Numerous companies have defined customer orientation as a strategic imperative for more growth.\nMore and more of these companies are implementing KPIs in their control and management systems that are based on customer feedback measurements (Voice of the Customer; VoC). <\/p>\n\n
In addition to the KPIs, these VoC approaches provide a wide range of information that is transferred via VoC programs into continuous improvement processes<\/strong> for building and expanding customer relationships<\/strong>.\nRegardless of whether these KPIs and VoC programs are based on classic satisfaction measurement concepts, market research approaches such as TRI*M and the Conversion Model or modern Net Promoter Score-like approaches, the question arises as to the most important success factors of such programs. <\/p>\n\n Here are our top 10<\/strong> from literature, projects and studies:<\/p>\n\n Customer relationships<\/strong> do not improve in quality and do not lead to more growth just because we measure them.\nJust as pigs don’t get fat just by being weighed.\nKPIs are important, but the big leverage lies in recognizing the causes and drivers<\/strong> for the KPIs and therefore the customer relationship.\nIt’s not just about KPIs and VoC is not a project, but a program: a permanent management tool<\/strong> and a journey to value creation through customer orientation<\/strong>. <\/p>\n\n Create economic checkpoints<\/strong>.\nCreate business cases and understand the economic value<\/strong> of different customer segments<\/strong> to your business.\nThese calculations can be simple or difficult, but can usually be done within a few months of launching a VoC program. <\/p>\n\n Close the loop at all levels within<\/strong> (top management, middle management, front line) and outside your organization<\/strong> (customers, service providers).\n Innovate and improve bottom up and top down<\/strong>.\nGive every customer feedback on their feedback<\/strong> (and don’t forget to say thank you). <\/p>\n\n Establish a dedicated program team<\/strong> and program organization, technology and processes.\nDefine clear responsibilities<\/strong> and ensure cross-functional commitment<\/strong> and collaboration<\/strong> on customer relationship KPIs<\/strong> and the VoC program<\/strong>.\nMake the KPIs an integral part of your reporting and management process at all levels. <\/p>\n\n Set goals<\/strong> and communicate them.\nPick up your organization, your service providers and your customers and keep them constantly informed about issues that drive customers and what you are doing about them.\nReward and celebrate small and large successes and link large programs and achievements to the VoC program.\nMake it clear to your customers that you have heard and understood them. Share results and measures<\/strong> with all employees in the company and also with your customers.\nStart your VoC program with a strong opening statement from the top of the company. <\/p>\n\n Use the KPIs as a management tool<\/strong> – but use them correctly.\nAgree on targets at the beginning that are primarily based on the introduction of the program.\nIf your measurements are stable and watertight and the management process works, you should include changes to the KPIs, drivers and improvements in the target agreements<\/strong>.\nPay attention (as always) to relevance, influenceability and acceptance<\/strong>.\nMake annual industry benchmarks<\/strong>.\nCaution: Absolute targets are only very rarely suitable as targets for KPIs that are based on direct surveys, and only at very few levels! <\/p>\n\n Do not introduce a VoC program if your organization is already “sinking” due to other projects, such as the introduction of a new ERP system.\nEven if you do not meet many of the customer’s basic requirements and you know them: do<\/strong> your homework<\/strong> first (if you do not know them or are not really sure what they are: the VoC program will identify them first).\nA VoC program is a promise to your customers<\/strong>, but also to your organization<\/strong>.\nDon’t make it if you can’t keep it. <\/p>\n\n Change takes time<\/strong>.\nTake your time.\nListen to your customers and employees.\nLook for the magical elements in the open questions.\nMake a plan.\nStart with a pilot<\/strong>, roll out the program, gain experience and optimize your program.\nObserve how your organization changes and give it time to do so.\nAvoid actionist behavior and panic.\nFocus on operational changes and trends. <\/p>\n\n Ask yourself the crucial question: do I really want this?\nAm I really serious<\/strong> about customer orientation or am I just paying lip service to the mission statement, the website and other media? Is the customer really the focus<\/strong> or is he actually in the way?\nAre you prepared to forego bad profits (short-term gains at the expense of the customer relationship)?\nYes?\nCongratulations: your VoC program will provide you with lasting support.\nNo?\nDon’t have a VoC program! <\/p>\n\n Without the (total) support and involvement of the company management<\/strong> or at least one person from this circle, it is not possible.\nManagement must understand the philosophy of the methodology, make the KPIs part of the corporate strategy and create a holistic plan for the customer management strategy and organization.\nAlthough VoC programs can also be implemented in individual areas to create value in isolation, they bring the greatest added value<\/strong> at the overall company level<\/strong>. <\/p>\n\n There are many other aspects that need to be considered in order to exploit the potential of a VoC program<\/strong>, but these are primarily of an operational nature<\/strong>.\nThe ones listed here are the ones that are most frequently encountered in practice and in studies and which, taken individually, significantly determine the success of the overall program<\/strong>.\nThe introduction and operation of a VoC program is not rocket science, but it should not be underestimated. <\/p>\n","protected":false},"excerpt":{"rendered":" Numerous companies have defined customer orientation as a strategic imperative for more growth.1. focus equally on KPIs (control) and change (management)!<\/h2>\n\n
2. link customer relationship KPIs with financial KPIs at an early stage!<\/h2>\n\n
3. closing the loop – at all levels and in all directions!<\/h2>\n\n
4. implement the right governance!<\/h2>\n\n
5. communicate rigorously and permanently internally and externally!<\/h2>\n\n
6. create the right incentives!<\/h2>\n\n
7 Consider organizational maturity and readiness!<\/h2>\n\n
8. have patience and staying power!<\/h2>\n\n
9. be really serious about customer orientation: Walk the Talk!<\/h2>\n\n
10. have (at least) one strong promoter!<\/h2>\n\n
\nMore and more of these companies are implementing KPIs in their control and management systems that are based on customer feedback measurements (Voice of the Customer; VoC). <\/p>\n","protected":false},"author":1,"featured_media":5224,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"_kad_blocks_custom_css":"","_kad_blocks_head_custom_js":"","_kad_blocks_body_custom_js":"","_kad_blocks_footer_custom_js":"","ghostkit_customizer_options":"","ghostkit_custom_css":"","ghostkit_custom_js_head":"","ghostkit_custom_js_foot":"","ghostkit_typography":"","_kad_post_transparent":"","_kad_post_title":"","_kad_post_layout":"","_kad_post_sidebar_id":"","_kad_post_content_style":"","_kad_post_vertical_padding":"","_kad_post_feature":"","_kad_post_feature_position":"","_kad_post_header":false,"_kad_post_footer":false,"footnotes":""},"categories":[160],"tags":[],"class_list":["post-5223","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-technical-article"],"acf":[],"yoast_head":"\n