Customer Experience

Prestatiemeting wordt doorgaans gebruikt om de prestaties van medewerkers in de gaten te houden en te verhogen. Helaas blijkt prestatiemeting niet altijd het gewenste effect te hebben. Daarom onderzoekt Noventum Service Management samen met Universiteit Twente hoe prestatiemeting kan leiden tot betere resultaten van servicemedewerkers. We richten ons daarbij vooral op hoe belangrijk het is dat medewerkers zelf invloed hebben op de indicatoren waarmee hun prestaties worden gemeten en waarom.

Wordt in uw bedrijf de prestatie van servicemedewerkers gemeten met individuele en/of groepsprestatie-indicatoren? Wilt u leren hoe prestatie¬meting beter aangepakt kan worden? Dan nodigen wij u uit om aan dit onderzoek mee te doen. Wij stellen uw medewerking zeer op prijs en in ruil daarvoor zenden we u de resultaten van het onderzoek na afloop graag toe. Uit de resultaten kunt u nieuwe inzichten opdoen over hoe u de output van medewerkers kunt maximaliseren door betere prestatiemeting en hoe u daarmee uw dienstverlening kunt verbeteren.

  “De economische crisis heeft hard toegeslagen. Iedereen merkt dat en het werkt louterend. Bedrijven keren terug naar hun basis en de koopbereidheid en loyaliteit van klanten moet als nooit tevoren echt worden verdiend. Hoe je dat op een goede manier doet? Op die vraag krijgt u antwoorden in de presentatie van dr. Meindert Flikkema, universitair hoofddocent Service en Innovatiemanagement aan de Vrije Universiteit.

 Uit Noventum’s 2008 onderzoek is gebleken dat een merkgedreven service strategie de meest winstgevende groei oplevert. Door middel van een merkgedreven strategie kan de nadruk liggen op de immateriële waarde van services waarmee het onderscheidend vermogen van de onderneming kan verbeteren. De klantbeleving wordt beïnvloed door vele details die tijdens de interactie met de klant kunnen leiden tot een positieve of negatieve beeldvorming. De verwachtingen van de klant moeten overeenstemmen met de propositie, de kwaliteiten van medewerkers, de bedrijfsprocessen en systemen, en moeten een positieve en waardevolle lange termijn relatie met de klant opleveren.

Steve Downton, Downton Service Management Consultants Ltd, Noventum Group

I have previously commented on the overwhelming evidence that customer satisfaction surveys do not give an accurate picture of the opinion of the customer. This article will seek to establish why customer satisfaction surveys can be unreliable and how successful companies communicate with their customers to provide consistent reliable information about how best to support their customers, creating loyalty as well as real satisfaction.
Most service operations provide service level agreements which guarantee standards of service such as respond or restore same day, next day etc. Discussion with a customer to decide upon their requirements should elicit a number of different scenarios, configured in a variety of ways, with the result that the way a SLA is set up will vary enormously; consequently, its true relevance can vary significantly and is often open to misinterpretation.

If all the customer’s requirements are accurately assessed and fully documented and the measures and results of the SLA proceed as agreed, it does not necessarily mean the customer’s are being satisfied at all levels, and as requirements continually change may result in a shift away from the SLA. In the same way, satisfaction surveys may once have portrayed an accurate representation, however now, no longer perform as an operational tool but have been morphed into a marketing tool. The SLA and survey tool may be operational but they could have been established with the purchaser of the service and not the user; if communication between purchaser and user is poor, service expectations might vary significantly from service paid for.

Steve Downton, Downton Service Management Consultants Ltd, Noventum Group

I have previously commented on the overwhelming evidence that customer satisfaction surveys do not give an accurate picture of the opinion of the customer. This article will seek to establish why customer satisfaction surveys can be unreliable and how successful companies communicate with their customers to provide consistent reliable information about how best to support their customers, creating loyalty as well as real satisfaction.
Most service operations provide service level agreements which guarantee standards of service such as respond or restore same day, next day etc. Discussion with a customer to decide upon their requirements should elicit a number of different scenarios, configured in a variety of ways, with the result that the way a SLA is set up will vary enormously; consequently, its true relevance can vary significantly and is often open to misinterpretation.

If all the customer’s requirements are accurately assessed and fully documented and the measures and results of the SLA proceed as agreed, it does not necessarily mean the customer’s are being satisfied at all levels, and as requirements continually change may result in a shift away from the SLA. In the same way, satisfaction surveys may once have portrayed an accurate representation, however now, no longer perform as an operational tool but have been morphed into a marketing tool. The SLA and survey tool may be operational but they could have been established with the purchaser of the service and not the user; if communication between purchaser and user is poor, service expectations might vary significantly from service paid for.

As businesses slowly begin to come round from the negativity of the last 18 months, and inspect their operations for damage, I have an image of a scene of battle reminiscent of Star Wars with some crafts relatively unharmed, others badly damaged and some destroyed.

It is arguable that a great number of the existing detection mechanisms (customer surveys, feedback forms) completely fail to identify the problems and issues that have followed the banking crisis. Good “Customer Radar” has a number of components, but the most fundamental aspect is the ability to act upon information quickly. Too much emphasis can be placed upon dealing with symptoms rather than tackling actual causes, and so excellent interpretation and diagnosis is also an essential feature, and gathering customer information doesn’t guarantee effective results unless it is used correctly and the results fully applied.

Steve Downton, Downton Service Management Consultants Ltd, Noventum Group

Our research, initiated last year and extended this year, has reinforced the conclusion that certain strategies are proving to be most effective in creating increased revenue by providing the customer with what they require. However, translating a strategy into a realisable goal is not always achievable, top down, because there is not a clear understanding of the drivers or customer environment at senior level within the supplier and sometimes too much emphasis is placed upon dealing with symptoms, rather than tackling actual causes. Converting a strategy into an achievable goal is not achievable bottom-up, unless there is top-down commitment! Successful companies focus on the customer’s developing needs to anticipate the need for change and not wait till the customers leave. They have effectively learned to combine top-down commitment with bottom-up understanding through close attention to the experience of their customers and their customer interface staff.

When dealing with a service organisation, working from the “bottom-up” means working from the customer interface, and therefore the approach must recognise the customer will be responsible for significant input and reaction to change. A major change in operation might require moving customer interface staff from one area to another.

Steve Downton, Downton Service Management Consultants Ltd, Noventum Group

Our research, initiated last year and extended this year, has reinforced the conclusion that certain strategies are proving to be most effective in creating increased revenue by providing the customer with what they require. However, translating a strategy into a realisable goal is not always achievable, top down, because there is not a clear understanding of the drivers or customer environment at senior level within the supplier and sometimes too much emphasis is placed upon dealing with symptoms, rather than tackling actual causes. Converting a strategy into an achievable goal is not achievable bottom-up, unless there is top-down commitment! Successful companies focus on the customer’s developing needs to anticipate the need for change and not wait till the customers leave. They have effectively learned to combine top-down commitment with bottom-up understanding through close attention to the experience of their customers and their customer interface staff.

When dealing with a service organisation, working from the “bottom-up” means working from the customer interface, and therefore the approach must recognise the customer will be responsible for significant input and reaction to change. A major change in operation might require moving customer interface staff from one area to another;

Het is een wijdverbreid misverstand dat klantloyaliteit gewaarborgd wordt door klanten te vragen wat ze willen en hen dit te leveren. Nog los van het risico dat klanten geïrriteerd of zelfs teleurgesteld zijn dat hier naar gevraagd moet worden – veel mensen zullen geïrriteerd zijn als een garagebedrijf belt voor een enquête naar de tevredenheid over de servicebeurt van hun auto. Klanten verwachten dat hun leveranciers gewoonweg weten wat hun behoeften zijn en in staat zijn hieraan invulling te geven.