- Who are our internal and external customers?
- What reference points or interfaces exist to internal and external customers?
- How do we open up to our customers and their expectations?
- How do we create the conditions to improve long-term customer-supplier relationships?
OPEN UP TO MEET CUSTOMER EXPECTATIONS!
- Describe the primary task: What is the reason for existence of the considered function (e.g. team, department)?
- Understand value chains: Who are the internal and external customers and suppliers of the respective department?
- Determine services: Which provided services meet the requirements and needs of internal and external customers?
- Describe customer expectations: What do internal and external customers expect from the respective services?
- Identify gaps in performance: To what extent are internal and external expectations of clients are met in relation to the respective service?
- Prioritize the processing of performance gaps: Which of the identified performance gaps should be addressed first?
- Define customer requirements: Which measurable requirements can be derived from the respective customer expectations?
EXAMINE THE TASKS OF THE CONSIDERED FUNCTION FROM THE CUSTOMER’S PERSPECTIVE AND IDENTIFY PERFORMANCE GAPS
- Determine causes: Collect causes, compile data and determine the most important causes
- Look for solutions: Develop solution ideas and classify them according to their feasibility
- Implement solutions: Rollout of the selected solutions
- Measure success: Measure success using the evaluation criteria identified in step 1
SHARPEN QUALITY AWARENESS AND CLOSE PERFORMANCE GAPS WITH MEASURABLE SUCCESS
We have reviewed our tasks. It was good to realize what services are not being provided. We had very intensive discussions and developed a common understanding of our services. It was very useful for us to get an awareness of how many interfaces there are and how important it is to ask the customers.
Nowadays, the objective of customer orientation can be found in almost every strategic vision of organizations. Rarely, however, can it be observed that customer orientation is culturally anchored in organizational procedures and processes – and thus effectively supports successful operation in the market.
We speak of a customer-oriented corporate culture when not only the marketing or sales department is entrusted with the task of “customer orientation”, but the entire company is focused on the customer. This specific form of customer orientation then also influences the workflows and processes in business areas where there is no direct customer contact, such as product development, production, human resources, or purchasing. In a customer-oriented organizational culture, the entire process of service provision is geared towards the expectations and needs of the customer.
In particular, the “Keys for the Future” program is a pragmatic and effective way of raising awareness for the needs and expectations of external and internal customers. Our further consulting services in the areas of organization and corporate culture promote the development of an agile and customer-oriented organizational culture:
Make a non-binding inquiry and let us know your expectations in this way