| Methodologies make processes organized. By | | | | Imagine yourself as a customer who bought a |
| having a step-by-step procedure, business | | | | brand new cell phone. At first, being extremely |
| transactions are completed more efficiently and | | | | impressed with the cell phone in terms of |
| faster. However, methodologies should not only | | | | appearance, features, and capabilities is a sign that |
| be limited to business transactions, they should | | | | you are satisfied with what you bought. What |
| also be present within the company itself. Meaning, | | | | would you feel if the new cell phone you bought |
| methodologies set up inside the company improve | | | | breaks or malfunctions? Satisfaction would |
| your overall employee performance and will make | | | | instantly be a thing of the past and worse, being |
| things better for the company as well. For | | | | the customer, you will be resentful towards the |
| example, a customer satisfaction metrics | | | | cell phone company for producing such a lousy |
| methodology specifically built for employees helps | | | | phone. From this point on, the cell phone |
| in the growth of a business. | | | | company's decline will be swift, starting with you |
| It is easy producing the best products for | | | | as an unhappy and dissatisfied customer. |
| customers. It is also easy to get the best and | | | | Reversing the roles, putting you this time at the |
| most qualified individuals to fill in positions in your | | | | shoes of the cell phone company, what would |
| company. However, the ability to keep customers | | | | you do? The answer to that question is very |
| happy and loyal to your products is another story. | | | | simple. You can offer the customer extended |
| Competitors are everywhere. If your business is | | | | service through warranties of your products. This |
| not careful, you can lose customers to these | | | | act of putting warranties to goods is a |
| competitors. And since the only people who can | | | | component of the quality service you want for |
| do something about keeping customers are you | | | | customers. And when we say service, it directly |
| and your employees, there is no one else to | | | | puts your employees up front. This is because |
| blame if customers leave. | | | | they are the ones who will be interacting with |
| To prevent competitors from taking away your | | | | your customers. They are also the ones who will |
| customers, you will need to be ahead of the race. | | | | be fixing products returned for repair. |
| If you are at a standstill in terms of product | | | | Warranties will not be able to cover other |
| quality with competitors, you can look for other | | | | customer issues with your products. Do a little |
| areas where you can be on top of your | | | | research; pass out surveys to your customers |
| competitors. A very good area to exploit would | | | | asking them how you can improve your service. |
| be your overall employee performance in dealing | | | | Gather your results and build your customer |
| customers. Are they making customers happy? | | | | satisfaction metrics methodology basing facts |
| Of course, an excellent product can certainly | | | | from your research. By doing so, you are directly |
| make customers happy, but it just may be the | | | | addressing customer concerns; and in the long run |
| kind of happiness that will not last long. You can | | | | you will be surprised you are way, way ahead of |
| actually make them happy longer. | | | | your competitors in the race. |