1 customer measurement in ors performance management conference amy culbertson, m.s. office of...
TRANSCRIPT
![Page 1: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/1.jpg)
1
Customer Measurement in ORS
Performance Management Conference
Amy Culbertson, M.S.Office of Quality Management
31 October 2001
![Page 2: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/2.jpg)
2
Overview
• Customer Relationship Management• The 10 Steps• Conclusion
![Page 3: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/3.jpg)
3
Customer Relationship Management (CRM)
• Customer measurement a piece of CRM• Describes the many activities in managing relationships with
customers
• What is a relationship?• Continuing series of collaborative interactions• Occurs over time• Develops based on successive interactions• Unique for each customer
• Why management?• Each interaction offers:
• Ability to customize products/services to customers• Opportunity to influence customers’ percpetions• Learn more about customers for the future
• Management of relationship encourages loyalty
![Page 4: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/4.jpg)
4© 2001 The New Yorker Collection from cartoonbank.com. All Rights Reserved.
![Page 5: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/5.jpg)
5
Why should YOU care about managing customers?
• Times have changed• Customers have escalating needs• Competitors are delivering on these demands• If you don’t, you will be out of business• Computer technology has contributed to this new world
• Business Case• Dissatisfied customers usually don’t complain• Dissatisfied customers usually do defect• Dissatisfied customers tell everyone they know• Dissatisfied customers encourage others to defect• Result --- lost business…..forever!!
![Page 6: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/6.jpg)
6
Why should ORS care about managing customers?
• Management Case• ORSAC wants to see data
• How ORS knows we are satisfying customers • Why ORS should be the provider of choice• How ORS is planning to meet future customer needs
• Government Case• Should ORS be sole source of products/services
• Can others (gov or private) be providers• Cost important but also value
• GPRA• Explain in quantifiable terms how serving customers• Value provided in fulfilling Agencies’ missions• Why we should continue to receive funding and support
![Page 7: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/7.jpg)
7
Example 1-1
Performance Measurement Model
![Page 8: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/8.jpg)
8
If you can’t measure it,
you can’t manage it.
![Page 9: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/9.jpg)
9
Where do you start?
© 2001 The New Yorker Collection from cartoonbank.com. All Rights Reserved.
![Page 10: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/10.jpg)
10
The 10 Steps
1. Select the service area to measure
2. Define products/services delivered to customers
3. Identify customer segments
4. Conduct targeted customer interactions
5. Research competitors
6. Select measures
7. Plan data collection
8. Gather and analyze customer data
9. Discuss findings and recommendations
10. Take action
![Page 11: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/11.jpg)
11
Step 1: Select Service Areas to Measure
![Page 12: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/12.jpg)
12
Step 1:
Select Service Areas to Measure
• Best to prioritize areas to measure• Select those that are most important
• Visibility to customers• Complaints concerning quality• Revenue generated• High costs of operations• Desire to understand why product/service is
successful• Initiatives to increase market share• Requests to demonstrate service usefuless
![Page 13: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/13.jpg)
13
Step 2: Describe Products/Services
© 2001 The New Yorker Collection from cartoonbank.com. All Rights Reserved.
![Page 14: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/14.jpg)
14
Step 2:
Describe Products/Services Being Delivered
• Some questions to answer:• What categories of products/services are delivered to
customers?• Why are some categories used more than others?
• Has the delivery of products/services increased, decreased, or remained constant?
• Why have these changes occurred?
• Are particular NIH ICs using the product/service more than others?
• If so, why?
• Who is ordering, receiving, and using the products/services?
• Do your IT systems provide enough information to answer these questions?
![Page 15: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/15.jpg)
15
Graph what You Deliver to Customers
• Example 2-1 • Printing and Reproduction Sales Data by Fiscal Year
• Example 2-2• DES Shops Fee for Service Sales by Fiscal Year
• Example 2-3• Categories of Products Ordered from MAPB by Year
• Example 2-4• NIH ID Cards Issued by Year
• Example 2-5 • Flow Chart of the Staffing Process in ORS
![Page 16: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/16.jpg)
16
Example 2-1
Printing and Reproduction Sales Data by Fiscal Year
![Page 17: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/17.jpg)
17
Example 2-3
Categories of Products Ordered by Year
![Page 18: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/18.jpg)
18
Example 2-4
NIH ID Cards Issued by Year
![Page 19: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/19.jpg)
19
Example 2-5
Flow Chart of Staffing Process in ORS
![Page 20: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/20.jpg)
20
Step 3: Identify Customer Segments
Not all customers are the same……
![Page 21: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/21.jpg)
21
Step 3:
Identify Customer Segments
• Segmentation means to sort customers into groups based on similar characteristics
• Critical to the viability of service organizations• Segmentation allows understanding of the differences
in customer groups• What they like - what they don’t like• How to tailor service offerings to better meet needs of each
group
• By identifying and tracking customer segments over time
• Determine which segments are most profitable to target and retain
• Determine which segments to deemphasize
![Page 22: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/22.jpg)
22
How do I Segment my Customers?
Use existing data to undestand: • Type of products/services used• Quantities of use• Customer’s organization• Customer’s function• Other demographic variables
• Location• Type of business• Delivery schedule
![Page 23: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/23.jpg)
23
Graph Data to Understand Customer Segments
• Example 3-1• ORS Customer Segments Matrix Data for 41
Discrete Services in FY01• Example 3-2
• MAPB Sales by NIH IC for FY00 - Top Ten NIH ICs
• Example 3-3• Printing and Reproduction Sales by Fiscal Year -
Top Five NIH ICs• Example 3-4
• NIH Dining Centers - Customer Segments
![Page 24: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/24.jpg)
24
Example 3-3
Printing and Reproduction Sales by Fiscal YearTop Five NIH ICs
![Page 25: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/25.jpg)
25
Example 3-4
NIH Dining Centers -- Customer Segments
![Page 26: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/26.jpg)
26
Step 4: Conduct Targeted Customer Interactions
© 2001 The New Yorker Collection from cartoonbank.com. All Rights Reserved.
![Page 27: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/27.jpg)
27
Step 4:
Conduct Targeted Customer Interactions
• Existing data may not reveal what matters most to customers
• Take time to measure the right things• Targeted interactions allow you to learn more about
your customers• First review data from prior steps• Look at additional sources - complaints• Develop list of questions• Go talk with customers• Be open to whatever they want to discuss
• Example 4-2• Questions for Targeted Interactions with Conference
Services Customers
![Page 28: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/28.jpg)
28
Step 5: Research Competitors
© 2001 The New Yorker Collection from cartoonbank.com. All Rights Reserved.
![Page 29: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/29.jpg)
29
Step 5:
Research Your Competitors
• Why should ORS be the provider of choice?• Ask yourself:
• Who else can provide this service?• At what cost can others provide this service?• What does ORS offer that is unique or valued compared to
competitors?• What do competitors offer in terms of features and amenities
that are not offered by ORS?• What distinguishes you from your competitors?• What are you doing to increase market share?
• Example 5-1• Market Research for Printing Services in ORS
![Page 30: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/30.jpg)
30
Step 6: Select Measures
![Page 31: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/31.jpg)
31
Typical Balanced Scorecard Customer Measures
• Customer satisfaction• How well meeting needs and satisfaction with specific
performance criteria
• Market share• Proportion of business in market that you provide to
customers
• Customer retention• Do you maintain ongoing relationships with customers and
retain their business
• Customer acquisition• Rate at which you attract new customers
• Customer profitability• Net profit of a customer segment accounting for unique
expenses to support that customer
![Page 32: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/32.jpg)
32
Some Advice About “Measures”• Rarely can you gather data and use it directly to gauge
performance• Data needs to be collected, transformed, analyzed, summarized,
and displayed• Most measures are calculated based on a series of raw data
metrics• Customer satisfaction may be the overall satisfaction score on a 20
question survey• Market share may be combination of percentage of market for
variety of products/services• Customer retention may be combination of retention of many
different customers, segments• There is no one “right” measure• Be flexible to change measures• Example 6-1
• Customer Survey Results of the Eurest Dining Centers
![Page 33: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/33.jpg)
33
Example 6-1
Customer Survey Results of the Eurest Dining Centers
![Page 34: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/34.jpg)
34
Step 7: Plan Data Collection
© 2001 The New Yorker Collection from cartoonbank.com. All Rights Reserved.
![Page 35: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/35.jpg)
35
THINK Before you Act!
• Data collection is a time consuming activity• Gathering data from customers raises their
expectations• Only collect the amount of data you can
analyze and respond to in timely fashion• Garbage in = Garbage out
![Page 36: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/36.jpg)
36
Methods for Collecting Data
• Existing Data
• Observation
• Interviews and Focus Groups
• Surveys
![Page 37: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/37.jpg)
37
Existing Data
• Financial data, ordering data, delivery data, complaints data
• Steps to using existing data:• Select appropriate data• Define data into measures• Determine computational procedures to use
measures as information
• Example 7-1• SEIB Sales Data by Product by Year
![Page 38: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/38.jpg)
38
Existing Data - Advantages
• Easy to gather• Doesn’t require involving the customer• Often viewed as “objective” or “real”• Can be summarized over time• Allows quick review of current situation• Typically used to convince management that
something needs to change
![Page 39: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/39.jpg)
39
Existing Data - Disadvantages
• Quality of the data may be poor - not recorded in consistent fashion
• Data may be incomplete• Extraction of data may be time consuming• Not collected with analysis in mind• May have limited usefulness
![Page 40: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/40.jpg)
40
Observations
• Simple to do• Great reality check on how things really
happen• Very useful to understand new features,
amenities you could provide• Example 7-2
• Observations of the Print Ordering Process
![Page 41: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/41.jpg)
41
Observations - Advantages
• Yield real time data• Provide understanding of context• Outsiders can be used so data has little bias• See things that escape notice in general
course of work• Access to information people may not want to
discuss in interviews
![Page 42: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/42.jpg)
42
Observations - Disadvantages
• Can be costly if have to train observers• Limitations due to people’s concerns about
anonymity and being observed• Presence of observer may influence process• Can be hard to code and analyze
![Page 43: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/43.jpg)
43
Interviews and Focus Groups
• Difference• Interviews are conducted with individuals• Focus groups consist of multiple participants
• Good for collecting qualitative data• Information not readily categorized and coded• Explore why customers feel they way they do
• Questions are usually open-ended in nature• Let customers respond in their own words• Provides insight into customer perceptions
• Example 7-3• Focus Groups of Conference Services Customers
![Page 44: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/44.jpg)
44
Interviewing is a Skill
© 2001 The New Yorker Collection from cartoonbank.com. All Rights Reserved.
![Page 45: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/45.jpg)
45
Interviews/Focus Groups - Advantages
• Allow flexibility in data collection• Can gather unexpected data and ask
unplanned questions• Provide more complete customer perspective• Facilitate communication and customer
relations• Useful for generating ideas for improvement• Allow for problem-solving during the actual
meeting
![Page 46: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/46.jpg)
46
Interviews/Focus Groups - Disadvantages
• Require skilled interviewers or they can backfire
• Produce results that can be difficult to analyze and interpret with assistance
• Can produce biased results• Social desirability or peer pressure (focus
groups) can be influential
![Page 47: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/47.jpg)
47
Surveys• Doing a good survey is NOT simple• Obtaining useful information requires skill and
practice• The method (e.g. doing a web survey) is just part of
the process• Need to consider issues of anonymity and
confidentiality• There is no “magical” number of questions• Response rates are key to evaluating surveys -- how
their data can be used • Don’t do a survey unless you plan to act on the
results
![Page 48: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/48.jpg)
48
Components of a Survey
• Introduction• Demographic questions
• Example 7-4• Background Questions
• Ratings on performance characteristics • Example 7 - 5
• Customer Satisfaction Survey Questions
• Ratings of satisfaction and importance• Example 7-6
• Customer Survey Questions of Satisfaction and Importance
![Page 49: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/49.jpg)
49
Components of a Survey(cont.)
• Check all that apply questions• Example 7-7
• Reasons for Not Using Services
• Yes-No-Don’t know questions• Example 7-8
• Meeting Events in NIH Conference Rooms
• Open-ended questions• Example 7-9
• NIH Customer Survey -- Eurest Dining Centers
• Putting it all together• Example 7-9
• NIH Customer Survey -- Eurest Dining Centers
![Page 50: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/50.jpg)
50
Survey Sampling and Administration
• Sampling is for statisticians• Define population/sampling frame/actual sample• Plan for post-stratification weighting procedures
• Administration• Web surveys are the way to go
• Authentication• Respondent control• Branching• Data validation
• Point of sale surveys• Don’t necessarily generalize to the larger population• Good for tapping current customers• Effective method to solicit improvement ideas
• Mail surveys
• Response rates and incentives
![Page 51: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/51.jpg)
51
Surveys - Advantages
• Used to gather large amounts of data quickly• Permit anonymity - thus honest feedback• Use sampling techniques so don’t bother
customers• Provide results that generalize to larger
population of customers• Data can be summarized and analyzed using
statistical tests
![Page 52: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/52.jpg)
52
Surveys - Disadvantages
• Not as flexible as interviews/focus groups• Raise customer expectations that things will
improve• Low response rates and nonresponse bias
can lead to faulty conclusions• Data gathered may not generalize to larger
population• Expensive in terms of development,
administration, analysis
![Page 53: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/53.jpg)
53
Get Assistance from Consultants
© 2001 The New Yorker Collection from cartoonbank.com. All Rights Reserved.
![Page 54: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/54.jpg)
54
Data Collection Plan
• Choose a method that makes sense• What resources are available?• Will you have assistance from experts?• What method is least intrusive on customers?• Time period since customers were last contacted?• How do you plan to use the results?
• Develop a plan laying out the Who, What, Where, When, and How• Example 7-10
• ORS IT Study
![Page 55: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/55.jpg)
55
Step 8: Gather and Analyze Customer Data
![Page 56: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/56.jpg)
56
Steps in Gathering Customer Data• Pilot test data collection tools• Determine dates and locations for data collection• Publicize data collection effort (if relevant)• Start data collection period• Collect the data• Provide follow-up reminders if applicable• End data collection period• Enter data into the appropriate IT system• Check/transform the data as needed• Analyze the data and product summary graphs,
charts, tables
![Page 57: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/57.jpg)
57
Analyzing Customer Data
• There are generally two types of data: quantitative and qualitative
• Analyzing data is not simple -- learn the skills or hire a consultant
• There is both an art and a science to analyzing data• Compare yourself over time or to others to better
understand your results• Highlight similarities and differences• Categorize findings in a way that tells a story• Do NOT report all the data -- be selective
![Page 58: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/58.jpg)
58
Analyzing Data is a Skill
![Page 59: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/59.jpg)
59
Pie Charts
Example 8-1Conference Services Survey Respondents
![Page 60: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/60.jpg)
60
Bar ChartsExample 8-2
Conference Services: “Was you call answered promptly?”
![Page 61: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/61.jpg)
61
Bar ChartsExample 8-3
Conference Services: Scheduling Actions that Occurred
![Page 62: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/62.jpg)
62
Bar ChartsExample 8-4
Food Services: Ratings of Food Taste and Flavor
![Page 63: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/63.jpg)
63
Bar Charts
Example 8-6Conference Services: Satisfaction with Scheduling Experiences
![Page 64: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/64.jpg)
64
Line Graphs
Example 8-7Ratings of Responsiveness to Customer Complaints by Year
![Page 65: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/65.jpg)
65
Pareto ChartsExample 8-8
Improvement Ideas Supported by Customers
![Page 66: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/66.jpg)
66
Gap AnalysisExample 8-9
Ratings of Customer Satisfaction and Importance
![Page 67: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/67.jpg)
67
Step 9: Discuss Findings and Recommendations
© 2001 The New Yorker Collection from cartoonbank.com. All Rights Reserved.
![Page 68: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/68.jpg)
68
Step 9:
Discuss Findings and Recommendations
• Data not worth anything if not reviewed for findings and recommended actions
• If issues are identified, some kind of action is imperative• Customers share dissatisfaction and nothing
happens -- organization has failed them twice
• Actions can be thought of as service recovery• Recovery can impact tremendously on satisfaction
and loyalty• In general customers have basic expectations
![Page 69: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/69.jpg)
69
Example 9-1
Basic Expectations of Customers Regarding Service
• Be competent• Explain things• Be respectful• Keep me informed• Be on my side• Play fair• Protect me from catastrophe• Keep your promise• Fulfill obligations• Learn my business and work with me• Share my sense of urgency• Be competent• Be prepared• Be flexible
Source: Parasuraman, Berry, & Zeithaml, 1991.
![Page 70: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/70.jpg)
70
Interpreting Findings
![Page 71: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/71.jpg)
71
Tips for Interpreting Data
• Try to see the forest through the trees• Organize your data and findings to tell a story• Get front-line employee involved• Involve customers if they are willing• Organize findings to report both good news
and areas for improvement• Develop a presentation summaring the
measurement process, method, findings, and recommendations
![Page 72: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/72.jpg)
72
Step 10: Take Action
© 2001 The New Yorker Collection from cartoonbank.com. All Rights Reserved.
![Page 73: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/73.jpg)
73
Step 10:
Take Action
• Taking action is the bottom line• If nothing else -- you must provide feedback to
customers on findings• Won’t cooperate with future data collection• May negatively impact on their image of you
• Balanced Scorecard approach encourages integrating customer data into strategic planning process
• Customer data is KEY ingredient in way the organization does business
• Customer data should DRIVE organizational improvement
• Remember that improvement is a process• Outstanding service doesn’t come over night• It’s not impossible• Just takes commitment to customer satisfaction and quality
![Page 74: 1 Customer Measurement in ORS Performance Management Conference Amy Culbertson, M.S. Office of Quality Management 31 October 2001](https://reader038.vdocument.in/reader038/viewer/2022110323/56649d925503460f94a79699/html5/thumbnails/74.jpg)
74
Conclusion
• CRM is central to successful organizations• Customer measurement is a component of CRM• The 10 steps are a guideline to get you started• Future efforts need to align customer measurement
systems and ABC/M information• Decisions regarding differences in customers • Costs of servicing various customers• Profitability of customer groups to ORS