The 12 Voices of The Customer: Uncover, Translate & Deliver What Customers Want

TM
THE 12 VOICES OF THE CUSTOMER

Uncover, translate & deliver what customers want
Sponsored by WCBF
October 13, 2009
Presented by Robin Lawton

International Management Technologies, Inc.
www.imtC3.com
Copyright © 2008 International Management Technologies, Inc. www.imtC3.com. All rights reserved. Page 1
HOW TO SHARE THIS MATERIAL
TM
We appreciate and will support your desire to share this material with others. To get the maximum benefit as easily as possible and
still respect copyright constraint, here are some of your options:
To provide an overview of what you learned and think is most valuable, use these free references from our website at
http://www.imtc3.com/library/articles.cfm:
• Download key PowerPoint slides under “C3 Speech Support Booklet
• Share one or more of the articles or documents here. The most popular, in descending order, are:
1. “Creating Total Customer Satisfaction….” This is a synopsis of concepts covered in detail in Robin Lawton’s
book, Creating a Customer-Centered Culture: Leadership in Quality, Innovation and Speed.
2. “Balance Your Balanced Scorecard” or “The Customer-Balanced Scorecard: identifying the eight dimensions
of excellence”
3. “Are Your Surveys Only Suitable for Wrapping Fish?”
4. “8 Dimensions of Excellence”
5. Strategic Plan Abstract. This shows how one organization used the 8 Dimensions of Excellence concepts to
integrate their strategic plan and balanced scorecard for relevance from the enterprise to the front line.
• Download one of the sample C3 tools at http://www.imtc3.com/resource/tools.cfm
To actively communicate or demonstrate key concepts, use any of these references at

http://www.imtc3.com/products/products.cfm:
• The DVD program (preferably with the Facilitator Kit) for “Creating the Customer-Centered Culture”
• WEB-BASED Interactive Live Seminars – see http://www.imtc3.com/events/UpcomingEvents.cfm
To apply C3 tools to a project or specific need, download a free sample of Excel-based tools described at
http://www.imtc3.com/resource/tools.cfm . Complete tools are available individually or in sets, organized by topics such as:
• The Voice of the Customer
• Customer-centered projects: chartering and leading a project for rapid, high-impact success
• Innovation and product/service design
To obtain maximum engagement and commitment for action, we bring keynotes, presentations and workshops to you.
Contact us for details at: Phone: 941-907-0666
Email: peggy@imtC3.com or rob@imtC3.com
Web: www.imtC3.com
PLEASE NOTE
International Management Technologies, Inc. trademarks include:
“Creating a Customer-Centered Culture”
Customer-Centered Culture
Customer-Centered Culture (C3) Model
C3
C3 Logo
8 Dimensions
These materials are exclusive property of International Management Technologies, Inc. This material may not be reproduced, stored in a retrieval
system, or transmitted in whole or part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise for use with
others, without the written permission of International Management Technologies, Inc.
International Management Technologies, Inc. grants a limited, non-assignable, non-exclusive license to the individual who received this material as
part of a product purchased from International Management Technologies, Inc. to duplicate any of the tools contained herein for his or her personal
use only. Multiple user licenses are available by calling 941-907-0666.
LEARNING OBJECTIVES SM
TM
• The most common methods for capturing the voice

of the customer
• Why surveys fail and how to avoid that fate
• How to eliminate confusion about who “the
customers” really are
• The word formulas that always uncover what
customers want most (but not necessarily what they
will normally tell you)
• How to translate squishy perceptions into objective
measures with simplicity and speed
Copyright © 2008 International Management Technologies, Inc. www.imtC3.com. All rights reserved. 3
VEHICLES FOR UNCOVERING VOC SM
TM
• Dialogue (ad hoc or structured)

• Legislation
• Regulation
• Contracts
• Specifications
• Designs
• Observation
• Complaints
• Surveys
TM
COMMON SURVEY PROBLEMS SM
TM
1. The wrong people are surveyed

2. The wrong questions are asked
3. Questions are asked the wrong way
4. Questions are asked at the wrong time
5. Zero dissatisfaction equals total satisfaction
6. Non-customers (prospects) are not surveyed
7. Conducted for the wrong reasons
8. Results are generalized to groups not surveyed
9. Used as a substitute for better methods
10. FINDINGS DON’T DRIVE IMPROVEMENT
Surveys are generally not the most effective way to uncover customer needs. Focus
groups, direct observation and interviews are the recommended vehicles for understanding
customer satisfiers and dissatisfiers. However, once customer desires or concerns are
known, a survey can be a very effective and economical way to determine customer
satisfaction.
KEYS TO SURVEY SUCCESS (in Reference) SM
TM
1. Be clear about the purpose of the survey and who will use the results.
2. Identify specific product(s) to evaluate.
3. Determine which customers and non-customers to query.
4. Decide the timing and frequency of the survey.
5. Good questions find out: By asking questions such as:
What was expected and/or How long did you expect to wait?
wanted? How long did you hope to wait?
What was experienced? How long did you actually wait?
Level of satisfaction with How satisfied are you?
the product or service
Degree of relative Compared with ___________,
importance of this variable how important is that to you?
UNCOVERING THE VOICE
OF CUSTOMERS SM
TM
1. Name the specific product

2. Identify the roles of customers for that product
3. Differentiate the discrete customers within each role
4. Ask the three key questions about outcomes,
functions, features for both product and acquisition
5. Innovate or redesign the product and related process
6. Measure performance along the critical 4 Dimensions
WHAT IS C3? TM SM
C3 is short for Customer-Centered Culture. C3 functions as a

foundation for all enterprise practices. Its cornerstones are:
1 2
8 Dimensions
Philosophy
(mindset, paradigm,
of Excellence
beliefs, values) (definition of
success)
C3 is described in:
3 4
Measures Methodology
(status toward (principles, tools,
numerical goals) application, roles)
The cornerstones of the foundation include:

1. Philosophy which is sometimes referred to as a new mindset, values, beliefs or paradigm.
2. 8 Dimensions of Excellence which enable a complete and balanced definition of what success
means, prioritized by both customers and ourselves; from strategic direction down to daily
work.
3. Measures which rely on facts to numerically describe what is and what could be.
4. Methodology which includes principles, a set of tools, a manner of application and defined
roles of those involved in their use.
C3 integrates what you know, don’t know & want to know, to create:
- Innovation
- Customer satisfaction
- Unity of purpose
- Simplicity of knowledge work.
LANGUAGE MATTERS SM
TM
• 7+5=
• Service =
• Customer =
• Requirements=
We will provide word formulas/rules on the following concepts:
1. Product / service
2. Customer roles
3. Outcomes expectations
4. Performance expectations
5. Perception expectations
6. Product function
7. Product features
8. Translating perceptions into performance measures
VoC PRODUCT DEFINITION
TOOLS Organization & Customer

Outcomes
CUSTOMER ROLES & POWER
Product Definition
Do This First Do This Now
Customer Roles & Power

Do This Next
SM
Do This First Do This Now Do This Next

1.
PRODUCT DEFINITION
What are at least four of the most important products you personally create?
CUSTOMER ROLES & POWER TM
ProductVOICE OF THECustomer
CUSTOMER Voice of the Customer
Producer Product
Definition
1.
Organization:
ORGANIZATION AND CUSTOMER OUTCOMES
Champion(s):
Roles & Power 1.
Product Function
7.
RANK
RANK 3a.
2a. DESIRED OUTCOMES TOTAL
RANK 3a. Product Function
2b. UNDESIRED OUTCOMES TOTAL
If you can answer “yes” to the following questions about each of the product names listed above, you’ve mastered the first step in
customer-centered thinking. Correct the product names as necessary before proceeding. See Instructions for more details.
2.
PRODUCT DEFINITION
CUSTOMER ROLES & POWER Yes No
VOICE OF THE CUSTOMER
End-Users
a. Is the product something only you can claim as yours?
- Product Function -
Do This First 1. What are at least four of the most important products you personally create?
Do This Now b. Can you make the product plural with an “s”?
Do This Next 3.
ProducerProduct
c. Is the product a deliverable you can give to someone else? TEAM NAME ____________________________
1. d. Does the product, as named, occur in countable units? 7.
e. Is the product intended to create a desired outcome or result for a customer? RANK 1 Target Product:
Customer Roles & Power Voice of the Customer 2. What is the name of your functional group?
Creating Measures
2 Producer:
End-Users
Broker for
2.
3. What are at least four of the most important products your functional group creates? 3 End-Users:
CREATING MEASURES Product Function

customer-centered thinking. Correct the product names as necessary before proceeding. See Instructions for more details. a. d.
b. e.
Yes No
End-Users
a. Is the product something only you can claim as yours? c. f.
4.
b. Can you make the product plural with an “s”? 3. 4. What is the name of your enterprise (or business unit)?
c. Is the product a deliverable
4. you can give to someone else?
Producers
Broker for
MISSION:
d. Does the product, as named, occur in countable units? 5. What are at least four products generally identified with the mission of your enterprise or business unit?
e. Is the product intended to create a desired outcome or result for a customer?
5. 6. 7. 8. - Product
9. Function - 10. 11.
a. d.
CREATING MEASURES
4 Total Number of Attributes Identified:
3b. PRIORITY OUTCOMES (in decending order) TIED TO CUSTOMER TEAM NAME ____________________________ Currently Type of Expectation
Producer Product
HOW? GOAL DUE BY
2. What is the name of your functional group?
MISSION
IN PLAN
PRIORITY
MEASURED
b. Team Name e. 5 The Top Five Attributes Measured Performance Perception
Do This First 1.
Do This Now 1YesTarget
/ No
Product:
Yes / No Yes / No Yes / No c.
Do This Next f.
1 Product:
End-Users
2 1End Users:
Broker for
7.
3. What are at least four of the most important products your functional group creates? NO / YES
a.
RANK
d.
2YesProducer:
/ No Yes / No Yes / No Yes / No
6. What is the most important product named in 1 through 5?
Yes / No Yes / No Yes / No Yes / No 2 NO / YES
b. e.
3YesEnd-Users:
/ No Yes / No Yes / No Yes / No
2.
Fixers
7. What discoveries (insights, learnings, “ah ha’s”) did you make? 3 NO / YES
c. f. Yes / No Yes / No Yes / No Yes / No 3 Priority Customer Expectations (A satisfying product is one which is…) 5.
4.
PRODUCT DESIGN TABLE

12. enterprise
4. What is the name of your (or business
DISCOVERIES unit)? “ah-ha’s”)
(insights, learning, 4 NO / YES
1
Voice of the Customer Creating Measures Product Design Table
End-Users
5. What are at least four products generally identified with the mission of your enterprise or business unit? 5 NO / YES
2
Producers
Broker for
3. Your primary role with this product:
a. d. Totals:
4 Total Number of Attributes Identified: 3
8. As a team, list below the specific product _____ Producer _____ User
b. e.
each member wrote on line 5 of their own exercise worksheet: 6.
ACTIONS TO OCCUR BY WHEN? 4 _____ Broker for producer
6 The Hardest Part of This Exercise: _____ Fixer
c. f. Currently Type of Expectation
5 The Top Five Attributes _____ Broker for user
Measured Performance Perception
5
6. What is the most important product named in 1 through 5? 1 NO / YES
5 Priority Of
End-Users
8. Discoveries (insights, learning, “ah-ha’s”)
Broker for
VOICE OF THE CUSTOMER 4 Possible Measures 6 Goal
Do This First - Product Function -
Do This Now 7. What discoveries (insights, learnings, “ah ha’s”) did you make?
2
Do This Next NO / YES Measure
Fixers
9. Discuss and agree on which two (2) of these are the most important target products your team should focus on. Name
3 5. NO / YES
them below:
1. PRODUCT CREATING4 MEASURES NO / YES 1
Voice of the Customer 2. ENDUSERS

4. Team Name
5
YourTotals:
NO / YES
primary role with this product:
2
_____ Producer
Product Design Table 1 Product: 2 End

Product Features Table
8. As a team, list below the specific product each member wrote on line 5 of their own exercise worksheet: Users: 6. _____ Broker for producer _____ End-User
Also Do
Producers
Broker for
6 The Hardest Part of This Exercise: _____ Broker for user _____ Fixer 7 Discoveries You Made:
& Creating Measures 3. 4. 5. 6. 8. Discoveries (insights, learning, “ah-ha’s”) PRODUCT DESIGN TABLE
DVD or
3 Priority Customer Expectations (A satisfying product is one which is…)
Video*
DVD #1 - Video 3 (Title 3) Chapter 1, DVD #1 - Video 2 Service as a Product (Title 2) DVD #1 - Video 3 (Title 3) Chapter 1,
Attributes Rank Measured Performance Perception
1 them below: 1
Customer Roles Chapter 5, Product Definition Customer Roles

VOICE OF THE CUSTOMER 2 1 2
Fixers
- Product Attributes -
Substitute Quality Characteristics

Product:
- Product Function - 5. 2
3 TEAM NAME ____________________________
3 7 Who Will Do What By When
1 Target Product: End-Users:
4
1. PRODUCT 2 Producer: 4 7 Discoveries You Made:
2. ENDUSERS
5
6
3 End-Users:
Instructions: Change the name of the Product Attribute Group (Column A -
1 Your primary role with this product:
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 5
50
5 Priority Of
PRODUCT FEATURES TABLE Also Do
Tools*
blue cells) if the preset title does not fit your situation.
6. _____ Producer _____ User
4 Possible Measures 6 Goal
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
DVD #1 - VideoCustomer
3 (Title 3)Segmentation
When filling in the green cells, use a + and -. IMPORTANT! Use the ENT ER Instructions: Change the name of the Product Attribute Group
Chapter 1, Customer
7 key not the tab. If you don't, Excel will think you are doing a caluculation.
_____ Broker for producer _____ Fixer (Column A - blue cells) if the preset title does not fit your
Measure
Features Product
Customer Expectations
or Video*
situation
The Value of 8Answers

8
Product:
_____ Broker for user When filling in the green cells, use a + and -. IMPORTANT!
Use the ENTER key not the tab. If you don't, Excel will think
Attribute
(Voice of the Customer) Rank
you are doing a calculation. Group Discoveries
End-Users:
4 Total Number of Attributes Identified
Target Product Selection

Product:
DVD #1 - Video 2 (Title 2) Chapter 5, DVD #1 - Video 3 (Title 3) Chapter 1, Roles

9 Enter Y for Yes below.
Discoveries (insights, learning, “ah-ha’s”)
DVD
3. 4. 5. 6. 5 The Top8.
Five Attributes Currently Type of Expectation
Measured
End-Users:
10 Performance Perception
Attributes Rank Measured Performance Perception Product

Attribute
Customer Expectations 1
(Voice of the Customer)
11
Product Definition Customer Roles DVD #2 - Video 4 (Title 4) Chapter 1, Customer

Rank
Group
2
1
12 3
Substitute Quality Characteristics Priority
2 CREATING MEASURES
CU06 XP42 Estimated Time >1hour TE41
4
Lawton Book*
13
Expectations Chapter 2 - Differentiating Customers

Team Name EASE
3 OF USE 5
1 Product: 2 End Users:
Outcome, pages 7, 35-37, 63, 87-90 Chapter 1 - The Service Product
C3
14 Totals: 0 0 0
4
Also Do
15 6 The Hardest Thing To Do
5
Tools*
16
6
Customer Segmentation
1
TIMELINESS
2 17
or Video*
8
3
18
The Value of Answers DVD #1 - ChapterBy1, Customer Roles Creating Measures
Chapter 3 - Define Customers Segmented by
4
DVD
19
Miller/
9
5
5 Priority Of
7 Who Will Do What When
View DVD #1, Chapter 3, Customer Outcomes,

Roles DVD #2 71-78
- Chapter 1, Customer Chapter 3 - DVD #2Work
- Chapter 1, Customer Expectations
4 Possible Measures 6 Goal 20 7 Discoveries You Made
10 Measure CERTAINT Y
pages Define as a Tangible Product Role, Segment Customers into Relevant

Priority 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
21
11 Target Value
Expectations
22 Instructions: Fill in green cells. Use INSERT key to enter + and -. Do not use the arrow keys.
12
Groups
Lawton Book*
23
C3
Chapter 1 - The Service Product Chapter 2 - Differentiating Customers Chapter 3 - Defining Customer Expectations
24
25 8 Discoveries
Tools*
26
• Outcomes & Innovation Window (XP46)
7 Who Will Do What By When
27
Priority 0 0 0 0
• Customer Segmentation
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 PURPOSE OF THIS TOOL
0 0
• Product Design Table (MT46)

Chapter 3 - Define Customers
28 Target Value Weighted Value 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
041306 Copyright© 2006 International Management Technologies, Inc. www. imtc3.com. All rights reserved. MT46
Miller/
29
Chapter 3 - Define Work as a Tangible Chapter 3 - Measure the Degree to Which the
a. Identify and define your personal and organizational
by Role, Segmentproducts
30
8 Discoveries
7. Totals Segmented Customers
Product Customers' Expectations are Achieved
Lawton Book*
Chapter 3 - Defining Customer

b. Determine which product is theinto Relevant
most Groups to work on now
important
C3
Also Do
Expectations
PURPOSE OF THIS TOOL
or Video*
DVD #1 - Chapter 1, Also Do Roles

Customer
Miller/
DVD
DVD #1 - Chapter 1, Customer Roles DVD #2 - Chapter 1, Customer • Identify DVD who your customers
#2 - Chapter are and what role they have with
1, Customer Expectations this product.
or Video*
DVD #1 - Chapter 1, Customer Roles DVD #1 - Chapter 1, Customer Roles

DVD
Expectations • Determine DVD who#2currently

- Chapter 1,has the most power and who should have it.
DVD #2 - Chapter 1, Customer
DVD #2 - Chapter 1, Customer Expectations Customer Expectations
Expectations
Tools*

a. Identify what end-userOutcomes & Innovation Window
customers want regarding product attributes
Tools*
Customer Roles & Power Product-Roles Matrix

Outcomes & Innovation Window
Voice of the Customer b. Discover which customer priorities are currently measured
Lawton Book*
Chapter 3 - Customer Expectations Chapter 3c.

- Defining Customer
Determine which end-user priorities concern performance Chapter or perception
5 - Quality & Innovation
C3
Lawton Book*
Chapter 4
Expectations- Measuring Service Quality
Chapter 4 - Measuring Service Chapter 5 - Quality & Innovation
Chapter d. Replicate tool use to uncover broker and fixer expectations
C3
5 - Quality & Innovation

Quality
Miller/
Miller/
Pages 66-71
PURPOSE OF THIS TOOL PURPOSE OF THIS TOOL

a. To translate the "Voice of a.
theCreate measures
Customer" for the
regarding seemingly
product immeasurable
attributes customer
into measurable expectations
product design
criteria (PDC)
b. To develop measures that will enable the producer to monitor and manage quality as defined by the
customer
c. To establish target values, goals and minimums for product performance
Copyright © 2008 International Management Technologies, Inc.
All Rights Reserved. www.imtC3.com
WHOSE VOICE DEFINES EXCELLENCE? SM
TM
CUSTOMER PRIORITIES UNDESIRED DESIRED
4 3
2 1
Product Acquisition Product
Process Characteristics Undesired Customer
Customers Want Outcomes Desired
Customers Want
Customers Outcomes
Want to
Avoid
P
R
O
PROCESS D OUTCOME
U
PRODUCER PRIORITIES
C
T
Undesired
Outcomes
Product Producer Producer
Production Process Characteristics Wants to Desired
Producer Wants Producer Wants Avoid Outcomes
8 7 6 5
EFFICIENCY IDENTITY PURPOSE
These 8 Dimensions are a succinct but powerful way to identify the critical few areas we must pursue to
achieve excellence. Focus on all 8 Dimensions and excellence can be enhanced. Improve a few and
excellence will be limited. Areas 1-4 drive satisfaction.
The numbering of the 8 Dimensions is intentional. Our long-term enterprise viability is most dependent on
success in area 1, area 8 least. Yet short-term success can be achieved quickly in area 8, creating the illusion
of sustainability. The 8 Dimensions are as relevant in not-for-profit as they are in for-profit environments,
performing well across diverse cultures. See a complete description at www.imtC3.com. The synopsis is:
1. Customer desired outcomes: These are their ultimate hopes: joy, security, personal time, belonging,
health, etc. How well (and quickly) they get those results by working with us reveals our effectiveness.
2. Undesired outcomes customers want to avoid or eliminate: death, taxes, discomfort, wasted time,
frustration, sickness and a host of unwanted conditions. Guard against the assumption (a vital lie) that the
reduction of an undesired outcome improves satisfaction.
3. Product and service characteristics customers want: ease-of-use, accessibility, low cost of ownership,
durability and usefulness. Product refers to any deliverable we can make plural with an "s."
4. Product acquisition process customers want: timely arrival of product requested, no wait or cue time,
ease of acquisition. Our aim is to address process performance in terms customers care about.
5. Producer desired outcomes: Leadership, financial viability, market share, dominance, growth.
6. Undesired outcomes producers want to avoid or eliminate: waste, high turnover, financial loss, customer
defection, instability.
7. Product characteristics producers want: easy to build, low cost to produce, no maintenance or warranty
costs, easy to distribute.
8. Process characteristics producers want: process consistency, low variation, high productivity, comfortable
lead times. It is important to distinguish our activity from the customer's.
WORD FORMULAS & RULES
TM
QUESTION WORD RULES

1. Every product named must be:
a. Expressed as something which can be made plural with an “s”
1- What is the product? b. A deliverable, something you can give to someone else
c. Packaged in countable units
d. Very specific (Avoid naming product groups)
2. A customer is defined by their role(s) with the specific product as:
a. End-user
2- Who are the customers?
b. Broker (for either the end-user or the producer)
c. Fixer
WORD FORMULAS TO REVEAL the VOC
3- What are their expectations?
3. A satisfying (insert product name) will result in (insert expectation)
a. Outcome expectations
4. A satisfying (product name) will not result in (insert expectation)
b. Function expectations
(these are usually expressed 5. A satisfying (insert product name) is (insert expectation)
as subjective perceptions)
c. Feature expectations
(these are expressed as
6. A satisfying (insert product name) has (insert expectation)
objective, ambiguity-free
criteria)
4- How can we improve?
7. The # of ________ could indicate that the (insert product name) is/is
a. The translation of
not (insert VOC priority answers to formulas 3 and 4)
subjective perceptions
8. The % of ________ could indicate that the (insert product name) is/is
into objective design
not (insert VOC priority answers to formulas 3 and 4)
criteria for the new or
9. The $ amount of/for/to ________ could indicate that the (insert
improved product
product name) is/is not (insert VOC priority answer to formula 4)
b. Goal-setting to have the
10. What is the numerical target to achieve, by when, for each measure
biggest impact on
of success?
satisfaction and success
050709
FOUR KEY QUESTIONS SM
TM
HOW CAN WE
IMPROVE?
WHAT IS THE WHO ARE THE WHAT ARE THEIR
• Design & Innovation
PRODUCT? CUSTOMERS? EXPECTATIONS?
• Customer Satisfaction
• Measures of Success
• Enterprise Excellence
The goal is to be able to succinctly and completely answer question #4. But that answer is
dependent on answering questions numbered 1-3 first, in that order.
The C3 methodology provides a structured method for answering these simple questions.
The not-so-simple answers will establish a basis for thinking like your customers.
Implementation of this thinking will enable you to achieve dramatic, measurably improved
customer satisfaction and organizational performance.
PRODUCT SM
TM
P
R
O
D
U
C
T
Products are links between processes and outcomes.

A producer is the individual or group that creates a product for a customer. Products focus our
vision outward to customers, providing a concrete link between process and outcome. A
product is something created by work which can be given to someone else. It is:
• A deliverable • Packaged in countable units
• Very specific • Expressed as something which can be made plural with an “s”
EXAMPLES OF PRODUCT GROUPS:

• Answers • Diagnoses • Recipes
• Blueprints • Greetings • Repairs
• Contracts • Invoices • Reports
• Courses • Plans • Schedules
• Decisions • Policies • Shipments
• Deliveries • Procedures • Strategies
PRODUCT DEFINITION
TM

Organization & Customer
Product Definition Customer Roles & Power
Outcomes
PRODUCT DEFINITION
1. What are at least four of the most important products you personally create?
Producer Product
ORGANIZATION AND CUSTOMER OUTCOMES 1.
7.
1. RANK
Organization: Champion(s):
2a. DESIRED OUTCOMES 2b. UNDESIRED OUTCOMES

TOTAL TOTAL
If you can answer “yes” to the following questions about each of the product names listed above, you’ve mastered the first step in 2.
RANK 3a. RANK 3a.
Yes No
End-Users
b. Can you make the product plural with an “s”? 3.
c. Is the product a deliverable you can give to someone else?
d. Does the product, as named, occur in countable units?
End-Users
Broker for
3. What are at least four of the most important products your functional group creates?
a. d.
b. e.
c. f.
4.
4. What is the name of your enterprise (or business unit)?
4.
Producers
Broker for
MISSION: 5. What are at least four products generally identified with the mission of your enterprise or business unit?
5. 6. 7. 8. 9. 10. 11.
a. d.
TIED TO CUSTOMER
3b. PRIORITY OUTCOMES (in decending order)
MISSION IN PLAN PRIORITY MEASURED HOW? GOAL DUE BY b. e.
Yes / No Yes / No Yes / No Yes / No c. f.
Yes / No Yes / No Yes / No Yes / No
Fixers
7. What discoveries (insights, learnings, “ah ha’s”) did you make?
Yes / No Yes / No Yes / No Yes / No 5.
12. DISCOVERIES (insights, learning, “ah-ha’s”)
Your primary role with this product:

8. As a team, list below the specific product each member wrote on line 5 of their own exercise worksheet: _____ Producer _____ User
6.
ACTIONS TO OCCUR BY WHEN? _____ Broker for producer _____ Fixer
_____ Broker for user
Discoveries (insights, learning, “ah-ha’s”)

8.
them below:
1
2
Also Do
DVD or
Video*
DVD #1 - Video 3 (Title 3) Chapter 1, DVD #1 - Video 2 Service as a Product (Title 2) DVD #1 - Video 3 (Title 3) Chapter 1,
Customer Roles Chapter 5, Product Definition Customer Roles
Tools*
The Value of Answers
Lawton Book*
Outcome, pages 7, 35-37, 63, 87-90 Chapter 1 - The Service Product Chapter 2 - Differentiating Customers
C3
Chapter 3 - Define Customers Segmented by

Miller/
Outcomes, pages 71-78 Chapter 3 - Define Work as a Tangible Product Role, Segment Customers into Relevant
Groups

- Identify and define your work as products (both personal and organizational)
- Determine which product is the most important to work on now
PRODUCT DEFINITION TM
INSTRUCTIONS
A definition of a product is:
Something created by work which can be given to someone else to achieve the desired outcome.
It is:
- Expressed as something that can be made plural with an "s"
- A deliverable
- Packaged in countable units
- Very specific
For example, a product name of “policy, “plan, or “report” isn’t specific enough to claim ownership.
These are product groups. There are probably others who would also claim those products as
theirs. Be specific. A “customer satisfaction policy,” “cycle time reduction plan” or “departmental
budget report” are examples of specific names of products only you or your immediate work group
might claim as yours.
b. Can you make the product plural with an “s”?
Products are nouns. If the label you wrote is followed by “. . . ing,” it is an activity (a verb), not a
product. The product is the tangible result of activity. Words like “satisfaction,” “assurance” and
“security” are also not products. They are outcomes (intangible results or conditions) obtained by
using the product.
A “relationship” might seem like a product because we can make it plural with an “s”: relationships.
This is one of a very small number of exceptions to the plural-with-an-s rule. A relationship is not a
deliverable, something we can give to someone else. It is an outcome.
“Information” can only be considered as a product by the various packaged forms it may take.
Reports, graphs, answers, plans and manuals would be examples of informational products.
Information is the raw material which is delivered to others in some organized or packaged form.
Satisfaction, security, fun, health, productivity and understanding are outcomes the product might
create. Don't confuse outcomes with the product itself. Executives sometimes think their products
are “leadership” or “vision.” Their true products may consist of mission statements, policies,
strategies, guidelines and assignments which, when used by others, propel the organization in a
desired direction. These kinds of products include what we call source products (policies, strategies
and plans) and will be addressed later. Leadership is either a skill or an outcome, not a product.
Vision is also an outcome; a desired future condition.
Apply this product definition criteria before proceeding.
(Examples of functional groups include: engineering, marketing, purchasing, accounting, etc.)
What are at least four of the most important products your functional group creates?
4. What is the name of your enterprise (or business unit)

A business unit can be a division, product sector, agency or department, depending on the kind and size of
enterprise.
5. List the specific names of at least four products generally identified with the mission of your
enterprise or business unit. Make each product plural with an “s”. Name only products exchanged for
money with people outside the enterprise or business unit. These products must be either (1) purchased or
specifically funded before the product is created or (2) purchased after the product is produced
6. Select one of the most important products named in 1 through 5. Write in the specific name of the
product on the line below. Do not use “information, “answers,” or the name of a manufactured product
here.
PRODUCT DEFINITION
PRODUCT DEFINITION
TM
Yes No
b. Can you make the product plural with an “s”?
a. d.
b. e.
c. f.
4. What is the name of your enterprise (or business unit)?
5. What are at least four products generally identified with the mission of your enterprise or business unit?
a. d.
b. e.
c. f.
8. As a team, list below the specific product each member wrote on line 5 of their own exercise worksheet:
Discuss and agree on which two (2) of these are the most important target products your team should focus on. Name
9.
them below:
1
WHAT IS THEIR BUSINESS? SM
TM
• Sony
• Apple Computer
• Nokia
• Southwest Airlines
• Harley-Davidson
• Oakley
• Military
• Starbucks
• Microsoft
• Lakewood Church
• MO Dept. Of Revenue
FREQUENT VITAL LIES SM
TM
• Constraining assumptions
• Self-deception
• Denial
• Excuses for not changing
1. Growth in market share proves customers are happy.
2. We are on the leading edge in our industry.
3. Few customer complaints= satisfaction.
4. We know what business we are in.
5. Customers don’t know what they want.
6. We know what customers want.
7. Our performance measures confirm our excellence.
(For more go to www.imtC3.com)

PRODUCT PRINCIPLES SM
TM
1. Products focus our vision outward to customers.

2. We can only identify our customers by their relationship to
specific products.
3. Information products are created in anticipation of a need;
service products are produced in response.
4. Service products require customer involvement in the
production process.
5. Organize everything by product: customers, measures,
outcomes, problems, processes and teams.
6. 21st century leaders define their knowledge products as
quantified deliverables, designed to satisfy the emerging
expectations of highly differentiated customers.
BENEFITS OF DEFINING WORK AS PRODUCTS:

1. Reduces ambiguity in defining “what we do”
2. Creates a tangible link between process and outcome
3. Provides the basis for identifying who “the customer” really is
4. Shifts focus from “how” to “what”, keeping “why” in mind
5. Enables the measurement of the seemingly immeasurable (in terms of unit cost,
quality, value, volume, timeliness, satisfaction, etc.)
6. Simplifies prioritization of work
7. Gives activity purpose
8. Improves accountability
9. Uncovers new sources of differentiation
050709
QUESTION #2 SM
TM
WHAT IS THE WHO ARE THE

PRODUCT? CUSTOMERS?
Define all work as:

• Deliverables
• Plural with an ‘s’
• Countable
• Specific
CUSTOMER ROLES SM
TM
END-
USER
P
R
O
D BROKER
U
C
T
FIXER
An end–user is the customer for whom the product is primarily intended. This customer will personally
use the product to achieve a desired outcome. There are usually more of this type of customer than of
any other. This is the most important type of customer. It is rare that all end-users of a specific product
are a homogeneous group, either in terms of their demographic characteristics or their expectation
priorities. End-users always win in the long run.
A broker is the customer who acts as an agent for the end–user and/or the producer.
• As an agent for the end–user, the broker makes the product more accessible, easier to use and
more appealing.
• As an agent for the producer, the broker “encourages” the user to accept the product.
• The broker’s function is to obtain, transform or transfer products for the benefit of both users and
producers.
A fixer is any customer who will have to make repairs, corrections, modifications, or adjustments to the
product at any point in its life cycle for the benefit of the end-user.
IMPACT OF ROLE ON POWER:

Customers differ in their expectations and their power. Power is the ability to direct or change the
product design. It is common to observe:
• The further a customer is from the product, the more power.
• Customers may have multiple roles with a single product.
• The producer’s dialogue with brokers is more frequent and detailed then with end-users.
Do This First Do This Now Do This Next TM
Product Definition Customer Roles & Power Voice of the Customer

Product Function
PRODUCT DEFINITION CUSTOMER ROLES & POWER VOICE OF THE CUSTOMER
Producer Product
1. PRODUCT
1. 7.
2. ENDUSERS
RANK
2.
If you can answer “yes” to the following questions about each of the product names listed above, you’ve mastered the first step in 3. 4. 5. 6.
Yes No
End-Users
1
2
b. Can you make the product plural with an “s”? 3.
3
4
e. Is the product intended to create a desired outcome or result for a customer? 5
6 VOICE OF THE CUSTOMER

2. What is the name of your functional group? - Product Attributes -
7
End-Users
Broker for
TEAM NAME ____________________________
8 1 Target Product:
a. d. 9 2 Producer:
b. e. 3 End-Users:
10
c. f. 11
4. What is the name of your enterprise (or business unit)? 4. 12
13
5. What are at least four products generally identified with the mission of your enterprise or business unit? 4 Total Number of Attributes Identified
Producers
Broker for
Enter Y for Yes below.
14
a. d. 5 The Top Five Attributes
Currently
Measured
Type of Expectation
Performance Perception
15
b. e. 1
16 2
c. f.
17 3
6. What is the most important product named in 1 through 5? 4

18
5
19
Totals: 0 0 0
Fixers
20 6 The Hardest Thing To Do

5.
21
22
23
Your primary role with this product: _____ Producer 24
8. As a team, list below the specific product each member wrote on line 5 of their own exercise worksheet:
6. _____ Broker for producer _____ End-User
25
_____ Broker for user _____ Fixer 7 Discoveries You Made
26
Discoveries (insights, learning, “ah-ha’s”) 27

8.
28
9. 29
Discuss and agree on which two (2) of these are the most important target products your team should focus on. Name
them below: 30
1 7. Totals
2
Also Do
DVD #1 - Video 3 (Title 3) Chapter 1, Customer
or Video*
DVD #1 - Video 2 (Title 2) Chapter 5, DVD #1 - Video 3 (Title 3) Chapter 1, Roles

DVD
Product Definition Customer Roles DVD #2 - Video 4 (Title 4) Chapter 1, Customer

Expectations
Tools*
The Value of Answers Creating Measures
Lawton Book*
Chapter 1 - The Service Product Chapter 2 - Differentiating Customers Chapter 3 - Defining Customer Expectations
C3
Chapter 3 - Define Customers

Miller/
Chapter 3 - Define Work as a Tangible Chapter 3 - Measure the Degree to Which the
Segmented by Role, Segment Customers
Product Customers' Expectations are Achieved
into Relevant Groups

- Identify who your customers are and what role they have with this product.
- Determine who currently has the most power and who should have it.
TM
INSTRUCTIONS
1. Name your target product (from Product Definition Tool).
Focus on this one product as you answer questions 2 - 7.
NOTE: Identify the roles people play with this product, using names of positions, titles, or
individuals, not organizational names.
2. What is the producer's name?
3. Who are the end-users of this product?
• Refer to NOTE in Step 1.
• Apply the Segmenting Customers guidelines as time and importance allow.
• Insert more lines if needed.
4. Name the brokers between the producer and end-user customers, if any exist.
5. Name the fixers for this product.
6. What is your primary role with this product?
7. Now go back and rank the current power of all the parties identified in Numbers 2-5.
Power refers to the ability to direct or change the design of the product. 1 = most powerful. Write only
one 1 in this column, only one 2, and so on, even if the same person appears in more than one place.
Give every entry an unique rank. If there are 12 entries the assigned ranks will go from 1-12. A
customer can have more than one role with a product. Power may vary depending on the role.
8. What discoveries (insights, learning, “ah-ha’s”) did you make?
Producer Product TM
1. 7.
RANK
2.
End-Users
3.
End-Users
Broker for
4.
Producers
Broker for
Fixers
5.
Your primary role with this product: _____ Producer

6. _____ Broker for producer _____ End-User
_____ Broker for user _____ Fixer
8. Discoveries (insights, learning, “ah-ha’s”)
POSSIBLE CUSTOMERS TM
PRODUCT PRODUCER
End-users Brokers Fixers
Patient Advocate
Referring Physician
Customer Service Agent
Appendectomy Surgeon Patient Insurance
Attorney
Administrator
Surgeon
Tax Advisor
Business Tax Chief Fin. Officer
Tax Agency Tax Specialist Tax Auditor
Regulation Bus. Accountant
Chief Fin. Officer
Mechanic
Driver Dealer Customer Service
Car Production
Passenger Passenger Agent
Owner
Policy Holder Salesperson

Insurance Policy Underwriter Customer Service Agent
Beneficiary Financial Planner
Departmental Mail Room Personnel Department Manager

Finance Manager Department Manager
Budget Financial Analyst Secretary
Order Fulfillment
Equipment Originator
Requestor Person at Supplier Approving Managers(s)
Requisition Purchasing Agent
Purchasing Agent
Instructor Participant Participant
Course Designer Registrar Instructor
Training Course Participant
Developer Participant's Manager Participant’s Manager
Salesperson Course Designer
Mortgage Banker
Borrower
Mortgage Lender Processor Collector
Builder/Contractor
Mortgage Consolidator
Nurse
Prescribing
Prescription Pharmacist Patient Prescribing Physician
Physician
Insurer
X-ray Technician Radiologist Technician Radiologist Referring
Purchaser
Auditor
Invoice Billing Clerk Payables Clerk Patient
Customer Service Agent
Insurer
050709
QUESTION #3 SM
TM

Define all work as: Differentiate 3 Roles:

• Deliverables • End-users
• Plural with an ‘s’ • Brokers
• Countable • Fixers
• Specific
EXPECTATIONS SM
TM
E END-
USER
X
P P P
E
R R
C
O O
T BROKER
D D
A
U U
T
C C
I
T T O
N
S FIXER
DEFINITION: Customer expectations are considered the basis for determining what
“quality” means. Simply put, quality is the degree to which customers get what they want.
Quality is product-focused.
Customers have expectations about both the attributes of the product and the outcomes to
be achieved by using the product. These expectations are stated in the “voice of the
customer” which may not be directly measurable. They have to be translated by the
producer into precise design criteria which are directly measurable. Producers sometimes
refer to these translations as requirements, specifications or standards. These terms are
not as inclusive as expectations.
Producers in a customer-centered culture proactively solicit emerging customer
expectations and wants to direct both continuous improvement in quality and achieve
breakthroughs in innovation. Producers in a producer-centered culture assume product
specifications totally reflect customer expectations.
CAUTION: What a customer expects can be different than what is wanted. Customers
may expect a dental visit to be unpleasant. They don't want it to be. We should aim to
understand and deliver what customers want, not necessarily what they expect.
Product Function
TM
Customer Roles & Power Voice of the Customer Creating Measures

Product Attributes
1. PRODUCT
CREATING MEASURES
Producer Product
2. ENDUSERS
Team Name
1.
7. 1 Product: 2 End Users:
RANK
3. 4. 5. 6.
2.
1
1
End-Users
2
3 - Product Attributes - 2
3. TEAM NAME ____________________________
4 3
1 Target Product:
5
2 Producer: 4
3 End-Users:
6
5
7
5 Priority Of
End-Users
Broker for
8 4 Possible Measures 6 Goal

Measure
9
4 Total Number of Attributes Identified
10 Enter Y for Yes below.
Currently Type of Expectation
5 The Top11Five Attributes Measured Performance Perception
1
4. 12
2
3 13
Producers
Broker for
4 14
5
15
Totals: 0 0 0
16
6 The Hardest Thing To Do
17
18
19
Fixers
20
5.
21 7 Who Will Do What By When
7 Discoveries
22
You Made
23
Your primary role with this product:
24
6. _____ Producer _____ User 25

_____ Broker for producer _____ Fixer
26
_____ Broker for user
27 8 Discoveries
Discoveries (insights, learning, “ah-ha’s”) 28
8.
29
30
7. Totals
Also Do
or Video*
DVD #1 - Chapter 1, Customer Roles

View DVD #1, Chapter 3, Customer
DVD
DVD #2 - Chapter 1, Customer DVD #2 - Chapter 1, Customer Expectations

Roles
Expectations
Tools*
• Customer Segmentation, • Outcomes & Innovation Window

• Product Definition • Product Design Table
Lawton Book*

C3
Expectations
Miller/
Pages 66-71

- Identify what end-user customers want regarding product attributes
- Discover which customer priorities are currently measured
- Determine which end-user priorities concern performance or perception
- Replicate tool use to uncover broker and fixer expectations
TM
EXPECTED
INSTRUCTIONS FOR UNCOVERING PRODUCT ATTRIBUTES TIME
(Minutes)
Each person in the group is responsible for recording notes. Assign a time keeper.
1. Write in the name of the target product. Remember that this product name must be:
- A deliverable - Packaged in countable units 2
- Very specific - Able to be made plural with an "s"
(The name of a class of products - reports, answers, orders, plans, etc. - is not
specific enough. Select the specific product name you will focus on.)
2. Identify all the end-users for this product and write their names in the blanks. 2
3. Brainstorm by giving each participant in the group a turn to state an attribute thought to be
desired by the end-users. Everyone writes down each attribute as it’s stated on their
worksheet. The objective is to quickly identify as many attributes as possible. The goal is
30; the minimum is 15. Limit discussion.
IMPORTANT NOTE: Attributes must be stated in the “voice of the customer” using this
statement: 12
A satisfying (product name) is one which is (attribute) . Do not change any
words in this statement to fit your attributes.
Be careful that attributes identified are for the product named, not for some other product.
If the product is a purchase order, the attributes are for the purchase order itself, not the
items the purchase order represents.
4a. Once all the attributes are written down (or time runs out), each participant reviews the list
to identify which three (3) are thought to be most important. Put a check in the RANK
column next to those three. This is done by each individual, without discussion. Do not 2
combine or group attributes. Do the remaining steps (4b-8) through group discussion.
4b. Determine the rank or priority of attributes by recording (in the RANK column) the number
of checks each attribute has received. The one with most checks is ranked “1”. Quickly
rank the top five only. No ties are allowed. Breaking the ties arbitrarily is okay. Complete 3
steps 5-8 regarding only these top five attributes.
5. Put a Y (Yes) in the Measured column next to those attributes which are currently
measured. Consider an attribute “currently measured” only if a numerical measure is 3
published, reported or displayed on a regular basis. Total the number of Y's.
6. Determine whether each of the top five attributes address performance (objective criteria)
or perception (subjective criteria). Put a Y (Yes) in the appropriate Performance or
3
Perception column. It is okay to indicate that the attribute addresses both performance
and perception.
7. Total the number of Y's (Yes) in the Performance and Perception columns. 1
8. Summarize your findings using questions below. Record on the VoC Summary Sheet. 2
TOTAL MINUTES 30
The team will report the results by answering the following questions:
1. What is the target product? 5. What was the #1 attribute?
2. Who is the producer? a. Is it currently being measured? How?
b. Does the attribute address performance, perception
3. Who are the end-users?
or both?
4. How many attributes were identified? c. Repeat steps 5a and 5b for attributes #2-5.
6. What was the hardest part of doing this?
7. What discoveries were made by using this tool?
- Product Attributes -
Use this worksheet in the printed form.
TM
1. PRODUCT
2. END-USERS
3. 4a-b 5. 6. Enter Y for Yes
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
5-7 Totals
Users agree to license agreement terms described at www.imtC3.com
SATISFACTION PRINCIPLES SM
TM
1. The absence of dissatisfaction is not the same as satisfaction.

2. Performance, perception and outcome are the basis of satisfaction.
3. Assume customer expectations are unmet, until you check.
4. Customers always know the outcomes they want.
5. Assuming customers don’t know what they want causes us to give
them what we want.
6. What customers expect is not necessarily what they want.
7. Understand customer-desired outcomes before considering product
functions or features.
8. Current customer behavior is not a predictor of future expectations.
9. Desired outcomes are stable over time.
10. Favor end-users of the final product when their expectations
compete with interests of intermediate product customers.
11. It is possible to achieve standards and specifications yet still not
satisfy customers.
12. A luxury once experienced becomes a necessity.
THREE QUESTIONS TO ASK SM
TM
A satisfying (product) Expectation

is one which (key
__________.
word) Uncovered
CUSTOMER VOICES SM
TM
CUSTOMER PRIORITIES UNDESIRED DESIRED
4 3
2 1
Product Acquisition Product
Characteristics Undesired Customer
Process
Customers Want Customers Want Outcomes Desired
Customers Outcomes
Want to
Avoid
P
R
O
PROCESS D OUTCOME
U
PRODUCER PRIORITIES
C
T
8 7 6 5
EFFICIENCY IDENTITY PURPOSE
An individual customer can speak with four (4) voices:

1. Customer desired outcomes: These are their ultimate hopes: joy, security, personal time,
belonging, health, etc. How well (and quickly) they get those results by working with us
reveals our effectiveness.
2. Undesired outcomes customers want to avoid or eliminate: death, taxes, discomfort,
wasted time, frustration, sickness and a host of unwanted conditions. Guard against the
assumption (a vital lie) that the reduction of an undesired outcome improves satisfaction.
3. Product and service characteristics customers want: ease-of-use, accessibility, low
cost of ownership, durability and usefulness. Product refers to any deliverable we can make
plural with an "s."
4. Product acquisition process customers want: timely arrival of product requested, no
wait or cue time, ease of acquisition. Our aim is to address process performance in terms
customers care about.
CREATING MEASURES
TM
Voice of the Customer Creating Measures Product Design Table

1. PRODUCT CREATING MEASURES

Team Name
2. ENDUSERS

3. 4. 5. 6. 3 Priority Customer Expectations (A satisfying product is one which is…)
1
1
2

2 Product:
3
3
End-Users:
4 4
5 5
6 4 Possible Measures 5 Priority Of 6 Goal
Measure Product
7 Customer Expectations
Attribute
8 Group
10
11
12
13
14
15
16
17
18
19
20 Priority 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
21 Target Value
Instructions: Fill in green cells. Use INSERT key to enter + and -. Do not use the arrow keys.
22
23
8 Discoveries
24
25
26
27
28
29
30
7. Totals
Also Do
or Video*

DVD
DVD #2 - Chapter 1, Customer DVD #2 - Chapter 1, Customer Expectations

Expectations
Tools*

Product-Roles Matrix
Law ton Book*

Chapter 5 - Quality & Innovation
C3
Expectations
M iller/

a. Create measures for the seemingly immeasurable customer expectations
CREATING MEASURES
TM
INSTRUCTIONS
1. Name the specific target product.
2. Identify the end-users you will focus on.
3. Determine the top five (5) customer expectations regarding product attributes as stated by
customers. REMEMBER: Product attributes must fit the phrase, "A satisfying (product) is one
which is _____________." Refer to your prior work with the Voice of the Customer Tool.
4. Brainstorm possible measures for each priority expectation using any of the following phrases
(making sure that there is no ambiguity in the measures):
a. The number of _____________ could indicate that the (insert product name) is/is not (insert
expectation).
b. The % of _____________ could indicate that the (insert product name) is/is not (insert
expectation).
c. The dollar amount of/to/for _____________ could indicate that the (insert product name) is/is not
(insert expectation).
5. Rank the top five measures, considering:
a. Relevance to end-user priorities (these measures will really reflect what customers want)
b. Ease and cost of collecting data
c. Competitive advantage of improvements based on these measures
Be sure that each priority expectation has at least one measure.
6. Create a performance goal for the top 5 priority measures. Consider the goal from the customer's
point of view (i.e. How long does a customer say it should take to read an instruction booklet?)
Consider whether an absolute number or range of values is appropriate.
7. Record your discoveries.
8. Summarize your findings by reporting:
a. Answers to steps 1-7.
b. Would these measures also address priorities of brokers and fixers?
c. Who should do what by when?
CREATING MEASURES
TM
Team Name

1
2
3
4
5
4 Possible Measures 5 Priority 6 Goal
Of Measure
7 Discoveries
050709
QUESTION #4 SM
TM
HOW CAN WE
IMPROVE?
• Design & Innovation
• Customer Satisfaction
• Measures of Success
• Enterprise Excellence
Define all work as: Differentiate 3 Roles: Reveal Expectations:

• Deliverables • End-users • Outcomes
• Plural with an ‘s’ • Brokers • Functions
• Countable • Fixers • Features
• Specific
QUALITY SM
TM
PRODUCT
Copyright © 2008 International Management Technologies, Inc. www.imtC3.com. All rights reserved. VAG01 41
Quality initiatives have traditionally focused on product and process improvement,

influenced by industry (producer) standards, current practices and existing technology.
Improvements tend to be made incrementally, using convergent thinking. The traditional
questions encouraging improvement in quality include:
• How many defects or “things gone wrong” can we count?
• Does this product meet measurable specifications?
• Are we in compliance?
• How can we apply continuous improvement to our process or product?
Benchmarking can help break the convergent thinking paradigm by identifying others who
are already doing things we may think are impossible: it can defeat vital lies. A strong
virtue of benchmarking is that it can lead to very rapid improvement. This can be essential
for success (if not survival) in a fast changing environment.
Benchmarking can be done on (1) processes, (2) products, (3) producer outcomes and (4)
customer outcomes. If your organization practices benchmarking, which of the four get
attention?
Whose definition of quality is being measured: producer's, customer's or both?
INNOVATION SM
TM
S O
E U
M T
O C
C O
T M
U E
O S
Innovation refers to the process of making a desired outcome easier to achieve.

Innovation is outcome-focused. It requires divergent thinking and behavior, in anticipation
of a future condition. Questions which encourage innovation and improved outcomes
include:
• What results are expected by use of this product?
• What alternative products or processes will achieve superior outcomes?
Benchmarking, once completed, guarantees neither continual improvement nor innovation.
A limitation in conventional benchmarking practice is its primary focus of internal process,
secondarily on today’s product(s) and lastly (if at all) on customer-desired outcomes.
Benchmarking can, at best, uncover how to be equal to the best. Customer-centered
continuous innovation can enable the practitioners to become the best and sustain their
leadership position.
UNCOVERING THE VOICE
OF CUSTOMERS TM
SM
1. Name the specific product

2. Identify the roles of customers for that product
3. Differentiate the discrete customers within each role
4. Ask the three key questions about outcomes,
functions, features for both product and acquisition
5. Innovate or redesign the product and related process
6. Measure performance along the critical 4 Dimensions
WAYS TO APPLY & LEARN MORE TM SM
• Use individual or set of tools: http://www.imtc3.com/resource/tools.cfm

• Read, view or play: http://www.imtc3.com/products/products.cfm
– Autographed copy of book
– DVD series with facilitator kit, “Creating a Customer-Centered Culture”
– Game, “Voice of the Customer: the measure of success”
• Attend one of the next web-based sessions or a public live workshop:
http://www.imtc3.com/events/UpcomingEvents.cfm
• Contact Peggy, 941-907-0666 or peggy@imtC3.com to
– Set up a teleconference with Rob (no charge) to discuss your questions or
special needs
TM
C3 TOOLS &
REFERENCE
10 STEPS TO ALIGN EXCELLENCE
WITH CUSTOMER PRIORITIES SM
TM
1. Articulate strategic & customer-desired outcomes.

2. Determine how each outcome will be measured.
3. Set numerical improvement objectives and due dates.
4. Select the few products most likely to impact outcome success.
5. Identify end-user, broker & fixer customers for key products.
6. Uncover customers’ priority expectations for each product.
7. Measure seemingly immeasurable expectations.
8. Innovate or redesign products to best achieve outcomes.
9. Cut customer and producer acquisition/supply time by 80%.
10. IMPLEMENT and CELEBRATE SUCCESS with high ROI!
VOICE OF THE CUSTOMER:
The Measure of Success SM
TM
VOICE OF THE CUSTOMER is a thought-provoking game of balance, truth and insight.

Fast-paced fun blends with players’ real organizational challenges. Leaders, managers,
change agents and trainers will find this game a terrific tool to strengthen almost any
change initiative.
The object of the game is to convince the Truth-Tellers that your team (1) knows who your
customers really are, (2) understands customer expectations and (3) has performance
measures aligned with those priorities. You’ll find this to be a terrific tool to quickly:
- Introduce core customer-centered culture (C3) concepts
- Demonstrate how to measure customer satisfaction
- Test players’ C3 IQ
- Strengthen transformation initiatives such as Six Sigma/DFSS , Voice of the
Customer, Balanced Scorecards and ISO 9001
Your team uses real information about your customers to create a winning hand. Does an
End-User Straight beat a Strategic Full House? Play the game and find out. Each game
includes facilitator instructions, an animated presentation of instructions for players and
card decks for two teams. Each team may have 4-8 participants.
TM
Voice of the Customer

Product Design Table Product Features Table
& Creating Measures
1. PRODUCT
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
2. ENDUSERS
Instructions: Change the name of the Product Attribute Group (Column A -
blue cells) if the preset title does not fit your situation.
PRODUCT FEATURES TABLE
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50
Instructions: Change the name of the Product Attribute Group

When filling in the green cells, use a + and -. IMPORTANT! Use the ENTER
key not the tab. If you don't, Excel will think you are doing a caluculation. (Column A - blue cells) if the preset title does not fit your Features
situation
Product: When filling in the green cells, use a + and -. IMPORTANT!
Use the ENTER key not the tab. If you don't, Excel will think
you are doing a calculation.
End-Users:
Product:
3. 4. 5. 6. End-Users:
Product
Attributes Rank Measured Performance Perception Attribute
Customer Expectations
Group
1
Substitute Quality Characteristics Priority
2
CREATING MEASURES
Team Name EASE
3 OF USE
4
5 3 Priority Customer Expectations (A satisfying product is one which is…)

6 1
TIMELINESS
2
7
3
8 4
5
9
4 Possible Measures 5 Priority Of 6 Goal
Measure CERTAINTY
10
11
12

Priority 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Target Value Weighted Value 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
041306 Copyright© 2006 International Management Technologies, Inc. www.imtc3.com. All rights reserved. MT46
8 Discoveries
Also Do
or Video*

DVD #1 - Chapter 1, Customer Roles DVD #1 - Chapter 1, Customer Roles
DVD
DVD #2 - Chapter 1, Customer

DVD #2 - Chapter 1, Customer Expectations DVD #2 - Chapter 1, Customer Expectations
Expectations
Tools*
Customer Roles & Power

Voice of the Customer
Book*
Chapter 3 - Customer Expectations Chapter 4 - Measuring Service Quality

Chapter 5 - Quality & Innovation
C3
Chapter 4 - Measuring Service Quality Chapter 5 - Quality & Innovation

Lawton
Book*
Miller/
Pages 66-71

a. To translate the "Voice of the Customer" regarding product attributes into measurable product design
criteria (PDC)
b. To develop measures that will enable the producer to monitor and manage quality as defined by the
customer
c. To establish target values, goals and minimums for product performance
Product Training Course
2 End-Users Course Participants
anecdotes
attendance
VOC TO DESIGN
% of visuals per page of materials

# of times instructor has taught course
% of participants reporting application

# of days between request for class and
Product
# of principles illustrated by examples or
# of requests for help within first 90 days
Attribute 3 Customer Expectations
% of core concepts applied with exercise(s)

4 Rank
Group (Voice of the Customer)
Supported w/materials + + - + + 0 0
Motivating + + 0 + + 0 +
Interactive + 0 - 0 + 0 +
Relevant to work
Ease of Use
+ + + 0 + + +
Practical + + - 0 + 0 +
Begun and ended on time 0 0 0 0 0 0 0
Available when I want it 0 0 - 0 + + 0
Appropriately paced
Timeliness
0 - 0 0 0 0 +
Informative + + - + + 0 +
Copyright © 2008 International Management Technologies, Inc. www.imtC3.com. All rights reserved.
Taught by experienced instructor 0 + - 0 + 0 +
Factually correct + 0 0 0 + 0 +
TM
Certainty
Page 49
Priority 7 7 7 3 9 2 8
Target Value
TM
TM
For a legible version of this chart please see www.imtc3.com/public/c3friends
TM
GLOSSARY
TM
KEY WORDS WORDS TO AVOID
Answer A complete, accurate knowledge product that Customer Common synonyms include client,
satisfies the end user’s question on the first attempt. stakeholder, partner, taxpayer, patient and guest. The
confusion can be compounded by organizing customers
Broker An agent for the end-user and/or the producer according to location (internal or external). The term is
often used without reference to a specific product. As a
End-user This customer will personally use the product practical matter, a person can only be a customer in
to achieve a desired outcome. terms of a product. Replace customer with end user,
broker, or fixer.
Expectations Expectations are based on the
customers’ past experience with products. Wants are Output This is often confused with a deliverable (see
desires focused on optimums (vs. minimums) and hopes product) or a result (see outcome).
(vs. past experiences) regarding a product or outcome.
An experience may be personal or vicarious. Service It is virtually impossible for members of an
organization to agree on what this means. Service is
Fixer Any customer who will have to make repairs, most frequently used as a verb to describe reactive
corrections, modifications or adjustments to the product. activity (e.g. help, support, assist, fix). But it can also be
used as a noun (e.g. legal services) or as an adjective
Outcome A result achieved or sought. (e.g. service center). What cannot be defined is difficult
to manage, measure and improve.
Performance Expectations Unambiguous, objective
and directly measurable attributes of a product, process Supplier This can refer to a person or group that gives
or organization. a product to someone else. Replace supplier with
broker or producer, depending on the relationship with
Perception Expectations Subjective criteria such as a given product.
easy-to-use, timely, often, cheap, quick, understandable,
concise and complete.
Product Something created by work which can be

given to someone else to achieve a desired outcome. ABOUT IMT
It is: ▪ A deliverable
▪ A noun International
International Management
Management Technologies,
Technologies, Inc.Inc. is
is a
a
▪ Packaged in countable units management
management consulting
consulting firm
firm specializing
specializing inin
▪ Expressed as something which can be made plural customer-centered
customer-centered cultural
cultural change,
change, customer
customer
with an “s” satisfaction,
satisfaction, performance measurement, innovation
performance measurement, innovation and and
service
service quality. Our mission is to enable clients
quality. Our mission is to enable clients like
like you
you
Producer This is the person or group that creates a product to
to achieve
achieve and
and sustain
sustain leadership
leadership inin satisfying
satisfying
for a customer. customers.
customers. IMT
IMT was
was founded
founded in in 1985.
1985.
Vital Lie A limiting assumption. An excuse for not changing.
It can prevent the pursuit of the possible. REFERENCE
Ten most common vital lies include: Lawton, Robin L., Creating a Customer-Centered Culture:
1. Satisfaction will occur if dissatisfaction declines. Leadership in Quality, Innovation and Speed Quality Press,
2. We are on the leading edge in our industry. 1993
3. Growth in customer demand or market share means
customers are satisfied. Miller, Ken, The Change Agent’s Guide to Radical
4. We know what business we are in. Improvement, Milwaukee: Quality Press, 2002
5. We know who our customers are.
Articles available on-line at www.imtc3.com
6. The most important customers have priority.
• “Creating Total Customer Satisfaction, A Service Quality
7. Customers don’t know what they want. Strategy that Will Work for You”
8. We know what customers want.
• “Using Measures to Connect Strategy With Customers”
9. What customers say they expect is actually what they want.
• “Balance Your Balanced Scorecard”
10. Our performance measures confirm our excellence.
• “Are Your Surveys Only Suitable For Wrapping Fish?”
ROBIN LAWTON
TM
Author, Keynote Speaker, Consultant, Workshop Leader
Mr. Robin Lawton is an internationally recognized expert in creating rapid strategic alignment
between enterprise objectives and customer priorities. He has over 25 years experience
directing both strategic and operational improvement initiatives. He has developed and
deployed powerful but easy-to-understand principles, strategies and tools to improve and
measure service, knowledge work and customer satisfaction.
The Missouri Department of Revenue and Lawrence Livermore National Laboratory are
winners of their respective state quality awards (Missouri in 2000, California in 1998) as a
direct result of applying Lawton’s unique principles and tools. These are described in his
best-selling book, Creating a Customer-Centered Culture: Leadership in Quality, Innovation
and Speed (Quality Press) and at www.imtC3.com. Other clients include award-winning
organizations such as Motorola, AT&T, American Honda, Siemens, American Express, Ford
Motor Company, Eastman Kodak, City of Louisville, Raytheon, Naval Air Depot, Pinellas
County Utilities and many others not yet so well known.
Mr. Lawton is an engaging, humorous and provocative speaker. Rob has been featured at
international, national and regional conferences sponsored by such organizations as the
Japan Management Association, Chamber of Commerce, Federal Executive Board,
Association for Manufacturing Excellence (AME), American Marketing Association (AMA)
and American Society for Quality (ASQ). AME, ASQ, International Conference on ISO 9000
and others have named Mr. Lawton “Outstanding Speaker”. He is listed in the directory of
Who’s Who of Business Leaders.
Rob has the unique ability to develop and articulate alternatives to complex organizational
and competitive challenges. He makes the solutions feel like common sense. Rob has a
combination of excellent communication skills, leadership vision and bias for action that
compels others to follow. He is known as a dynamic innovator who inspires others to think
creatively and push the boundaries of what was previously thought impossible.
Mr. Lawton is president of International Management Technologies, Inc. While guiding that
business since 1985, he has periodically served as adjunct faculty at the University of
Minnesota and Metropolitan State University.
ABOUT IMT WE CAN HELP YOU
TM
Align strategic direction with customer priorities
Uncover and balance competing customer expectations
Shorten service delivery times by >50% (without automation)
Measure performance from the enterprise to the person without tears
Achieve what you never thought possible
INTERNATIONAL MANAGEMENT TECHNOLOGIES, INC. …

We didn’t invent customer satisfaction. We just help you increase it.
Since 1985, IMT has helped industry and government agencies achieve
stunning results. Over 5-to-1 return on investment is not uncommon.
The secret is the C3 system of organizational transformation.
CORE COMPETENCIES ON-SITE TRAINING INCLUDES

Strategic Planning Aligning Strategy & Measures with
Performance Measurement Customer Priorities
Customer Satisfaction 8 Dimensions of Excellence
Motivational Key Notes Uncovering the Voice of the Customer
Change Management Lean Process in Service
Service/Product Design High ROI Projects
Customer-Supplier Relations Creating a Customer-Centered Culture
Process Time Reduction Measuring Knowledge Work and Satisfaction
Strategic Project Management Customer-Centered Six Sigma
CLIENTS.. ..TESTIMONIALS..
Lawrence Livermore National Laboratory 3M
Defense Contract Management Agency AT&T “We reduced cycle time by 80%, saved over $20
General Services Administration NAVAIR million in the first two years and moved from middle of
Naval Surface Warfare Center Microsoft the pack to #1 of 50 agencies of our kind in the country
Defense Logistics Agency Caterpillar on satisfaction.” Governor’s Office
Department of Defense Motorola “I have never experienced a program with a higher
NAVAIR City of Calgary return on investment of time and money. This is also
ITT Defense Six Sigma Academy the most clear and direct method of improvement I have
Raytheon Pinellas County Utilities found.” Department of Revenue
Honeywell State Gov’t such as AK, MI, MN, WY
“IMT provides the management and tactical tools to
And many more… implement cultural change, achieving satisfaction
internally and externally to the organization.” Motorola
“The C3 approach is the most effective model I have
LET’S TALK seen in my 15 years in management.” Lawrence
Livermore National Laboratory
Please help us understand your challenges.
CALL: 800-729-1468 or 941-907-0666 “Excellent program! This ... challenged me to make a
EMAIL: rob@imtC3.com mind shift to apply the customer-centered thinking in
my work. The emphasis on creative, divergent thinking
VISIT: www.imtC3.com may be the key to our success in the next ten years.”
GSA# GS-10F-0109R, MOBIS schedule AVP, American Honda

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TM

THE 12 VOICES OF THE CUSTOMER

Presented by Robin Lawton

To actively communicate or demonstrate key concepts, use any of these references at

• The most common methods for capturing the voice

• Dialogue (ad hoc or structured)

1. The wrong people are surveyed

1. Name the specific product

C3 is short for Customer-Centered Culture. C3 functions as a

The cornerstones of the foundation include:

TOOLS Organization & Customer

Customer Roles & Power

Do This First Do This Now Do This Next

CREATING MEASURES Product Function

PRODUCT DESIGN TABLE

Voice of the Customer 2. ENDUSERS

Product Design Table 1 Product: 2 End

Customer Roles Chapter 5, Product Definition Customer Roles

Substitute Quality Characteristics

The Value of 8Answers

Target Product Selection

DVD #1 - Video 2 (Title 2) Chapter 5, DVD #1 - Video 3 (Title 3) Chapter 1, Roles

Attributes Rank Measured Performance Perception Product

Product Definition Customer Roles DVD #2 - Video 4 (Title 4) Chapter 1, Customer

Expectations Chapter 2 - Differentiating Customers

Outcome, pages 7, 35-37, 63, 87-90 Chapter 1 - The Service Product

View DVD #1, Chapter 3, Customer Outcomes,

pages Define as a Tangible Product Role, Segment Customers into Relevant

• Product Design Table (MT46)

Chapter 3 - Defining Customer

DVD #1 - Chapter 1, Also Do Roles

DVD #1 - Chapter 1, Customer Roles DVD #1 - Chapter 1, Customer Roles

Expectations • Determine DVD who#2currently

Product Features Table

Customer Roles & Power Product-Roles Matrix

Chapter 3 - Customer Expectations Chapter 3c.

5 - Quality & Innovation

PURPOSE OF THIS TOOL PURPOSE OF THIS TOOL

WHOSE VOICE DEFINES EXCELLENCE? SM

QUESTION WORD RULES

FOUR KEY QUESTIONS SM

Products are links between processes and outcomes.

EXAMPLES OF PRODUCT GROUPS:

Do This First Do This Now Do This Next

2a. DESIRED OUTCOMES 2b. UNDESIRED OUTCOMES

2. What is the name of your functional group?

Yes / No Yes / No Yes / No Yes / No

Your primary role with this product:

Discoveries (insights, learning, “ah-ha’s”)

Chapter 3 - Define Customers Segmented by

PURPOSE OF THIS TOOL

4. What is the name of your enterprise (or business unit)

2. What is the name of your functional group?

4. What is the name of your enterprise (or business unit)?

6. What is the most important product named in 1 through 5?

7. What discoveries (insights, learnings, “ah ha’s”) did you make?

(For more go to www.imtC3.com)

1. Products focus our vision outward to customers.

BENEFITS OF DEFINING WORK AS PRODUCTS:

WHAT IS THE WHO ARE THE

Define all work as:

IMPACT OF ROLE ON POWER:

6. _ Producer _ User 25