Tankar om kunden

Det här är inläggets utdrag

Jag arbetar med internkommunikation på en produktionsanläggning inom industrin. Försäljningen sker inte direkt från oss utan via företagets säljorganisation som finns på andra ställen runt om i världen och via återförsäljare. Det finns inga skyltfönster hos oss. Ingen marknadsavdelning. Medarbetarna skickas inte på några säljkurser.

Samtidigt är kunderna ständigt närvarande här. Dels kommer kunder regelbundet till vår anläggning för att se hur deras produkt tillverkas. De fascineras av hantverket och av medarbetarnas engagemang. Kvaliteten. Renheten. Pepparkakorna. Jämställdheten.

Osynliga kunder närvarande

Kunderna finns också med i våra dialoger. Vårt arbete är starkt kundfokuserat inom allt ifrån kvalitet till leveransprecision. Om vi inte gör vårt jobb ordentligt så finns det många andra företag som konkurrerar om kunderna.

Så kunden finns hos oss, oftast osynlig men alltid väldigt verklig, och motiverar oss att bli lite bättre idag. Och lite bättre imorgon.


I internkommunikationen behöver kunden spela en viktig roll. En av huvudrollerna. För att få förståelse för sin egen roll i den gigantiska kedja som skapar produkter i världsklass behöver vi förstå helheten. Varför ska jag anstränga mig att effektivisera arbetet? Vad spelar det för roll om det blir några slarvfel, det är väl inte hela världen?

Att se sin del i visionen  och vilja bidra i den riktningen, det kräver ett ledarskap som har förmågan att skapa relevanta bilder som vi kan identifiera oss med. Som skapar mening i det vi ägnar så mycket tid åt på jobbet varje dag.

Kunden är en av de allra viktigaste bilderna.

Jag hoppas den här kursen ska ge insikter om hur vi kan bli ännu bättre på att skapa meningsfulla bilder kring kunden som bygger engagemanget internt bland medarbetarna. Det ger ytterligare färg till mina övriga akademiska studier i kommunikation, pedagogik och arbetslivspsykologi.


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Reflections on quality and emotions

After viewing the videos presented by the UCE lecturers and reflecting on the two sides of satisfaction, i.e. perception of quality and emotional reactions, there are quite a few thoughts. The insight that high expectations also generate a more positive view of the quality, opened up thoughts in a new direction. I have thought that high expectations meant higher demands on quality and customers that are harder to satisfy.

Creating strong loyal ties with our customers, making them feel good being associated with our brand and satisfied with the experiences they have with our company, we increase the likelyhood they will have a more positive view of the quality of our products.

As we offer customer visits at my company’s production plants, it is clear that these are more important parts of a customer journey than given attention to previously. These unique experiences that cannot be matched to visiting a booth at a trade fair exhibition or a sales call with a dealer. A satisfying experience at a high-quality plant would consequently be a strong contribution to both the brand and the perception of product quality.

At the plants, quality is already of high priority for employees. To further utilize its potential, staff should also be given the opportunity to gain more understanding of the customer experience and emotions, to be able to contribute the best possible in the customer journey.

Old truths

Move Ball Output Kick Football Shot BootEver heard of Eija Feodoroff? No? She is a professional soccer coach that trains top world players at the highest levels, such as Premier League and National teams, on the techniques how to best strike the soccer ball for optimal accuracy and power.

Her 20 years of near obsessive research, analysis and practical observations to identify the exact details of the body’s movements for that perfect shot, shows that the traditional instruction to swing the leg, starting with the heel almost touches your behind, ”through” the ball is actually all wrong. Hundreds of her clients and students validates she is right. Youtube videos show proof that the best strikers in the world are actually using the technique identified by Eija. You would think coaches and players all over the world would immediately adhere to this new method, as it would most certainly lead to more wins for the team. Not so. 

Which is why your child most likely will go to soccer practice and continue hearing the coach call out ”let the leg follow throoough the ball”.

Some old truths tend to stick around way too long. 

While reading a few of the other uce72 blogs, I got to thinking of how many old sayings and truths are out there in the corporate world. Anders Sandström #Anders UCE154 remembered an old boss who used to rally the troops with the saying ”under-promise and over-deliver”, which in combination to reflections by Jerker #uce72 on Apple and building high expectations, made Maria’s analysis of the YouTube video with Simon Sinek called “The Customer is not always right” make even more sense.

In the light of the findings presented by Dr. Tore Pedersen, ie that high expectations tend to lead to higher satisfaction, is that old standard phrase under-promise over-deliver really the best strategy? Other studies will say otherwise according to an article in Inc Magazine. Keeping promises is more important. Over-delivering may just be a waste of efforts.

Touching several of the videos in module, Carmine Gallo, author of the book “The Apple Experience” concluded in a piece for Forbes that customer service brand champions, such as Apple, have leaders that are “students of human psychology”. Gallo’s advice to leaders is to “keep in mind that the language you use with your employees makes a big difference in how they view their roles and, by extension, on the service they provide your customers.”

Too many leaders, however, tend to not be so interested in investing time and resources on that important strategic internal communications and culture building efforts – even though that’s where the work has to start. Gallo argues that Apple’s steps of service work because employees do not view customers as ‘consumers’. ”They are people and people want to buy from someone who makes them feel special, someone who takes the time to give them a unique and personalized experience.”

This is something that I bring with me to my organization where we need to gain better understanding of customer expectations and how to benefit from that. Being on the production side, we rarely meet the customers beyond the graphs of quality deviations measurements. For our leaders, stretching beyond that could have a positive impact.

There are some good truths too that deserve to trade places with some of the old ones, in leaders’ top of mind. Henry Ford’s wise conclusion is one of them.

”A business that makes nothing but money is a poor business.”