1. Identify current key customers.
2. Uncover and prioritize customer and expectations.
3. Using their ratings of current effectiveness to identify performance gaps.

real canadian pharmacy

• Little market and customer group segmentation.
• The total customer experience is lost in departmental silos or technology mazes.
• Processes, structure, and systems are managed from the inside out.
• Limited customer data, complaint systems, or tracking mechanisms.
• Heavier investments in customer acquisition than retention.
• Discounting customer views as "not reality, just their perception."
• Customers are impersonally treated as "consumers," "accounts," "files" (or worse), not people.
• Customer expectations and feedback aren't weighted or ranked.

real canadian pharmacy

• Service/quality is all about perception. Who matters most?
• Use your customers' list of preferences or expectations.
• Perceived value is the combination of basic product/service (requirements), support (satisfaction), and enhanced service (delight).
• Map the total customer experience above and below the line of customer sight.
• Integrate technologies (like e-commerce) with internal/external partners and systems/processes.
• Involve key customers in new product/service development efforts early and often.

real canadian pharmacy

real canadian pharmacy

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real canadian pharmacy

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