The document discusses the difference between quality control and a culture of quality assurance. It states that quality control involves putting measures in place to check that customers receive an acceptable level of quality, while a culture of quality refers to the accepted attitudes and practices of employees. The reader is asked to evaluate which of these two methods they think is most effective by describing the positives and negatives of each, and then deciding which is generally better with evidence from the description.
The document discusses the importance of collaboration between product managers and quality assurance teams. It notes that a lack of collaboration can slow down teams and lead to errors. The document provides tips for how product managers can work more effectively with engineering and QA teams such as including them in customer meetings, clearly defining requirements, and having regular status meetings.
This document outlines the implementation timeline and process for Net Promoter Score (NPS) surveys within AIESEC. It discusses:
1) Piloting NPS internally in late 2011 and presenting the results at an event in early 2012.
2) Conducting a larger pilot of NPS with over 30,000 participants from 11 entities between January-February 2012 and evaluating the results.
3) Plans to further educate entities on NPS, negotiate with vendors, and expand access to all countries between 2012-2013.
4) Specific results from NPS surveys conducted by AIESEC Spain on various programs between March-April 2012, including NPS scores and areas for improvement.
This document summarizes a case study on service quality in the banking industry. It discusses key dimensions of service quality and presents results from a survey of customers at two large regional banks. The main findings are:
1) Reliability and responsiveness were found to be the two most critical dimensions of service quality for customers and directly related to overall quality.
2) Customers at one bank (Bank A) rated the quality higher across all dimensions compared to the other bank (Bank B).
3) Within banks, some branches received higher ratings than others for certain dimensions like responsiveness and empathy.
free training on Quality Management systems in software industry.Iso 9000,ISO...aaditya
Concerned with ensuring that the required level of quality is achieved in a software product.
Involves defining appropriate quality standards and procedures and ensuring that these are followed.
Should aim to develop a ‘quality culture’ where quality is seen as everyone’s responsibility.
This document discusses key aspects of service quality improvement including:
1. Service quality is determined by meeting customer expectations across dimensions like reliability, responsiveness, assurance, empathy, and tangibles.
2. There can be gaps between expected and perceived service quality, which are addressed through continuous improvement methods like PDCA and DMAIC.
3. Higher customer satisfaction drives employee satisfaction, productivity, and profitability through the Service Profit Chain.
Measuring the service quality in banking industrydjvegad
This document presents research on measuring service quality in the banking industry in India. A survey was conducted of 60 customers of SBI and ICICI Bank. The findings show that for tangibility, customers perceive ICICI Bank more positively, while for reliability, responsiveness, and assurance, SBI scored higher. Both banks need improvement in meeting customer expectations. The study was limited by its small regional sample and being conducted at a single point in time.
The document discusses the difference between quality control and a culture of quality assurance. It states that quality control involves putting measures in place to check that customers receive an acceptable level of quality, while a culture of quality refers to the accepted attitudes and practices of employees. The reader is asked to evaluate which of these two methods they think is most effective by describing the positives and negatives of each, and then deciding which is generally better with evidence from the description.
The document discusses the importance of collaboration between product managers and quality assurance teams. It notes that a lack of collaboration can slow down teams and lead to errors. The document provides tips for how product managers can work more effectively with engineering and QA teams such as including them in customer meetings, clearly defining requirements, and having regular status meetings.
This document outlines the implementation timeline and process for Net Promoter Score (NPS) surveys within AIESEC. It discusses:
1) Piloting NPS internally in late 2011 and presenting the results at an event in early 2012.
2) Conducting a larger pilot of NPS with over 30,000 participants from 11 entities between January-February 2012 and evaluating the results.
3) Plans to further educate entities on NPS, negotiate with vendors, and expand access to all countries between 2012-2013.
4) Specific results from NPS surveys conducted by AIESEC Spain on various programs between March-April 2012, including NPS scores and areas for improvement.
This document summarizes a case study on service quality in the banking industry. It discusses key dimensions of service quality and presents results from a survey of customers at two large regional banks. The main findings are:
1) Reliability and responsiveness were found to be the two most critical dimensions of service quality for customers and directly related to overall quality.
2) Customers at one bank (Bank A) rated the quality higher across all dimensions compared to the other bank (Bank B).
3) Within banks, some branches received higher ratings than others for certain dimensions like responsiveness and empathy.
free training on Quality Management systems in software industry.Iso 9000,ISO...aaditya
Concerned with ensuring that the required level of quality is achieved in a software product.
Involves defining appropriate quality standards and procedures and ensuring that these are followed.
Should aim to develop a ‘quality culture’ where quality is seen as everyone’s responsibility.
This document discusses key aspects of service quality improvement including:
1. Service quality is determined by meeting customer expectations across dimensions like reliability, responsiveness, assurance, empathy, and tangibles.
2. There can be gaps between expected and perceived service quality, which are addressed through continuous improvement methods like PDCA and DMAIC.
3. Higher customer satisfaction drives employee satisfaction, productivity, and profitability through the Service Profit Chain.
Measuring the service quality in banking industrydjvegad
This document presents research on measuring service quality in the banking industry in India. A survey was conducted of 60 customers of SBI and ICICI Bank. The findings show that for tangibility, customers perceive ICICI Bank more positively, while for reliability, responsiveness, and assurance, SBI scored higher. Both banks need improvement in meeting customer expectations. The study was limited by its small regional sample and being conducted at a single point in time.
Webdesign - Supravietuirea intre clientimirceabotez
O descriere a tehnicilor de "supravietuire" intre clienti, din perspectiva unui webdesigner, fie freelancer cat si intr-o echipa. Prezentare din data de 13 Octombrie 2009, One Week University sub organizarea AIESEC.
Transformarile si provocarile PR-ului romanescevensys
Studiul surprinde diferentele de perceptii pe care la au agentiile si clientii de PR in anul 2013 fata de statusul actual al pietei de relatii publice. Studiul este realizat de Unlock Market Reserch in colaborare cu Evensys.
Soluții de comunicare digitală în HoReCa și RetailElena Badea
Prezentarea susținută de Elena Badea, Managing Director Valoria, la webinarul cu tema „Soluții pentru digitalizarea sectoarelor HoReCa și Retail” organizat de platforma de marketing Oameni și Companii.
Webdesign - Supravietuirea intre clientimirceabotez
O descriere a tehnicilor de "supravietuire" intre clienti, din perspectiva unui webdesigner, fie freelancer cat si intr-o echipa. Prezentare din data de 13 Octombrie 2009, One Week University sub organizarea AIESEC.
Transformarile si provocarile PR-ului romanescevensys
Studiul surprinde diferentele de perceptii pe care la au agentiile si clientii de PR in anul 2013 fata de statusul actual al pietei de relatii publice. Studiul este realizat de Unlock Market Reserch in colaborare cu Evensys.
Soluții de comunicare digitală în HoReCa și RetailElena Badea
Prezentarea susținută de Elena Badea, Managing Director Valoria, la webinarul cu tema „Soluții pentru digitalizarea sectoarelor HoReCa și Retail” organizat de platforma de marketing Oameni și Companii.
3. EXPERIENŢĂ s. 1. practică, rutină, (înv.) ispită; (Cunoaște ceva
din ~.)
PASIUNE s. 1. entuziasm 2. patimă 3. sentiment, patos, simț. 4.
slăbiciune. 5. nărav, viciu
DESIGN s. n. Domeniu multidisciplinar interesat de ansamblul
factorilor care contribuie la funţionarea, aspectul și calitatea
produsului.
9. Ce vor clientii?
Sa ne facem temele
Simplitate, de la cap la coada
Accesibilitate. Insist, clientii cer prioritate!
Solutii pentru problemele lor unice
Loialitate. Nu a lor, a noastra!
RES-PON-SA-BI-LI-TA-TE!
10. Mai vor ceva:
SA VORBIM PE LIMBA LOR!
Whatta
#@^& !?
10
10
11. Stiati ca...?
Nu toti clientii sunt la fel
de importanti?
80% Clienti, 20% venituri
Nu toate nevoile sunt
15% Clienti, 30% Venituri critice?
Nu toate touch-point-urile
4% Clienti, 25% Venituri
sunt esentiale?
1% Clienti Nu toate procesele la fel de
25% Venituri importante?
Sursa:
15. “Ma preocupa in primul rand
angajatii; in al doilea rand
clientii. Abia in al treilea rand
actionarii.”
Richard Branson
OAMENI
[motivatie]
16. “E o bifa in sistem care nu imi permite sa va deblochez”
“Nu e vina noastra, e vina curierului”
“Probabil nu a “Problemele de genul asta se rezolva
ajuns doar in centrala...”
solicitarea “Daca nu va convine, e
“Pentru chestiuni de facturi, mergeti in
dumneavoastra la treaba dumneavoastra... E o
sediul nostru din Piata Unirii” tara libera”
financiar...”
“Imi pare rau, nu stiu sa va spun, “Pentru reconectare trebuie
serviciul a fost lansat abia acum o luna!” sa va programati. Dureaza
intre 72 de ore si doua
“Chiar daca pare complicat de montat,
saptamani.”
sa stiti ca in cateva ore va prindeti
singur”
“Nu am mai avut rata, asa ca v-am adus curcan ;) ”
19. DESIGN
[procese]
”In limbajul celor mai multi oameni, design
inseamna „furnir”… Pentru mine insa, nimic nu ar
putea fi mai presus de design. Design-ul este miezul
creatiei umane.”
Steve Jobs 19
Managementul experientei clientilor este o strategie in sine.
1. Preparation Customers want you to do your homework before talking with them. They resent it when you ask questions that can easily be answered by a few minutes on the Web. Wrong: "And your VP of manufacturing is who?" Right: "How are purchasing decisions made between the manufacturing and engineering group?" 2. Simplicity Customers, like everyone else, must cope with the complexities of business. They want you to make what you're selling simple but without being simplistic. Wrong: "Salesforce.com, the enterprise cloud computing company, today announced new next generation social analytics for the Marketing Cloud. With the expanded Marketing Cloud ecosystem, which now includes 20 industry leading social analytics vendors, companies are able to make better business decisions based on the massive amounts of social media data created every day, all from a single dashboard." (BTW, this is a real example, selected pretty much at random.) Right: "We make it easier to find sales prospects on the web by gathering the results from multiple social media searches into a single convenient place." 3. Creativity Customers already have ideas on how to solve their problems and create their opportunities. They want you to surface new ideas that won't turn up during in-house discussions. Wrong: "We can address your list of requirements." Right: "Have you considered an alliance that might let you outsource that function?" 4. Loyalty Customers are risking their companies and careers by doing business with you. They therefore want you to represent THEIR interests and not just those of your company. Wrong: "Is there any reason why you wouldn't buy from us?" (Move to the close.) Right: "If you're not 100% certain this is a good idea, then we should reassess the situation together." 5. Accessibility Customers want to know they're a priority and that you'll get back to them immediately if they have a problem. If you don't, they conclude they're not important to you. Wrong: (recording) "I'm out of the office for a few days. Leave a message and I'll get back to you when I return." Right: (recording) "If this is important, please text me at [number]. Otherwise leave a message." 6. Accountability Customers don't want you to pass the buck to anybody else in your company. If they're going to work with you, they want your skin in the game. Wrong: "You'll have to take that up with the sale support team." Right: "I will call the sales support team right now and have them give your problem immediate attention."
Commodity Support in viata Emotie Recunoastere sociala Are our most profitable customers those who have the most reason to be dissatisfied with you? Do we have rules we want customers to break because doing so generates profits? Do we make it difficult for customers to understand or abide by our rules and do we actually help customer break them? Do we depend on contracts to prevent customers from defecting?
HBR, Customer communities
Reliabiliy & Delight
Cartografierea scenariilor, conform tiparelor de consum (obiceiuri si preferinte) este un pas cheie. De retinut: nu e o singura harta!
Daca am vrea sa implementam un program de MEC ... Depinde de modul in care se iau decizii...
Incepeti cu lucrurie de baza . Lucrurile marunte conteaza. Emotie si ratiune Calatoria: “ inainte “, “in timpul” si “ dupa “ .
Managementul experientei clientilor este o strategie in sine.
Managementul experientei clientilor este o strategie in sine.