|
|
| | |
|
|
Customer Knowledge Management |
|
Page 6 of 8
Measure and Evaluate Customer Knowledge Management Processes
The following provides and indication of how Customer Knowledge Management processes may be assessed:
- Customer - Communication: e.g.. Frequency of communication with customers (e.g.. meetings, product presentations, telephone calls, customer reports and visits). This measure can provide an indication of the strength of an organisation's relationship with its customers. The measure could be designed to assess the frequency of different types of communication e.g. communication via meetings, product presentations, telephone calls, customer reports and visits.
- Customer feedback and suggestions: e.g. Number of suggestions or pieces of feedback received per customer in a given time period or, % of customers that make suggestions or provide feedback in a given period or, % of customer suggestions or feedback that are implemented or acted upon or, average value of suggestions implemented or, average lead time to respond to suggestions or feedback. This measure provides information for monitoring the process by which customer feedback and suggestions are gathered.
- Customer feedback - frequency: e.g. Frequency of obtainment of customer feedback. This provides an input for the analysis of a Customer Service Management process and a measure of customer focus.
- Customer feedback - communication to staff: e.g.: Frequency of communication of customer feedback to staff. This provides an input for the analysis of a Customer Service Management process and a measure of customer focus.
- Customer feedback - review frequency: e.g. Frequency of review of customer feedback. This measure provides an input for the analysis of a Customer Service Management process and a measure of customer focus.
- Community feedback and suggestions: e.g. Number of suggestions or pieces of feedback received from target groupings within the community in a given time period or, % of community groups that make suggestions or provide feedback in a given period or, % of community suggestions that are implemented or acted upon. This measure provides information for monitoring of the process by which customer feedback and suggestions are gathered.
- Customer involvement: e.g. Degree of customer involvement in product / process or service development. This provides a measure which indicates how well knowledge of customer needs are being integrated into the product/process or service development processes. Examples of scales could include the number of times the customer is asked for feedback, or average number of hours of customer contact in this process.
- Customer partnership in product design: e.g., % of products designed by customer partnerships or, number of customer partnerships in product design. This measure assesses the strength of the relationship with customers in product design. To use this measure a definition of what constitutes a partnership needs to be agreed.
- Stakeholder focus - planning: e.g. Degree of incorporation of stakeholder requirements in planning processes. This measure is an indicator for the degree of an organisation's customer/stakeholder focus and therefore also an indicator of leadership effectiveness. To choose a reliable scale may be difficult as the `degree` of incorporation will be subjective, however a `Likert` scale could be used effectively.
- Customisation: e.g. number of customisable products sold to suit customer requirements as a % of total products sold. This measure can indicate a level of flexibility and also a level of customer focus - changes in this measure can indicate a need to re-assess customer needs. The nature of the product will affect the use of this measure, but where customisation is carried out then the tracking of this can provide useful information. The facility to have a product or service customised has been shown to be one of the three most important factors affecting customer relationships.
- Customer base - change: e.g. % change in customer base This measure tracks the stability of the type of customer(s) successfully targeted by the organisation. This information is important to the analysis of (changing) customer requirements.
_________________________________________________________
You are reading a Management Brief Report in html-format. Become a member of the BPIR to receive a new report in PDF-format every month (see examples: Benchmarking & Business Excellence). PDF-format can be saved on your hard drive, emailed to work colleagues, and are much easier to read and print out!.. For BPIR updates and best practices sign up to our FREE newsletter.
|
|
|
|
|
|
|
|
|
Home 
BPIR Partners