Services Retail Telecommunications•Maximize ARPU •Understand customer •Anticipate and prevent churn•Minimize Churn behavior related to customer despite compensation•Mutichannel customer conversion, acquisition, and •Increase number of products retention per customerservice •Single view of customer •Turn call center information •Multichannel customer opportunity to up-sell and experience cross-sell •Personalized customer •Increase customer experience satisfaction and loyalty Hospitality Travel & Leisure Manufacturing•Personalized customer •Increase customer loyalty •Single view of customersexperience and preference across supply chain•Maximize share of wallet •Maximize customer revenue •Zero-error order capture•Player/customer loyalty •Improve service quality and •Streamline opportunity to•Multichannel customer efficiency cash processesservice •Capture and close sales •Leverage investment in ERP opportunities and backoffice systems
  • Sample KPIs for Each DisciplineOperational Product Customer Intimacy Excellence Leadership• Price • Marketing • Customer• Selection Knowledge • Functionality• Convenience • Solutions Offered• Zero Defects • # of Successes • Penetration• Growth • # of Failures • Customer Data • Learn from key • Customer-success users focus • Interdisciplinary teams • Pipeline
  • B2B/B2G BSC Matching Customer/Client/ Government BSC Financial Revenue Cost Margin Cash Flow Asset Customers Satisfaction Your BSC Base Share Gain Positioning Adjacent New Retention Market Business Financial Revenue Cost Margin Cash Flow Asset Internal Process Customers Satisfaction Investment Operational Product Customer Strategy Excellence Leadership Intimacy Base Share Gain Positioning Adjacent New Retention Market Business Learning & Growth Competencies Information Motivation, Internal Systems empowerment, Process Investment alignment Operational Product Customer Strategy Excellence Leadership Intimacy Learning & Growth1. Draw your ‘customer’s’ BSC Competencies Information Systems Motivation, empowerment, alignment2. Match their CP/IP with your CP3. Identify IPs that support/conflict
  • Why we hate Performance Appraisals
  • Complaints about Performance Management SystemsHow we de-motivate our own Talent Pool• Bias• Different Standards• Surprise• Subjective• No linkage• No differentiation• Secretive• No follow up• No control• No support
  • Complaints about Performance Management SystemsSystems Problem…• Different Standards• Surprise• Subjective• No linkage• No differentiation• No support *The rest are ‘people’ problems… to be dealt with in another time
  • What is PerformanceAppraisal used for? Monitor? Reward? No wonder our Discipline? employees are Development? confused! Motivation? Promotion?
  • What is PerformanceMeasurement used for? Monitor? Reward? Discipline? Development? Motivation? Promotion?
  • Which system should we use? Trait-based Behavior-based Knowledge/Skill based Activity based Results-basedManaging Performance = Managing Expectations What’s YOUR expectation?
  • MBO StandardsA ExcellentB GoodC AverageD PoorE Useless
  • MBO StandardsA ExcellentB GoodC Average GoodD PoorE Useless
  • MBO StandardsA Excellent ExcellentB Good Very GoodC Average GoodD Poor Not GoodE Useless Commit Suicide
  • Sample KPIs for Each Market DisciplineOperational Product Customer Intimacy Excellence Leadership• Price • Marketing • Customer• Selection Knowledge • Functionality• Convenience • Solutions Offered• Zero Defects • # of Successes • Penetration• Growth • # of Failures • Customer Data • Learn from key • Customer-success users focus • Interdisciplinary teams • Pipeline
  • Competency Target Setting1. Initiative2. Teamwork3. Problem Solving4. Leadership5. Integrity What’s the problem here?
  • Competency Target SettingInitiative2. Minimize problems quickly without needing to be asked3. Seeks personal growth and professional self- development4. Doing more than is required/expected in a job5. Seeks new and improved solutions and approaches to completing assignments6. Looks for opportunities to help others and team
  • Competency Standards3 Meets behavioral standards consistently. Is a good role model for others.2 Meets behavioral standards some of the time. Needs improvement.1 Does not meet behavioral standards. Require counseling or disciplinary actions.
  • END NOTES
  • Which Company?American Customer Satisfaction Index (ACSI)• 64 out of100-point scale: lower than IRS (Tax)• 2nd last among 30 companies surveyed• Lowest 5% among 223 companies surveyed• Bottom 5% of all measured private sector companies• 500 million customers 2010 American Customer Satisfaction Index (ACSI) E-Business Report
  • Which Company?American Customer Satisfaction Index (ACSI)• 64 out of100-point scale: lower than IRS (Tax)• 2nd last among 30 companies surveyed• Lowest 5% among 223 companies surveyed• Bottom 5% of all measured private sector companies• 500 million customers 2010 American Customer Satisfaction Index (ACSI) E-Business Report
  • Popularly Unpopular Popularity ≠ Affection
  • Don’t forget… “The business ofbusiness is Business”
  • Thank You. soft copy of slides:http://totallyunrelatedrandomanddebatable. blogspot.com/