Factors that create Customer Satisfaction Customer satisfaction influences loyalty, but it isnt the only predictor.

Customer satisfaction is often an indication of how well your organisation performed during a recent event. This often includes elements of service, support and delivery - delivering a new product or service; solving a service or maintenance issue; or executing a campaign, pilot program or evaluation. Customer satisfaction measures are too limited to be an accurate predictor, especially when it comes to complex business solutions. Satisfaction ratings are important because we need to know that if weve been tasked to deliver something, we have successfully done so. But we need to be careful that we dont use that as the only driver or only metric of our loyalty assessment. How to create high customer satisfaction:

Creating high customer satisfaction starts with a careful assessment to determine needs and uncover expectations with regard to price, impact and level of service. Then you must meet or exceed expectations. "How" you deliver can be as important as "what" you deliver, so dont underestimate the impact emotions play in satisfaction scores. Formal surveys and properly designed questionnaires are a big help.

Role modelling

Role Modeling (RM) is a business engineering technique which leads to a responsive, goal-oriented organizational structure and effective work processes. It provides

a model of the organization in terms of the roles, responsibilities and collaborations among individuals and teams. a discovery and transformation process for the enterprise, applicable at small or large scale. a vehicle for reengineering and process improvement Accountability tracking progress against multiple, potentially-conflicting goals reconciling top-down desires with bottom-up realities building high-performance teams managing complexity organizing and maintaining knowledge assets illustrating how events (such as the placing of an order or a shift in market conditions) are handled by the organization.

RM provides a simple but powerful paradigm for thinking about how an enterprise works. It differs from other business engineering techniques in several significant ways:

Like other quality management initiatives, it is a discipline for everyone, not a technique used by analysts to tell others how to do their jobs. It focuses on maintaining and evolving a model of an organization which

undergoes continual change along many dimensions and at various rates, not on producing a static design for a single point in time. Built on an object technology foundation, it unifies traditional organizational and system development techniques, including functional decomposition, process modeling, and data modeling, avoiding the disconnects and long reconciliation cycles inherent in applying those techniques separately. It provides the right level of detail at the right time, thus maintaining focus and involvement. It can be applied top-down, bottom-up and middle-out simultaneously. Changes are made incrementally and locally, converging on better and better results and responding rapidly to new requirements and discoveries. It is robust; even major strategic changes tend to affect a relatively small portion of the model.

Role Modeling describes the roles involved in performing the work of the organization. A role has a cohesive set of responsibilities; a purpose for existing. A Role Model shows how rolescollaborate to fulfill their responsibilities. A role may be filled by a person, group, organization, team, or even an automated system, and each of those entities may fill many roles. In fact, a role may be filled by another role. RM draws a major part of its power by separating the "what" of a role from "who" is filling the role at any particular point in time. That separation allows teams to come together to discover the nature of the work which must be done to meet the demands placed upon them by their sponsors, without regard to organizational turf issues, and then figure out how the roles must be filled.

Benchmarking
Benchmarking is the process of comparing one's business processes and performance metrics to industry bests and/or best practices from other industries. Dimensions typically measured are quality, time and cost. In the process of benchmarking, management identifies the best firms in their industry, or in another industry where similar processes exist, and compare the results and processes of those studied (the "targets") to one's own results and processes. In this way, they learn how well the targets perform and, more importantly, the business processes that explain why these firms are successful. The term benchmarking` was first used by cobblers to measure people's feet for shoes. They would place someone's foot on a "bench" and mark it out to make the pattern for the shoes. Benchmarking is used to measure performance using a specific indicator (cost per unit of measure, productivity per unit of measure, cycle time of x per unit of measure or defects per unit of measure) resulting in a [citation needed] metric of performance that is then compared to others. Also referred to as "best practice benchmarking" or "process benchmarking", this process is used in management and particularly strategic management, in which organizations evaluate various aspects of their processes in relation to best practice companies' processes, usually within a peer group defined for the purposes of comparison. This then allows organizations to develop plans on how to make improvements or adapt specific best practices, usually with the aim of increasing some aspect

of performance. Benchmarking may be a one-off event, but is often treated as a continuous process in which organizations continually seek to improve their practices.