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Sarah Cook's down-to-earth guide provides the rationale behind measuring service effectiveness and explains the measurement process, from start (preparation) to finish (managing the results).
Good customer service may be seen as a crucial asset for most organisations. But how do you know that you are delivering good customer service both externally and internally and, more importantly, delivering it to meet and exceed your customers' expectations? Customer service is an intangible thing, it is perishable and it is personal, so measuring it can be complicated and less than straightforward. Help is at hand. Sarah Cook's down-to-earth guide provides the rationale behind measuring service effectiveness externally and internally and explains the measurement process, from preparation to managing the results. The book also includes an exploration of the various techniques open for measuring effectiveness and how to use them. Utilising her consultancy experiences the author has ensured that there is plenty of ready-to-use materials to enable you to start measuring your own organisation's service effectiveness straight away.
Selecting the Right Manufacturing Improvement Tools offers an easy-to-read and comprehensive review of the most important current industrial improvement tools that every manufacturing or industrial executive, operational manager or engineer needs to know, including which tool to use for a particular type of manufacturing situation. But his book goes beyond a simple comparison of improvement tools to show how these tools can be implemented and supported. Instead, it offers a broader strategic explanation of how they relate to one another, and their relative strengths and weaknesses in the larger context of the entire enterprise. It demonstrates how to use these tools in an integrated way such that they are not just be viewed as another "program of the month or management fad. Selecting the Right Manufacturing Improvement Tools guides the use of these individual management tools within the need for aligning the organization, developing leadership, and managing change, all for creating an environment where these tools will be more successfully applied. - Provides an excellent review of the most popular improvement tools and strategies - Lean Manufacturing, Kaizen, including 5S, Kanban, Quick Changeover, and Standardization, Total Productive Maintenance, Six Sigma, Supply Chain Management, Reliability Centered Maintenance, Predictive Maintenance (or Condition Monitoring), and Root Cause Analysis. - Illustrates the use of each tool with case studies, using a fictitious company called "Beta International," which continues its journey to business excellence from author's previous book, Making Common Sense Common Practice - Describes the foundational elements necessary for any tool to work - leadership, organizational alignment and discipline, teamwork, performance measurement, change management, and the role of innovation. - Concludes with a recommended hierarchy for the use of the various tools, and provides enough information so that individual circumstances and issues can be related to these improvement tools, making better decisions and having greater business success.
Customer satisfaction and loyalty are key differentiators between the better and poorer performing businesses in most markets. Satisfaction drives loyalty and loyalty drives business performance. This new edition of How to Measure Customer Satisfaction takes readers step-by-step through designing and implementing a CSM survey, highlighting blunders that are commonly made and explaining how to make sure that the measures produced are accurate and credible. It also covers ways of gaining understanding and ownership of the CSM programme throughout the organization and clarifies the business case for customer satisfaction. If you are committed to the future of your company, the ability to measure what your customers think of you is essential - and so is this book!
Today's software companies can't afford to be passive with their customers. As software moves to the web and becomes more consumerized, software companies can only grow if their current customers renew and grow over time. Otherwise those customers will leave, creating a "leaky bucket" of revenue.So, what are smart, innovative companies doing before they end up with severe churn problems? Forward-thinking companies invest in Customer Education early as a way to drive customer growth and maximize lifetime value in a scalable way. Over time, this function has the potential to differentiate a company in the market.Consider this book a survival guide to investing in a Customer Education function, including: -How to drive a Customer Education strategy across your customer lifecycle-Tips for creating killer content that will actually lead to customer performance-What tools to implement as part of your technology stack-Measurement strategies for improving your content and showing ROI-And more...
This important new work provides a comprehensive discussion of the customer satisfaction evaluation problem. It presents an overview of the existing methodologies as well as the development and implementation of an original multicriteria method dubbed MUSA.
Everyone knows that the best way to create customer loyalty is with service so good, so over the top, that it surprises and delights. But what if everyone is wrong? In their acclaimed bestseller The Challenger Sale, Matthew Dixon and his colleagues at CEB busted many longstanding myths about sales. Now they’ve turned their research and analysis to a new vital business subject—customer loyalty—with a new book that turns the conventional wisdom on its head. The idea that companies must delight customers by exceeding service expectations is so entrenched that managers rarely even question it. They devote untold time, energy, and resources to trying to dazzle people and inspire their undying loyalty. Yet CEB’s careful research over five years and tens of thousands of respondents proves that the “dazzle factor” is wildly overrated—it simply doesn’t predict repeat sales, share of wallet, or positive wordof-mouth. The reality: Loyalty is driven by how well a company delivers on its basic promises and solves day-to-day problems, not on how spectacular its service experience might be. Most customers don’t want to be “wowed”; they want an effortless experience. And they are far more likely to punish you for bad service than to reward you for good service. If you put on your customer hat rather than your manager or marketer hat, this makes a lot of sense. What do you really want from your cable company, a free month of HBO when it screws up or a fast, painless restoration of your connection? What about your bank—do you want free cookies and a cheerful smile, even a personal relationship with your teller? Or just a quick in-and-out transaction and an easy way to get a refund when it accidentally overcharges on fees? The Effortless Experience takes readers on a fascinating journey deep inside the customer experience to reveal what really makes customers loyal—and disloyal. The authors lay out the four key pillars of a low-effort customer experience, along the way delivering robust data, shocking insights and profiles of companies that are already using the principles revealed by CEB’s research, with great results. And they include many tools and templates you can start applying right away to improve service, reduce costs, decrease customer churn, and ultimately generate the elusive loyalty that the “dazzle factor” fails to deliver. The rewards are there for the taking, and the pathway to achieving them is now clearly marked.
Government and nongovernmental human service organizations are under increasing pressure to demonstrate that their programs work. As stakeholders demand more accountability, human service organizations are increasingly utilizing performance accountability and performance measurement as a way of demonstrating the efficiency, quality, and effectiveness of their programs. Measuring the Performance of Human Service Programs, Second Edition examines the reasons why performance measurement has become the major method of performance accountability today. In this second edition of their classic work, Martin & Kettner explain in detail how to develop and utilize output, quality, and outcome performance measures in human service programs. Special attention is given to the four types of outcome performance measures: numeric counts, standardized measures, level of functioning (LOF) scales and client satisfaction.
This new edition of Managing Information Services has been significantly revised and restructured to reflect the need for libraries and information services to manage the transformation necessary to become more relevant to the knowledge age's dynamic, customer-centred environment. It reflects the move from managing physical assets to exploiting knowledge, technology and innovation; new models of learning; global, mobile communication and new delivery mechanisms with a focus on relationships. Introductory sections on management and strategic influences emphasise the importance of knowledge management skills, teamworking, corporate responsibility and customer satisfaction as a driver for change. A new section on corporate governance has been added that includes managing different forms of capital, and there is expanded coverage of investment, security, risk management and business continuity. Maintaining a competitive advantage through service quality and multiple delivery channels is another theme found throughout the book. comprehensive and yet sufficiently detailed reference on the key management subjects for information service managers.