CUSTOMER SATISFACTION

BY DR. JESTITA F. GURREA

 KANO MODEL OF CUSTOMER
REQUIREMENTS
 Noriaki Kano-professor emeritus of Tokyo
University-suggested segmenting customer
requirements into three groups;
 Dissatisfiers (“ must have”) basic requirements
that customers expected in a product or
service.
 Ex. In a car, features are not generally stated
by customers but assumed as given-radio,
heater, basic safety features. THUS, if the
features are not present, the customer is
dissatisfied.
KANO MODEL OF CUSTOMER
REQUIREMENTS
 Satisfiers (“wants”)-Requirements that
customers expressly say they want. Ex.
Many customers want satellite radio or
navigation system that creates satisfaction.
 Exciters/delighters (“never thought of ”)
New or innovative features that customers
do not expect or even anticipate such as
separate rear-seat video controls that allow
children to watch DVD movies
 Thus, providing dissatifiers and satisfiers
often considered as the minimum required
to stay in business
 Therefore to be truly competitive,
organizations must surprise & delight
customers by going beyond basic
requirements & expressed desires.
 However, innovations are not exciters &
delighters for long
HOW TO SUSTAINED THE CUSTOMERS
SATISFACTION?
 By gathering the voice of the customers through methods or
listening posts
 Thus, there are approaches in gathering information:
customer cards and formal surveys, focus groups, direct
customer contact, field intelligence, complaint analysis and
monitoring the internet or media.
APPROACHES
 1. Comment cards & formal surveys
 Advantage: easy way to solicit information
Disadvantage: not responding the comment cards at restaurant
table and suffer non response bias.
2. Focus groups. It is a panel of individuals who answers
questions about company’s products and services as well as
competitors.
Advantage: Direct voice of customer
Disadvantage: Higher cost of implementation
APPROACHES
 3. Direct customer contact-the top executive
visit with customers personally.
 Advantage: hearing issues & complaints is an
eye-opening experience
4. FIELD INTELLIGENCE-An employees
who have direct contact with customers.
They can obtain information by engaging
conversation and listening to customers.
Ex. salespeople, repair technician,
telephone operator, receptionist
 5. Complaints-key source of information.
 Advantage: learn about product failures
& service problems particularly the gap
between expectation & performance.
6. Internet & social media monitoring.
Ex. Facebook offer a fertile arena
for finding out what customers think of
their products.
ANALYZING VOICE OF CUSTOMER
 HOW?
 Affinity diagram-It is a technique for gathering & organizing a
large number of ideas & facts.
 This is a main ingredient of the KJ method developed by Kawakita
Jiro-Japanese anthropologist.
 Example:
 Communication Effective service Loan Products
 Timely & accurate Reliability Innovation
 Notification of changes Flexibility Programs flexiblty
 Consistent information Prior approvals Diversity of prog.
 Mutual job understanding Expeditious process Competitive rates
LINKING TO CUSTOMER NEEDS TO DESIGN,
PRODUCTION & SERVICE DELIVERY
 Voice of customer information must be linked to design,
production & delivery process.
 HOW TO UNDERSTAND THE LINKAGE?
 Gap Model will view the process in which customer needs &
expectations are translated into design, production & delivery
processes.
 Expected Quality-It is a true customer needs & expectations
where the customer assumes will be received from the products
 The producer identifies these needs & expectations & translates into
specification for products & services.
 Actual quality –it is the outcome of the production process &
what is delivered to the customer.
 Therefore, customer will assess quality & develop perception
(perceived quality) by comparing their expectations (expected
quality) with what they receive (actual quality).
 Indeed, if expected quality is higher than the actual quality-the
customer will be dissatisfied.

 Ineffective market research efforts my incorrectly assess the true

customer needs & expectations.
HOW CAN WE LINK THE VOICE OF CUSTOMER TO
SERVICE DELIVERY PROCESS?
 Through empowered employees-employees
are empowered to take action in meeting
the needs of the customers
 All store employees can e-mail buyers
directly with ideas or feedback from
customers
 The store design an inventory stems
directly from listening to its customers
BUILDING A CUSTOMER-FOCUSED
ORGANIZATION
 KEY PROCESS
 1. Making sincere commitments to customers. It is free from
conditions that might weaken customers’ trust and confidence
 Simple as guaranteeing that the call & email inquiry will be returned
promptly. eq. “return anything you buy from us at anytime for any
reason it proves otherwise”
 2. Ensuring quality customer contact and interaction. It is an
interaction between customer & organization whether it is face
to face with sales representative or online on a website is called
moment of truth
 Customer can form their perceptions about the quality of service by
comparing their expectations with the actual outcome.
  Customer contact requirements include technical requirements such as
response time, behavioural requirements which required us to call
customers’ name.
 Example:
 Greet the customer and address their name
 Ask sincerely, “How may I help you?

 3. Selecting & developing customer contact employees

 4. Managing complaints & service recovery