K
Ka Pilo
If the complaints are due to perception (not a "fault"); would you advise to investigate the trend or the incidence?
Customer Satisfaction - Would you advise to investigate the trend or the incidence?
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Al Dyer
Re: Customer Satisfaction - Would you advise to investigate the trend or the incidenc
In any situation trend is the way to go. Individual complaints are overtly subjective and can lead to incorrect actions. Also, if there is any question about the cause's there is a problem with the process.
For what's it's worth
Al...
In any situation trend is the way to go. Individual complaints are overtly subjective and can lead to incorrect actions. Also, if there is any question about the cause's there is a problem with the process.
For what's it's worth
Al...
Re: Customer Satisfaction - Would you advise to investigate the trend or the incidenc
However the perception part about customer in a customer satisfaction process has got to do more than just product quality or complaint. Its about the business and effective interaction and communication and benefits that are shared between the customer and supplier.
How often has the supplier increased the cost due to input costs going up Vs How often has the supplier reduced the cost due to costs saved by an internal improvement activity ... ? What is the customer's perception on this. Can you discuss a small cost reduction with your customer with some enhanced volumes or assured annual requirements ?
Customer requirement goes beyond product requirement and complaints. When you look at this perception of customer satisfaction, you need to look at trends.
The NOTE 1 and 2 is just making us aware of these ~~~
A complaint due to perception perhaps has got to do something about user information or lack of it and it depends upon the type of product and maturity level of the customer. You need to investigate it and decide from that if any corrective action is necessary even perhaps like a demo of the product to a larger user group. No complaint must be ignored, but the level of action must be decided based upon the investigation.
However the perception part about customer in a customer satisfaction process has got to do more than just product quality or complaint. Its about the business and effective interaction and communication and benefits that are shared between the customer and supplier.
How often has the supplier increased the cost due to input costs going up Vs How often has the supplier reduced the cost due to costs saved by an internal improvement activity ... ? What is the customer's perception on this. Can you discuss a small cost reduction with your customer with some enhanced volumes or assured annual requirements ?
Customer requirement goes beyond product requirement and complaints. When you look at this perception of customer satisfaction, you need to look at trends.
The NOTE 1 and 2 is just making us aware of these ~~~
A
Al Dyer
Re: Customer Satisfaction - Would you advise to investigate the trend or the incidenc
I really would like to read more opinions about customer requirements and how we are "possibly motivated" to turning those into our own perceptions about what they "really want".
To me that smacks of giving customers what we think they need as opposed to what they technically ask for.
Thanks, Al...
I really would like to read more opinions about customer requirements and how we are "possibly motivated" to turning those into our own perceptions about what they "really want".
To me that smacks of giving customers what we think they need as opposed to what they technically ask for.
Thanks, Al...
Re: Customer Satisfaction - Would you advise to investigate the trend or the incidenc
Refer What are the Differences between Customer Perception and Customer Satisfaction?
Refer What are the Differences between Customer Perception and Customer Satisfaction?
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pldey42
Re: Customer Satisfaction - Would you advise to investigate the trend or the incidenc
Some examples:
Trends indicated lots of mobile phones being returned to the manufacturer marked "wrong colour". Yet in many cases the phone colour was as it said on the box -- red, black, blue, whatever. Investigation of specific incidents revealed that customers, variously, didn't like the shade of red, blue, whatever; or had simply misread the box, or had assumed they were all black. A hole was added to the box so that the customer could see the colour of the phone inside, even the shade and texture of the case. The trend of returns due to "wrong colour" went down.
Return rates for electronic amplifiers were generally low. Trend analysis performed by the manufacturer revealed that one customer returned significantly more products marked "dead on arrival" than the others. The returned product was, indeed, dead. Analysis of incidents with the customer concerned revealed that he had discovered that, while the spec promised 20 watts output, many could be driven to produce 30 watts. He was testing them all on arrival and returning those that blew when he tried to make them produce 30 watts. The manufacturer put in an overdrive protection circuit. No longer would some produce more than the rated 20 watts. Returns went down -- and sales of the 30 watt product went up a little.
I go to the shop. "I want a toaster," I say. I take it home and it bursts into flames and burns the house down ... A while later, I take it back to the shop. "It met my verbal specification," I say, "But I thought you would know it must meet the requirements for electrical and fire safety. My perception of your product is -- it's supposed to toast bread, not houses."
I order a hotel room. Double bed, no smoking, says the specification. The room, while clean, is right next to the elevator shaft and noisy -- I can't sleep. My perception of my satisfaction is low. The room met the formal spec; the ability to sleep was an unstated, but obvious, requirement. The hotel won't understand (and maybe fix) my dissatisfaction from trend analysis, not unless they ask about the incident.
Investigate trend or incidents? Both, say I. (Maybe not all the incidents, but some, surely.) Use trend analysis to decide which incidents, or classes of incident, to investigate.
Yes, it's true that when we measure customer perception of quality there's a risk of giving them what we think they need instead of what they want. But if we define quality as simply "meeting the specification" there's a risk of losing business when the spec is wrong and we don't realize.
Also, customers don't always understand as much about our product space as do we, so we have to help them with the specification using our expertise -- that's why ISO 9001 says we should meet their unstated requirements as well as their stated ones.
Hope this helps,
Pat
Some examples:
Trends indicated lots of mobile phones being returned to the manufacturer marked "wrong colour". Yet in many cases the phone colour was as it said on the box -- red, black, blue, whatever. Investigation of specific incidents revealed that customers, variously, didn't like the shade of red, blue, whatever; or had simply misread the box, or had assumed they were all black. A hole was added to the box so that the customer could see the colour of the phone inside, even the shade and texture of the case. The trend of returns due to "wrong colour" went down.
Return rates for electronic amplifiers were generally low. Trend analysis performed by the manufacturer revealed that one customer returned significantly more products marked "dead on arrival" than the others. The returned product was, indeed, dead. Analysis of incidents with the customer concerned revealed that he had discovered that, while the spec promised 20 watts output, many could be driven to produce 30 watts. He was testing them all on arrival and returning those that blew when he tried to make them produce 30 watts. The manufacturer put in an overdrive protection circuit. No longer would some produce more than the rated 20 watts. Returns went down -- and sales of the 30 watt product went up a little.
I go to the shop. "I want a toaster," I say. I take it home and it bursts into flames and burns the house down ... A while later, I take it back to the shop. "It met my verbal specification," I say, "But I thought you would know it must meet the requirements for electrical and fire safety. My perception of your product is -- it's supposed to toast bread, not houses."
I order a hotel room. Double bed, no smoking, says the specification. The room, while clean, is right next to the elevator shaft and noisy -- I can't sleep. My perception of my satisfaction is low. The room met the formal spec; the ability to sleep was an unstated, but obvious, requirement. The hotel won't understand (and maybe fix) my dissatisfaction from trend analysis, not unless they ask about the incident.
Investigate trend or incidents? Both, say I. (Maybe not all the incidents, but some, surely.) Use trend analysis to decide which incidents, or classes of incident, to investigate.
Yes, it's true that when we measure customer perception of quality there's a risk of giving them what we think they need instead of what they want. But if we define quality as simply "meeting the specification" there's a risk of losing business when the spec is wrong and we don't realize.
Also, customers don't always understand as much about our product space as do we, so we have to help them with the specification using our expertise -- that's why ISO 9001 says we should meet their unstated requirements as well as their stated ones.
Hope this helps,
Pat
E
Eloisa
Re: Customer Satisfaction - Would you advise to investigate the trend or the incidenc
Hello....I hope you experts could help me....
Is it possible to give me a guideline a methodology on how to perform risk analysis on customer returned part.
Ex : We receive 1 returned unit from customer, how will we know how many more are potentially affected. We have been able to come out with data and potential risk numbers for our returns. But we always ask...how do we start? Coud you shed light on this.
Thanks,
Eloisa
Hello....I hope you experts could help me....
Is it possible to give me a guideline a methodology on how to perform risk analysis on customer returned part.
Ex : We receive 1 returned unit from customer, how will we know how many more are potentially affected. We have been able to come out with data and potential risk numbers for our returns. But we always ask...how do we start? Coud you shed light on this.
Thanks,
Eloisa
S
samsung
Re: Customer Satisfaction - Would you advise to investigate the trend or the incidenc
In my opinion, 'perception' may or may not generate actual 'complaints'. Percepts are accumulated over time through association, experience and learning whereas a 'complaint' is a direct reporting of problem/ grievance by the customer and can simply be an instantaneous reaction. e.g. a delayed delivery which the customer expected to be delivered a bit earlier, can be a cause of complaint but may not necessarily lead to formation of a poor/ negative perception of the supplier. Percepts can be about many things not forming part of the contract. e.g. perception about the capability of the organization. It can be positive, negative, right or wrong or misleading. If an organization doesn't communicate and inform it's existing and prospective customers properly, they might have/develop wrong perceptions of its capability and may switch over to another supplier without making any complaint of it.
Complaints are in one way better than negative or wrong perceptions because they directly come to you (whether you like them or not) without making any efforts whatsoever but unless you approach the customers in some way, you will never know what customers perceive about your organization, products or services. What if you don't ask or inform your customers, e.g. about your strengths, capabilities, future plans etc., no one will complain but will perhaps silently move away if they have some adverse perceptions.
In my opinion, 'perception' may or may not generate actual 'complaints'. Percepts are accumulated over time through association, experience and learning whereas a 'complaint' is a direct reporting of problem/ grievance by the customer and can simply be an instantaneous reaction. e.g. a delayed delivery which the customer expected to be delivered a bit earlier, can be a cause of complaint but may not necessarily lead to formation of a poor/ negative perception of the supplier. Percepts can be about many things not forming part of the contract. e.g. perception about the capability of the organization. It can be positive, negative, right or wrong or misleading. If an organization doesn't communicate and inform it's existing and prospective customers properly, they might have/develop wrong perceptions of its capability and may switch over to another supplier without making any complaint of it.
Complaints are in one way better than negative or wrong perceptions because they directly come to you (whether you like them or not) without making any efforts whatsoever but unless you approach the customers in some way, you will never know what customers perceive about your organization, products or services. What if you don't ask or inform your customers, e.g. about your strengths, capabilities, future plans etc., no one will complain but will perhaps silently move away if they have some adverse perceptions.
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mayank_thkkr
Re: Customer Satisfaction - Would you advise to investigate the trend or the incidenc
The customer requirements are generally categorized as below: Stated, Implied or Obligatory. Say for example If I am buying electronic equipment say for example Mobile, all the accessories which are necessary for the functioning of Mobile will be stated requirements (Legal) (Like Charger, Battery, Hands free etc) Implied are those things which you have to provide in order to achieve the functionality, which are not committed by in order to achieve function you have to provide it. (Example can be Universal plug for charging, Data card reader etc) the last one obligatory is the one which company provides to it's customer as part of customer satisfaction or delight.
Most of the time Stated requirements of Customer are fulfilled with all due care, the requirements pertaining to Implied and Obligatory makes difference as it differs from Company to Company, Place to Place.
The customer requirements are generally categorized as below: Stated, Implied or Obligatory. Say for example If I am buying electronic equipment say for example Mobile, all the accessories which are necessary for the functioning of Mobile will be stated requirements (Legal) (Like Charger, Battery, Hands free etc) Implied are those things which you have to provide in order to achieve the functionality, which are not committed by in order to achieve function you have to provide it. (Example can be Universal plug for charging, Data card reader etc) the last one obligatory is the one which company provides to it's customer as part of customer satisfaction or delight.
Most of the time Stated requirements of Customer are fulfilled with all due care, the requirements pertaining to Implied and Obligatory makes difference as it differs from Company to Company, Place to Place.
Re: Customer Satisfaction - Would you advise to investigate the trend or the incidenc
The Industrial market is quite different from consumer market. Industrial markets are characterized by technicalities - requirements are all stated or specified (you don't leave it to implications and you need to review customer requirements aka contract review). What could be implied are the supporting services.
The Industrial market is quite different from consumer market. Industrial markets are characterized by technicalities - requirements are all stated or specified (you don't leave it to implications and you need to review customer requirements aka contract review). What could be implied are the supporting services.
