2. The Voice of the Customer Pertemuan 9-10
Matakuliah : Perancangan Manajemen Mutu
Tahun : 2009
The Voice of the Customer Pertemuan 9-10

3. The Voice of the Customer
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

4. 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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5. 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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6. 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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7. 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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8. 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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9. Customer-Driven Quality
Figure 5.1
Quality
Reactive Customer-Driven Quality Model
Region of dissatisfaction
Customer expectations
Region of complacency
Supplier performance
Time t T
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10. What is 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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11. 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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12. Customer-Relationship Management
Complaint
resolution
Components of a Customer-Relationship Management Process
Feedback
Customer
Relationship
Management
Guarantees
Corrective
action
Figure 5.2
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13. 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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14. 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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15. 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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16. 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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17. Customer-Relationship Management
To be effective, guarantees should be:
Unconditional
Understandable
Meaningful
Communicable
Painless to invoke
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18. 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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19. The Gap Approach to Service Design
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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20. The Gap Approach to Service Design
Management
perceptions of
consumer expectations
Translation of
perceptions into
service quality specs
Service delivery
Perceived service
Expected service
Word of mouth
communications
Past experience
Personal needs
External
to consumers
Gap 4
Marketer
Gap 5
Gap 3
Gap 2
Gap 1
Figure 5.3
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21. The Gap Approach to Service Design
Gaps Model
Poor
Good
High
Low
Customer Perceptions
Relative strength
Wasted time
Minor annoyances IV I
III
Areas for
improvement II
Relative Importance
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22. 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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23. 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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24. 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 long-term, steady income stream to the provider.
Gathering Data From Customers
Active data gathering
Passive data gathering
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25. Actively Solicited Customer Feedback Approaches
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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26. 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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27. Actively Solicited Customer Feedback Approaches
Different Methods of Soliciting Customer Feedback
Telephone Contact
Focus Groups
Customer Service Surveys
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28. Actively Solicited Customer Feedback Approaches
Focus Group Steps
Identify Purpose
Narrow Scope of Questions
Select Target Population
Develop Questions
Run Multiple Groups
Summarize and Develop Common Themes
Figure 5.5
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29. 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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30. Actively Solicited Customer Feedback Approaches
Reliability and Validity
Figure 5.8
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31. Passively Solicited Customer Feedback Approaches
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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32. 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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33. 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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34. 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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35. 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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36. Discussion Questions Case 5-1: Case 5-2:
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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