Customer Value Checklist


  1. Does your company do a good job of listening to its customers? Give a specific example of how listening resulted in improved service quality to your customers?
  2. Reliability is the ability of the company to perform the promised services dependably and accurately. On a 10-point scale, where 1 is unreliable and 10 perfectly reliable, where would you place your company and why?
  3. How well does your company perform the “service basics”—that is, knowing and responding to the fundamental service expectations in your industry?
  4. How effectively does your company manage the service design elements or systems, people, and the physical environment? Provide an example of how a lack of planning in one of these areas resulted in a “fail point” during a customer encounter.
  5. Service recovery refers to how effectively companies respond to service failures. Cite an example of when a service failure occurred in your company and how it was handled.
  6. Teamwork is an important dynamic in sustaining service workers’ motivation to serve and in minimizing service-performance shortfalls. Rate your company on its ability to foster teamwork on a scale of 1 to 10, where 1 indicates the absence of teamwork and 10 indicates maximum teamwork. How would you improve teamwork if you rated your company low on this attribute?
  7. Internal service is crucial to service improvement, as customer satisfaction often mirrors employee satisfaction. To what extent does your company assess internal service quality (i.e., asking employees about the adequacy of systems to support the service, how the systems interact and serve one another, and where service failures are occurring)? Give examples of how internal service might be measured in your company.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Lectures, Line of Sight

Knowledge Entrepreneurs


There depends a lot on the energy and imagination of knowledge entrepreneurs. They need to identify specific opportunities being created by the greater availability and accessibility of information and knowledge, and craft distinctive information and knowledge-based products and services.

All entrepreneurs have to identify opportunities to add value by meeting requirements that are not being addressed, and they must be focused and tenacious and possess a clear sense of direction. Most entrepreneurs need also to be tough, pragmatic and resilient. In addition, knowledge entrepreneurs need the following qualities:

  • They must know how to acquire, develop, share, manage, exploit and capitalize on information, knowledge and understanding, and be able to help and enable others to use and apply them effectively. This may require combinations of emerging technologies to connect relevant people and organizations together, and competencies to network with others, work and learn in new ways in order to create value, lead and manage virtual teams, and establish and manage knowledge businesses.
  • They need curiousity and drive to undertake intelligent searches and to be able to judge or determine the significance, relevance and value of what they uncover. Many more people can access information than assess it or use it effectively. Understanding where information has come from, the underlying assumptions and how it has been compiled can prevent an enterprise or a course of action from being built upon foundations of sand.
  • They require enough understanding of systems to be able to use an appropriate range of technologies to identify and access relevant sources of information, knowledge and understanding. However, technical expertise is unlikely to be enough. Communication and relationship-building skills are also required to interact with information providers and bring together the combination of experience and knowledge needed to assemble a package that has market value.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Listening


Listening is the most important component of communication. There is a wrong notion that a person who talks fluently is a good communicator. He need not be. It is true that talking fluently is an important component of communication. But all talkers are not good communicators.

Communication has three important components: a) making others appreciate what you say, b) making others understand what you say, and c) making others apply what you say in their life. It is much more than talking.

Listening is said to be a vital factor in the process of communication. One needs to be a good listener in addition to being a good talker, for communicating effectively. One may feel that listening is very simple and everyone is good in listening. The fact is that it is untrue. Many like and do the talking and they seldom listen to others. recall a conversation you had with your friend recently. Estimate the amount of time that you were talking, compared to the time spent by your friend talking to you. You would notice that there has always been an inner urge to express ourselves to others rather than listening to others.

If you want to be good at listening, take care of the following:

  • Be genuinely interested in listening.
  • Look at the person always.
  • Do not get distracted.
  • As you listen keep assimilating the points.
  • When you don’t understand ask the person to repeat.
  • Don’t interrupt unnecessarily.
  • Don’t project your views, ideas in between.
  • Don’t stop the other person till he does it on his own.
  • Be patient.
  • Be careful about the gesture that you make (it should not give any negative signals).

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Challenges of Execution


A successful change effort requires: a) adequate appreciation and planning, b) sufficient support by employees, c) competent execution by managers, and d) change managers with appropriate skill sets and capabilities. Less than one-third of all organizational change efforts are successful in producing anticipated results. There are eight reasons for this low success rate. Organizations that fail to produce results after undertaking change do so because managers in these organizations do not:

  1. establish a sense of urgency among employees;
  2. form a powerful guiding coalition for implementing change;
  3. create a powerful vision to energize employees;
  4. communicate their vision effectively to employees;
  5. empower employees to act on their vision;
  6. plan for and create short-term wins;
  7. consolidate improvements and produce still more change; and
  8. institutionalize new approaches.

The first four reasons deal with appreciating change and mobilizing support and the last reason relates to creating capability for change. Remaining three reasons concern the implementation of change. There are three prerequisites to effective execution of change, relating to empowerment, motivation, and consolidation.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

A Difference of Opinion


Confusion about the nature of a situation is always a giveaway that separation or more separation is imperative before the situation can be dealt with effectively. That is why during the separation step, we ask whether there is disagreement over the cause or the nature of each situation. We want to avoid, for example, getting all the way to the point of specifying a deviation, only to find that there is a considerable difference of opinion as to exactly what information belongs in  the specification.

 There is the usefulness of thinking through a situation before taking action. Problem analysis, you should also know how and when to use the techniques of situation appraisal.

 My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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