Marketing Effectiveness

HRM Department, DSL, Ghy

 A Customer-Driven Process of Improvement
 Three Steps
 Clarify what the customer wants you to do
 Make sure the right people are charged
with taking action
 Focus on the relevant business enablers
Standards For Excellence:
Results
Participating dealerships achieves improved
business results in several areas:
 Increased sales revenues
 Decreased sales associate turnover
 Improved “first time fix”
Every Company Do This

 Actually, any company can, but many have not.

 “What Keeps You Awake at Night?”
 how to use customer feedback to drive performance
improvement
 Many organizations gather customer feedback, but a
larger number are not satisfied with their ability to
“put the voice of the customer to work.”
A Closed-Loop
Process of
Customer-Driven
Improvement
A Customer-Driven Process of
Improvement
Step 1
Capture &
Integrate
Step 6 VOC Data Step 2
Develop & Analyze
Implement Data
Action Plan

Step 5
Step 3
Identify
Clarify
Business
Action Item
Enablers
Step 4
Determine
Who Is
Responsible
A Customer-Driven Process of
Improvement
Step 1
Capture &
Integrate
Step 6 VOC Data Step 2
Develop & Analyze
Implement Data
Action Plan

 Not enough detail to know what to do

 Responsibility for taking action may not be clear
 The organization may “fix the wrong things”
A Customer-Driven Process of
Improvement
Step 1
Capture &
Integrate
Step 6 VOC Data Step 2
Develop & Analyze
Implement Data
Action Plan

Step 5
Step 3
Identify
Clarify
Business
Action Item
Enablers
Step 4
Determine
Who Is
Responsible
A Customer-Driven Process of
Improvement
Step 1
Capture &
Integrate
Step 6 VOC Data Step 2
Develop & Analyze
Implement Data
Action Plan

Step 5
Step 3
Identify
Clarify
Business
Action Item
Enablers
Step 4
Determine
Who Is
Responsible
A Customer-Driven Process of
Improvement
Step 1
Capture &
Integrate
Step 6 VOC Data Step 2
Develop & Analyze
Implement Data
Action Plan

Step 5
Step 3
Identify
Clarify
Business
Action Item
Enablers
Step 4
Determine
Who Is
Responsible
A Customer-Driven Process of
Improvement
Step 1
Capture &
Integrate
Step 6 VOC Data Step 2
Develop & Analyze
Implement Data
Action Plan

Step 5
Step 3
Identify
Clarify
Business
Action Item
Enablers
Step 4
Determine
Who Is
Responsible
A Customer-Driven Process of
Improvement
Step 1
Capture &
Integrate
Step 6 VOC Data Step 2
Develop & Analyze
Implement Data
Action Plan

Step 5
Step 3
Identify
Clarify
Business
Action Item
Enablers
Step 4
Determine
Who Is
Responsible
A Customer-Driven Process of
Improvement
Step 1
Capture &
Integrate
Step 6 VOC Data Step 2
Develop & Analyze
Implement Data
Action Plan

Step 5
Step 3
Identify
Clarify
Business
Action Item
Enablers
Step 4
Determine
Who Is
Responsible
A Customer-Driven Process of
Improvement
Step 1
Capture &
Integrate
Step 6 VOC Data Step 2
Develop & Analyze
Implement Data
Action Plan

Step 5
Step 3
Identify
Clarify
Business
Action Item
Enablers
Step 4
Determine
Who Is
Responsible
A Customer-Driven Process of
Improvement
Step 1
Capture &
Integrate
Step 6 VOC Data Step 2
Develop & Analyze
Implement Data
Action Plan

Step 5
Step 3
Identify
Clarify
Business
Action Item
Enablers
Step 4
Determine
Who Is
Responsible
Three Key Steps
Three Key Steps

 Clarify the Issue – What Does the Customer

Want?
 Make Sure the “Right” People are Charged with
Taking Action
 Target the Relevant Business Enablers – Work
on the “Right” Things
Clarify the Issue
 Ask a simple question before developing and
implementing action plans – do you understand
what the customer wants you to do?
 Survey items provide a starting point, but frequently
lack granularity needed to formulate action plans.
 Take the time to “drill down” into the issue and obtain
the necessary detail.
 detailed information:
Establish Ownership of the Issue
 Having identified a customer-driven action item,
determine who is responsible for taking action.
 This step must be performed once an issue is
identified, but may be done in advance of having
actual survey results.
 Two benefits of this step:
 Ensures involvement of the parties that impact the customer
 Defines the scope of action
Target the Relevant Business Enablers

 Identify and focus on the business processes,

resources, and activities that address the customer
issue at hand.
 There are formal tools and techniques for completing
this step, such as Quality Function Deployment or
QFD.
 .
Target the Relevant Business Enablers: An
Illustration
 In a retail setting, the issue to be addressed is
customer satisfaction with the total time it takes to
check-out.
 In an effort to target and improve the relevant
business enablers, attention might be focused on such
things as:
 Check-out queue length/logistics
 Cashier behaviors and interaction with customer
 Item scanning process and technology
 Payment processing and technology
 Packaging of purchased items
Benefits of the “Extra Three Steps”
• Managers have a detailed understanding of the specific
element of the customer experience to be addressed.
• The people and parts of the organization that impact
this element take ownership of it.
• These “owners” focus their attention and energy on
the specific business resources, processes, and
activities that help accomplish what the customer
wants.
• In effect, the organization has taken the “guess work”
out of customer-driven performance improvement.
Summary and
Conclusion
Summary & Conclusion

“Customer-driven performance improvement

can and does work, but it requires more
than just sharing customer feedback with
managers and telling them to use it.”
Summary & Conclusion

 Unsuccessful efforts to use customer feedback

to drive action usually can be traced to one or
more of the following root causes:
 Poor understanding of what the customer wants,
needs, or expects
 Failure to establish responsibility for action
 Action plans are focused on the wrong things
 Avoid these three pitfalls!

THANK YOU