Once managers have determined what their customers' expectations are, they can define customer satisfaction goals. The specific goals depend on each organization's unique situation, but all customer satisfaction goals should have four attributes:
They should be specific and meaningful statements of the organization's intentions. A goal of "fast delivery" is less specific and less meaningful than targeting "next-day delivery by 10:30 a.m."
They should differentiate the product from its competitors. If everyone offers next-day delivery by 10:30 a.m., then an organization's customer satisfaction goals have to add value by beating that time.
They should add value that customers want. An airline that targets "the best airline food in the world" will probably satisfy customers less than promising "five-minute check-in and boarding."
They should be challenging but achievable. An airline cannot set a goal of "no delayed flights" because it cannot control the weather, the major reason for delays. Moreover, an organization that promises more than it can deliver will only upset its customers and frustrate its employees, but by setting high goals that are achievable, organizations encourage higher performance.
When managers set and communicate ambitious customer satisfaction goals, they create expectations that their products will perform as promised. To avoid overselling or making unrealistic promises, it is important to carefully consider the specific goals and the way they are communicated to customers and to organization members. If an organization adds product value and sets goals that reflect that value, it should communicate these capabilities to customers.
They should be specific and meaningful statements of the organization's intentions. A goal of "fast delivery" is less specific and less meaningful than targeting "next-day delivery by 10:30 a.m."
They should differentiate the product from its competitors. If everyone offers next-day delivery by 10:30 a.m., then an organization's customer satisfaction goals have to add value by beating that time.
They should add value that customers want. An airline that targets "the best airline food in the world" will probably satisfy customers less than promising "five-minute check-in and boarding."
They should be challenging but achievable. An airline cannot set a goal of "no delayed flights" because it cannot control the weather, the major reason for delays. Moreover, an organization that promises more than it can deliver will only upset its customers and frustrate its employees, but by setting high goals that are achievable, organizations encourage higher performance.
When managers set and communicate ambitious customer satisfaction goals, they create expectations that their products will perform as promised. To avoid overselling or making unrealistic promises, it is important to carefully consider the specific goals and the way they are communicated to customers and to organization members. If an organization adds product value and sets goals that reflect that value, it should communicate these capabilities to customers.
