EPM Channel recently interviewed Janne Ohtonen about focusing on the customer when doing process improvement. Janne Ohtonen is a Business Process and Customer Experience Management trainer, consultant, speaker, expert & coach with over ten years of international experience.
Find out his thoughts on customer experience, tolerating failure (!), the importance of goals and metrics.
How do you feel about tipping? Are you happy to reward a well-done job or do you have more of a Mr. Pink attitude toward gratuities?
A pair of recent Slate articles got me thinking about tipping. The first is pretty straightforward and makes the case that tipping at restaurants should just be banned (Tipping Is an Abomination, Jul 9). The argument is that the practice is bad for customers since it leads to uneven treatment and bad for workers since it allows employers to pay absurdly low wages. But what happens when a restaurant simply eliminates tipping? That is the topic of the second article written by a former restauranteur who did just that (What Happens When You Abolish Tipping, Aug 14). In lieu of tipping, the restaurant added an 18% service charge to the check. Thus it pricing was more like an auto service station that breaks out its labor charges from the cost of parts.
Bike sharing is spreading across the nation. One of the highest profile programs has been in New York City, and while there has been griping about various aspects of the Citi Bike program, it has by some measures been successful. According to the NY Times, the system has attracted over 70,000 annual members and has handled over more than 42,000 trips on a peak day (The Balancing Act That Bike-Share Riders Just Watch, Aug 14).
One of the challenges that has come up with the system is how to balance the supply and demand of bikes between stations.
If you have a reward model in your organization, take a few minutes and evaluate how many of items that it has for evaluation actually helps your customer to succeed? How many of them support you in improving business processes so that they will produce better results? I bet not many… What should those reward models be based on then? Here are few ideas on that:
I’ve collated some of the most interesting quotes I have read, from the plethora of quotes that are out there. They were said by a variety of experts, thinkers and professionals, all from different backgrounds, eras and industries. However, they all have one thing in common – they all apply to daily [business] life. Whether…
Make the customer everyone’s business. The Customer is the very reason for an organization to exist. There is no need for Lean process management without customers, because there would not be any processes to manage, right? So, make customer everyone’s business, because if their wage is paid by the customer, they should think how what they do contributes to successful customer outcomes that organization should be producing. Getting rid of useless processes is more effective than tweaking them.
Anticipating Your Competitors’ Response In any extended conversation with and airline executive I’ll inevitably hear complaints about frequent flier programs. They lament: Lost revenue High operating costs Customer dissatisfaction over error and restrictions (particularly angerous with today’s social media) And just what do airlines get in return from their loyalty programs? Woefully little loyalty. Schedule…
Would you like to create better customer experience for your organization’s customers by changing your business processes? Here are seven ideas what you could do to take your customer experience to the next level:
We live and work in a transactional world where most of us experience a large number of low engagement, sound-byte type interactions in our professional and even our personal lives. It’s the rhythm of our age.
What’s the solution? How can we work better at connecting with our customers, our colleagues?