3 Customer Focus
The Customer Focus category examines HOW your organization engages its CUSTOMERS for long term marketplace success.
This ENGAGEMENT strategy includes HOW your organization builds a CUSTOMER-focused culture.
Also examined is HOW your organization listens to the VOICE OF ITS CUSTOMERS and uses this information to improve and identify opportunities for INNOVATION.
3.1 Voice of the Customer: How do you obtain and use information from your customers? (45 pts.) [Criteria Linkages: P.1; P.2; 7.1; 7.2]
[“{ER}” = Expected Results]
Describe HOW your organization listens to your CUSTOMERS and acquires satisfaction and dissatisfaction information.
Describe also HOW CUSTOMER information is used to improve your marketplace success.
Key Factors
Detail
Item
Multiple Requirements Approach Deployment Learning Integration
How do you listen to CUSTOMERS to obtain actionable
information?
How do your listening methods vary for different
1) Listening to Current Customer
CUSTOMERS, CUSTOMER groups, or market
segments?
a. CUSTOMER Listening
How do you use social media and web-based
technologies to listen to CUSTOMERS, as appropriate?
How do your listening methods vary across the
CUSTOMER life cycle?
How do you follow up with CUSTOMERS on the quality of
products, CUSTOMER support and transactions to
receive immediate and actionable feedback?
How do you listen to former CUSTOMERS, potential
2) Listening to
CUSTOMERS and CUSTOMERS of competitors to obtain
Customers
Potential
actionable information and to obtain feedback on your
products, CUSTOMER support and transactions as
appropriate?
How do you determine CUSTOMER satisfaction and
satisfaction and ENGAGEMENT?
1) Satisfaction & Engagement
ENGAGEMENT?
b. Determination of CUSTOMER
How do these determination methods differ among
CUSTOMER groups and market SEGMENTS as
appropriate?
How do your measurements capture actionable
information for use in exceeding your CUSTOMERS’
expectations and securing your CUSTOMERS’
ENGAGEMENT?
How do you obtain and use information on your
2) Satisfaction
CUSTOMERS’ satisfaction relative to their satisfaction
Competitors
Relative to
with your competitors?
How do you obtain and use information on your
CUSTOMERS’ satisfaction relative to the satisfaction
1/11/2012 9:33:45 AM 2011 Baldrige Category 3 Customer Focus Item 3.1 [Page 1]
Key Factors
Detail
Item
Multiple Requirements Approach Deployment Learning Integration
LEVELS of CUSTOMERS of other organizations providing
similar products or to industry BENCHMARKS as
appropriate?
How do you determine CUSTOMER dissatisfaction?
3) Dissatisfaction
How do your measurements capture actionable
information for use in meeting your CUSTOMERS’
requirements and exceeding their expectations in the
future?
Criteria Linkages
1/11/2012 9:33:45 AM 2011 Baldrige Category 3 Customer Focus Item 3.1 [Page 2]
Approach DEPLOYMENT LEARNING INTEGRATION
The extent to which an approach is applied in addressing
Methods (Processes) used by an organization to address the Harmonization of plans, processes, information, resource decisions, actions,
the requirements of a Criteria item. Deployments is
Criteria item requirements. New knowledge or skills acquired through evaluation, study, results and analysis to support key organization-wide goals. Effective integration
evaluated on the basis of the breadth and depth of the
Includes the appropriateness of the methods to the item experience and innovation goes beyond alignment* and is achieved when the individual components of a
application of the approach to relevant work units
requirements performance management system operate as a fully interconnected unit
throughout the organization
Is the approach systemic (i.e. with repeatable steps, Is deployment addressed? Has the approach been evaluated and improved? How well is the approach aligned with the organizational needs the
inputs, outputs and time frames)? What evidence is presented that the approach is in If it has, was the evaluation and improvement applicant has identified in the other Criteria items and the Organizational
Is there evidence that the approach is effective in use in one, some or all appropriate work units, conducted in a fact-based, systematic manner? Profile?
accomplishing the process? facilities, locations, shifts, organizational levels and (e.g. was it regular, recurring and data-driven)? Does the applicant indicate complementary measures and information
Is this approach (or collection of approaches) a key so forth? Is there evidence of organizational learning (i.e. used for planning, tracking, analysis, and improvement on three levels:
organizational process? Is the approach important to Is the approach applied consistently? evidence that the learning from this approach is the organizational level, the key process level and the department or
the applicant’s overall performance? shared with other organizational units/other work work-unit level?
Are any of the item requirements that are not process)? How well is the approach integrated with organizational needs?
addressed important to the applicant? (These are Is there evidence of innovation and refinement from Examples of needs are generally listed as key factors—strategic
known as “gaps” and are recorded as OFI’s). organizational analysis and sharing (e.g. evidence challenges, objective and related action plans; organizational mission,
that the learning is actually used to drive innovation vision and goals; key processes and measures; key customer/market
and refinement)? segments and requirements; and employee groups and requirements.
PROCESSES that are appropriate, repeatable & sustainable Level of consistency across the organization PROCESSES with measurements used for deliberate Degree of alignment with organizational GOALS, values and the degree of
Answers Answers: process improvement and HOW best practices are shared harmony achieved across work units
“HOW” “HOW well?”, across work units Answers:
“HOW consistently across KEY areas?” “HOW well the approach is applied.
Process needs to learn about itself (i.e. PDCA (CA is * Alignment: consistency of plans, processes, information, resource decisions,
regularly applied)) actions, results and analysis to support key organization-wide goals. It requires
the use of complementary measures and information for planning, tracking,
analysis and improvement at three levels: organization, key process and work
unit.
1/11/2012 9:33:45 AM 2011 Baldrige Category 3 Customer Focus Item 3.1 [Page 3]
3.2 Customer Engagement: How do you engage customers to serve their needs and build relationships? (40 pts)
[Criteria Linkages: 7.1; 7.2]
[“{ER}” = Expected Results]
Describe HOW your organization determines product offerings and communication mechanisms to support CUSTOMERS.
Describe HOW your organization builds CUSTOMER relationships.
Key Factors
Area Multiple Requirements Approach Deployment Learning Integration
How do you identify CUSTOMER and market
requirements for product offerings and services?
1) PRODUCT OFFERINGS
How do you identify and innovate product offerings to
meet the requirements and exceed expectations of your
CUSTOMER groups and market SEGMENTS (identified
in your Organizational Profile)?
How do you identify and innovate product offerings to
enter new markets, to attract new CUSTOMERS and to
provide opportunities for expanding relationships with
a. Product Offerings and Customer Support
existing CUSTOMERS as appropriate?
How do you enable CUSTOMERS to seek information
and CUSTOMER support?
How do you enable them to conduct their business with
you and provide feedback on your products and your
CUSTOMER support?
2) CUSTOMER SUPPORT
What are your KEY means of CUSTOMER support,
including your KEY communications mechanisms?
How do they vary for different CUSTOMERS,
CUSTOMER groups or market SEGMENT?
How do you determine your CUSTOMER’s KEY support
requirements?
How do you ensure that CUSTOMER support
requirements are DEPLOYED to all people and
PROCESSES involved in CUSTOMER SUPPORT?
How do you use CUSTOMER, market and product
offering information to identify current and anticipate future
3) CUSTOMER SEGMENTATION
CUSTOMER groups and market SEGMENTS?
How do you consider CUSTOMERS of competitors and
other potential CUSTOMERS and markets in this
segmentation?
How do you determine which CUSTOMERS, CUSTOMER
groups and market SEGMENTS to pursue for current and
future products?
1/11/2012 9:33:45 AM 2011 Baldrige Category 3 Customer Focus Item 3.2 [Page 1]
Key Factors
Area Multiple Requirements Approach Deployment Learning Integration
How do you use CUSTOMER, market and product
CUSTOMER
DATA USE
offering information to improve marketing, build a more
4)
CUSTOMER-focused culture and identify opportunities for
INNOVATION?
How do you market, build and manage relationships with
CUSTOMERS to achieve the following?
1) RELATIONSHIP
b. Building a CUSTOMER Relationships
MANAGEMENT
Acquire CUSTOMERS and build market share
Retain CUSTOMERS, meet their requirements
and exceed their expectations in each stage of
the CUSTOMER life cycle
Increase their ENGAGEMENT with you
How do you build and manage CUSTOMER complaints?
How does your CUSTOMER compliant management
PROCESS ensure that complaints are resolved promptly
2) COMPLAINT
MANAGEMENT
and EFFECTIVELY?
How does your CUSTOMER complaint management
PROCESS enable you to recover your CUSTOMERS’
confidence and enhance their satisfaction and
ENGAGEMENT?
Criteria Linkages
1/11/2012 9:33:45 AM 2011 Baldrige Category 3 Customer Focus Item 3.2 [Page 2]
Approach DEPLOYMENT LEARNING INTEGRATION
The extent to which an approach is applied in addressing
Methods (Processes) used by an organization to address the Harmonization of plans, processes, information, resource decisions, actions,
the requirements of a Criteria item. Deployments is
Criteria item requirements. New knowledge or skills acquired through evaluation, study, results and analysis to support key organization-wide goals. Effective integration
evaluated on the basis of the breadth and depth of the
Includes the appropriateness of the methods to the item experience and innovation goes beyond alignment* and is achieved when the individual components of a
application of the approach to relevant work units
requirements performance management system operate as a fully interconnected unit
throughout the organization
Is the approach systemic (i.e. with repeatable steps, Is deployment addressed? Has the approach been evaluated and improved? How well is the approach aligned with the organizational needs the
inputs, outputs and time frames)? What evidence is presented that the approach is in If it has, was the evaluation and improvement applicant has identified in the other Criteria items and the Organizational
Is there evidence that the approach is effective in use in one, some or all appropriate work units, conducted in a fact-based, systematic manner? Profile?
accomplishing the process? facilities, locations, shifts, organizational levels and (e.g. was it regular, recurring and data-driven)? Does the applicant indicate complementary measures and information
Is this approach (or collection of approaches) a key so forth? Is there evidence of organizational learning (i.e. used for planning, tracking, analysis, and improvement on three levels:
organizational process? Is the approach important to Is the approach applied consistently? evidence that the learning from this approach is the organizational level, the key process level and the department or
the applicant’s overall performance? shared with other organizational units/other work work-unit level?
Are any of the item requirements that are not process)? How well is the approach integrated with organizational needs?
addressed important to the applicant? (These are Is there evidence of innovation and refinement from Examples of needs are generally listed as key factors—strategic
known as “gaps” and are recorded as OFI’s). organizational analysis and sharing (e.g. evidence challenges, objective and related action plans; organizational mission,
that the learning is actually used to drive innovation vision and goals; key processes and measures; key customer/market
and refinement)? segments and requirements; and employee groups and requirements.
PROCESSES that are appropriate, repeatable & sustainable Level of consistency across the organization PROCESSES with measurements used for deliberate Degree of alignment with organizational GOALS, values and the degree of
Answers Answers: process improvement and HOW best practices are shared harmony achieved across work units
“HOW” “HOW well?”, across work units Answers:
“HOW consistently across KEY areas?” “HOW well the approach is applied.
Process needs to learn about itself (i.e. PDCA (CA is * Alignment: consistency of plans, processes, information, resource decisions,
regularly applied)) actions, results and analysis to support key organization-wide goals. It requires
the use of complementary measures and information for planning, tracking,
analysis and improvement at three levels: organization, key process and work
unit.
1/11/2012 9:33:45 AM 2011 Baldrige Category 3 Customer Focus Item 3.2 [Page 3]