Download Internal Customer

Veikko Laine
Export Marketing
Quality in Customer
services
Customer, - internal Customer
In addition to external Customers, the company has
…internal Customers
The company employees are all Customers to
eachother.
Your co-workers are your Customers, as you are their
Customer
Inside the company: ”…the result of your work, is the rawmaterial needed by the next person in line, - your co-worker…”
Are you giving ”Quality Products” to them, - are they to you?
Who judges/defines ”Quality”?
You or… ?
Veikko Laine
Export Marketing
Internal Customer
Internal Customer ?
The result of your work (= your ”Product”) is the
raw-material for the next person in line.
Is your Product of good quality ?
In addition to conflicts that arise from personal differences, there are
company internal sources that automatically cause tensions :
Veikko Laine
Export Marketing
Internal Customer
In addition to conflicts that arise from personal differences, there are
company internal sources that automatically cause tensions :
Function
Their Emphasis
Production
Standard models / orders
Long prod. runs / few products
No product changes
Stiff production schedules
Long delivery times
Ease of production
Standard quality control
Engineering
Functional / tech. features
Marketing
Customized models / orders
Short runs / many products
Frequent product changes
Flexible production schedules
Short delivery times
Solving customer wishes
Special quality control
Sales / customer wish features
Few models/standard components Many models / custom comp .
Short design lead times
Long design lead times
Standardized design procedures Ad hoc / liberal design proc
Source: Philip Kotler, ”Diagnosing the Marketing Takeover” Harvard Business Review
Internal Customer
Veikko Laine
Export Marketing
Cont.
In addition to conflicts that arise from personal differences, there are
company internal sources that automatically cause tensions :
Function
Their Emphasis
Marketing
Inventory / Stock Fast moving items/few products Broad product line
Management
Economic levels of stock
Large stock levels (del. time !)
Standard parts
Price of material
Purchasing at determined times
Accounting /
Finance
Standard transactions
Few reports
Hard and solid budgets
Pricing to cover costs & profit
Full customer credit reports
Low credit risks
Tough credit terms
Tough collection procedures
Nonstandard parts
Customer opinion of material
Immediate purchases
Special terms & discounts
Many reports
Flexible budgets acc. to need
Pricing to further market dev .
Little customer credit examin .
Medium credit risks
Easy credit terms
Easy collection procedures
Source: Philip Kotler, ”Diagnosing the Marketing Takeover” Harvard Business Review