You or… ?? Customer, - internal Customer Quality in Customer services Customer, - internal Customer In addition to external Customers, the company has …internal Customers The company employees are all Customers to eachother. Your co-workers are your Customers, as you are their Customer Inside the company: ”…the result of your work, is the raw-material needed by the next person in line, - your co-worker…” Are you giving ”Quality Products” to them, - are they to you? You or… ?? Who judges/defines ”Quality”?

Is your Product of good quality ? Internal Customer Internal Customer ? The result of your work (= your ”Product”) is the raw-material for the next person in line. Is your Product of good quality ? In addition to conflicts that arise from personal differences, there are company internal sources that automatically cause tensions :

Internal Customer Production Engineering In addition to conflicts that arise from personal differences, there are company internal sources that automatically cause tensions : Function Their Emphasis Marketing Production Standard models / orders Customized models / orders Long prod. runs / few products Short runs / many products No product changes Frequent product changes Stiff production schedules Flexible production schedules Long delivery times Short delivery times Ease of production Solving customer wishes Standard quality control Special quality control Engineering Functional / tech. features Sales / customer wish features Few models/standard components Many models / custom comp . Long design lead times Short design lead times Standardized design procedures Ad hoc / liberal design proc Source: Philip Kotler, ”Diagnosing the Marketing Takeover” Harvard Business Review

Internal Customer Inventory / Stock Management Accounting / Finance Cont. In addition to conflicts that arise from personal differences, there are company internal sources that automatically cause tensions : Function Their Emphasis Marketing Inventory / Stock Fast moving items/few products Broad product line Management Economic levels of stock Large stock levels (del. time !) Standard parts Nonstandard parts Price of material Customer opinion of material Purchasing at determined times Immediate purchases Accounting / Finance Standard transactions Special terms & discounts Few reports Many reports Hard and solid budgets Flexible budgets acc. to need Pricing to cover costs & profit Pricing to further market dev . Full customer credit reports Little customer credit examin . Low credit risks Medium credit risks Tough credit terms Easy credit terms Easy collection procedures Tough collection procedures Source: Philip Kotler, ”Diagnosing the Marketing Takeover” Harvard Business Review