Category Archives: customer service

Your guideline to establish customer complaint system: By MIE

What is customer complaint?

customer complaint handling

Customer complaint is a negative feedback report from your customer, regarding the product or the service which delivered or supposed to be delivered to the customer according to customer expectations, and not limited to the agreement.

Depending on the type of your business, whither it is manufacturing, B2B, retail, service provider, customer handling methodology will vary.

The ingredients for the customer complaints management system CCMS are Continue reading Your guideline to establish customer complaint system: By MIE

How to develop new product or service: By MIE

How to develop new product or service

Services process Model for service life cycle

service life cycle

cycle-life

 

In order to have a successful product / service, you have to define in your mind what kind of product/service you are going to introduce to your customer, what its shape, the features , usage , and why customer should pay to get it. Here are the road map you may follow to have a good product/service. In this article we are going to discuss the service package development in particular.

Continue reading How to develop new product or service: By MIE

Six Sigma: What Went Wrong? : By Cristopher Del Angel, Joe Froelich

Since Jack Welch, the former chief execuive officer of GE, popularized Six Sigma in the late 1990s, the business-management methodology has had a profound impact. Yet, amazingly, the majority of all corporate Six Sigma initiatives—60 percent—fail to yield the desired results, according to Praveen Gupta, a noted author who has been involved with the methodology since its origin in the 1980s. Continue reading Six Sigma: What Went Wrong? : By Cristopher Del Angel, Joe Froelich

Why B2B CRM Systems Fail: By David Sims

in a May 2013 research brief, Aberdeen Group leads off, “’Know thy Customer’ is a universally acknowledged practice in the business-to-business (B2B) space.” But it says enterprises and small companies alike fail to consistently maintain an accurate database of, and strategic insight into, their prospects and customers.

It concludes that 40 percent of respondents to its research survey have sales reps who spend more than 20 percent of their time looking for sales intelligence rather than selling. Seven percent of companies reported their reps spent more than half of their time researching. Part of this problem owes to ineffective customer relationship management (CRM) data. Continue reading Why B2B CRM Systems Fail: By David Sims

Three Reasons CRM Fails

Three Reasons CRM Fails

sfa

 By Rick Cook

The Customer Relationship Management software implementation success record is pretty depressing. Over the last decade, multiple studies have shown than anywhere from 20 percent to over two-thirds of all CRM software efforts have either failed to live up to expectations or failed outright.

It’s important to note that most of these projects weren’t complete failures. They produced some benefits, just not all the benefits the implementors used to justify the project undertaking.

However it’s also important to note that while the “failure” rates vary significantly from study to study, they haven’t tended to decrease over time. One of the first well-publicized studies, by Gartner Group back in 2001 disclosed a failure rate of 50 percent. A 2009 survey by Forrester found a failure rate of 47 percent.

While the trend isn’t hopeful, the underlying facts and root cause analysis reveal common factors which suggest preparation and planning can mitigate failure. Repeated studies over the decade have shown that most failures result from a very limited number of causes. All those causes are preventable if they are prepared for and recognized at the earliest occurrence. If you understand why CRM fails you can take proactive measures to make sure your implementation succeeds.

1) Lack of Focus

Customer relationship management strategy and application software can deliver a powerful combination to achieve strategic objectives, tactical goals and effective customer facing processes. But for sustained success, a CRM effort must first focus on, and be aligned with, the enterprise’s most strategic imperatives.

At the highest level CRM strategy isn’t so much an answer as a question. The question is “How do we use these techniques to accomplish our goals?”

That means knowing what your goals are – and being able to express them in clear, measurable terms. Are you trying to increase sales? Improve profitability? Grow customer share? Gain greater management insight into the customer management effort? Provide better customer service? Attract new customers? Serve existing customers more profitably? Obviously you’re not going to settle for just one of those goals, but you should be able to rank them in importance for your organization.

This also implies setting specific goals with measurable payback from the CRM software investment. As the saying goes “If you’re not sure what you’re trying to accomplish, don’t be surprised if you don’t accomplish it.”

2) Lack of Commitment

If you don’t have buy-in from all the stakeholders, you’re going to have a tough time realizing the benefits from CRM strategy or software. The most critical groups to engage and secure sponsorship from are top management, the sales staff and the collective group of customer-facing employees.

Successful CRM projects have those groups enthusiastically on board. Unsuccessful CRM projects don’t.

Corporate management has to be visibly and vocally committed to the CRM effort. That means they have to devote the budget and resources to it and have the commitment to see it through. Without this kind of commitment, any but the most limited versions of customer strategies are unlikely to succeed.

In addition to top management, the people who will actually use the CRM software system have to be engaged and committed to it as well. One of the most common forms of CRM system failure is challenged user adoption, or failure to simply use the system. This is particularly a problem with sales staff who often see sales force automation (SFA) software as something imposed on them that aids sales managers with improved performance visibility but hinders sales staff’s ability to sell.

Getting sales people and other users to actually adopt SFA software or CRM systems involves a three-fold approach.

First, it requires that you offer them a usable system. That is one that meets their needs and offers them tangible productivity or information advantages. And which actually works as advertised.

Second, it requires listening to the stakeholders and tuning the information system to meet their real needs. CRM systems are supposed to make things easy for workers and transparent for managers. If they do not meet this fundamental need, the users will tell you – and they won’t use the system.

Third, getting user buy-in requires selling the benefits to the stakeholders early and frequently. You can’t just rely on them to discover the advantages your CRM software will offer any more than you can expect customers to internally discover the advantages of your products. Successful software deployment takes a guided, comprehensive effort to show the users the most salient advantages.

In the case of customer relationship management software that means emphasizing the appropriate feature sets to each individual group of stakeholders (the sales staff do not much care about greater control over the sales process and management may or may not be concerned that the application makes life easier for the sales staff.), identifying champions in each group, advertising success, and constantly reinforcing your message in a long term campaign that doesn’t end when CRM “goes live” in your company.

3) Approaching CRM as a Technology (Only) Solution

Although software is important to making CRM work, customer management is not a technology. Customer relationship management is an ongoing effort to focus the company on its customers and their needs for mutual benefits.

One of the most common causes of CRM failure is to approach CRM strategy as a software project. Too many adopters have the IT department install the system, get it running and then wonder why the strategic benefits fail to be realized.

CRM must be a company wide effort that starts with customer strategies which are then automated with application software. You can’t just concentrate on the software and ignore the rest. The software is an enabler, not the be-all or end-all.

Among other things, successful CRM implementations involve the improvement or possibly the re-engineering of customer facing (sales, marketing, customer support and more) business processes which are then integrated with the enterprise software in order to make them efficient, consistent and timely. Customer strategies and business process improvements require a willingness to change any aspect of the way your company relates to its customers.

All this is a major undertaking, but it is far from impossible, as the thousands of successful CRM implementations and executive adopters demonstrate daily.

 

source http://www.crmsearch.com/crm-failures.php

Exchanges, Perception, and Satisfaction in Marketing, By MIE

exchange2

The purpose of marketing is to create exchanges that satisfy the perceived needs, wants, and objectives of individuals and organizations. There are three important ideas expressed in this definition: exchanges, perception, and satisfaction, what do they mean ? Continue reading Exchanges, Perception, and Satisfaction in Marketing, By MIE

Customer Service KPI’s

KPIAs I put the final touches on my eBook entitled “Customer Experience in The Cloud”.  I thought I would share with everyone some of the key performance indicators to evaluate when your managing an online customer service operation.  In this blog post I included 10, but in my book I cover about 30 key performance indicators covering the web, social media, community/forums, email, and live chat.

Included in the chart below are the key performance indicators for your online customer service page and self service capabilities that your company may consider to measure the effectiveness of your online support.  This also includes he average for that indicator, and the best in class measure for the corresponding KPI.  The sources of these measures vary.  The sources of the KPIs and averages are from my collective experience with several organizations and an aggregate of multiple data sources to get to a range of best in class and average measures when it comes to online customer service. Continue reading Customer Service KPI’s

7 Critical Principles of Total Top quality Management

KPI7 Critical Principles of Total Top quality Management

Total Top quality Management (TQM) is an method that organizations use to boost their internal processes and boost client satisfaction. When it is correctly implemented, this style of management can lead to decreased costs related to corrective or preventative upkeep, better overall efficiency, and an elevated quantity of happy and loyal clients.

However, TQM just isn’t some thing that happens overnight. While there are a number of software program solutions that can aid organizations swiftly start off to implement a high quality management method, there are some underlying philosophies that the company ought to integrate all through every single department with the firm and at each degree of management. Whatever other resources you use, you need to adopt these seven essential principles of Total Good quality Management as a foundation for all your activities.
1. Quality can and must be managed Continue reading 7 Critical Principles of Total Top quality Management

How To Transform Company Culture In 4 Steps by Ron Kaufman

Learning how to transform company culture takes commitment, dedication and a serious drive to change mentality. There are ways to make this happen and improve your company for the better. If you have the interest and determination to learn how to transform company culture, these four steps will help:

First, your intention that drives your effort to learn how to transform company culture must be clear. What do you want to do? Make a better product? Delight and keep your customers? Build a more powerful reputation? Create an attractive place to work, or an enlightened place to live? You’ve got to know where you want to go or you are never going to get there.

Second, your direction and desire to learn how to transform company culture must be known. Where are you now, compared to where you want to be? If you can’t see or admit to the reality of the moment, you can’t set a clear direction forward. What should be changed about the way things are? What should be stopped or started? What obstacles and challenges lie ahead? What must be overcome or created? Continue reading How To Transform Company Culture In 4 Steps by Ron Kaufman