GVP 1" Ceramic Poppy Flat Iron

GVP 1" Ceramic Poppy Flat Iron Details

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GVP 1" Ceramic Poppy Flat IronCustomer Reviews By Generic Value Products

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Thus service quality objectives follow directly from business strategy (where else could they come from?), and business strategy itself must incorporate quality objectives. Aiming to be the "world's best" is hardly necessary and rarely useful. The more insightful question is, "Are we offering our services in such a way that we deliver high value to customers while controlling our costs?" Service quality is thus not a question of whether your service is superior to that of a distant competitor or whether you meet arbitrary industry benchmarks (both of which can be useful in some situations). Your goal is not to impress industry analysts. Rather, you must determine if your service offering is suitable for your purpose given your business strategy.

Generic Value Products

It's a shock to realize that most companies operate under the same strategic guidelines: satisfy customers, treat employees well, and make a profit. What sets a service organization apart is not its generic strategy, but the particular, individual situation in which a given firm finds itself. Each firm's quality agenda must match its competitive position, its budget constraints (current & future income), and the benefit-oriented value proposition it offers customers.

It is common to over-engineer service offerings in the name of "quality improvement," or "capturing the market," or "customer satisfaction." Product engineers and visionary leaders tend to have a perfectionist bent. It's fun, it's cool, and everything is a "must have." But it's the job of the responsible quality manager to add in and take away - to balance the tradeoff between benefits and costs. If for example your (new and existing) customers would be perfectly content with four-hour on call responses and 24 hour non-emergency replies, but you're managing to 30 minute on calls and one hour non-emergency responses, then you're shipping cost. That is, your service offering has features that do not benefit our customers. If the actual or projected market doesn't want the service you're providing, and it costs you money, stop doing it. Allocate your money to better uses.

This emphasis on benefit-oriented service quality is certainly subjective and difficult to measure. Acknowledge subjectivity is part of the quality game. Quality measures are both subjective yet critically important. Continual quality improvement will measure service offers in terms of (current & future) customer satisfaction, and will always balance the tradeoff between (current & future) income vs costs.

James Bergstrom is an organizational consultant and business coach. He is available to advise senior executives and corporate decision makers on innovation and organizational strategy. Visit http://professionalign.com for more information.