4.5. OBJETIVOS DEL PLAN
4.7.1. Perfil del segmento
4.7.2.1. Estrategia de segmentación
De Lijn acts as public transport organiser in the northern part (Dutch speaking part) of Belgium. De Lijn is thereby at the same time contracting authority as well as bus and tram operator. In 2006, De Lijn introduced The Quality Monitor, an integrated measurement tool which measures the strategic quality aspects and reports them in order to improve business processes and operations. The quality monitor measures customer satisfaction in 2 different ways:
Biennial customer satisfaction surveys: 3.600 in-depth face-to-face interviews at home concerning satisfaction over the last year;
Continuous customer satisfaction surveys: on a yearly basis 90.000 paper and pencil questionnaires on board of the vehicles concerning satisfaction during the actual travel experience – data is collected all year round.
The first strives to be a strategic long term study, the second is the tactic short term complementary. Since results are very detailed and linked to each operating level, at every level of management responsibility it creates opportunities to improve those service attributes that are most important and offer most room for improvement in specific (geographical) areas. This enables De Lijn to optimise effectiveness of its efforts and investments in terms of specific customer satisfaction features and to benchmark performances quarter by quarter.
The results of the quality monitor are aimed to be distributed throughout the organisation, to every driver, technician, employee. Every employee needs to be informed so that he/she can take action to improve customer service and/or the efficient allocation of means. A bottom-up and top-down information and action flow has been set up to create organisation-wide support and empowerment. In this information-action scheme, the roles of all parties involved are clearly defined; specifically team leaders, quality coordinators and market researchers, complementing the normal De Lijn decision making bodies and procedures.
Evolution of general satisfaction over the last quarters/years (continuous study).
80% 79% 83% 78% 78% 77% 82% 79% 80% 79% 80% 76% 78% 3% 3% 2% 3% 4% 4% 2% 3% 3% 3% 3% 3% 4% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% kw1-07 kw2-07 kw3-07 kw4-07 kw1-08 kw2-08 kw3-08 kw4-08 kw1-09 kw2-09 kw3-09 kw4-09 kw1-10 Top 2 Bodem 2
A number of tools were developed to follow up on action proposals. One of the tools is a database, where all action proposals are listed, with a clear history of every step taken for this action, who is responsible, what was the result, etc. Thus allowing an update of all action proposals whenever anyone desires. Within the framework applicable for De Lijn, the quality monitor thus allows to set priorities for actions or projects at different management levels.
(baseline 2010: 84%), it is likely to be demoralising for the opposite reason – it suggests either that the achievement is unimportant or that the organisation is considered too inefficient to do any better. So the happy medium is to set ‘stretch targets’ which are indeed likely to be achievable but still pose a challenge to the current practices of your organisation. The relevance of a target (or, more appropriately, of the objective behind the target) is a more relative concept than the previous SMART features. The first key question is to find out for whom an objective is relevant and the second issue is what is the meaning of ‘relevance’ in this context. Relevance is easier to define by what it is not, than by what it is. For instance,
the target to reduce the number of deaths from traffic accidents on national roads to 15% by
December 2012 is not relevant for municipal police in some countries because they do not have authority over behaviour on national roads.
A relevant objective for an organisation or unit means that they can do at least something about it. Further, the degree of relevance increases for that unit or organisation if the objective is part of their core business. Finally, the relevance of objectives should be checked against the targeted beneficiaries of the measure by asking them or related stakeholders.
For instance, to reduce obesity among teenagers at schools by 50% within one year may well
not be seen as relevant for many of the obese teenagers if you ask them, but it is for their parents or health authorities or teachers because obesity has implications for health, health care costs, classroom behaviour, etc. So it is important to decide which stakeholders you most care about and then ask them about which objectives are most relevant to them.
Finally, a timely objective implies a clear timeframe of when it should start or when it should
end. Most examples of targets given in this section include a date by which a specific value of a performance indicator relevant to an objective should be achieved.
3. What can I compare my results with?
The main benefit of customer satisfaction measurement is to uncover issues that can improve customer service, rather than producing indicators of performance. One question that often gets asked, however, is “x% of customers say they are satisfied with the service, but is this good or bad?” Benchmarking against other sources can help to answer this question. There are two possible ways to do this:
Comparing over time with previous surveys about the same service Comparing with other surveys about other similar services.
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A. Benchmarking internally over time
‘Benchmarking’ over time can be useful to see how a service or one aspect of a service has changed. The research method and key questions should remain the same to enable you to see if changes that had been implemented have resulted in improvements in customer perceptions. However, since the service will be continually under review, and changes will be made, decisions sometimes need to be made to let go of old questions and old data, and move on to measure new more relevant issues that reflect the current service. This kind of tracking requires regular surveys but it is important to find the right balance between collecting data so frequently that there is not enough time to action any change, and so infrequently that there are long periods when customer focus can be lost. The actual frequency will depend on the service in question and the length of time that it takes to implement change.
CASE THE TAX OFFICE OF RAWICZ (POLAND)
The modernization actions are monitored with the use of a number of independent mechanisms: the staff of the Customer Service Room constitute the first filter – it is their task to react to the needs and suggestions reported by Customers, and to convey the relevant information to their superiors,
an employee has been appointed whose duty is to ensure efficient and effective operation of the Customer Service Room, in line with the Customer’s requirements,
regular measurements of the customers’ satisfaction,
a dialogue box for customers to submit comments and suggestions.
All information received is subject to an analysis and, depending on the current requirements, is reviewed during meetings of the Office’s managerial staff, meetings between the management and the personnel, is made available on the website, at the seat of the Office, and is also presented during open- day campaigns organized for the taxpayers.
The level of the customers’ satisfaction at the Rawicz Tax Office was clearly growing between 2003 and 2007 and then became stable during the period of 2008 – 2010.
80% 88, 70% 93% 91% 96% 96, 30% 97, 01% 97, 70% 0% 20% 40% 60% 80% 100% 2003 2004 2005 2006 2007 2008 2009 2010
B. Benchmarking with other services
Benchmarking across services is of value only if the services are comparable. Different services can rarely be compared easily because the nature of the service and the type of customers that use it will have a strong bearing on customer perceptions. In essence, there is always a risk of ‘comparing apples with pears’. There are cases where comparison is possible, particularly with local services. For example, all police forces provide similar services and comparisons can usefully be made between forces. However, local services