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How sharp is your customer focus and does it provide a sharp competitive edge? Here is your Fast Guide to customer focus self evaluation
Lost your customer focus? Never really had one? Use this Fast Guide to gauge the urgency of your need to become customer-focused and thus sharpen your competitive edge.
Customer-Focus is an aligned whole-organization approach to customer satisfaction and service. Strategy, Processes and People are all customer-aligned:
- Every action is shaped by a relentless commitment to meeting and exceeding its' customers expectations regarding product and service quality.
- Internal processes are constantly evaluated and improved to meet or exceed those expectations.
- Employees are aware of their role in maintaining a valued relationship with their customers.
The following organizational manifestations signify a lack of focus on customers. If you observe any or several of these in your organization, it would suggest that your customer-focus is lacking or slipping.
1. Customer Satisfaction Measurement - Voice of the Customer
Having insufficient or no customer satisfaction measurement; no platform for a data-driven improvement plan; no measures for each contact point.
2. Customer Focus
- Saying and meaning that customer-focus and customer satisfaction is important, but not having a clear strategy and/or improvement game plan; delegation of improvement ownership by CEO to functional managers.
- Managers not "walking the talk" and behaving like leaders.
Realizing that improvement efforts and plans are focused more "inside-out" rather than "outside-in".
- Having started a customer-focus initiative, but feeling that it is faltering, it has lost steam and needs ramping up.
People being insufficiently "turned on" and committed to deliver legendary service.
- Seeing service quality improvement as a program rather than a holistic organizational redesign process that requires fundamental change and endurable commitment from management and employees alike.
3. Customer Alignment
- Developing and implementing a brand strategy in a services business - but not fanatically managing "moments of truth" - a service brand’s promise is at stake each time a customer is served.
- External service to customers is seen as important, but internal service remains lacking.
- Experiencing blockage due to misalignment between improvement goals, and strategy, people, process and customer.
4. Link to Results
- Being focused on service quality improvement programs rather than outcomes: "Activities versus Results Focus" (The means appear more important than the ends)
- Having a number of improvement initiatives and programs underway, but your people don't see cohesion and connections
A more detailed customer-focus self evaluation can be found on my website (www.customerfocusconsult.com). It consists of scoring 40 statements and will only take some ten minutes of your time. At the end of it you can conveniently and quickly compare your scores with the averages of more than 1,500 entries in the data base of those who completed it before you.
Lost your customer focus? Never really had one? Use this Fast Guide to gauge the urgency of your need to become customer-focused and thus sharpen your competitive edge.
Customer-Focus is an aligned whole-organization approach to customer satisfaction and service. Strategy, Processes and People are all customer-aligned:
- Every action is shaped by a relentless commitment to meeting and exceeding its' customers expectations regarding product and service quality.
- Internal processes are constantly evaluated and improved to meet or exceed those expectations.
- Employees are aware of their role in maintaining a valued relationship with their customers.
The following organizational manifestations signify a lack of focus on customers. If you observe any or several of these in your organization, it would suggest that your customer-focus is lacking or slipping.
1. Customer Satisfaction Measurement - Voice of the Customer
Having insufficient or no customer satisfaction measurement; no platform for a data-driven improvement plan; no measures for each contact point.
2. Customer Focus
- Saying and meaning that customer-focus and customer satisfaction is important, but not having a clear strategy and/or improvement game plan; delegation of improvement ownership by CEO to functional managers.
- Managers not "walking the talk" and behaving like leaders.
Realizing that improvement efforts and plans are focused more "inside-out" rather than "outside-in".
- Having started a customer-focus initiative, but feeling that it is faltering, it has lost steam and needs ramping up.
People being insufficiently "turned on" and committed to deliver legendary service.
- Seeing service quality improvement as a program rather than a holistic organizational redesign process that requires fundamental change and endurable commitment from management and employees alike.
3. Customer Alignment
- Developing and implementing a brand strategy in a services business - but not fanatically managing "moments of truth" - a service brand’s promise is at stake each time a customer is served.
- External service to customers is seen as important, but internal service remains lacking.
- Experiencing blockage due to misalignment between improvement goals, and strategy, people, process and customer.
4. Link to Results
- Being focused on service quality improvement programs rather than outcomes: "Activities versus Results Focus" (The means appear more important than the ends)
- Having a number of improvement initiatives and programs underway, but your people don't see cohesion and connections
A more detailed customer-focus self evaluation can be found on my website (www.customerfocusconsult.com). It consists of scoring 40 statements and will only take some ten minutes of your time. At the end of it you can conveniently and quickly compare your scores with the averages of more than 1,500 entries in the data base of those who completed it before you.