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Atricle Dump - Blocks to Customer Focus
You have lived the life: Adrenalin-charged meetings, exhilarating presentations and major business deals signed on the dotted line but also senseless re-briefings, over-cautious clients and business partners, bitter managers and frustrated colleagues. And let's not even talk about the overtime.It was great while it lasted (most of the time, anyway), but now the spark is gone. You know it is time for YOU to finally hop off the hamster wheel and start something new!Deciding to make a major change in your career in seldom ea
Blurry line of sight to external customers -- many organizational members (other then those on the front serving lines) have little interaction with external customers and often don't understand (and have little reason to care about) customers' expectations and how their work ultimately helps or hinders meeting those expectations.
One customer group dominates. For example, the focus is on retailers, agents, or distributors with scant attention paid to the ultimate consumer. Little effort is made to understand and balance the needs of both groups while pulling products
What lies in store for the IT Contractor? I have seen the whole lifecycle at least three times, so let me tell you what to expect. To be forewarned is to be forearmed, so you might want to remember where you are in the cycle and what lies ahead.We might as well start when the economy is in boom conditions.1. IT Contractors are at premium as companies grab as many as they can get.2. IT Contractor rates rise rapidly.3. IT Contractors think their time has come and that the gravy train will go on forever. They thi
The problem is that most organizations only talk about customer service improvement. Many executives don't understand what outstanding customer service really looks, aren't ready to turn their organization inside out to provide it, are trying to paint happy smiles on their frontline service providers, or are bolting a customer service program on the side of their organization rather than making it a part of their core strategy.
Here are some of the biggest reasons that so few organizations successfully turn their customer service rhetoric into reality:
Little or no segmentation of markets and customer groups. The organization is trying to be everything to everybody. Customers are lumped into one indistinguishable mass and their expectations (if they've been gathered at all) aren't weighted, ranked, and segmented.
Little or no customer data. When it is collected (such as an occasional survey) positive feedback is acknowledged. But negative data is denied (usually by challenging the survey methodology). Budget priorities are set, cost containment initiated, and resources allocated with little, if any, systematic connection to customer priorities and expectations. Improvement activities are focused on what the organization or management considers important.
The organization is managed from the inside out. New products and services are pushed out to the market through sales and marketing. Customers aren't involved as active partners in research and development activities. A senior executive in a leading computer company once said, "If customers don't like our solutions, they have the wrong problems".
Employees are treated as the source of service breakdowns. Training and motivational campaigns (such as recognition programs) aim to "fix the frontline". Management pays little attention to all the research that proves "The 85/15 Rule" -- 85% of service breakdowns originate in organizational systems, processes, or structures.
Internal customer tyranny runs rampant. Departments who are served by other departments use the concept of "internal customer-supplier relationships" to get their own needs met whether or not it improves external customer service.
Blurry line of sight to external customers -- many organizational members (other then those on the front serving lines) have little interaction with external customers and often don't understand (and have little reason to care about) customers' expectations and how their work ultimately helps or hinders meeting those expectations.
One customer group dominates. For example, the focus is on retailers, agents, or distributors with scant attention paid to the ultimate consumer. Little effort is made to understand and balance the needs of both groups while pulling products a
Invoice factoring advantages: imagine how you could grow your business with excellent cash flow management.When you partner with invoice factoring companies, you can receive payment on your customer invoices within 24 hours of billing, freeing up your company's cash flow. So, by not investigating factoring companies, you may be limiting your options. Read on for some of the benefits of working with a receivables factoring company and then contact a quality firm today.Immediate benefit of receivables factoring: sol
Here are some of the biggest reasons that so few organizations successfully turn their customer service rhetoric into reality:
Little or no segmentation of markets and customer groups. The organization is trying to be everything to everybody. Customers are lumped into one indistinguishable mass and their expectations (if they've been gathered at all) aren't weighted, ranked, and segmented.
Little or no customer data. When it is collected (such as an occasional survey) positive feedback is acknowledged. But negative data is denied (usually by challenging the survey methodology). Budget priorities are set, cost containment initiated, and resources allocated with little, if any, systematic connection to customer priorities and expectations. Improvement activities are focused on what the organization or management considers important.
The organization is managed from the inside out. New products and services are pushed out to the market through sales and marketing. Customers aren't involved as active partners in research and development activities. A senior executive in a leading computer company once said, "If customers don't like our solutions, they have the wrong problems".
Employees are treated as the source of service breakdowns. Training and motivational campaigns (such as recognition programs) aim to "fix the frontline". Management pays little attention to all the research that proves "The 85/15 Rule" -- 85% of service breakdowns originate in organizational systems, processes, or structures.
Internal customer tyranny runs rampant. Departments who are served by other departments use the concept of "internal customer-supplier relationships" to get their own needs met whether or not it improves external customer service.
Blurry line of sight to external customers -- many organizational members (other then those on the front serving lines) have little interaction with external customers and often don't understand (and have little reason to care about) customers' expectations and how their work ultimately helps or hinders meeting those expectations.
One customer group dominates. For example, the focus is on retailers, agents, or distributors with scant attention paid to the ultimate consumer. Little effort is made to understand and balance the needs of both groups while pulling products
Every business makes promises to customers. Those promises are put to the test in a peak season. All businesses have peak seasons and have to make good on their promises. Tomorrow is the start of the peak season for customer service personnel who work in retail businesses. It is the return season, the time of year that requires real gumption, patience, and courtesy. Exchanges are needed, refunds are requested, lines are long, and tempers get short. Policies and people are stretched. It is also a season that is a huge opportunity
The organization is managed from the inside out. New products and services are pushed out to the market through sales and marketing. Customers aren't involved as active partners in research and development activities. A senior executive in a leading computer company once said, "If customers don't like our solutions, they have the wrong problems".
Employees are treated as the source of service breakdowns. Training and motivational campaigns (such as recognition programs) aim to "fix the frontline". Management pays little attention to all the research that proves "The 85/15 Rule" -- 85% of service breakdowns originate in organizational systems, processes, or structures.
Internal customer tyranny runs rampant. Departments who are served by other departments use the concept of "internal customer-supplier relationships" to get their own needs met whether or not it improves external customer service.
Blurry line of sight to external customers -- many organizational members (other then those on the front serving lines) have little interaction with external customers and often don't understand (and have little reason to care about) customers' expectations and how their work ultimately helps or hinders meeting those expectations.
One customer group dominates. For example, the focus is on retailers, agents, or distributors with scant attention paid to the ultimate consumer. Little effort is made to understand and balance the needs of both groups while pulling products
Are you trying to decide on a promotional item to publicize your business? There are a great many reasons why promotional t-shirts fit the bill. Why choose promotional t-shirts as a marketing promotion, employee incentive or advertising gift? Here are just a few of the reasons. High quality custom printed t-shirts are always in demand. Custom promotional t-shirts promote brand loyalty and recognition. Every customer wearing one of your promotional t-shirts is a walking advertisement for your business.senior executive in a leading computer company once said, "If customers don't like our solutions, they have the wrong problems".
Employees are treated as the source of service breakdowns. Training and motivational campaigns (such as recognition programs) aim to "fix the frontline". Management pays little attention to all the research that proves "The 85/15 Rule" -- 85% of service breakdowns originate in organizational systems, processes, or structures.
Internal customer tyranny runs rampant. Departments who are served by other departments use the concept of "internal customer-supplier relationships" to get their own needs met whether or not it improves external customer service.
Blurry line of sight to external customers -- many organizational members (other then those on the front serving lines) have little interaction with external customers and often don't understand (and have little reason to care about) customers' expectations and how their work ultimately helps or hinders meeting those expectations.
One customer group dominates. For example, the focus is on retailers, agents, or distributors with scant attention paid to the ultimate consumer. Little effort is made to understand and balance the needs of both groups while pulling products
Doesnt that just grab you by the eyeballs and make you stop dead in your tracks? I mean its a little harsh grammatically speaking but holy smokes, it does it have stopping power...Now Ill share with you a few secrets for creating good adverts. So lets dive right in because we're all busy people ;-)First you need to be introduced AIDA.- A stands for ATTENTION, as in get some or you lose your chance - I stands for INTEREST, as in now keep me interested. - D stands for DESIRE, as in ok
Blurry line of sight to external customers -- many organizational members (other then those on the front serving lines) have little interaction with external customers and often don't understand (and have little reason to care about) customers' expectations and how their work ultimately helps or hinders meeting those expectations.
One customer group dominates. For example, the focus is on retailers, agents, or distributors with scant attention paid to the ultimate consumer. Little effort is made to understand and balance the needs of both groups while pulling products and services through the distribution or service chain.
Focus is on customer acquisition rather than retention. Investments in sales and marketing to bring in new customers are much higher then efforts to retain or expand business with current customers.
Customers aren't people. Thinking of someone as a customer implies providing service, partnership, or some form of equality. However, when customers become "policyholders", "consumers", "patients", "passengers", "taxpayers", "accounts", or "advertisers" they often become less human.
Business is a lot like tennis, those who don't serve well end up losing. In a recent interview, Bob Green, a service/quality coordinator with AmSouth Mortgage in Birmingham Alabama summed up the challenge facing most organizations, "The financial products from one mortgage company to another are basically the same. We're out to play `quantum leapfrog' and jump out in front of our competitors. The only way we can do that is to know our customers overall needs more thoroughly and move more quickly to meet them then anybody else in our business."
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