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Welcome to the Customer Satisfaction Website
How do you know your customers are satisfied?
Organisations often think the way to measure customer
satisfaction is to examine the number of customer
complaints. The problems with this method is that it is reactive, it only
responds (if at all) after the event and it does not really measure
satisfaction only dissatisfaction. Monitoring complaint levels does not
really tell if the customers are any more or less satisfied with the product
For example, consider how many times you have been dissatisfied
with a product or service - say once a month. Now how many times have you
written to complain - possibly once or twice or maybe never. Managers and Directors
often say "if our customers are unhappy, they will soon tell us". Well do they? If
on a personal level you rarely write to complain, what happens at a company
level - is it different?
Here is an example of an organisation basing its
customer satisfaction strategy on levels of customer complaints and getting
it badly wrong.
In a Warehousing organisation, customers were
unable to obtain product (spares, consumables, etc.) from the newly
relocated, reorganised and centralised warehouse. Deliveries were often late
or wrong, if they arrived at all. The customer complained verbally, but being
unable to obtain their items ordered, spent their time looking for an
alternate supplier rather than wasting their time complaining. The customer
could not afford the time to complain, they were too busy avoiding their
processes from stopping by sourcing the required items from another
supplier. The Warehouse turnover plummeted. "If our customers are unhappy
we'll soon know about it" said management. Well, they didn’t at least not
until it was too late and they had lost 90% of their customers.
Follow the link for further information on
Market Driven Quality.
Don't wait until it's too late
Measuring levels of customer satisfaction is not only a key element of the ISO9001:2000 certification scheme, it is also an important measure of the "quality health" of an organisation. So action to establish, review and improve customer satisfaction is of obvious importance.
- If your organisation and would like to know more about our firstname.lastname@example.org customer satisfaction feedback service where we can handle, respond to and monitor customer care inquiries such as customer feedback, complaints or difficulties, please click here. Customer Feedback Service
- If your organisation would like to know about our measuring customer satisfaction service then please click here. Measuring Satisfaction
- Follow the link for further information on:
- Measuring Customer Satisfaction
- Customer Satisfaction Training including meeting the requirements of:
- ISO 10001 Customer satisfaction: Guidelines for codes of conduct for organizations
- ISO 10002 Customer satisfaction: Guidelines for complaints handling in organizations
- ISO 10003 Customer satisfaction: Guidelines for dispute resolution external to organizations
Customer Satisfaction Books
If you wish to improve your organisations customer care performance or would just like further information about how we can support your Customer Satisfaction or Customer Care initiative please contact Alice Lennie at email@example.com:
Address: QM&T, PO Box 172, Guildford, Surrey GU2 7FN, United Kingdom
Telephone: 01483 453511
Fax: 01483 453512
QM&T, PO Box 172, Guildford, Surrey GU2 7FN, United Kingdom
Quality Management & Training
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Our new Customer Satisfaction website which may help you
consider, what options you have when evaluating, what your customers think of
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Quality always appears to be a moving target,
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Quality Books: http://www.quality-books.org.uk/
Quality Management & Training (publications) Limited offer a large
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http://www.root-cause-analysis.co.uk Root cause analysis is a
relatively new methodology that is continually evolving. Like most Quality
Improvement approaches it is not magic; “there is no silver bullet”...
Security refers to the policies, procedures and technical measures used to
prevent unauthorised access, alteration, theft and physical damage to
information systems by outside hackers as well as employees...
http://www.sigma-6.co.uk 6F - Six Sigma is a business strategy as
well as a quality improvement technique. It began in the 1980’s at ...
Value Stream Mapping: (http://www.value-stream-mapping.co.uk/) is used to analyse the flow of materials and information currently required to bring a product or service to a customer. The technique originated in Toyota, where it is known as "Material and Information Flow Mapping"...
Process Mapping and Process Flow Charting are techniques that can be
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have the potential to identify significant savings in the way in which the
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Process Cost Modelling...
Failure Mode Effects Analysis:
Failure Mode Effects Analysis (FMEA) or
to give it its correct title Failure Mode Effects & Criticality Analysis (FMECA)
is a logical technique used to identify and eliminate possible causes of
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Education Centre. This together with our team
having over fifty years experience of working with the IQA,
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