Customer is king, but do customers actually feel like they are kings?
Poor customer service cost companies billions of dollars every year. And sometimes owners don’t even know about it. Customer satisfaction is hard to measure, but it I not impossible. Repeat sales, customer loyalty, recommendation to friends and customer claims are key performance indicators. While you can try to measure them, you need to focus on how to improve them.
It’s central London. It’s 9.05 am and it’s busy. I have arrived at Victoria station via the tube. My meeting starts at 10.00 am.
I have time to kill and I need a coffee. I want to tune in to my email and be available to take the call that I’m expecting.
This is the question that the Cranfield Management Forum (CCMF) set out to answer in its recent white paper: Stages of customer experience management: Case studies from the UK Customer Experience Awards.
His Highness Shaikh Mohammad Bin Rashid Al Maktoum, Vice- President and Prime Minister of the UAE and Ruler of Dubai, has launched the fourth generation of the government excellence system which is the first of its kind across the globe that focuses on results and was designed to develop government performance.
One of the great things about commenting on customer service is the day you get to tell a story about the little things that, in reality, go to create a truly spectacular customer service experience.
Service Leaders consistently have more revenue, make more money, plus have a stronger brand and market share. They dominate the market and crush their competition. In this issue I will share my ideas on Apple, Metro Bank London and my investment of $1000 each in 9 service leaders in May 2003.
Lean is optimising a process to preserve value with less work. Lean manufacturing is a management philosophy derived mostly from the Toyota Production System (TPS).
Lean aims to eliminate waste in the entire value stream, by creating processes that need less human effort,