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A great deal has been written about becoming customer-centric, understanding customer expectations, and operating with the customer as the focus. Whatever the customer’s expectations; the challenge is to respond to those expectations in a way that aligns the organization’s business goals including controlling costs and increasing profitability (Tambellini and Liu 2005). Many organizations unknowingly create expectations in their customers because of certain marketing and advertising they have done in regard to a product or service. For almost every business, a whole set of “hidden” or unconscious expectations affect the quality of its customers’ experiences. If organizations only focus on the most explicit of customer expectations, then the customers’ experiences will almost always be much less satisfying than possible. Although all of the customers’ expectations are important, an organization should be trying to tenaciously understand all of their customers’ expectations, especially the hidden ones, and then explore ways to address them (Colombo 2003). Customer Service Training Almost every vocation or task requires training and practice in order to master; delivering great customer service is no different. Teaching employees how to provide customer service is just good business, as it has been proven to have a direct impact on the bottom line of an organization. As this paper previously discussed, fully engaged customers deliver a twenty-three percent premium over average customers in share of wallet, added profitability, added revenue, and relationship growth, according to Gallup research, while actively disengaged customers represent a thirteen percent discount on the same measures. Organizations that teach their employees how to effectively provide customer service and proactively engage customers are the beneficiaries of increases in profitability, revenue, and relationship growth. Customer service training is as important as any other training a company may undertake. Many times it is assumed that employees know how to provide excellent service. In actuality, some are better than others, but all employees can benefit from customer service training (Customer 2006). A big mistake that many companies make is training only a small percentage of their staff, usually those who work directly with the customers, such as the customer service department. Doing so is ineffective and dangerous because it promotes the message that customer service is the specific responsibility of a limited group of people within the organization (Leland and Bailey 2006). The Employee-Customer Relationship Researchers have undertaken numerous studies to look at the connection between customer and employee satisfaction. An overwhelming majority of these studies found a direct correlation between employee satisfaction, customer satisfaction and profitability (Greenberg 2006). In study after study, customers cite their interaction with employees as one of the strongest factors in their continued patronage of a specific organization. The strength of a customer’s relationship with the employee affects repeat business, recommendations, and probability of paying a premium price for products. Not all employee-customer relationships are the same, and trust is critical in building those that endure. Employees are the single biggest factor in reducing customer desertion to competitors. The quality of the employee-customer relationship positively affects customers’ assessments of their relationship with the organization (Johnson 2006). The relationship between employee satisfaction and customer satisfaction has received further empirical confirmation from two methodologically strong studies. Specifically, a recent meta-analytic investigation (Harter, Schmidt, and Hayes 2002), based on 7,939 business units in 36 companies, found generalizable relationships, large enough to have substantial practical value, between employee satisfaction and business-unit outcomes such as customer service, productivity, profit, and employee turnover. Customer satisfaction and loyalty invariably are earned by delivering excellent customer service, and the human touch is often the key differentiator. Additionally, customers with higher lifetime value have learned to expect more. The empirical literature on this subject highlights the criticality of the relationship between employee attitudes and customer satisfaction. “How employees feel about their job has an impact on their work experience, but also on tangible business outcomes such as customer satisfaction, sales, and profit. Employees can strongly contribute to an organization’s success by having a customer-centric approach in their work and in their work-related interactions” (Bulgarella 2005). Transforming Customer Satisfaction Into Customer Loyalty Although most organizations strive to provide the best customer service possible in order to create customer satisfaction, what they really need to do in order to maximize customer value, is to create customer loyalty. Recent studies provide empirical evidence of something we already know intuitively: customer loyalty is a key driver of profitability. Creating customer loyalty must be an integral part of an organization’s strategy – particularly in a time of industry consolidation (Teegarden and Krok 2006). The literature is quite clear that satisfied customers are not necessarily loyal customers, although all loyal customers are satisfied. Organizations that focus on making satisfied customers into loyal customers can count on spurring business growth and profitability into the future. Many companies fail at customer loyalty initiatives because they are consumed with measuring the wrong metrics. Instead of focusing on true customer loyalty metrics, most companies instead fixate on measuring customer satisfaction. Satisfaction reflects a degree of stated happiness with a current choice, but says little or nothing about the customers’ feelings about other alternatives. Brands that are often rated number one in customer satisfaction, are not the number one brands in terms of customer loyalty and repurchase rates (McEwen 2005). Single events or one-time interaction with customers, although satisfactory, do not provide the lasting effect or potential profitability of an ongoing, loyal relationship provides to an organization. We are now poised to enter a new era of loyalty management in which winning companies will move beyond measuring customer satisfaction and defection only to approaches based on a broader understanding of customer migration and attitudes (Gokey and Coyles 2001). Measuring Customer Satisfaction Although the key for every organization should be to create loyal customers, customer satisfaction still needs to be measured along the way to ensure that customer expectations are being met. The key is to consistently measure customer satisfaction levels to be certain that the organization is not susceptible to abandonment by their customer base. There are several ways to measure customer satisfaction – formally and informally that include such tools as: person-to-person, quarterly meetings, feedback cards, and customer satisfaction surveys. A solid understanding of the sentiments and feelings of an organization’s customer base can prevent customer loss or erosion in customer satisfaction (Castiglione 2006). As markets shrink, companies are scrambling to boost customer satisfaction and keep their current customers rather than devoting additional resources to chase potential new customers. The claim that it costs five to eight times as much to get new customers than to hold on to old ones is key to understanding the drive toward benchmarking and tracking customer satisfaction (Cacioppo 2000). Organizations that succeed at accurately measuring customer satisfaction take into account the concept of customer value, rather than focusing on a one-time event to judge satisfaction levels. Any simplistic approach to customer satisfaction measurement that fails to recognize the concept of value is likely to fail. It can be useful to ask customers to express their satisfaction – and many organizations do this using simple questionnaires with equally simple scoring systems (Evans 2002). However, this method provides the results of only a point in time and not the value of an ongoing relationship or string of contacts with a particular customer. Customer Relationship Management Customer relationship management tools allow organizations to cater to the needs and desires of individual customers, at the same time, across their entire customer base. Many organizations today don’t know who among their customers are the ones to really focus on. Customers are not created equal, yet the services provided by many organizations seem to make exactly this assumption. “Although consistent customer service delivery is important, providing high quality service to all customers is simply not economically logical, especially when an organization does not know the individual’s value to the organization” (Meltzer 2003). Customer relationship management strategies allow organizations to develop economies of scale in providing the appropriate level of service and product management to their customers. For a small business servicing less than a thousand or so customers, it is feasible to build and maintain customer relationships entirely through face-to-face interactions between staff and the customers. But, as a business grows in size and number of customers, building and maintaining customer relationships and managing customer information quickly become complicated tasks (Ferruzza 1999). By Definition, CRM (Customer Relationship Management) analytics comprises all programming that analyzes data about an organization’s customers and presents this data in such a way that better and quicker decisions can be made (Cohen 2005). CRM systems offer a comprehensive approach to the way customer information is gathered and disseminated, such as purchasing and service history and buyer preferences, to help the organization and its employees better anticipate and meet customer needs (McIntyre 2006). CRM is ultimately a business strategy to select and manage customer relationships in order to optimize long-term value to an enterprise. CRM requires a customer-centric business philosophy and culture to support effective marketing, sales and service processes across all direct and indirect customer interaction channels (Business Week 2006). Although powerful, and in many cases an excellent tool, there are companies that do not use CRM technologies in the ways intended. CRM is manipulation in too many cases. Companies are acting on information of customers against their interests – calling them at home at night, and charging them at the highest price point that the software shows they will pay (Reichheld in Prewitt 2002). As this paper previously discussed, the most significant problem can be the perception that CRM is a magic bullet, a panacea for all customer support problems. This is simply not true (Shah 2007). Gartner Group studies concluded that up to fifty-one percent of large CRM solutions implemented so far have failed to perform up to expectations, primarily due to overly complex features and operation (Inge 2001). As organizations use customer service to differentiate themselves, customer service management has gained prominence as a strategic initiative. A key enabler, it allows businesses to use their knowledge assets to provide better customer service (Egain 2004). Such an information-rich environment enables businesses to foster solid loyalty while optimizing their own sales and marketing goals. Not incidentally, businesses also can influence choices and actions at the most pivotal moment: when interactions are under way (IBM 2006). Customer relationship management, whether formalized or not, is something all organizations do each time they communicate with their customers and provide them with products and services. From there on out, it is pretty much a question of scale which drives companies to more or less automate that process in order to cost-effectively achieve their objectives and their position in the marketplace (Van de Lanotte 2003). The Effects of Employee Satisfaction and Customer Retention on Corporate Profitability Creating Value Through Satisfied, Loyal & Productive Employees “What drives the new business model is not profit itself, but the creation of value for the customer, a process that lies at the core of all successful enterprises” (Reichheld 1996). A key component in driving this customer value, and ultimately greater earning capacity for the organization, are the organization’s employees. As his paper and other empirical research has shown, organizations can realize substantial value in many respects, by creating and maintaining a satisfied workforce. The employee satisfaction objective recognizes that employee morale and overall job satisfaction is now considered highly important by most organizations. Satisfied employees are a precondition for increasing productivity, responsiveness, quality, and customer service (Kaplan and Norton 1996). Loyal long-term employees learn how to reduce costs and improve quality, which further enriches the customer value proposition and generates superior productivity. These surpluses in productivity can be used to fund improved compensation and better tools for training, which further reinforce employee productivity, compensation growth, and loyalty (Reichheld 1996).
The research leaves absolutely no doubt that customer loyalty can have a positive impact on corporate profitability. Customer loyalty relates to probable behaviors. To measure customer loyalty, an organization must develop specific dimensions of customer loyalty to determine the description and intensity of customer loyalty in aggregate and within each core segment of key customer served (Teegarden and Krok 2006). The importance of creating and maintaining customer loyalty is not new. Most corporate leaders understand that it costs more to find a new customer than to keep an existing one. However, despite heavy investments in customer satisfaction efforts, rewards programs, and CRM initiatives and infrastructure, loyalty remains an elusive goal in almost every industry (Gokey and Coyles 2001). This paper has discussed the concept of focusing on profitable customers. The reason this is important for organizations to understand is that its most profitable customers are more than likely going to be its most loyal customers as well. “Organizations must be able to analyze their customer base and ask important questions like: how much is it costing us to service this customer? How much profit is this customer contributing to the organization? Who are the customers we should concentrate on for retention? And, what are the characteristics of customers we want to acquire (Maltzer 2003)?” The lifetime value of a customer can and should be computed and analyzed by the organization. Estimates of the lifetime value of existing customers under various assumptions regarding their loyalty helps the organization calibrate expenses to retain customers (Heskett, Sasser, and Schlessinger 1997). All companies seek more profitable customers, some spending a great deal of time and money to do so. But few realize that some customers are inherently more loyal than others (Reichheld 1996). In order for organizations to maximize the value and subsequent profitability of their loyal customers, they must find a way to analyze the lifetime profitability of the customer. The lifetime value analysis is used to test the validity of loyalty building strategies before serious money is spent on them. In the past, companies have had to bull ahead and try new ideas without any really good way of measuring the effectiveness. Lifetime value gives them a valuable tool (Hughes 2006). Far too often, organizations attempt to target all customers with advertising and marketing efforts, believing that all customers will lead to added profitability for the organization. This however, is not the case and will prove to be a very expensive proposition for the company. “Customer profitability strategies may reveal that certain targeted customers are unprofitable. This is particularly likely to occur with newly acquired customers, where a considerable acquisition effort has yet to be offset from the margins earned by selling products and services to the customers” (Kaplan and Norton 1996). The Service Profit Chain at Maine Savings – Discussion & Analysis It is clear from the analysis in this paper that Maine Savings has a firm grasp on the concept of improving its organization through the effective implementation of the service profit chain strategy. The leadership of the organization has worked collaboratively in order to ensure every possible aspect of employee satisfaction and customer retention has been addressed. A very important conclusion is that because the organization regularly analyzes the progress of the initiative, as well as monitoring achievement to an established benchmark, they understand where they are in terms of progress, but more importantly, where they need to go. By all accounts, the employees are more satisfied, the customers are more satisfied, and consequently, profitability is at its highest point in the organization’s history. Maine Savings is proof that if addressed properly and comprehensively, employee satisfaction can have a major and lasting effect on customer retention, and subsequently on corporate profitability.
Although there is a vast and diverse array of materials available on the individual topics of employee satisfaction or, customer retention or, corporate profitability, very little literature exists on incorporating the three into one strategy. There is a modest amount of literature and research that exists on two of the three areas, but still does not address the interrelationship of the three elements that together, are know as the service profit chain. Therefore, the majority of the research conducted in this paper was the result of gathering, analyzing, and combining theories related to the individual topics into one cohesive and relevant analysis. Chapter 14 Recommendations & Where, When, How, and Why Employees as Assets Recommendation: Employees should be considered valuable assets that are integral parts of an organization’s success and future. Reasons: The literature and professional input is clear that without satisfied and supportive employees, an organization cannot realize improvements in operations, customer service, or any other profit generating initiative. The costs of neglecting employees as valuable assets and an integral part of an organization’s core strategy means losing talent and any competitive edge an organization may have. Points of Caution: It is not enough for an organization to profess that they believe their employees are invaluable assets, they must take actions to solidify this belief. Just as they would with valuable machinery, an organization should invest in the maintenance and upgrade of their employees as well. Addressing Employee Satisfaction Comprehensively Recommendation: All of the elements involved in employee satisfaction should be analyzed and addressed in order to maximize the potential success and results of the analysis. Reasons: It is essential for organizations to comprehensively analyze all of the potential elements that may have an effect on employee satisfaction. Every element is important and some elements may affect some employees more than others. Only when all of the factors involved in employee satisfaction have been analyzed, can an organization implement an effective strategy designed to address them. Points of Caution: Many organizations set out to improve employee satisfaction, only to begin by targeting what are thought to be the “major” problems or issues. In fact, all elements should be analyzed, whether or not an issue is believed to exist. No element is more important than any other element, even though it may have a greater effect on employee satisfaction. Organizational Leadership Recommendation: The leadership of the organization must be supportive of any service profit chain initiative, and publicly acknowledge support for the endeavor. Reasons: Without visible support from the leadership of the organization, any employee-involved initiative will struggle to be successful. The leadership should outline the goals to be attained, as well as the strategies that will be used to attain the goals to the employees. At the same time, they should openly and outwardly show support for the initiative and talk in a positive manner so that employees know that the initiative has the full backing of the senior management team. Points of Caution: Far too often organizations begin an initiative in strong fashion only to have support from the senior leadership wane. In business there are many priorities. However, a major undertaking such as the implementation of a service profit chain strategy requires ongoing and constant attention from management. If the employee base sees a lower priority being put on the initiative from management, they too will develop a lower priority for the strategy. Employee Involvement Recommendation: Employees of the organization should be involved in the elements related to their own satisfaction. Reasons: Employee owned change is practical and functions as a discipline to focus energy on specific tangible goals. The wants and needs of the individual are essential input to the overall goal-setting process of the group (Carter-Scott 2006). Employees that are empowered to provide input into their own satisfaction strategies will take ownership of the new process and work to make it successful. Point of Caution: The leadership of an organization really needs to allow their employees to have meaningful input into a service profit chain strategy implementation. Making it only look as if the employees will have superficial input will cause them to become disinterested in the strategy, or rebel against the results. Service profit Chain Initiatives Should be Adequately Funded Recommendation: Organizations should ensure that expenses related to the implementation of a service profit strategy are budgeted for and that adequate funding is provided in order to ensure the success of the strategy.
Recommendation: Organizations should constantly assess employee attitudes through the encouragement of proactive feedback and the guarantee of no retribution. Reasons: All employees should have frequent opportunities to receive and give feedback to the management of the company in regard to the progress of their work on a service profit chain initiative. This allows employees to have an empowering voice that they know will be heard, but also allows management to assess the attitudes and input of the workforce. Points of Caution: Feedback is important to both the employee and management of an organization. Employees must know that their feedback will be listened to and considered without the fear of retribution. Organizations that selectively punish employee feedback or do not respond in any way, quickly stifle the process and create discontent among workers. Customer Centricity Recommendation: Organizations that are contemplating instituting a service profit chain strategy should first become a truly customer-centric organization. Reasons: Successful organizations must go beyond meeting customer expectations and work to exceed them. This requires a new type of business strategy where the customer is the center of the strategy. This is known as customer-centricity. Metrics arise from the customer service strategy as reference points to keep the entire organization focused, to measure progress against business goals, which are now all focused on the customer and the most efficient delivery of products and services to them. Points of Caution: Organizations need to avoid just saying they are customer-centric without actually changing their strategy and focus to become customer centric. Literally all business processes must be retooled to work on behalf of or in the best interests of the customers. Organizations that just pay lip service to being customer-centric will not have the level of success as those organizations that actually adopt it as a working strategy. “Best in Class” Customer Service Delivery Recommendation: Organizations should analyze and implement “best in class” customer service strategies. Reasons: Many products and services have become nothing more than commodities and what sets apart one company from another is the level of service used to deliver these products and services. Many companies such as Disney, Ritz-Carlton, and Pikes Place Fish Market have found the formula for delivering great customer service that is proven to satisfy customers. Organizations should study companies like these to assess what they are doing right and then adopt some of these successful strategies. Points of Caution: Although there are companies that are known for their exceptional delivery of customer service, every organization must customize or tailor their service delivery to their own customers and situation. There is no exact template for “best in class” service delivery that can be used in every organization in exactly the same way. Customer Identification Recommendation: Organizations should identify their most profitable customers. Reasons: Many companies market and advertise the same way to all of their customers. There are customers that are more profitable to organizations than others. In order to take advantage of this and to maximize the profit potential of these customers, they should be identified and marketed to on a target basis. Points of Caution: Organizations should not operate on assumptions as to who they think their most profitable customers are. Customers that use the most services or buy the most products may not be the most profitable. Organizations should develop an accurate tool to analyze the profitability of their customer base or risk wasting time, effort, and money on a shotgun approach to economic growth. Assessing Customer Expectations Recommendation: In order to build customer retention and loyalty, organizations should take the steps necessary to accurately assess customer expectations on an ongoing basis. Reasons: Customer expectations are always rising, as well as changing. In order for companies to effectively compete and gain a market edge, they need to be constantly evaluating and analyzing customer expectations. An organization must understand its customers’ hidden expectations as well as their most explicit expectations. Points of Caution: Many times, organizations assume they understand their customers’ expectations and address only the explicit or current expectations. In many cases, customers may be satisfied with a transaction, but are looking for something else. Effective organizations look to the future and anticipate their customers’ expectations. An organization should never assume that they are fully aware of what their customers want. Customer Relationship Management Recommendation: Organizations should invest in comprehensive customer relationship management strategies. Reasons: CRM systems offer a comprehensive approach to the way customer information is gathered and disseminated, such as purchasing and service history and buyer preferences, to help the organization and its employees better anticipate and meet customer needs (McIntyre 2006). Points of Caution: The most significant problem is the perception that CRM is a magic bullet, a panacea for all customer support problems, which is not true (Shah 2007). CRM is a business process and must be an integral part of the organization’s business strategy in order to be effective. Customer loyalty is not automatically created with the implementation of a new, dynamic software package. The software must be used in conjunction with a philosophy and business strategy. The Service Profit Chain Recommendation: Constantly analyze the service profit chain at the organization in order to maintain an accurate understanding of the interrelationship of all of the elements involved. Reasons: The three main components of the service profit chain: employee satisfaction, customer retention (satisfaction), and corporate profitability, are all evolving and rapidly changing elements. An organization should constantly analyze and understand the evolution of change associated with each in order to be able to respond in an expedient and efficient manner. Points of Caution: Because the three main elements of the service profit chain can change rapidly, and because they all have an effect on one another, an organization must ensure constant analysis of the components involved. Changes that are only made to one of the elements will have an effect on other elements as well. Organizations should be cognizant of the entire strategy and be hesitant to make changes to an element without first understanding the ramifications for the other two elements. Integrating the Service Profit Strategy Recommendation: Organizations should make the service profit strategy part of the business plan. Reasons: The service profit chain strategy is a method of doing business, not a theoretical “pick and choose” business practice. Successful organizations incorporate the strategy into the fabric of the organization’s culture. The strategy becomes the roadmap for the strategic direction of the organization and must be followed with discipline and commitment in order to ensure success. Points of Caution: If not incorporated into the business plan of an organization, a leadership gap will most likely result. “A leadership gap is the failure to incorporate service profit chain thinking into the core beliefs and culture of the organization, a tendency to confuse the organization with too many messages and too little focus, and an inability to lead by word and example” (Heskett et al. 1997). Tools for Measuring Value Recommendation: Organizations should identify the value propositions to be created by implementing the service profit chain strategy and establish benchmarks for measuring progress toward the goals. Reasons: No initiative can be graded unless goals are set for attainment and benchmarks are established to mark progress. Organizations should have attainable goals and periodic benchmarks established in order to ascertain their level of progress toward the end goal. If the strategy is not measured, it cannot be assessed for success. Points of Caution: The benchmarks need to be verifiable and based on solid data. The goals for the strategy need to be realistic and attainable. Every functional area within the organization needs to be involved with the goal setting for their departments, rather than have goals dictated to them by management. Where, When, and How The questions of where, when, and how are the easier questions to answer. The hardest question would be why? Why aren’t more organizations focusing on the relationship between employee satisfaction, customer retention (satisfaction), and corporate profitability? It is clear from the successes at companies such as Wal-Mart, Nordstrom, Marriott, and Southwest Airlines, that if the strategy is implemented correctly it can have phenomenally positive effects. One could conclude that many organizations are just too complex and bureaucratic, or so unfocused or disorganized that they are unable to implement the strategy. However, comprehensive analysis of the tenets involved, coupled with the potential results, indicate promising results for the organizations that do undertake and successfully implement the service profit chain strategy. Where: The literature, as well as the input from the interviewees, indicate that the service profit chain strategy can be implemented effectively in any size organization. Almost all organizations have employees, have customers, and are in the business of generating as much profit or income as possible. Therefore, the answer to “where” is anywhere. Although the literature discusses the successes of larger, better-known companies such as Wal-Mart, the strategy is really applicable to any size organization with employees, customers, and a profit motive. When: The question of when is easily answered in this case. The proven results stemming from improving employee satisfaction, customer retention, and corporate profitability are too valuable to wait to implement. Organizations that have a desire to improve all three elements of the service profit chain strategy should begin to research and plan for the implementation of the strategy as soon as possible. Because there are many various components associated with each element of the strategy, organizations should take the appropriate time necessary to plan for and address each component. According to the literature, as well as several of the interviewees, after organizations do implement the strategy, they ask: why did we wait? How: Because of the comprehensive nature of the service profit chain strategy and the fact that it requires a cultural and strategic change, organizations would be well advised to invest adequate time and energy in planning and training for the initiative. Therefore, organizations should first invest in training the leadership and functional area managers on the concept, goals, and methodology involved with all of the elements involved. 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