You're focused on improving your process design. How do you know if it's enhancing the customer experience?

LIstening to the voice of customers is one of the keys to success. It guides us on the way to improving our processes and gives feedback on how we do it and especially whether we do it well...

Include customer feedback, opinion and suggestions in your design, put the product in another level of experience making the product more suitable for applications. A generic product requires the feedback not only one customer and marketing tools could be applied for data recollection. If the peoject is customized with more reason the customer approvals and feedback is required.

Creio que isso trata-se da melhoria contínua bem aplicada ouvir feedback e colocá-los em prática é assim que funciona o sistema a qualidade deve estar em cada um...

It is of the utmost importance to get customer feedback to accurately judge how improvements to process design affect the customer experience. To do this requires several tools and techniques. Some of the most common are the Net Promoter Score (NPS) survey and the Customer Satisfaction (CSAT) survey. These tools can be used very efficiently and effectively by companies of all kinds to get a quantitative measure of how happy their customers are. Conversation is very much at the heart of the matter when it comes to what's going on with the customer and the company. In addition to simple scorecards, talking to customers is always a good idea for digging for insight.

Make customer satisfaction questionnaires is fine but this is so open feedback. Normally an organization that knows, and monitor customer satisfaction know what type of feedback they need to really improve. In some organizations they need to be first aware and calibrate if they need customer satisfaction feedback or customer experience. Those are 2 different levels of feedback needed.

Effective process improvement should strike a balance between optimal energy (cost) usage to perform the task and time taken (specific time like unit/task). This involves a trade-off solved as an optimization problem, making it essential to use optimization terminology when measuring process effectiveness. Terms like minimizing, maximizing, and nullifying should be applied to clearly define the desired outcomes.

To determine how well the process design works, watch how it responds across key stages. Focus on the order processing, production, and delivery timeframes, using real-time tracking systems to spot bottlenecks. Estimate how fast you're currently moving, and compare your response time to competitors' and to your own past performance. Also, engage in "root-cause analysis" of the customer service problems that occur when you're not hitting your target times. Use all this information to help you set more effective time targets for the next stage of the process and to gauge how well your design is working.

Assessing the influence of process- designs on the customer experience requires evaluating the retention rates. The company needs to understand how often its customers churn, or leave, and how often they come back (if they left). It also needs to look at repeat purchase incidence to make its estimates of retention rates more accurate. To understand the effects of any process design improvements on customer retention, the company should compare retention rates from before the design changes were made to after the changes were made. Of course, some changes will "work" better with certain types of customers than with others, so the company would ideally identify the customer segments most positively affected by the process design changes.

Response time is a direct measure of customer satisfaction. It's not just about how quickly and promptly we are able to react to changes in the customer's behavior, but mainly about how quickly we can incorporate changes into the process. And of course, prediction is a great benefit when we can change processes in advance. The apartment should be taken care of before the customer starts to express his negative feedback.

It is essential to collect employee feedback to assess the impact of process design improvements on the customer experience. Elliciting this feedback is not difficult. It just requires a bit of organizing and a few intelligence-gathering techniques to be regularly used. The first technique is surveying. But instead of surveying all employees, which can lead to generalities and even to potential dishonesty (people are less honest when they think they're part of something big), you should survey only those employees who are directly involved in the processes being assessed and who have a clear line of sight to the customer experience. These folks can give you the kind of actionable intelligence that really leads to improvements.

It is essential to dissect sales metrics to understand how they reflect the customer experience. If the process design improvements we make really do enhance the customer experience, the numbers should indicate that. And if they don't—the numbers, I mean—then we need to fix the processes. The best way to understand how changes to processes affect sales is to monitor volume and revenue in tandem. That means parallel tracking. You don't want to miss things. And don't get so caught up in calculating conversion rates that you forget to look at time-to-purchase. Finally, evaluate the cross-selling and upselling success rates. These two acts are, after all, the truest and best indicators of customer satisfaction.