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Excellence is the customer’s business

bqf.org.uk. Excellence is the customer’s business. Customers Processes Customer experience Employees Values and behaviours. Excellence Excellent organisations achieve and sustain superior levels of performance that meet or exceed the expectations of all their stakeholders. Stakeholder

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Excellence is the customer’s business

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  1. bqf.org.uk Excellence is thecustomer’s business

  2. Customers Processes Customer experience Employees Values and behaviours

  3. ExcellenceExcellent organisations achieve and sustain superior levels of performance that meet or exceed the expectations of all their stakeholders

  4. Stakeholder Engagement Our stakeholders are very important to us and gaining their respect is vital to our operation. They are intrinsic to our commitment to being economically viable, environmentally responsible and socially beneficial….. We engage, through a range of processes, with a wide range of stakeholders - including employees, unions, customers, suppliers, local communities, governments, regulators, media, NGO's and the general public Sellafield Ltd website

  5. “The purpose of business is to create and keep a customer.” Peter Drucker

  6. How customers feel • They are cynical • They expect to be talked down to • They expect to be let down • They are dealt with as part of a process, not as an individual • They get pushed from pillar to post • They hate being given the run around • They don’t know who to trust or turn to Source: Henley Business School

  7. Survey of management views in Times 100 companies • 100% say customer satisfaction is the real measure of success • 70% say customer focus is 1st or 2nd highest priority • Only 34% do any customer service training for staff • Only 24% see management time spent with customers as important • Almost none place any value on developing relationships with customers

  8. How often do your customers receive your product or service to the standard you promise and they expect? Source: YouGov survey for BQF/CQI

  9. How often do your customers receive your product or service on time or ahead of time? Source: YouGov survey for BQF/CQI

  10. A classic combination Zero Defects The customer comes first Right first time, every time ‘But it’s not exactly what they ordered’ ‘Ship it, we’ve got to make the numbers’

  11. PRODUCT CUSTOMER

  12. Waiting for approval Errors Carrying Rework Fetching PRODUCT Waiting for equipment CUSTOMER Waiting for someone else Complaints

  13. “Waste is anything other than the minimum amount of equipment, materials, parts, space and worker’s time which are absolutely essential to add value to the product.” Shoichiro Toyoda Honorary Chairman Toyota Corporation

  14. Eliminating waste • Eliminating waste is a massive opportunity in all but the very best organisations • By using techniques such as Lean and Six Sigma • But excellent processes are not enough

  15. Automated Telephone Answering Systems • Theoretically an excellent process • Invariably installed to reduce costs and not to improve customer service • Very likely that cost savings will be offset by customer dissatisfaction • An excellent process for the company, but not for its customers

  16. TOUCHPOINTS

  17. Importance of employees in the customer relationship - reasons for repurchasing HOW STAFF TREATED YOU AFTER SALES SERVICE HANDLING OF ENQUIRY/COMPLAINT STAFF KNOWLEDGE OF PROD/SERVICES People factors STAFF ENTHUSIASM FOR PROD/SERVICES HOW STAFF REPRESENTED THE COMPANY COMPANY REPUTATION AS AN EMPLOYER Source: MORI

  18. Have you felt put off from purchasing a company’s product or service as a result of any of these? HOW STAFF TREATED YOU HANDLING OF ENQUIRY/COMPLAINT STAFF ENTHUSIASM FOR PROD/SERVICES AFTER SALES SERVICE STAFF KNOWLEDGE OF PROD/SERVICES HOW STAFF REPRESENTED THE COMPANY People factors COMPANY REPUTATION AS AN EMPLOYER Source: MORI

  19. Employee engagement is the key A combination of commitment to the organisation and its values plus a willingness to help out colleagues. It goes beyond job satisfaction and is not simply motivation. Engagement is something the employee has to offer: it cannot be ‘required’ as part of the employment contract. Source: CIPD

  20. Employee engagement - key drivers • Trust and integrity - how well managers communicate and 'walk the talk'. • Nature of the job - is it mentally stimulating day-to-day? • Does the employee understand how their work contributes to the company's performance? • Career growth opportunities - are there future opportunities for growth? Source: The Conference Board

  21. Employee engagement - key drivers • Pride about the company - how much self-esteem does the employee feel by being associated with their company? • Co-workers/team members significantly influence one's level of engagement • Employee development - is the company making an effort to develop the employee's skills? • The value the employee places on the relationship with his or her manager? Source: The Conference Board

  22. Beliefs and principles • The Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission. • We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed, yet refined ambience. • The Ritz-Carlton experience enlivens the senses, instils well-being, and fulfils even the unexpressed wishes and needs of our guests.

  23. What would it be like if every organisation could say? • The genuine care of our customers is our highest mission • We pledge to provide the finest personal service for our customers • Our customer experience fulfils even the unexpressed wishes and needs of our customers

  24. Ritz-Carlton recruitment • Our culture is special, and we can’t expect to bring someone into this culture if they don’t have the same values and purpose • Our selection focuses on talent and personal values because these are things that can’t be taught • We can’t expect to bring someone into this culture if they don’t have the same values and purpose

  25. Recruitment at First Direct • We’re a bank but we don’t like banking • We’re about conversations, first and foremost • People are recruited for communications, not banking (First Direct is consistently the best bank for customer satisfaction and more people recommend them than any of their competitors)

  26. Ritz-Carlton Service Values • I am always responsive to the wishes and needs of our guests • I am empowered to create unique, memorable and personal experiences for our guests • I understand my role in achieving the key success factors • I continuously seek opportunities to innovate and improve • I own and immediately resolve guest problems • I have the opportunity to continuously learn and grow • I am involved in the planning of the work that affects me

  27. Leadership • One of the problems with leaders is that they do not articulate the values and required behaviours and do not put in place the mechanisms to ensure that they happen • Nor do they walk the talk • And nor do they stick to the values when times get tough

  28. And scenes like this are all too common Zero Defects The customer comes first Right first time, every time ‘But it’s not exactly what they ordered’ ‘Ship it, we’ve got to make the numbers’

  29. Review

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  33. Excellence is the customer’s business

  34. Excellence is the customer’s business

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