Matakuliah
Tahun
: Perancangan Manajemen Mutu
: 2009
The Voice of the Customer
Pertemuan 9-10
Chapter 5
The Voice of the Customer
S. Thomas Foster, Jr.
Boise State University
PowerPoint
prepared by
Dave Magee
University of Kentucky
Lexington Community College
Bina Nusantara University
©2004 Prentice-Hall
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Chapter Overview
•
•
•
•
•
•
•
Customer-Driven Quality
What Is the Voice of the Customer?
Customer-Relationship Management
The “Gap” Approach to Service Design
Segmenting Customers and Markets
Strategic Alliances between Customers and Suppliers
Communicating with Customers
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Chapter Overview
• Actively Solicited (asked) Customer Feedback
Approaches
• Passively Solicited Customer Feedback Approaches
• Managing Customer Retention(keeping in mind) and
Loyalty
• Customer Relationship Management (CRM) Systems
• A Word on Excellent Design
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Customer Defined
• A customer is the receiver of goods or services.
– Typically, this involves an economic transaction in which
something of value has changed hands.
• Internal customers
– Employees receiving goods or services from within the same
firm.
• External customers
– Bill-paying receivers of work.
– The ultimate people we are trying to satisfy.
• End user
– Another term that describes customers.
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Customer-Driven Quality
• Customer-Driven Approach
– Customer driven quality represents a proactive approach to
satisfying customer needs that is based on gathering data about
our customers to learn their needs and preferences and then
providing products and services that satisfy the customer.
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Customer-Driven Quality
• The Pitfalls of Reactive Customer-Driven Quality
– One of the difficulties in satisfying customer requirements is that in
a dynamic environment customer needs are constantly changing.
– Problems occur when customer requirements increase at a faster
rate than quality and service improvement. This places the firm in
reactive mode and may signal the need for major process and
service redesign.
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Customer-Driven Quality
Quality
Figure 5.1
Reactive Customer-Driven Quality Model
Region of dissatisfaction
Customer expectations
Region of complacency
Supplier performance
Time
0
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t
T
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What is the Voice of the Customer?
• The Voice of the Customer
– The voice of the customer represents the wants, opinions,
perceptions, and desires of the customer.
• Quality Function Deployment (QFD)
– “House of quality,”
– Translates customer wants into a finished product design.
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Customer-Relationship Management
• Customer-Relationship Management
– This view of the customer asserts that he or she is a valued asset
to be managed.
– The tangibles meet the intangibles to provide a satisfying
experience for the customer.
• Four important design aspects
–
–
–
–
Complaint resolution
Feedback
Guarantees
Corrective action or recovery
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Customer-Relationship Management
Components of a
Customer-Relationship
Management Process
Complaint
resolution
Feedback
Customer
Relationship
Management
Figure 5.2
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Guarantees
Corrective
action
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Customer-Relationship Management
•
Complaint Resolution
– Complaint resolution is an important part of the quality
management system.
– Three common types of complaints
• regulatory complaints
• employee complaints
• customer complaints.
– The complaint-resolution process involves the transformation of a
negative situation in one in which the complainant is restored to the
state existing prior to the occurrence of the problem.
– Complaint-recovery process
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Customer-Relationship Management
Compensate
people for
losses
Apologize to the
customer
(contrition)
Make it easy for
the
complainant to
resolve his or
her problem
Complaint Resolution (or recovery) Process
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Customer-Relationship Management
• Feedback
– There are two main types of feedback
• feedback to the customer
• feedback to the firm as a basis for process improvements
– Feedback to the firm should occur on a consistent basis with a
process to monitor changes resulting from the process
improvement.
– Some customer data is solicited and other data is provided without
solicitation (talep).
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Customer-Relationship Management
• Guarantees
– A guarantee outlines the customer’s rights.
– The guarantee is both a design and an economic issue that must
be addressed by all companies before the first sale occurs.
• To be effective, a guarantee should be:
–
–
–
–
–
Unconditional
Meaningful
Understandable
Communicable
Painless to invoke
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Customer-Relationship Management
To be effective, guarantees should be:
Unconditional
Understandable
Meaningful
Communicable
Painless to invoke
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Customer-Relationship Management
• Corrective Action
– When a service or product failure occurs, the failure is documented
and the problem is resolved in a way that it never happens again.
– Corporate teams or committees should be in place to regularly
review complaints and to improve processes so the problems don’t
recur.
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The Gap Approach to Service Design
• The Gap
– Typically, the gap refers to the differences between desired levels
of performance and actual levels of performance.
– The formal means for identifying and correcting these gaps is called
gap analysis.
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The Gap Approach to Service Design
Word of mouth
communications
Personal needs
Past experience
Expected service
Gap 5
Perceived service
Marketer
Service delivery
Gap 3
Gap 1
Gap 2
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Translation of
perceptions into
service quality specs
Management
perceptions of
consumer expectations
Gap 4
External
communications
to consumers
Figure 5.3
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The Gap Approach to Service Design
Gaps Model
Customer
Perceptions
Good
Wasted
time
Relative
strength
IV
Relative
Importance
I
Low
High
Areas for
improvement
II
Minor
annoyances
III
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Poor
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Segmenting Customers and Markets
• Segmenting Data:
– To segment markets means to distinguish customers or markets
according to common characteristics.
– Segmentation implies that data is gathered separately for each
segment and analyzed separately.
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Strategic Alliances Between Customers
and Suppliers
• Strategic Partnerships
– Increasingly, sole sourcing arrangements are developing into strategic
partnerships where the suppliers become de facto subsidiaries to their
major customers.
– In these arrangements, not only are suppliers sole source providers, but
also they integrate information systems and quality systems that allow
close interaction at all levels.
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Communicating With Customers
• Customer Rationalization
– Results from agreement between marketing and operations as to which
customers add the greatest advantage and profits over time.
• Annuity Relationship
– An annuity relationship is one in which the customer provides a longterm, steady income stream to the provider.
• Gathering Data From Customers
– Active data gathering
– Passive data gathering
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Actively Solicited Customer Feedback
Approaches
• Actively Solicited Customer Feedback
– Includes all supplier initiated contact with customers.
• The three most common arenas
– telephone customers
– conducting focus groups
– sending out surveys
• Types of Data
– Soft data
– Hard data
– Ordinal data
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Actively Solicited Customer Feedback
Approaches
• Soft Data
– Phone contacts, focus groups, and survey results.
• Hard Data
– Hard data are measurements data such as height, weight, volume,
or speed that can be measured on a continuous scale.
• Ordinal Data
– Are ranked so that one measure is higher than the next.
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Actively Solicited Customer Feedback
Approaches
Different Methods of Soliciting Customer Feedback
Telephone
Contact
Focus
Groups
Customer Service
Surveys
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Actively Solicited Customer Feedback
Approaches
Focus Group Steps
Figure 5.5
Identify Purpose
Narrow Scope of Questions
Select Target Population
Develop Questions
Run Multiple Groups
Summarize and Develop Common Themes
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Actively Solicited Customer Feedback
Approaches
Steps in Developing a Useful Survey
Identifying customer requirements
Developing and validating the instrument
Implementing the survey
Analyzing the results
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Actively Solicited Customer Feedback
Approaches
Reliability and Validity
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Figure 5.8
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Passively Solicited Customer
Feedback Approaches
• Passively Solicited Customer Feedback
– Customer initiated contact, such as filling out a restaurant complaint
card, calling a toll-free complaint line, or submitting an inquiry via a
company’s Web site.
– Examples
• customer research cards
• customer response lines
• web site inquires.
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Managing Customer Retention and
Loyalty
• Customer Retention (keep in mind)
– Customer retention is measured as the percentage of customers
that return for more service.
– Customer retention will increase by application of the service tools
and concepts contained in this chapter such as tools for data
gathering and analysis.
• Customer Loyalty
– Customer loyalty can be instilled by offering specialized service not
available from competitors.
– This can take many forms including high customer contact or
technology advancements.
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Customer Relationship Management
Systems
• Customer Relationship Management Systems
– Systems created to mine data including personal, internet, process
and customer preference information to improve customer service
and retention.
• Manage 3 phases of CRM
– Acquisition
– Retention
– Enhancement
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Customer Relationship Management
Systems
• CRM Functions by Category
–
–
–
–
–
Customer-centric activities
Enterprise capabilities
Customer acquisition
Sales management
Customer retention and enhancement
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A Word on Excellent Design
• Not all good ideas come from customers.
• Ready-Fire-Aim
– A method that focuses on getting new technology to the market and
then determining how to sell the product.
• Good customer intelligence coupled with innovative research
and development programs appears to be the best marriage of
resources.
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Discussion Questions
• Case 5-1:
– Customer Quality Feedback at Apple Computer
• Case 5-2:
– Chaparral Steel: Achieving Hight Quality through a Commitment
to Both External and Internal Customers
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