Boomer Match to Business firstname.lastname@example.org 905.662.5130 www.bm2b.ca Customer Satisfaction Continuum Stage 1 Stage 3 Stage 5 Stage 2 Stage 4 MINIMIZE LINK EMPLOYEES BUILD A MANAGE PROMOTE WITH CUSTOMERS HASSLES DISCONTENT COMMUNITY CUSTOMER-FOCUSED CULTURETOTAL SCORE 0 30 90 120 150 Your Place on the Customer Satisfaction Continuum 1. Transpose your Total Score onto the Continuum with an “X” 2. Mark the place on the line of the continuum where you would like your organization to be. 3. Proceed to developing an action plan to close the gap between where you are and where you would like to be. Utilize the CSP Con- tinuum—Interpretation Chart on the next two pages to help you make these plans.
Boomer Match to Business email@example.com 905.662.5130 www.bm2b.ca Customer Satisfaction Continuum—Interpretation Stage Customer Focus Measurement Environment1. Minimize Hassles fixing things Occasional acts of exceptional Pyramid structure‘Keep the customer under Moving surpluses customer service Internal focuscontrol’ Ensuring reliability, responsiveness, consistency Focus on enhancing current/known Relatively small number of employees with Routine and reactive strengths direct customer interface Managing errors Low tolerance for mistakes Operational focus Brand recognition Volume driven Highly segmented jobs Short term results focus Customer segmentation based on locale/product Score 0—10 Cost driven Score 0—82. Manage Discontent Create and maintain a customer service vision Occasional acts of exceptional customer Pyramid structure‘Listen to the customer’s voice’ Fixing things service Use customer data to improve internal pro- Ensure responsiveness, reliability and con- Focus on enhancing current/known cesses and systems sistency strengths Employees trained on delivering good cus- Customer voice part of planning People and process changes and develop- tomer service Trends and ease of doing business is customer ment Communication of results to all employees focus Customer satisfaction goals set Supplier input and feedback Become ‘best in class’ Short term results highest priority Supplier audits Customer preferences decide product and ser- Long term results given consideration dur- Customer segmented based on volume and vice changes ing planning product and locale Score 13—24 Score 11—20 Score 9—163. Link Employee with Customer Customer pleasing Employees encouraged to help customers Team structure‘Empower both employees and Building customer trust, interest and involve- Customer satisfaction linked to perfor- Linkages across all functions and levelscustomers’ ment mance management and management Processes and systems facilitate information Unique order and delivery options compensation sharing and communication Customer enabling systems and processes Customer satisfaction linked to profits Employees have access to all customer satis- Target customers Strategic plans affected by customer future faction data needs Total channel management Reward and recognition for meeting and Customer segmentation based on ‘best’ cus- exceeding customer expectations tomers Supplier relationships leveraged Measures based on team performance Score 25—36 Score 21—30 Score 17—24 2
Boomer Match to Business firstname.lastname@example.org 905.662.5130 www.bm2b.ca Customer Satisfaction Continuum—Interpretation Stage Customer Focus Measurement Environment4. Promote Community High level of customer touch Customer satisfaction links to profits inte- Team structure‘Create a sense of community with your Customer needs anticipated grated and fully understood Employees think like customers and businesscustomers’ Customers and employees participate in owners Delighting customers strategic planning Jobs broadly defined Become ‘best’ - leader in customer satisfaction De-emphasis on individual performance, Employees have full authority and accounta- Bringing like-minded customers together continued emphasis on team bility for delivering on customer satisfaction Getting customers to do more—helping other Customer satisfaction ratings drive insourc- Lots of customer segmentation and customi- customers ing and outsourcing decisions zation Internal customers assess each other’s Customer and employee hot lines integrated Getting customer input in all aspects of the performance for maximum results. business Customer satisfaction performance key Creating buzz about your business input to succession plan Employees encouraged to submit and im- plement changes based on customer in- put—linked to performance management Customer satisfaction and competitor com- parison measures used in strategic planning Score 37—48 Score 31—40 Score 25—325. Build a Customer-Focused Management of the total supply chain Stakeholder input key element of strategic Customers segmented by stakeholder groupCulture Focus on first line as well as customer’s cus- plans and within stakeholder group‘Everyone knows what to expect and is tomers Recognition for contribution to the commu- Recognized role in the broader communityconstantly delighted’ Anticipate all customer needs nity—organization, team, individual Information sharing and communication with Focus on profitability and loyalty of customers Stakeholder performance integrated into all stakeholders compensation and succession plans Culture so strong everyone behaves in com- In house awards highly regarded in the mon ways industry Score 49+ Score 41+ Score 33+Underlying Tenets of the Continuum: Movement along the continuum is a cumulative process of adding new practices. Organizations need to continue those practices that aided their performance in the previous stage but now they adopt new practices to advance further. Linking customer satisfaction to compensation should not occur (employee level) until Stage 4 when the systems and processes are in place. As organizations progress along the continuum, there is further integration of players in the value chain (suppliers, customers, employees, shareholders, etc.) 3