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Linked in Customer Focus Assessment Survey

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This document provides a customer focus assessment survey for organizations to evaluate their leadership, people, policies/strategies, partnerships/resources, processes, and customer results as they relate to customer focus. The survey contains over 30 statements across these categories for respondents to rate on a scale of 1 to 5. It aims to identify opportunities for organizations to improve customer focus, performance, growth, retention, and competitiveness. Respondents are instructed to complete the survey individually and then discuss scores as a leadership team to reach agreement. The document provides the full survey for organizations to use in self-assessment.

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Customer Focus: Dead or Alive in Your Organisation? Find Out Now by Using this Assessment Survey This questionnaireasks youto evaluate your organisationon the essentialpractises andbehaviours in whichmanagementmust engageto create andmaintaina customer focus withintheir organisation. The purpose ofthis survey is to identify opportunities toimprove your organisation’s performance,profitable growth, customerandpeople retention andoverallcompetitiveness. Directions Read each statement carefully,reflecting upon how itrelates toyourorganisation. Indicateas best youcanthedegree towhich the statements reflectrealityin your organisation. A1=not observed/clueless onthis one anda 5=this is partofdailywork life andmay even be a “best practice”.Eachmember oftheLeadership Teamwill fill out separatelyandthen discuss scores and cometo agreementas a ‘team’. If for any reason youareunsureofyour response e.g., you do not haveenoughinformationto ratea particular item, then circlethezero under the DK,don’tknow, box. You are now ready to beginthesurvey. Leadership Pleaseassess your organisation on the following leadership practices: 1. Management at all levels regularly meets withcustomers to listen and learnabout their changing requirements, discuss performance issues and to strengthen their relationship w ith the customer’s organisation. 0 1 2 3 4 5 2. Management’s actions and behaviours are always consistentwith their words regarding the importance of customers. 0 1 2 3 4 5 3. Management places a priority on usingcustomer feedback data and the analysis and interpretation of this data to facilitate improvement activity w ithin their organisation. 0 1 2 3 4 5 4. Management regularly recognisesemployees w ho have been role models in satisfying and building good relationships w ith customers. 0 1 2 3 4 5 5. Customer data (external and/or internal) is discussed in every management reviewmeeting oftenleading to the setting of priorities and the taking of action for improvement. 0 1 2 3 4 5 Our biggest opportunity for improvement in our leadership practices is: # ____ The strongest leadership practice is: #_____ People Pleaseassess your organisation on the following peoplepractices: 6. Our organisation’s human resource systems (e.g., recognition, performance evaluation, empow erment and compensation) reinforce the behaviours of our employees, both individually and as teams, consistent w ith our values, a customer and market focus and achievement of our key business objectives. 0 1 2 3 4 5
7. Everyone in our organisation understands who their internal and external customers are and the impact they can have on both sets of customers by the quality of w orkthey perform. 0 1 2 3 4 5 8. Our people are empoweredto do w hateveris in the best interest of our customers. 0 1 2 3 4 5 9. Management review stheir comparisons of employee feedback from satisfaction surveys, focus groups or informal discussions and the customer feedbackwhich the organisation to help them set priorities for improvement. 0 1 2 3 4 5 10. We believe that it is important to train our employees, especially those in customer-contact positions, in softer areas suchas interpersonal skills, active listening and dealing w ith difficult or angry individuals. 0 1 2 3 4 5 Our biggest opportunity for improvement in our people practices is: # _____ The strongest people practice is: #_____ Policy and Strategy Pleaseassess your organisation on the following policy and strategy practices: 11. Customer data and informationare key to policy and strategy formulation in our organisation. 0 1 2 3 4 5 12. Specific relationship strategies are established during our planning process for customer accounts and/or consumer/end user segments most important to our organisation. 0 1 2 3 4 5 13. Within our planning process we review how wellour organisation is aligned with our keycustomers to ensure that w e are making it easy for them to do business with us and w e are doing those things w hich willhelp them achieve their objectives. 0 1 2 3 4 5 14. During our planning activity, competitive comparisons and benchmark data is utilised to formulate strategies that w illensure w e are highly differentiated fromour competition both in our markets and in the minds of our customers. 0 1 2 3 4 5 15. New initiatives are evaluated for their impact on the customer before they are implemented. 0 1 2 3 4 5 Our biggest opportunity for improvement in our policy and strategy practices is: # _____ The strongest policy and strategy practice is: #_____ Partnerships & Resources Pleaseassess your organisation on the following partnership and resources practices:
16. Our organisation understands what the long-termeconomic value of a customer is and how it varies by consumer/end-use segment or customer account. 0 1 2 3 4 5 17. Our continuous improvementpriorities represent a good balance between customer requirements and the financialaims of our organisation, erring most often on the side of the customer. 0 1 2 3 4 5 18. Even w hen business is below our projections, we do not compromisethe allocationof resources to those things that w e know are mostimportant to our customers. 0 1 2 3 4 5 19. We prioritise our suppliers, at least in part, baseduponthe value add w hichtheir input (e.g., materials, components, information, services)provides to our customers. 0 1 2 3 4 5 20. A high priority is placed on investing in state-of-the-art or improving existing information systems used by employees in customer-contact positions (e.g., sales, service)to ensure they can be responsive to the customers they interact w ith on a daily basis. 0 1 2 3 4 5 Our biggest opportunity for improvement in our partnership and resource practices is: # _____ The strongest partnerships and resources practice is: #_____ Process Pleaseassess your organisation on the following process practices: 21. One of our priorities has been to identify, mapand improve the processes throughwhichwe provide products and services to our customers. 0 1 2 3 4 5 22. A key area of focus for our process improvement activity is on making it easier for customers to do business w ith and to reduce cycle time to be more responsive to their needs. 0 1 2 3 4 5 23. Customer data and inf ormation is seen as a key input into our organisation’s product and service development and innovation activ ities. 0 1 2 3 4 5 24. Best practice reviews are conducted if we can identify an opportunity to add value to our customers, improve our ow n operation and become more competitive as w ell. 0 1 2 3 4 5 25. We have a formal and regular process that includes such approaches as account reviews, customer focus groupsand interview sfor determining and updating customer requirements, expectations and identifying those factors that add value in the relationship. 0 1 2 3 4 5 26. We effectivelyutilise our call centre or customer service operation as a “listening post” to gain information about changing customer expectations, emerging trends and competitive activity. 0 1 2 3 4 5
27. We have a w ell-defined and effective customer satisfaction measurementand managementprocess in our organisation ensuring w e are collecting the right feedbackfromcustomers and acting upon it in an effective and responsive manner. 0 1 2 3 4 5 28. We have a w ell-defined and effective customer relationship management process in place w hich ensures that we are building loyalty particularly w ith those customers that are most important to our long-term grow th and success. 0 1 2 3 4 5 29. We have a w ell-defined and effective complaint and enquiry management process in place w hich ensures that complaints and problems are resolved in a timely and effective manner ensuring customer relationships are maintained and problems prevented fromreoccurring. 0 1 2 3 4 5 30. We do not rely on just one source or type of customer feedbackto know how wellwe are doing w ith our customers. We look at multiple sources or types such as that fromcustomer surveys, complaints, customer visits, call centres/customer service operations and others before we setpriorities for process, product, service, and policy improvementas well as strategy development. 0 1 2 3 4 5 Our opportunity for improvement in our process practices is: # _____ The strongest process practice is: #_____ Customer Results Pleaserateyour organisation across all ofthefollowing result areas: 31. Our customer satisfactionperformance has continued to improve or has been sustained at high levels across all those engagements (moments of truth such as sales, service, delivery) with customers that are most important to maintaining our relationship w ith them. 0 1 2 3 4 5 32. Our customer satisfactionperformance showsthat we have consistently improved the w ay in w hich wehave met or exceeded the unique requirements andexpectations of our key customer accounts and/or consumer/enduser segments over the past three years. 0 1 2 3 4 5 33. The speed(e.g., cycle time) and effectiveness (e.g., retention of customer loyalty) of our organisation’s problem and complaint resolution has been steadily improving over the past three years. 0 1 2 3 4 5 34. Our organisation has an accurate, realistic and comprehensive overview of the total complaint level (verbalor written)as received by all areas and all functions w ithin our organisation. 0 1 2 3 4 5 35. Customer satisfactionwith our productand service quality has been improving over the past three years. 0 1 2 3 4 5 36. Our overall level of our customer satisfactionhas been comparable to or exceededthat of our competitionover the past three years. 0 1 2 3 4 5
People Results 37. Employee perceptions, particularlythose fromemployees in customer-contact positions, are regularly capturedthrough surveys, focus groups or formal/informal discussions. These perceptions, concerning such areasas workenvironment, career prospects, communication, recognition, training, morale and overallsatisfaction, have consistently shown positive trends over the past three years. 0 1 2 3 4 5 38. We experience turnover and absenteeismamong our customer- contact employees that are so low that our organisation is considered “best-in-class”. 0 1 2 3 4 5 39. Our people satisfaction data showsthat customer-contact personnel feel empowered to take w hatever action is necessary to satisfy customerswhenever the need arises. 0 1 2 3 4 5 40. Our people satisfaction data showsthat customer-contact personnel feel involved by having their ideas for improvement regularly solicitedand acteduponby management. 0 1 2 3 4 5 Society Results 41. Our organisation’s reputation as being customer focusedhas improved over the past severalyears based upon feedbackwe receive fromthose in the communities in w hich we are located and fromour corporate image survey. 0 1 2 3 4 5 42. The ethical behaviour especially among our employees w ho have regular contact w ith our customers has remained high for many years. 0 1 2 3 4 5 Key Performance Results 43. The number of improvements to our products, services and processes over the past three years driven by customer feedback has grownsignificantly. 0 1 2 3 4 5 44. Our data show s that we are more responsive to changing market conditions and customer needs as a consequence of our focus on cycle time improvement. 0 1 2 3 4 5 45. We track those supplier problems that impactour customers and w orkwith those suppliers to prevent re-occurrence. There has been a steady decline in these types of supplier problems over the past 3 years. 0 1 2 3 4 5 Our three biggest opportunities for improvement in result are: # ___, #___,#___ The two strongest result areas are: #_____,#_____

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Linked in Customer Focus Assessment Survey

  • 1. Customer Focus: Dead or Alive in Your Organisation? Find Out Now by Using this Assessment Survey This questionnaireasks youto evaluate your organisationon the essentialpractises andbehaviours in whichmanagementmust engageto create andmaintaina customer focus withintheir organisation. The purpose ofthis survey is to identify opportunities toimprove your organisation’s performance,profitable growth, customerandpeople retention andoverallcompetitiveness. Directions Read each statement carefully,reflecting upon how itrelates toyourorganisation. Indicateas best youcanthedegree towhich the statements reflectrealityin your organisation. A1=not observed/clueless onthis one anda 5=this is partofdailywork life andmay even be a “best practice”.Eachmember oftheLeadership Teamwill fill out separatelyandthen discuss scores and cometo agreementas a ‘team’. If for any reason youareunsureofyour response e.g., you do not haveenoughinformationto ratea particular item, then circlethezero under the DK,don’tknow, box. You are now ready to beginthesurvey. Leadership Pleaseassess your organisation on the following leadership practices: 1. Management at all levels regularly meets withcustomers to listen and learnabout their changing requirements, discuss performance issues and to strengthen their relationship w ith the customer’s organisation. 0 1 2 3 4 5 2. Management’s actions and behaviours are always consistentwith their words regarding the importance of customers. 0 1 2 3 4 5 3. Management places a priority on usingcustomer feedback data and the analysis and interpretation of this data to facilitate improvement activity w ithin their organisation. 0 1 2 3 4 5 4. Management regularly recognisesemployees w ho have been role models in satisfying and building good relationships w ith customers. 0 1 2 3 4 5 5. Customer data (external and/or internal) is discussed in every management reviewmeeting oftenleading to the setting of priorities and the taking of action for improvement. 0 1 2 3 4 5 Our biggest opportunity for improvement in our leadership practices is: # ____ The strongest leadership practice is: #_____ People Pleaseassess your organisation on the following peoplepractices: 6. Our organisation’s human resource systems (e.g., recognition, performance evaluation, empow erment and compensation) reinforce the behaviours of our employees, both individually and as teams, consistent w ith our values, a customer and market focus and achievement of our key business objectives. 0 1 2 3 4 5
  • 2. 7. Everyone in our organisation understands who their internal and external customers are and the impact they can have on both sets of customers by the quality of w orkthey perform. 0 1 2 3 4 5 8. Our people are empoweredto do w hateveris in the best interest of our customers. 0 1 2 3 4 5 9. Management review stheir comparisons of employee feedback from satisfaction surveys, focus groups or informal discussions and the customer feedbackwhich the organisation to help them set priorities for improvement. 0 1 2 3 4 5 10. We believe that it is important to train our employees, especially those in customer-contact positions, in softer areas suchas interpersonal skills, active listening and dealing w ith difficult or angry individuals. 0 1 2 3 4 5 Our biggest opportunity for improvement in our people practices is: # _____ The strongest people practice is: #_____ Policy and Strategy Pleaseassess your organisation on the following policy and strategy practices: 11. Customer data and informationare key to policy and strategy formulation in our organisation. 0 1 2 3 4 5 12. Specific relationship strategies are established during our planning process for customer accounts and/or consumer/end user segments most important to our organisation. 0 1 2 3 4 5 13. Within our planning process we review how wellour organisation is aligned with our keycustomers to ensure that w e are making it easy for them to do business with us and w e are doing those things w hich willhelp them achieve their objectives. 0 1 2 3 4 5 14. During our planning activity, competitive comparisons and benchmark data is utilised to formulate strategies that w illensure w e are highly differentiated fromour competition both in our markets and in the minds of our customers. 0 1 2 3 4 5 15. New initiatives are evaluated for their impact on the customer before they are implemented. 0 1 2 3 4 5 Our biggest opportunity for improvement in our policy and strategy practices is: # _____ The strongest policy and strategy practice is: #_____ Partnerships & Resources Pleaseassess your organisation on the following partnership and resources practices:
  • 3. 16. Our organisation understands what the long-termeconomic value of a customer is and how it varies by consumer/end-use segment or customer account. 0 1 2 3 4 5 17. Our continuous improvementpriorities represent a good balance between customer requirements and the financialaims of our organisation, erring most often on the side of the customer. 0 1 2 3 4 5 18. Even w hen business is below our projections, we do not compromisethe allocationof resources to those things that w e know are mostimportant to our customers. 0 1 2 3 4 5 19. We prioritise our suppliers, at least in part, baseduponthe value add w hichtheir input (e.g., materials, components, information, services)provides to our customers. 0 1 2 3 4 5 20. A high priority is placed on investing in state-of-the-art or improving existing information systems used by employees in customer-contact positions (e.g., sales, service)to ensure they can be responsive to the customers they interact w ith on a daily basis. 0 1 2 3 4 5 Our biggest opportunity for improvement in our partnership and resource practices is: # _____ The strongest partnerships and resources practice is: #_____ Process Pleaseassess your organisation on the following process practices: 21. One of our priorities has been to identify, mapand improve the processes throughwhichwe provide products and services to our customers. 0 1 2 3 4 5 22. A key area of focus for our process improvement activity is on making it easier for customers to do business w ith and to reduce cycle time to be more responsive to their needs. 0 1 2 3 4 5 23. Customer data and inf ormation is seen as a key input into our organisation’s product and service development and innovation activ ities. 0 1 2 3 4 5 24. Best practice reviews are conducted if we can identify an opportunity to add value to our customers, improve our ow n operation and become more competitive as w ell. 0 1 2 3 4 5 25. We have a formal and regular process that includes such approaches as account reviews, customer focus groupsand interview sfor determining and updating customer requirements, expectations and identifying those factors that add value in the relationship. 0 1 2 3 4 5 26. We effectivelyutilise our call centre or customer service operation as a “listening post” to gain information about changing customer expectations, emerging trends and competitive activity. 0 1 2 3 4 5
  • 4. 27. We have a w ell-defined and effective customer satisfaction measurementand managementprocess in our organisation ensuring w e are collecting the right feedbackfromcustomers and acting upon it in an effective and responsive manner. 0 1 2 3 4 5 28. We have a w ell-defined and effective customer relationship management process in place w hich ensures that we are building loyalty particularly w ith those customers that are most important to our long-term grow th and success. 0 1 2 3 4 5 29. We have a w ell-defined and effective complaint and enquiry management process in place w hich ensures that complaints and problems are resolved in a timely and effective manner ensuring customer relationships are maintained and problems prevented fromreoccurring. 0 1 2 3 4 5 30. We do not rely on just one source or type of customer feedbackto know how wellwe are doing w ith our customers. We look at multiple sources or types such as that fromcustomer surveys, complaints, customer visits, call centres/customer service operations and others before we setpriorities for process, product, service, and policy improvementas well as strategy development. 0 1 2 3 4 5 Our opportunity for improvement in our process practices is: # _____ The strongest process practice is: #_____ Customer Results Pleaserateyour organisation across all ofthefollowing result areas: 31. Our customer satisfactionperformance has continued to improve or has been sustained at high levels across all those engagements (moments of truth such as sales, service, delivery) with customers that are most important to maintaining our relationship w ith them. 0 1 2 3 4 5 32. Our customer satisfactionperformance showsthat we have consistently improved the w ay in w hich wehave met or exceeded the unique requirements andexpectations of our key customer accounts and/or consumer/enduser segments over the past three years. 0 1 2 3 4 5 33. The speed(e.g., cycle time) and effectiveness (e.g., retention of customer loyalty) of our organisation’s problem and complaint resolution has been steadily improving over the past three years. 0 1 2 3 4 5 34. Our organisation has an accurate, realistic and comprehensive overview of the total complaint level (verbalor written)as received by all areas and all functions w ithin our organisation. 0 1 2 3 4 5 35. Customer satisfactionwith our productand service quality has been improving over the past three years. 0 1 2 3 4 5 36. Our overall level of our customer satisfactionhas been comparable to or exceededthat of our competitionover the past three years. 0 1 2 3 4 5
  • 5. People Results 37. Employee perceptions, particularlythose fromemployees in customer-contact positions, are regularly capturedthrough surveys, focus groups or formal/informal discussions. These perceptions, concerning such areasas workenvironment, career prospects, communication, recognition, training, morale and overallsatisfaction, have consistently shown positive trends over the past three years. 0 1 2 3 4 5 38. We experience turnover and absenteeismamong our customer- contact employees that are so low that our organisation is considered “best-in-class”. 0 1 2 3 4 5 39. Our people satisfaction data showsthat customer-contact personnel feel empowered to take w hatever action is necessary to satisfy customerswhenever the need arises. 0 1 2 3 4 5 40. Our people satisfaction data showsthat customer-contact personnel feel involved by having their ideas for improvement regularly solicitedand acteduponby management. 0 1 2 3 4 5 Society Results 41. Our organisation’s reputation as being customer focusedhas improved over the past severalyears based upon feedbackwe receive fromthose in the communities in w hich we are located and fromour corporate image survey. 0 1 2 3 4 5 42. The ethical behaviour especially among our employees w ho have regular contact w ith our customers has remained high for many years. 0 1 2 3 4 5 Key Performance Results 43. The number of improvements to our products, services and processes over the past three years driven by customer feedback has grownsignificantly. 0 1 2 3 4 5 44. Our data show s that we are more responsive to changing market conditions and customer needs as a consequence of our focus on cycle time improvement. 0 1 2 3 4 5 45. We track those supplier problems that impactour customers and w orkwith those suppliers to prevent re-occurrence. There has been a steady decline in these types of supplier problems over the past 3 years. 0 1 2 3 4 5 Our three biggest opportunities for improvement in result are: # ___, #___,#___ The two strongest result areas are: #_____,#_____