Powder Coated Tough - Spring 2009 - (Page 44)

TOUGH TALK Proactively Manage Customer Satisfaction BY BOB CICERONE, AARON HEKELE, AND JASON MORADO I s assessing customer satisfaction like trying to put toothpaste back in a tube? It is when the assessment of customers’ satisfaction with a supplier does not combine a traditional (reactive) assessment of customer satisfaction with a (nontraditional) proactive analysis and evaluation of the supplier’s two internal functions that are the root causes of customer level of satisfaction and dissatisfaction. Customers’ level of satisfaction/ dissatisfaction is determined by their cumulative experiences at all of their points of contact with a supplier organization. Two critical functions internal to a supplier determine the characteristics of each point of contact and, thus, are the root causes of customer loyalty and level of customer satisfaction/dissatisfaction. These two internal functions are market research and the management of those organizational variables that control employee job performance (performance management). Traditional assessments of customer satisfaction, by definition, require customers to have had experiences with a supplier organization. Traditional assessments of customer level of satisfaction/dissatisfaction are a reactive approach to managing customer loyalty because a company’s managers make appropriate adjustments to the points of contact after feedback from customers has been obtained. In addition, a traditional assessment of customer satisfaction and dissatisfaction does not directly analyze and evaluate the two key functions that are the root causes of customer level of satisfaction and dissatisfaction with the six points of contact. In stark contrast, a proactive approach directly analyzes and evaluates the market research and perform44 ance management functions to identify where opportunities exist to improve them, then takes appropriate corrective actions. Proactive assessment of the market research and performance management functions requires a template or model to guide and direct the analysis and evaluation of each function. According to a model developed by the senior author, customers have six points of contact with a supplier: the supplier’s core products or services (e.g., cleaning and polishing chemicals, motor vehicle parts, contract security services, banking services); policies (e.g., credit and warranty policies); procedures (e.g., ordering and returned goods procedures); non-core business functions (e.g., billing); properties (e.g., vehicle fleet, website, voice mail system); and personnel (e.g., switchboard operator, service technician, customer service rep, sales staff). Market research should provide five kinds of information about each of these six points of contact: Customers’ expectations. Key attributes that influence customers’ selection of a supplier and the importance of each key attribute. Customers’ level of satisfaction/dissatisfaction. Customers’ suggestions to improve. Strengths and weaknesses relative to other suppliers – as judged by customers. ● ● ● ● ● Guided by this model, a proactive analysis and evaluation of the market research function for a company’s products asks whether the company’s market research provides each of the five kinds of information. For example, does our current market research provide us with specific, detailed information about the characteristics our customers and prospects expect our products to have, the relative importance Powder Coated Tough

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Powder Coated Tough - Spring 2009 Contents Stay Plugged In Powder Perspective Powder: A Fit Finish A Taste of Coating West 2009 Marking the Mark: Necessity Brings Powder In-House Custom Coasters Corner: Dialing Up Its Own Software Solution Tough Talk Talbert's Technical Corner

Powder Coated Tough - Spring 2009

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