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write 4-pages about Costco Custmer foucs

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write 4-pages about Costco Custmer foucs.. The voice of the customer is essential for maintaining competitiveness.

please add 3-4 sentences to summarize what the term-paper will include and how you will gather data/information

you can Include Charts, Graphs, and other visuals (a picture is worth a thousand words).Limit it to approx 1/3 of the paper.

Chapter 3 Customer Focus Importance of Customers • “Without customers, you don’t have a business.” o Don Peppers and Martha Rogers, “Customers Don’t Grow on Trees,” Fast Company magazine, July 2005 • “If the customer is satisfied with the whole experience with the product, then you have a quality product.” o Executive Director of Global Quality Strategy at General Motors Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Satisfying Customers • To meet or exceed customer expectations, organizations must fully understand all product and service attributes that contribute to customer value and lead to satisfaction and loyalty. o o o o Meeting specifications, reducing defects and errors, and resolving complaints. Designing new products that truly delight the customer Responding rapidly to changing consumer and market demands Developing new ways of enhancing customer relationships Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Customer Focus in ISO 9000 • “Top management shall ensure that customer requirements are determined and are met with the aim of enhancing customer satisfaction.” • The standards require that the organization determine customer requirements, including delivery and post-delivery activities, and any requirements not stated by the customer but necessary for specified or intended use. • The organization must establish procedures for communicating with customers about product information and other inquiries, and for obtaining feedback, including complaints. • The standards require that the organization monitor customer perceptions as to whether the organization has met customer requirements; that is, customer satisfaction. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Key Customer-Focused Practices for Performance Excellence (1 of 2) • Identify the most important customer groups and markets, considering competitors and other potential customers, and segment the customer base to better meet differing needs. • Understand both near-term and longer-term customer needs and expectations (the “voice of the customer”) and employ systematic processes for listening and learning from customers, potential customers, and customers of competitors to obtain actionable information about products and customer support. • Understand the linkages between the voice of the customer and design, production, and delivery processes; and use voice-of-the-customer information to identify and innovate product offerings and customer support processes to meet and exceed customer requirements and expectations, to expand relationships, and to identify and attract new customers and markets. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Key Customer-Focused Practices for Performance Excellence (2 of 2) • Create an organizational culture and support framework that allows customers to easily contact an organization to conduct business, receive a consistently positive customer experience, provide feedback, obtain assistance, receive prompt resolution of their concerns, and facilitate improvement. • Manage customer relationships that build loyalty, enhance satisfaction and engagement, and lead to the acquisition of new customers. • Measure customer satisfaction, engagement, and dissatisfaction; compare the results relative to competitors and industry benchmarks; and use the information to evaluate and improve organizational processes. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Quality Profile: City of Fort Collins, Colorado • The City ranks in the top 10 percent of cities nationally for the following measures: best place to live, best place to work, quality of culture and recreation, availability of job opportunities, air quality, and attractiveness. • Senior leaders use a “co-creation model” to work collaboratively with residents and businesses on solutions to urban challenges. Collaborative methods include neighborhood gatherings, telephone town halls, traditional public meetings, interactive website features, and mobile apps. • The City optimizes its use of information technology to listen to and provide support for its residents and other customers. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Quality Profile: K&N Management • Vision “to become world famous by delighting one guest at a time.” • Builds and maintains a focus on “guest delight,” relying on innovation and technology to create product offerings that meet or exceed guest requirements. • All leaders carry a personal digital assistant (PDA) that alerts them of guest comments and complaints and daily performance results. • K&N Management’s restaurants significantly outperform local competitors and national chains. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Customer Satisfaction • …“the result of delivering a product or service that meets customer requirements.” • Customer satisfaction drives profitability. The typical company gets 65 percent of its business from existing customers, and it costs five times more to find a new customer than to keep an existing one happy. • Businesses with a 98 percent customer retention rate are twice as profitable as those at 94 percent. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Customer Engagement • .. customers’ investment in or commitment to a brand and product offerings. • Characteristics: o o o customer retention and loyalty, customers’ willingness to make an effort to do business with the organization, and customers’ willingness to actively advocate for and recommend the brand and product offerings. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. American Customer Satisfaction Index (ACSI) • Measures customer satisfaction at a national level • Introduced in 1994 by University of Michigan and American Society for Quality • Based on results of telephone interviews conducted in a national sample of 46,000 consumers who recently bought or used a company’s product or service. • Web site: www.theacsi.org Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure 3.1: ACSI Model Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Identifying Customers • Consumers - those people who ultimately purchase and use a company’s products. • Internal customers - the recipient of another’s output (which could be a product, service or information) • External customers - those who fall between the organization and the consumer, but are not part of the organization. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure 3.2: AT&T Customer-Supplier Model The natural customer-supplier linkages among individuals, departments, and functions build up the “chain of customers” throughout an organization that connect every individual and function to the external customers and consumers, thus characterizing the organization’s value chain. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Customer Segmentation • • • • • Demographics Geography Volumes “Vital few” and “useful many” Profit potentiala Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Net Present Value of the Customer (NPVC) • …the total profits (revenues associated with a customer minus expenses needed to serve a customer) discounted over time. • NPVC is often used to segment customers by profit potential. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Key Product Quality Dimensions • • • • • • • Performance – primary operating characteristics Features – “bells and whistles” Reliability – probability of operating for specific time and conditions of use Conformance – degree to which characteristics match standards Durability - amount of use before deterioration or replacement Serviceability – speed, courtesy, and competence of repair Aesthetics – look, feel, sound, taste, smell Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Table 3.2 Quality Dimensions of a Manufactured Product and Service Quality Dimension Manufactured Product (Guitar Amplifier) Service Product (Checking Account) Performance Signal-to-noise ratio; power (wattage) Speed of online transactions Features SD card; drum kits Automatic bill paying Conformance Accurate tuner Accuracy Reliability Mean time to failure Receiving statements on time every month Durability Not damaged with frequent handling and transportation Keeping pace with industry trends and product offerings Serviceability Ease of repair Prompt resolution of errors Aesthetics Location and size of knobs and controls Appearance of bank lobby Source: Adapted and modified from Paul E. Pisek, “Defining Quality at the Marketing/Development Interface,” Quality Progress, Vol. 20, No. 6, pp. 28–36. Copyright © 1987 American Society for Quality. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Key Dimensions of Service Quality • Reliability – ability to provide what was promised • Assurance – knowledge and courtesy of employees and ability to convey trust • Tangibles – physical facilities and appearance of personnel • Empathy – degree of caring and individual attention • Responsiveness – willingness to help customers and provide prompt service Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Example 3.1 Classifying Customer Needs on Dimensions of Service Quality A car rental agency surveys its customers on the following dimensions. • Cleanliness of the rental facility • Courtesy of staff • Efficiency of vehicle pickup/return • Cleanliness of vehicle • Professionalism of staff in explaining the contract and options We may classify each of these according to the five service quality dimensions as follows: 1. Cleanliness of the rental facility: tangibles 2. Courtesy of staff: assurance 3. Efficiency of vehicle pickup/return: reliability 4. Cleanliness of vehicle: tangibles 5. Professionalism of staff in explaining the contract and options: assurance Note that none of these dimensions address empathy or responsiveness. Later in this chapter we will discuss how to design good customer surveys. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Kano Model of Customer Requirements • Dissatisfiers (“must haves”): expected requirements that cause dissatisfaction if not present • Satisfiers (“wants”): expressed requirements • Exciters/delighters (“never thought of ”): unexpected features Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Voice of the Customer • …customer requirements, as expressed in the customer’s own terms • Organizations use a variety of methods, or “listening posts,” to collect information about customer needs and expectations, their importance, and customer satisfaction with the company’s performance on these measures. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Customer Listening Posts • • • • • • Comment cards and formal surveys Focus groups Direct customer contact Field intelligence Complaints Internet and social media monitoring Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Analyzing Voice of the Customer Data Affinity diagram Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Example 3.2 Creating an Affinity Diagram for Customer Needs Suppose that a banking team determined that the most important requirement for mortgage customers is timely closings.36 Through focus groups and other customer interviews, customers listed the following as key elements of timely closings: 1. Expeditious processes 2. Reliability 3. Consistent and accurate information 4. Competitive rates 5. Notification of industry changes 6. Prior approvals 7. Innovation 8. Modem link between computers 9. Buyer orientation 10. Diversity of programs 11. Mutual job understanding 12. Flexibility 13. Professionalism 14. Timely and accurate status reports The company’s team would group these items into logical categories (Post-It® notes are often used because they can be easily moved around on a wall) and provide a descriptive title for each category. The result is an affinity diagram, shown in Figure 3.4 (see next slide), which indicates that the key customer requirements for timely closings are communication, effective service, and loan products. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure 3.4: Affinity Diagram Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Gap Model (Figure 3.5) Linking the VOC to Internal Processes Perceived quality is a comparison of actual quality to expected quality Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Building a Customer-Focused Organization 1. Making sincere commitments to customers 2. Ensuring quality customer contact 3. Selecting and developing customer contact employees 4. Managing complaints and service recovery Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Moments of Truth • Customer satisfaction or dissatisfaction takes place during moments of truth—every interaction between a customer and the organization. • Example (airline) Making a reservation o Purchasing tickets o Checking baggage o Boarding a flight o Ordering a beverage o Requests a magazine o Deplanes o Picks up baggage o Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Customer Contact Requirements • …measurable performance levels or expectations that define the quality of customer contact with an organization. o o Technical requirements: response time, answering the telephone within two rings or shipping orders the same day Behavioral requirements: using a customer’s name whenever possible Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure 3.6 St. Luke’s Hospital of Kansas City Customer Contact Requirements 1. Greet patients/guests by introducing myself, address patients/guests by last name unless otherwise told. 2. Ask sincerely, “How may I help you?” 3. Knock, request permission to enter the room, and explain what I am going to do. 4. Complete initial assessment on all patients within eight hours. 5. Acknowledge all patient/guests requests, and be accountable for follow-up. 6. Address all complaints within 24 hours or less. 7. Introduce any replacement caregiver. 8. Promote family-centered care: listen thoughtfully to all patients/guests, and provide timely communication to the appropriate person(s) for action. 9. Respect and acknowledge diversity, culture, and values of my patients, their family, visitors, and my coworkers. 10. Maintain confidentiality of all information. 11. Know, or have access to, legal and regulatory requirements and standards of care related to my specific responsibilities. 12. Thank my customers for choosing Saint Luke’s Hospital. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Service Recovery and Complaint Management • The average company never hears from 96 percent of its unhappy customers. Dissatisfied individual and business customers tend not to complain. For every complaint received, the company has 26 more customers with problems, six of whom have problems that are serious. • Of the customers who make a complaint, more than half will again do business with that organization if their complaint is resolved. If the customer feels that the complaint was resolved quickly, the figure jumps to 95 percent. • Customers who remain unsatisfied after complaining result in substantial amounts of negative word of mouth. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Complaint Resolution • Acknowledge that a customer had a problem (“We’re sorry you had a problem”) • Express empathy for the inconvenience that the customer encountered; willingly accepting the complaint (“Thanks for letting us know about it”) • Describe corrective action concisely and clearly (“Here’s what we’re going to do about it”) • Appeal to the customer for continued loyalty (“We’d appreciate you giving us another chance”). Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure 3.7: Complaint Management Process at Cargill Corn Milling Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Manage Customer Relationships • Customer-supplier partnerships - long-term relationships characterized by teamwork and mutual confidence • Customer-focused technology and analytics o o Most major companies use advanced analytics to “mine” and understand customer data. Grocery and retail stores use loyalty cards to capture and analyze detailed data about customer purchase behavior. Customer relationship management (CRM) software, designed to help organizations increase customer loyalty, target their most profitable customers, and streamline customer communication processes. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Measuring Customer Satisfaction and Engagement 1. Discover customer perceptions of how well the organization is doing in meeting customer needs, and compare performance relative to competitors. 2. Identify causes of dissatisfaction and failed expectations as well as drivers of delight to understand the reasons why customers are loyal or not loyal to the company. 3. Identify internal work process that drive satisfaction and loyalty and discover areas for improvement in the design and delivery of products and services, as well as for training and coaching of employees. 4. Track trends to determine whether changes actually result in improvements. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Designing Satisfaction Surveys • • • • Identify purpose – who will make decisions using the survey results? Identify the customer Determine who should conduct the survey (internal, third party, etc.) Select the appropriate survey instrument (written, telephone, face-toface, etc.) • Design questions and response scales to achieve actionable results: o responses are tied directly to key business processes, so that what needs to be improved is clear; and information can be translated into cost/revenue implications to support the setting of improvement priorities. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Table 3.3 Examples of Likert Scales Used for Customer Satisfaction Measurement Very Poor 1 Poor 2 Neither Poor nor Good 3 Good 4 Very Good 5 Strongly Disagree 1 Disagree 2 Neither Agree nor Disagree 3 Agree 4 Strongly Agree 5 Very Dissatisfied 1 Dissatisfied 2 Neither Satisfied nor Dissatisfied 3 Satisfied 4 Very Satisfied 5 Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Figure 3.11: Performance-Importance Comparison Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Why Customer Satisfaction Efforts Fail • • • • • • Poor measurement schemes Failure to identify appropriate quality dimensions Failure to weight dimensions appropriately Lack of comparison with leading competitors Failure to measure potential and former customers Confusing loyalty with satisfaction Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Measuring Customer Loyalty • • • • • • • Overall satisfaction Likelihood of a first-time purchaser to repurchase Likelihood to recommend Likelihood to continue purchasing the same products or services Likelihood to purchase different products or services Likelihood to increase frequency of purchasing Likelihood to switch to a different provider Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Net Promoter Score (NPS) • Developed by (and is a registered trademark of) Fred Reichheld, Bain & Company, and Satmetrix • “What is the likelihood that you would recommend us?” evaluated on a scale from 0 to 10. Promoters: scores of 9 or 10 are usually associated with loyal customers who will typically be repeat customers (“promoters”) o Passives: scores of 7 or 8 are associated with customers who are satisfied but may switch to competitors o Detractors: scores of 6 or below represent unhappy customers who may spread negative comments o • NPS is the percentage of promoters minus the percentage of detractors. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Example 3.4 Calculating a Net Promoter Score A sample of 300 customers who responded to the question “What is the likelihood that you would recommend us?” resulted in the following: Score Frequency 10 63 9 82 8 64 7 41 6 21 5 12 4 6 3 7 2 3 1 0 0 1 The total number of promoters is 63 + 82 = 145; the total number of detractors is 21 + 12 + 6 + 7 + 3 + 0 + 1 = 50. As a percentage of the total, these are 48.3% and 16.7%, so the net promoter score is 48.3% − 16.7% = 31.6%. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Customer Perceived Value • Customer Perceived value (CPV) measures how customers assess benefits—such as product performance, ease of use, or time savings—against costs, such as purchase price, installation cost or time, and so on, in making purchase decisions. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Example 3.5 Assessing Competitive Performance In assessing the relative importance of four attributes of a casual restaurant, a customer might assign 30 percent to menu variety, 20 percent to food quality, 10 percent to atmosphere, and 40 percent to value. This essentially provides a ranking of these attributes as value, menu variety, food quality, and atmosphere. In rating the performance of comparing two restaurants, A and B, we might find the following: Attribute Relative Importance Restaurant A Restaurant B Relative Performance Menu variety 30% 8 10 −2 Foot quality 20% 7 4 3 Atmosphere 10% 8 8 0 Value 40% 7 6 1 By multiplying the relative importance values by the performance ratings and summing, we see that restaurant A has a weighted value of 7.4 while restaurant B has a weighted value of 7.0. Therefore, the weighted difference is 0.4. Overall, restaurant A has a higher perceived value but could improve its perceived value by improving its menu variety. Such information becomes the basis for strategic decisions. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Quality in Practice: Harley-Davidson Key Issues for Discussion 1. How do various dimensions of quality introduced in this chapter align with the quality characteristics that are important to Harley-Davidson and its customers? 2. Discuss how Harley-Davidson’s approaches help it to maintain a focus on its customers and enhance customer satisfaction, loyalty, and engagement? You may want to research and include information from recent annual reports. Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. Quality in Practice: Unique Online Furniture, Inc. Key Issues for Discussion 1. How does Unique Online Furniture, Inc.’s key customer requirements compare with the Key Customer-Focused Practices in Table 3.1? 2. Can you suggest other ways to use the Client Experience Checklist (Figure 3.14) to gauge customer satisfaction levels and/or enhance the customer’s positive experience with Unique Online Furniture? Evans and Lindsay, Managing for Quality and Performance Excellence, 11th Edition. © 2020 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.