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Every Process Must Build a Loyal Customer
The document emphasizes the importance of effective processes in serving customers and highlights that 72% of enterprise problems stem from broken processes. It introduces a customer value model that focuses on how customer perception affects loyalty and outlines key criteria for delivering customer value. The document stresses the need for continuous improvement and understanding customer wants to enhance satisfaction and build lasting relationships.
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Every Process Must Build a Loyal Customer
- 1. All rights reserved.All materials contained in this presentation are the proprietary property of Business Enterprise Mapping, LLC and are intended for single use only. No part of this publication may be modified, displayed, published, performed, transferred, reproduced, copied, used to create derivative works from, stored in a retrieval system, or transmitted by electronic, mechanical, or any other means without the prior written permission of Business Enterprise Mapping, LLC 20645 N. Pima Road, Suite 230, Scottsdale, AZ 85255, USA. Every Process Must Build a Loyal Customer
- 2. BUSINESS ENTERPRISE MAPPING WHO.WHAT. WHEN.
- 3. 72% of AllEnterprise Problems lay hidden in broken processes 72%
- 4. Behind Every UnhappyCustomer somewhere a process has failed
- 5. What is thepurpose of a process? ?
- 6. The purpose ofa process is to serve a loyal customer ethically using minimum resources.
- 7. We serve ourcustomer by providing a compelling value proposition. Customer Value Model
- 8. Process Effectiveness is theextent to which a process achieves its purpose.
- 9. What does our customer want? How dowe receive feedback? How do we measure? What do we provide? What is the gap? Effectiveness Questions How do we improve? ?
- 10. Customer Value BringsLoyalty Customer value is provided through the outcomes customers experience and the perceptions they form, not the tangible “things” they receive.
- 11. The Customer ValueModel The Customer Value Model is a set of critical criteria across four dimensions that captures the customer’s perception of value. Customer Value Model Options Desirability Presentation Transactions Delivery Inquiry Change Cost of Ownership Investment Finance Service Trust Involvement
- 12. Options Desirability Do weoffer solutions that customers want? Do we provide the right choices? Variety Function Do our solutions satisfy our customers’ wants? Presentation C. V. M. Do we offer our solutions the way that customers want? Appeal Performance Ease of Use Quality Effectiveness Safety Experience Form Information Packaging
- 13. Do we servecustomers when they want to be served? Change C. V. M. Transactions Delivery Do we process transactions in a timely way? Do we deliver solutions when customers want? Inquiries Do we respond timely to customer inquiries? Do we keep pace with changing customer needs? Quoting Order Processing Invoicing Follow Up Lead Time On Time Availability Notification Response Time Time to Resolve Frequency Availability New Solutions Customer Initiatives Competitor Initiatives
- 14. Cost of OwnershipInvestment Finance Do we provide an attractive financial value? C. V. M. Do we provide solutions at an attractive total cost? Solution Cost Consumption Administrative Distribution Do we invest in the customer relationship? Do we offer an appealing financial situation? Value Added Extras Resource Commitments Financial Investment Bonus Features Profit Contribution Credit & Terms Transaction Risk
- 15. Customer Service InvolvementTrust Do customers prefer us? C. V. M. Do we provide desired customer support? Communications Problem Solving Solutions Support Connections Are we valuable partners to our customers? Do our customers trust us? Time & Resources Joint Innovation Strategy Leadership Knowledge Intention Capability Commitment Stability
- 16. Assessing Customer Value CustomerRequirements 1 - 5Importance to the Customer 1 - 5 1 - 5 1 - 5 How we Perform The Performance Gaps What this Means Average Description Learnings Learnings Learnings Learnings Below Average Above Average Average Description Description Description How our Competitor Performs Average Above Average Below Average Average
- 17. CONTACT PROVIDE WANTS IMPORTANCE GAPS UNIQUE What can wedo that others can’t? Where do we have contact with our customer? To what extent are we important to our customer? What does our customer want from us? Questions to Consider DISAPPOINT PERCEPTION To what extent do we provide what the customer wants? How do we disappoint our customer? How can we improve our customer’s perception us? ?Why do these gaps exist?
- 18. Outcome Learning what customersvalue and building value improvement into a process is the surest way to build and maintain their loyalty.
- 19. Business Enterprise Mapping 20645N Pima Rd, Suite 230 Scottsdale AZ 85255 480.515.9001 www.businessmapping.com Thank you!