Page 29 - MARKETING & PUBLIC RELATIONS EBOOK IC88

 Measuring quality and customer satisfaction are complimentaqry to monitoring of
needs and expectations.
 Services beig intangible , measurement would seem to be impossible
 Customer satisfaction index based on factors indentified as critical and indicative of
satisfaction
 It is necessary to draw the attention of the customer to the changes made and
confirm that he experiences the changedn features or process.
 System put into place at one time do not remain so throughout
 An effective way to test quality is to use dummy customers with instructions to
report.

(i) Structure
 It refers to the arrangement of responsibilities and functons
 Respnsibility is for achieving, authority is to connect resources of the organisations.
 It is said that structures follows strategy. It is equally true that strategy follows
structure.
 The structure should be around specific customer needs and segments
(j) Key activities
 Key activities impact on customers directly. As a matter of principle, the key
activities should not be subordinate to non key activities.
 In many organisations key activities are made subordiate to non key support or
control activities.
 Expenditure on non key activities tends to increase faster than on key activities.
 The structure of a good quality service organisation has to be such that enterprise
and initiative would not only flourish, but would always remain focus on the
customer, however large the scale of operations.
 It is useful to locate supervisory personnel close to points where moments of truth
may occur.

(k) The middle manager
 The middle manager role has traditionally been one of integrations operations of
the subordinates with top management policy.
 In a service the control has to be on the process that delivers the outcome which
then produces satisfaction.
 They should know what should happen. They alone can make it happen. They would
be willing to make it happen, if allowed to.
 Lead more and manage less, is the principle. Leaders improve communication and
trust while managers rely on command and control.
 Do not ever say even by oversight. Do not run down suggestions just because the
improvement is small. No improvement is small to be ignored.

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