Every organisation wants to achieve their goals targets.

Yet, so often, this is much harder than excepted.

This is typically due to:

  • ”The market was tougher than expected’
  • ‘Staff under-performed against expectations’
  • ‘Something happened outside our control’
  • ‘Our marketing wasn’t as effective as we wanted it to be’
  • ‘Competitors undercut us’

The list can go on for ever: repeated every year, leaving people frustrated rather than happy and progressive.

However, when looking closely, we usually find the real reasons for under-performance are not on the outside, but very much on the inside- and very much at the core of everything that goes on inside an organisation.

Here is a brief list of four things that generally need examining and changing.

  1. Misguided beliefs
  2. Inaccurate focus on what the customers are looking for
  3. Inadequate continual improvement systems
  4. Unreliable measures

A little more about each of these.

Misguided beliefs:

Most organisations believe that they exist with the purpose to “make money”.  However, this is a misguided belief. All organisations have been created “to do something so brilliantly that people are happy to give them money, come back regularly and rave about them to their friends”.

With wrong beliefs, individuals throughout the organisation will be tempted and targeted to do the wrong things.  For instance:

  • Cut costs at the expense of customer experience
  • Manipulate figures and processes to hit short term goals, rather than long-term reputation and customer loyalty

Inaccurate focus on what the customers are looking for:

Many organisations wrongly believe that customers are driven by material needs and price. While this is a major factor that needs to be considered, customers are often driven by their emotions: what they feel when they meet or exceed their emotional needs, divided by the price they had to pay to get that.

So, if organisations focus on the wrong aspects of service, they will treat customers incorrectly.  For example:

  • Cutting price so that they cannot give a great experience
  • Abusing customers by overzealous marketing
  • Frustrating customers through difficult systems and processes
  • Not treating customers as individuals and not demonstrating genuine care and attention

Inadequate continual improvement systems:

All organisations needs to continually improve.  Even the best organisations will quickly die in this age of innovation and online transparency without regular changes.  Yet most organisations do not have sufficient improvement systems in place, often leaving IT staff dis-empowered and ignored.

So, without an adequate continual improvement systems in place, organisations will not develop and keep up with the market, which is constantly moving at breakneck speed.

Unreliable measures:

It is rare to find organisations with fabulous customer-focused lead measures.  Most organisations only have money-focused lag measures. However, what does this mean in real English?

  • Money focused lag measures are measures of activity, specifically amounts of money, that has happened in the past.  For example:
  • How much money did we make last week?
  • What was our margin?  What were our costs?

The problem with these money-focused measures is that they only consider factors that are important to the finances of the organisation, overlooking what is important to staff or their customers. They do not give helpful information on how to continually improve, what to change, and what to keep developing. The net result of this is that many, perhaps most, organisations tend to be working very much in the dark with regards what really matters to their staff and their customers, and what they need to change in order to drive engagement, loyalty, reputation and sales.

Customer-focused lead measures, on the other-hand, are measures of what really matters to the people who are going to decide the fate of the organisation: customers and staff within the organisation.

Our four step strategic salesthroughservice system addresses all of these four areas, and empowers organisations to:

  • Build powerful belief systems and principles
  • Focus all of their systems and processes on the customers’ real needs
  • Build and operate simple, achievable, powerful continual improvement systems
  • Have quality measures to drive all of the above and focus everyone in the right area

Only when all these things are done do you have a chance of effectively achieving targets and over-performing against expectations.

If you like what we’re saying and want to know more, without any obligation, please email support@salesthroughservice.com and ask for our free ebooks on ‘The 7 Deadly Sins of Sales and Service’.

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