CONSULTING
Customer Value
The Customer Value Analysis is a comprehensive assessment process that identifies key leverage points for your organization based on direct input from customers and potential customers. Through a combination of face-to-face interviews and written surveys, we are able to identify opportunities for businesses to add value to customers in ways that had previously gone unharnessed.
 
By focusing on purchase decision differentiators and leverage points, measures are developed within an organization to monitor relevant processes and direct behaviors toward customer connection. The Customer Value Analysis helps direct the organization's energy toward the three or four priorities for action, rather than isolated improvements that backslide over time.
 
The Customer Value Analysis includes employees every step of the way. A cross-functional team is enrolled and trained to oversee the Customer Value Analysis process. Employees participate in selecting the survey population, designing the interview guides, interviewing customers, interpreting the results, initiating appropriate measures within specific processes, identifying improvement targets, selecting the improvement team, and monitoring the results.
 
The Customer Value Analysis brings the voice of the customer inside the organization. People gain a new understanding of how their work connects with what the customer values. Work can be designed by processes rather than by functions, and measures are put in place that drive excellence through organizational alignment, teamwork, innovation and a focus on value-added activity. Since people are able to stop doing things that do not add value to the customer, there is an increased capacity for value added activity without increasing workload or human resources. People are better able to prioritize tasks and activities because they know what the customer values and upon what customers base their decision to purchase. People at all levels of the organization are more likely to generate new and creative ideas because the boundaries for risk taking become increasingly clear.

The Voice of Customer must be translated into "CTQ's" (Critical to Quality - also know as Specification Limit) so you can assess the degree to which an identified process either meets or misses customer requirements.