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Slide share How Customer Focused is Your Organisation? Use This Diagnostic Assessment Tool for Management to Find Out!

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Slide share How Customer Focused is Your Organisation? Use This Diagnostic Assessment Tool for Management to Find Out!

  1. 1. Customer Focus Assessment Survey Find out How Customer Focused Your Organisation Really Is! This questionnaire asks you to evaluate your organisation on the essential practices and behaviours in which management must engage to create and maintain a customer focus within their organisation. The purpose of this survey is to identify opportunities to improve your organisation’s performance, profitable growth, customer and people retention and overall competitiveness. Directions Read each statement carefully, reflecting upon how it relates to your organisation. Indicate as best you can the degree to which the statements reflect reality in your organisation. A 1=not observed/clueless on this one and a 5=this is part of daily work life and may even be a “best practice” If for any reason you are unsure of your response e.g., you do not have enough information to rate a particular item, then circle the zero under the DK, don’t know, box. You are now ready to begin the survey. Leadership Please assess your organisation on the following leadership practices: DK 1. Management at all levels regularly meets with customers to listen and learn about their changing requirements, discuss performance issues and to strengthen their relationship with the customer’s organisation. 0 1 2 3 4 5 DK 2. Management’s actions and behaviours are always consistent with their words regarding the importance of customers. 0 1 2 3 4 5 DK 3. Management places a priority on using customer feedback data and the analysis and interpretation of this data to facilitate improvement activity within their organisation. 0 1 2 3 4 5 DK 4. Management regularly recognises employees who have been role models in satisfying and building good relationships with customers. 0 1 2 3 4 5 DK 5. Customer data (external and/or internal) is discussed in every management review meeting often leading to the setting of priorities and the taking of action for improvement. 0 1 2 3 4 5 Our biggest opportunity for improvement in our leadership practices is: # _____ The strongest leadership practice is: #_____ © 2011 Centre for Innovation Management Europe and Wisdom of Leadership 1
  2. 2. People Please assess your organisation on the following people practices: DK 6. Our organisation’s human resource systems (e.g., recognition, performance evaluation, empowerment and compensation) reinforce the behaviours of our employees, both individually and as teams, consistent with our values, a customer and market focus and achievement of our key business objectives. 0 1 2 3 4 5 DK 7. Everyone in our organisation understands who their internal and external customers are and the impact they can have on both sets of customers by the quality of work they perform. 0 1 2 3 4 5 DK 8. Our people are empowered to do whatever is in the best interest of our customers. 0 1 2 3 4 5 DK 9. Management reviews their comparisons of employee feedback from satisfaction surveys, focus groups or informal discussions and the customer feedback which the organisation to help them set priorities for improvement. 0 1 2 3 4 5 DK 10. We believe that it is important to train our employees, especially those in customer-contact positions, in softer areas such as interpersonal skills, active listening and dealing with difficult or angry individuals. 0 1 2 3 4 5 Our biggest opportunity for improvement in our people practices is: # _____ The strongest people practice is: #_____ Policy and Strategy Please assess your organisation on the following policy and strategy practices: DK 11. Customer data and information are key to policy and strategy formulation in our organisation. 0 1 2 3 4 5 DK 12. Specific relationship strategies are established during our planning process for customer accounts and/or consumer/end user segments most important to our organisation. 0 1 2 3 4 5 DK 13. Within our planning process we review how well our organisation is aligned with our key customers to ensure that we are making it easy for them to do business with us and we are doing those things which will help them achieve their objectives. 0 1 2 3 4 5 DK © 2011 Centre for Innovation Management Europe and Wisdom of Leadership 2
  3. 3. 14. During our planning activity, competitive comparisons and benchmark data is utilised to formulate strategies that will ensure we are highly differentiated from our competition both in our markets and in the minds of our customers. 0 1 2 3 4 5 DK 15. New initiatives are evaluated for their impact on the customer before they are implemented. 0 1 2 3 4 5 Our biggest opportunity for improvement in our policy and strategy practices is: # _____ The strongest policy and strategy practice is: #_____ Partnerships & Resources Please assess your organisation on the following partnership and resources practices: DK 16. Our organisation understands what the long-term economic value of a customer is and how it varies by consumer/end-use segment or customer account. 0 1 2 3 4 5 DK 17. Our continuous improvement priorities represent a good balance between customer requirements and the financial aims of our organisation, erring most often on the side of the customer. 0 1 2 3 4 5 DK 18. Even when business is below our projections, we do not compromise the allocation of resources to those things that we know are most important to our customers. 0 1 2 3 4 5 DK 19. We prioritise our suppliers, at least in part, based upon the value add which their input (e.g., materials, components, information, services) provides to our customers. 0 1 2 3 4 5 DK 20. A high priority is placed on investing in state-of-the-art or improving existing information systems used by employees in customer-contact positions (e.g., sales, service) to ensure they can be responsive to the customers they interact with on a daily basis. 0 1 2 3 4 5 Our biggest opportunity for improvement in our partnership and resource practices is: # _____ The strongest partnerships and resources practice is: #_____ © 2011 Centre for Innovation Management Europe and Wisdom of Leadership 3
  4. 4. Process Please assess your organisation on the following process practices: DK 21. One of our priorities has been to identify, map and improve the processes through which we provide products and services to our customers. 0 1 2 3 4 5 DK 22. A key area of focus for our process improvement activity is on making it easier for customers to do business with and to reduce cycle time to be more responsive to their needs. 0 1 2 3 4 5 DK 23. Customer data and information is seen as a key input into our organisation’s product and service development and innovation activities. 0 1 2 3 4 5 DK 24. Best practice reviews are conducted if we can identify an opportunity to add value to our customers, improve our own operation and become more competitive as well. 0 1 2 3 4 5 DK 25. We have a formal and regular process that includes such approaches as account reviews, customer focus groups and interviews for determining and updating customer requirements, expectations and identifying those factors that add value in the relationship. 0 1 2 3 4 5 DK 26. We effectively utilise our call centre or customer service operation as a “listening post” to gain information about changing customer expectations, emerging trends and competitive activity. 0 1 2 3 4 5 DK 27. We have a well-defined and effective customer satisfaction measurement and management process in our organisation ensuring we are collecting the right feedback from customers and acting upon it in an effective and responsive manner. 0 1 2 3 4 5 DK 28. We have a well-defined and effective customer relationship management process in place which ensures that we are building loyalty particularly with those customers that are most important to our long-term growth and success. 0 1 2 3 4 5 DK 29. We have a well-defined and effective complaint and enquiry management process in place which ensures that complaints and problems are resolved in a timely and effective manner ensuring customer relationships are maintained and problems prevented from reoccurring. 0 1 2 3 4 5 DK 30. We do not rely on just one source or type of customer feedback to know how well we are doing with our customers. We look at multiple sources or types such as that from customer surveys, complaints, customer visits, call centres/customer service operations and others before we set priorities for process, product, service, and policy improvement as well as strategy development. 0 1 2 3 4 5 Our opportunity for improvement in our process practices is: # _____ The strongest process practice is: #_____ © 2011 Centre for Innovation Management Europe and Wisdom of Leadership 4
  5. 5. Customer Results Please rate your organisation across all of the following result areas: DK 31. Our customer satisfaction performance has continued to improve or has been sustained at high levels across all those engagements (moments of truth such as sales, service, delivery) with customers that are most important to maintaining our relationship with them. 0 1 2 3 4 5 DK 32. Our customer satisfaction performance shows that we have consistently improved the way in which we have met or exceeded the unique requirements and expectations of our key customer accounts and/or consumer/end user segments over the past three years. 0 1 2 3 4 5 DK 33. The speed (e.g., cycle time) and effectiveness (e.g., retention of customer loyalty) of our organisation’s problem and complaint resolution has been steadily improving over the past three years. 0 1 2 3 4 5 DK 34. Our organisation has an accurate, realistic and comprehensive overview of the total complaint level (verbal or written) as received by all areas and all functions within our organisation. 0 1 2 3 4 5 DK 35. Customer satisfaction with our product and service quality has been improving over the past three years. 0 1 2 3 4 5 DK 36. Our overall level of our customer satisfaction has been comparable to or exceeded that of our competition over the past three years. 0 1 2 3 4 5 People Results DK 37. Employee perceptions, particularly those from employees in customer-contact positions, are regularly captured through surveys, focus groups or formal/informal discussions. These perceptions, concerning such areas as work environment, career prospects, communication, recognition, training, morale and overall satisfaction, have consistently shown positive trends over the past three years. 0 1 2 3 4 5 DK 38. We experience turnover and absenteeism among our customer- contact employees that are so low that our organisation is considered “best-in-class”. 0 1 2 3 4 5 DK 39. Our people satisfaction data shows that customer-contact personnel feel empowered to take whatever action is necessary to satisfy customers whenever the need arises. 0 1 2 3 4 5 DK 40. Our people satisfaction data shows that customer-contact personnel feel involved by having their ideas for improvement regularly solicited and acted upon by management. 0 1 2 3 4 5 © 2011 Centre for Innovation Management Europe and Wisdom of Leadership 5
  6. 6. Society Results DK 41. Our organisation’s reputation as being customer focused has improved over the past several years based upon feedback we receive from those in the communities in which we are located and from our corporate image survey. 0 1 2 3 4 5 DK 42. The ethical behaviour especially among our employees who have regular contact with our customers has remained high for many years. 0 1 2 3 4 5 Key Performance Results DK 43. The number of improvements to our products, services and processes over the past three years driven by customer feedback has grown significantly. 0 1 2 3 4 5 DK 44. Our data shows that we are more responsive to changing market conditions and customer needs as a consequence of our focus on cycle time improvement. 0 1 2 3 4 5 DK 45. We track those supplier problems that impact our customers and work with those suppliers to prevent re-occurrence. There has been a steady decline in these types of supplier problems over the past 3 years. 0 1 2 3 4 5 Our three biggest opportunities for improvement in result are: # _____, #_____, #_____ The two strongest result areas are: #_____, #_____ © 2011 Centre for Innovation Management Europe and Wisdom of Leadership 6
  7. 7. Society Results DK 41. Our organisation’s reputation as being customer focused has improved over the past several years based upon feedback we receive from those in the communities in which we are located and from our corporate image survey. 0 1 2 3 4 5 DK 42. The ethical behaviour especially among our employees who have regular contact with our customers has remained high for many years. 0 1 2 3 4 5 Key Performance Results DK 43. The number of improvements to our products, services and processes over the past three years driven by customer feedback has grown significantly. 0 1 2 3 4 5 DK 44. Our data shows that we are more responsive to changing market conditions and customer needs as a consequence of our focus on cycle time improvement. 0 1 2 3 4 5 DK 45. We track those supplier problems that impact our customers and work with those suppliers to prevent re-occurrence. There has been a steady decline in these types of supplier problems over the past 3 years. 0 1 2 3 4 5 Our three biggest opportunities for improvement in result are: # _____, #_____, #_____ The two strongest result areas are: #_____, #_____ © 2011 Centre for Innovation Management Europe and Wisdom of Leadership 6

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