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Showing posts with label Business Model. Show all posts
Showing posts with label Business Model. Show all posts

May 1, 2019

Decluttering ​:​ WorkPlace of the future!


I have to admit this, I was tempted to begin this write up with dictionary definition of ‘modern workplace’, a cup of tea and a few biscuits later, I did overcome the juvenile urge. And decided to define it the way I understand it. There isn’t a scientific definition to tell the accurate comprehension from otherwise descripts of this subject, so in that sense, it is lucid and open to interpretation. No one definition is absolutely right, so if you happen to disagree with my views on it, I wouldn’t count that against you, nor will you be wrong.

Back to the definition, a modern workplace, in my view is an intelligent, intuitive and integrated ‘set up’, one that lives by the principle of liberalisation, democratisation, collaboration and creative imagination of the future and that of the current time. Let me borrow from a great CEO and modify it by adding a few of my own words (trivia, find out who said this) here to say that, “work is no longer a place that you go to but a thing that you do, at a time, place and platform of your choice”, choice has to accommodate business realities, economic sense, and mandates of the stakeholders. We have every right to choose to live in the past and in sharp denial of present realities but ‘change’ as a constant doesn’t really need consent of the people involved; it will on its own keep transforming itself relentlessly and if you choose to not run with it, you will witness it run ahead of you for some time and then it will go past your sight. Let’s do a little study, pick up top 100 corporations of 1900 and then see how many of them exist today? And then see of those that exist today, how many continue to hold the same prominence in the marketplace?  A quick 15 minutes research will tell you that no more than 8% of the organizations have survived and effectively transformed themselves in keeping with time. Let’s ask ourselves, what did they not have? Were their balance sheets not swell enough? Were they not men and women of great character and grit? Did they not dream big and build an organisation, a brand that was admired? Answer to all of these questions is a resounding YES. They were all successful companies with all the money and the might that one could wish for but yet they did not succeed the test of time and finally succumbed owing to their unapparent inability of welcoming change.

Why? With a lot of ease and in an almost unthinkable way one can, secure in the knowledge that they won’t be wrong, say that the conglomerates that went down did not innovate. But isn't that the eventual output that one desires, sadly, in most cases, without providing for enablers that create the ground for innovation, we bake it, consider that it will happen anyway. Desire to create a plush and green garden, quality seeds, best fertilisers and state of the art irrigation supplies are all useless without the company of adequate sunlight and fertile soil. No amount of dreaming will ever sprout a flower out of a concrete marble floor. And there I say, what has been said in many books and case studies, one such book is “Rebuild by Ramya Ramamurthy’ that I would recommend you read, that before you target to innovate, you’ll need to create grounds that will foster such outcomes. Therefore the two top hindrances that I gather are below.
Lack of imagination.
Resistance to change.
Modern workplace is one such essential ingredient that makes way for free and fearless thinking, creative problem solving and solidifying sustained urge to keep transforming the ways of doing business. It is important to constantly re-imagine the tangibles of business to reinvent ways of doing it better.

The advent of technology and the ecosystem powered by ubiquitous internet has at a maddening pace changed the face of commerce. Back in the day, linear thought process prevailed, in which designated spaces and set designs ruled the way people conceived and conducted business, but that is no longer true. Physical boundaries are disappearing, templates are no longer relevant and precedents are being challenged like never before.  We’re at a classic cusp of time, what was once considered a shining knight in the armour is now a heavy and ineffective piece of metal that is best not carried. A great man once said that there is a reason why we look ahead when we walk, because what is behind is going to fade, look for what is ahead of you and prepare to get there, if you want your journey to be a long and rewarding one.

We’ve tried defining a modern workplace and also established how it is an important and effective enabler. It is time to look at some the principles that we must take into account when creating the sketch for a modern workplace.

Before we get into the specifics of some of those principles, I must say these examples are a  few of many tools available for deployment, you can choose whichever one you like. What is important here is to be accepting of the progressive principles of creating an obstruction free environment in which no time is wasted in waiting or finding the ‘spot’ or the ‘condition’ needed to create (deliveries/solutions/outputs/work). It is about creating an ecosystem that frees people and gets them to a state where they have everything that they need to work at all times within their comfortable reach so that they use it seamlessly to create spectacular results. It is also about eliminating all practical frictions that come in the way of productivity, making use of the best and most secure of the technology/infra that is available today.

Liberalisation: There can’t be a dispute on the fact that people make organisations and for people to deliver their best, they must be allowed to concentrate on the most important business problem by eliminating distractions of conformities. In a tier one city, an average person spends 3 hours on the road commuting ‘from and to’ work. 3 hours is 12.5% of your day! Preparations to get to work takes another 40 minutes on an average day: you dress in a certain way, get your tanks full, car cleaned, fix food to a deadline and then get onto the road. Nearly 4 hours of the day devoted to an exercise that generates no value for anyone. I’m not even counting the carbon emission and the irreversible environmental damage that we unknowingly invoke upon mother nature. 73% of all vehicular traffic is generated by work routine related commute. Imagine what would a world be like if these cars were not on the road? Better air to breathe and faster commute on events of travel. We’ve spoken about time, let us look at the cost burden on organisations to maintain and create offices? You pay for spaces which are vacant 16 hours a day. Is that an efficient system? I know some of you are saying that design of some business is such that people have to gather at a place, sure, they have to, but have you looked at ways to minimise it as much as possible? If no, then you have work to do. Studies say, that only 30% of the spaces that orgs occupy are actually needed. So if you have an org of 100 people, your real estate should have not more than 30 seats, people can in a planned manner come and meet each other in person, work together and yet have a great sense of space. 70% of your org can be on a work from home on any given day, on a rotation basis. It is a win-win situation for all stakeholders: Employee save on travel, work from comforts of their home, no one is ever getting late to work, better work-life balance, less friction among colleagues and benefits of disintegrated centre of deliveries and companies save on cost erecting and running the infra, lesser housekeeping and upkeep needs, lighter electricity load. Do not worry, there are tools available to measure which employee spent how much time on work. Apart from measuring core output, you can should you wish to even measure cursor movement even keystrokes, with ease, while passing the flexi hour benefit to employees. Surveys suggest that 87% of employees will happily elect to work an hour extra if they had to not travel.

Collaboration ( Digital and otherwise) : Wisdom of the crowd must not be lost, modern day organisations are a truly heterogeneous group, people from all kinds of socio-economic backgrounds, academic disciplines, social skills and personal beliefs come together to create solutions for customers. In 2019 a well-coloured wall comes second to stronger and snappier data connections, there is a need to smartly move investment into digital infrastructure. Hardware agnostic platforms should win your attention, you need to be able to eliminate barriers of space, formfactor, time and group to enable your staff to work, from wherever they are. To conduct a meeting, there is no need for people to look for the meeting room, they can use their excellent phones/computers/tablets to connect with you digitally, anytime anywhere, thereby bringing the lag to a virtual zero. Appearance for long has been a hindrance to productivity, practices of compensating for poor delivery with great rapport has been prevalent for a long time. People sometimes just want to be seen with the right people and at the right time and to make sure of that, waste a lot of time. In a digital workplace, all of that is eliminated, people are always connected so they reach out to one another in need and not just because they don't have anything better to do. Because employees are not physically crossing path, they would make up for it with their superior delivery, because, remember, all of us want to come out as the best. Who wins in the process? The organization and the staff: both. Organisations spend crazy amount of money in securing hardware, to create computer surpluses. Imagine having to spend 1K dollars in getting decent computer for your staff as option one and another in which you give 500 dollars and the employee and let him put whatever extra he would like to and own a hardware of his choice to conduct your business? Your cost has gone down by half, you’ve given the employee the choice that he will love and the hardware is anyway going to become obsolete in 3 years, so why not? If the staff already has a set, give him 200 dollars and onboard him. A case for cloud is not even required to be made if data is on the cloud, it is secure and at the same time always available on a data connection. The point being, that you wrap your organisation in software and not essentially hardware or physical dimensions. Deploy real time collaboration tools ( cloud based office suits), have project management tool implemented so that governance on the work is as real time as the work itself. For every lag,wait and re-do  that an inefficient infra creates the burden of additional unwelcomed and indirect cost piles up on the organisation, which you can and must avoid.
Transition from output to outcome : For aeons measurement method deployed to gauge efficiency has been largely output based, it is time that we graduate to an outcome-based system. Let me share a simple illustration, the judgement should not be based on how complex or comprehensive the backend is but on how simple and intuitive the user experience is. In the context of an MIS or a developer, length of code or syntax of formula is not a measure of hard work, but the flawless output is. We must move as far as practically possible from measuring clock hours and start considering, how the final outcome has been impacted. For instance, for a customer service agent the metric should not be how many customers did an executive handle but how many did he satisfy. I hope you get the Idea.

Well Being: Clinical researchers have proven beyond doubt that poor lifestyle practices substantially reduce cognitive capabilities, therefore it is imperative that designs are well thought of to nudge people to live better and healthier lives. Before I give you a few cases to ponder on, let me share with you that, India loses 21 billion dollars to absence from work on temporary health issues, every year, that is a lot of money!
Here are the options.
Come to office on time, work for 8 hours and get marked present.
Meet your objectives and get marked present.
Meet your objectives get marked present and walk 10K steps each day to earn coins needed for better than average appraisal?
A PMS that considers health goals around weight, waist sizes, too with KRA outputs?
When you engage with your staff on well being you create a bond far more personal than just professing how your organisation has to offer better professional future. When you encourage, your people, in a structured manner, to adopt a healthier lifestyle, you are helping them as much as you are helping yourself. There will be fewer sick leaves and even attrition will get impacted positively because employee value everything other than salary more than they are worth in the real world when handed in good faith. Quality health and accidental insurance and saving schemes not only give the employee a sense of protection but goes on to create the brand as a prefered employer. Remember you’ve only created 30% workstation, in the rest of the spaces you can create collaboration spaces, reading corner, exhibition centre, gyms and wellness spot. That infra will any day be appreciated more. The basic principle is to create hooks by offering meaningful engagement opportunities to the employees so that they see a lot of value in sticking around for long. I do not think that there is a need for me to make a case for how the cost of hiring and leakage of attrition impacts overall revenue objectives. So it makes perfect business sense to care for your employees.

I hope that with this article, I’ve given you reasons to believe in modern workspaces.

Many May day wishes to you.


Till we meet again bye bye.

Feb 12, 2019

Outsourcing 2.0, the future!


It is impossible to attempt predicting the future without taking history into account; the posterior view of linear time. The history of outsourcing is intensely integrated into the history of the growth of the modern business enterprise, many believe that it rose in the second half of the 19th Century. Historians and economists in the past fifty years have helped us to understand this sudden and prominent phenomenon of growth, one such legend is Mr. Alfred D. Chandler, do read his work. Much has been said regarding outsourcing in the past couple of years. This business practice has suddenly grabbed center stage attention and is now the focus of politicians, the press, companies, and workers alike. Organizations in the outsourcing space are also constantly applying thought to understand how should they reinvent themselves to remain relevant, as they face their toughest challenge in the present era. A business that found its existing space between the value difference of a rupee and a dollar (speaking strictly in the Indian context) initially and in not too much time became a darling even on a transaction that was between the same currency, faces an existential challenge now. The rationale for the rupee to rupee transaction came from the differentiation of core and non-core tasks for an organization. Offshoring, mainly from stronger currencies to the weaker ones flourished for the first decade, almost fanatically. India gained immensely from this fad that was catching up. IT and ITES provided employment to over 3 hundred thousand people, major businesses,  houses came into being: Wipro, Infosys, Concentrix, HCL, Tech Mahindra, and many others. Companies in the western world saw value in saving money and at the same time dealing with a race that was hardworking, ambitious, hungry for growth, and also particularly skilled for doing the job just right.

The growth and meaning of outsourcing are increasingly getting flatlined; cost pressures are driving the value down, from the perspective of the service providers. The political scene around the world is not helping either, mass protests in favor of keeping the jobs onshore have become common. Major political events in the recent past have revolved around it, the rise of President Trump, the ill effects of Brexit; the mounting of obscurantists and protectionists ideologies around the world have hurt the prospects of the thriving outsourcing industry in our country. Both IT and ITES have suffered immensely, we do not see too many new players making a move. But thankfully, all is not lost. India is growing, one could argue that it could have grown faster had a few things not happened, but then those are hypothetical arguments; we remain among the fastest-growing economies in the world. A new breed of entrepreneurs have come into the fray and are solving real issues interestingly applying technologies that are now available at a much cheaper cost, than it would have been let's say a decade ago. The eco-system is ready. Would Ola or Flipkart have become such spectacular successes in 1980ties in India? The answer to that question is a clear no. Now is the time for it and it is a great thing to happen to us as a country, society, and also the economy.

If the political climate was unfavorable and stunting the growth of outsourcing agencies vigorously, the advent of technology: penetration of internet, the rise of automation, AI and ML are together making it almost impossible for small players to exist. Jobs that required humans back then are being done in a few taps a lot more satisfyingly and swiftly. ITES providers are dying a slow death, many are bleeding profusely with no real sight of a breakeven, let alone profit and prosperity. Many renowned businesses have done away with their domestic business or are in the process of walking out, Sutherland &  Mphasis are classic examples. More than 40% of small and medium domestic BPOs had to shut shop, in the last 6 yrs. The scene is not all that good for those who aren’t comfortable with being on their toes all the time, either. There are organizations like Aegis, Karvy DigiKonnect, connectQ, 1point1, Megus, etc who are trying to walk in the opposite direction of the wind and have created for themselves results that are not bad, if not all that encouraging, in all the quarters of the year. But there is hope. And that is exactly what we are trying to discuss here.

A workforce that began with handling transactions on prescribed SOPs have in these years become rich in experience and now have valuable insight into how various businesses are conducted, not only have they mastered their game of efficiency but have also educated and trained themselves on the craft to a degree that they now carry invaluable perspicacity into the world of the consumers and deep understanding of the technology that makes the customer experience come about. Cross-pollination of talent has graduated the industry into a formidable group, one that is capable of rewriting the rules of the game. This development is part evolutionary and part forced and therefore, not easy for everyone to get to.

The time has come for the outsourcing industry to shed its dead weight of unskilled manpower, onboard forward thinkers, and retain only high performers; the average and the below-average must go. This industry has to prepare itself to walk out of the shadow of the transaction and shine in the light of experience. It is apt for the service providers to fight for increasing their share of influence, the only way for them to exist is if they muster the courage to secure a seat at the thought leadership table. A transition from a low value, labor-based output to a high-value intellect based outcome will have to be made. Service providers will have to become providers of knowledge and acumen and not just efficiency.

Doing the job, quicker, better, and at low cost is no longer lucrative, there is a need to invent ways to do them differently, trying different business solutions. The construct of the ‘different’ is in making the delivery consultative, one in which the providers do not only bring manpower but also industry acumen, knowledge of framing service philosophies, the capability of defining experience, designing its machinery, and then delivering results which are second to none. Technology is here to stay, providers will have to befriend the trend, work towards creating the capabilities of automation in-house, start offering a data first, and voice second service offering. The conventional mode of isolated support on voice, data, and chat channels will have to be united into an omnichannel environment, flexible enough to extend the customers the choice to choose: voice or text, self-help or assisted guidance, with solid CRM integration, one that is capable of building context and providing for predictive customer behavior. Service providers will have to become solution architects. The change will have to be welcomed into the organization and the way of its inner working. If I may borrow from Robin Sharma;

All change is tough at the beginning, messy in the middle, and gorgeous at the end.

Here are a few things that service providers should do to transform.

De-age your leadership team - All of those 25 to 30 yrs + experience folks are good, they bring a lot of value but if they are made in charge of driving transformation, it wouldn't come about just as swiftly or effectively. You need to bring in a fresh perspective, bright and young people with the required skillset to populate your leadership team. Studies have shown that after a certain age and getting certain success in life the fire in the belly goes off for 98% of the people and that alone is a reason for you to look at your leadership team to see if you have such satisfied people around? If so, it's time for you to get people who relate to the change and have a better handle on contemporary settings and above all are willing to walk that extra mile and have the desire and the determination to make their mark.
Alter your service offering - Your service offering has to be a happy marriage between technology, business acumen, skilled manpower, and growth infrastructure. You’ll need to modify your solutions for them to make sense to the market and the customers that you wish to service. You need to be able to partner with the organization with which you are doing business with offerings, creating service strategy, forming the budget, laying the logical and physical service infrastructure, sourcing, training, execution - all of it. You need to take a leap from business process outsourcing into the realm of experience outsourcing.
Responsible billing model: Try to slowly move away from transaction billing to outcome-based invoicing. It is not going to be easy. Today you bill for transactions (calls/email/chat) you handle tomorrow you’ll charge on outcomes, let’s say a threshold of customer satisfaction, first, call resolution, churn %, repeat purchase, etc,  keeping the service cost below a certain limit for the exchange of x% of profit. I’m just saying. Commercial viability will have to be worked out but if service providers have to grow in the value chain they will need to value outcomes more than a transaction. And in the process will come into effect a high-performance culture because then the substandard outcome will mean substandard billing. Focus on performance will be much higher. And because it is a high-value job .. service providers will get to command much better prices.
Driving innovation as a core product: Organizations will have to increasingly invest in a thinking workforce, currently, the focus is only on doing (executing) which is why you have a mob of the unintelligent and the uninspiring, who are satisfied doing what they have always done, without thinking of finding different and better ways of solving the issue. Service providers will need to get creative, run of the mill thought processes will have to be now killed, deliberately. For the culture of ideation to thrive within the organization, leaders will have to reward thinkers, demonstrate a willingness to accept the nonnormal and above all, they will need to give the message that they value thinking as much as they value doing, if not more. Take up a few high-value high impact ambitious projects and run them so that the workforce has something to relate to.
Decentralize work (WFH): Cluttering the real state in today’s world is not only ineffective but also inefficient - the outsourcing industry will have to learn to ‘work from home’. A model that is a mixture of on-premise + Work from home has the capability of bringing the billing cost down with leaving larger room for service providers to expand profits, alongside creating a more independent, flexible, and happier workforce. I’m not even counting the environmental benefits of reduced vehicular traffic or saving of travel time, here. For far too long leaders have seen the outsourcing industry set up to be like manufacturing, that must change NOW!
Diversify into Tech Products: Voice can and should not be your only stream of revenue. You’ll need to create a 1st party tech platform/solution to survive.
Gartner says that by 2020 85% of the transaction will move to the unassisted category, the machine will take over man, we already see that reality manifesting itself in our day to day interaction with the world. If service providers do not invest in this critical adaptation now, they will soon be extinct.

On that note, I end this .. until we meet again.

 

Dec 11, 2017

Customer Feedback, should you care?

Many of you wanted me to follow my blog : Customer Experience - It matters!

up with an article on "customer feedback management", so here it is!

The fundamental question;  whether or not your product/services has it, gets answered fairly and squarely in the first few rounds of customer acquisitions. Is your product needed, have you priced it right etc are questions that get thrashed more often than not very thoroughly, given the fact that most mid to small sized organisations work on capital that they raise or invest in the hope of securing rounds of financial assistance in the future and therefore  it is taken fairly seriously. As you become an organisation which is more than a handful of people who you may have handpicked when you started off, it becomes highly important that you lay down processes to structure deliveries, build controls and measure performances of each of the processes to not only identify errors but also make the delivery water tight, weeding out inefficiencies making the process as automated as possible. Basically trying to be future ready!

It’ll be truly wonderful to build a system so neat that it packs every possibility in it and handles every exception well and without a human intervention- Sadly for now, it remains a dream .. perhaps 50 yrs from now with AI gaining grounds, we may get an inch or two closer to that dream. At this point I must be sounding ridiculous to you, let me give you some facts, you’d then get the perspective right. 

Google - Employees more than 3K people here in India to read and categorise content on youtube alone.
Facebook - Has more than 5K people pitching & managing ads to traders.
Microsoft - Employee more than 4K people to neatly tag search results on bing.

There is a reason why smart algorithms are not so smart just as yet! ( They come at a cost .. which you may not be able to afford given other priorities that you'd like to cater to, first)

That being the case, thing about building a sustainable and scalable bussiness as far as making efforts to retain the customer with you goes, it revolves around, these key things, Identify a problem .. establish a cause .. take corrective and preventive actions .. loop it back with customers.

In theory, it looks as insanely simple as cracking a joke or two about Rahul Gandhi or simply getting scared when our PM holds the mic at 8 PM and starts with Mitro!! Real execution can be strangely complex in ways more than one. Reasons range from out of control levers to inability of reading situations or sheerly lacking experience in correcting things as swiftly as needed, sometime you may not have required cash to correct too. 

Where does that then lead the organisation? It starts with rising unpopularity and then ends at minuscule customer repeat buying numbers- that, for all practical purposes, is the end of the food chain. When the rate of customer churn begins to become comparable to customer acquisition pace you should know it's time to ACT else even before you realise the number will keep growing like an elephant’s baby .. couple of hundred kilos in less than a few months.

What is it that you should do then? Well, simply put you gotta put your customers at the very centre of your decision making - another simple sounding philosophy but one hell of a thing to achieve in reality. Even brand like Apple and Google sweat at it more often than not, don’t believe me .. go find a 3.5mm headphone jack either on iPhoneX or Pixel2? Hope you understand what I’m trying to push here? Even if you do not understand — it is ok, that is why I’m writing this one for you ;) ( Sorry for being cheesy .. but it is ok being one, once in a while) 

Here is the thing .. you willingly spend 10% to 15% of your overall expenditure on marketing ( Ok, this number is not sacrosanct .. different companies.. different product and different cash reserves may cause different spend levels but I have seen this number being in close proximity of that range that I’ve spoken about and therefore myopically choosing it to make a case.) What are the prime objectives? Gaining attention, capturing mind-space of the buyers, building a brand, educating customers on the products and its offerings. And of course, all of this is done to win customers - and it helps!

A new customer may get swayed by your swanky ads & outlandish offers . But if you think they will also stay back, just for that - you gotta be kidding! What keeps a customer going on your network is only and only the sum of utility of your product/services and the experiences, nothing else and nothing more.

In “experience” alone lies the key of repeat. You gotta continue doing what is liked by your customer, stop whatever bugs or troubles them and start whatever they may expect you to. But the questions is where do you get the intel from? Can there be such a data source? If yes, what is it that can be done to exploit it? 

Well, two top things come to my mind when I ponder over it.
1 Customer satisfaction survey intel.
2 Customer complaint info. 

There is enough and more reports available to believe that for every one complaint that you get there are 25 poor customer experiences worthy of becoming customer complaint but because people see no value in taking the pain of reporting , they silently move away from the brand - yeah, that is your churn number.

The other source customer satisfaction survey, for every 100 surveys that you’ll throw you’d get anything between 9 to 12% response if it is on email and up to 32% to 47% if it happens to be a hand off between a human interaction and a survey tool, let’s say an IVR.

On this write up, I wish to explore ways and means for you to make the most of your satisfaction surveys .. so you can derive marketing insights from it, sound enough to make you retain customers and because in the whole process you also elevate the quality of your products it also means substantial boost to your acquisition efforts.

Customer satisfaction drive is more than asking a few questions, mind you!!

Here are some things that you may wanna do right at the stage of institutionalising your survey process.

Co-Create the content of your survey - The business, you, and your customers should not have a hard time understanding the question. Simplicity is the key, here. Limit it to as few as possible. 

One to one invitation works - Let the address NOT be generic. You know the profile of your customer, use that information. Make it appear personalised. Your order data or CRM can be intelligently integrated with survey system - spend here.

Progress annotation is imp - If you ask your customer 5 questions, while on the 2nd he should know that he has 3 more to answer and it would take let’s say 4 more secs. Informed customer stays for longer, my experience says.

Explain the intent - Be wise in telling your customer why would you want him to invest those 10 secs in you .. what is in it for him should be stated. If your budget is healthy, give him some useable credit.

Build relation on negative sentiment - Make provisions for instances when you hear an unhappy news from the customer, make him your best friend - resolve his issue at a lightening fast speed. You can actually win the customer.

And once you’ve formulated the whole design, here is what you gotta do to make your organisation take a note of the findings.

All from the book 

Measure customer satisfaction (and dissatisfaction) in financial terms:
This lets the organisation prioritise current threats, to customer retention, positive referrals, and opportunities for improvement, in terms of their potential influence on the financial and strategic outcomes to their business.

Establish a customer experience baseline of satisfaction, loyalty & dissatisfaction:
A customer experience baseline helps you identify the problems that customer currently experience doing business with your organisation and prioritise them for remedial action.

Improve customer-response and complaint-handling skills, processes and systems
Customers who make contact looking for help can then be assured of a consistent and effective response and timely problem resolution. An effective response can improve customer loyalty and advocacy.

Increase feedback from customers by making it easier for them to contact you:
This, combined with improved customer response, increases the number of dissatisfied customers your organisation can turn into satisfied customers, reduces your potential negative reputation and increases the amount of data available for preventive analysis.

Establish a formal "Learning from Customers Programme":
Customer experiences can then be monitored on an ongoing basis and recurring failures in service and product quality can be quickly identified and addressed.

Conduct ongoing tracking of customer satisfaction with key processes:
A systematic approach to satisfaction tracking provides the organisation with an effective ongoing management tool to support the management of critical customer experiences.

If you’ve done these right - you’re headed on the right path. Well if not, check your customer (buying) repeat % .. it will shout out for help and perhaps then you’d realise the importance of qualified customer service.

That’s all for now, see you on the other side :) 


Making the news!