Since the launch of our initial website, we have worked to provide more
information about our capabilities and extended resources to help you find
better ways of optimizing your operations. We've also listened to feedback
from our clients and subscribers about topics they would like addressed.
The result is our completely new website that we launched last week.
Totally redesigned, with a cleaner look and feel, the site provides much
more depth in the area of Operations and Service Management. We hope that
you find this site a valuable, easy to use resource for your business.
But we haven't stopped there. Our newsletter has also received a
significant face lift. We've extended the topics to include Operations and
Service Management and industry best practices. We promise to continuously
strive to provide you valuable insight in these areas and hope this new
format is more effective in delivering this information.
If you are a continuous improvement minded leader that is interested in
"Perfecting Service Management" in your organization, check out our new
and improved website at www.customercentricity.biz
and let us know what you think!
What Do Your
Customers Really Think of You? (Part 5)
Harry W. Heermans,
This is the last article in the series, What Do Your Customers Really
Think of You. The series has detailed the ways you can use active
listening techniques to find out your customers' opinions and perceptions
of your customer service offerings. In his book Discovering the Soul of
Service, Leonard Berry has conveniently summarized active listening
techniques, and we complete the list with employee surveys and service
operating data capture.
Description: These surveys question employees about the service
they provide and the quality of their work lives.
Purpose: Employee surveys measure internal service quality,
identify employee-perceived obstacles to improved service, and track
employee morale and attitudes.
Frequency: These surveys can be done at any time, but a good
interval is quarterly.
Limitations: Employees may have difficulty providing unbiased
opinions of service, either because they tend to want to view their
performance in a positive light or because their job by its very nature
requires dealing with complaints, which can color their perception of
Service operating data capture
Description: This is a system to
retain, categorize, track, and distribute key service-performing operating
data, such as service response times, service failure rates, and service
Purpose: This system monitors service performance indicators. It
relates operating performance data to customer and employee feedback
Frequency: Service operating data capture is a continuous process.
Limitations: Objective measures of service operating data may not
translate into customers' perceptions of service quality. The focus of
these measures is on what is occurring but not why.
Be selective in implementing the active
listening approaches we have described in this series. No company should
use all of them. To do so would lead to information overload and paralysis
caused by an overwhelming amount of data. By being selective, you will be
able to cover the most meaningful constituencies: existing customers,
competitors' customers, and employees. The biggest winners will be your
customers, who after all are the people who count the most.
Telecom Industry: Looking Ahead
by Lauren Weiss
At the annual meeting of the Massachusetts
Telecommunications Council on November 4, 2003, industry leaders presented
their thoughts on the future and direction of the Telecom industry. All
were optimistic that an improving economy would lead to increased demand
for telecommunications products and services. Below are some of the
highlights of what the experts had to say:
Capital expenditures have already been
reduced and are limited; focus less on "traditional" opportunities and
more on "transformational" ones:
Reduce operating expenses by focusing on:
Network – maximizing value from existing
Systems – simplified, driven by
Processes – end-to-end, streamlined and
standardized, automated, with clear metrics and tracking
Products – fewer products, standardized,
with material revenue
OSS investment will be critical in cost reduction and revenue enhancement:
Areas offering large near-term returns: Provisioning, Billing, Customer
Care Next-generation architectures QoS and IP billing Rapid deployment of
new IP services
If you want to learn more about the specific areas where you can improve
your Operations and Service Management as suggested by industry experts,
feel free to contact us.
Your Customers Really Think of You? (Part 5)
Telecom Industry: Looking Ahead
Past Customer Centricity
de-facto global standard is emerging in the area of IT/Service Management:
ITIL (Information Technology Infrastructure Library). ITIL promotes best
practice guidelines for Service Management with its comprehensive library
of publicly accessible, specialized documentation on the planning,
provision, and support of IT services.
If you recognize the importance of effective Service Management at your
company, you will benefit from
this site. If you would like to determine your Service Management
effectiveness, feel free to contact us.
About Customer Centricity, Inc.
strengthen overall company performance through better service delivery and
We boost efficiencies in front-line customer service and technical support
teams, order processing, fulfillment, field service, logistics and other
key operations functions.
In short, we align the resources of your organization to exceed your
customers' expectations in the most effective and efficient manner
View Customer Testimonials
you received this newsletter from a friend and would like to receive it
directly from Customer Centricity in the future, click the link below.
Forward this newsletter to a friend