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Anupama last won the day on January 2 2018

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    LivServ Technologies Pvt Ltd.,
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    Manager - Operations

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  1. Generally, the customer's nomenclature is to get value for money. In the process, they end up demanding over and above the services provided and presume that they be attended to. Its more like a master and a servant (Sorry if it sounds rude) than a B2B. There are customers who understand the limits of the services but there are few customers who demand more than the services offered. (Though not an industry example, quoting a simple one for better understanding) All of us have pani puri and we feel getting two more extra is our birth right, yes we do ask and the pani puriwala also obliges for our request. After serving those two extra puries if you ask for more, certainly you get to hear an assertive “No “ as a reply. The customer further demands - he may serve one more extra; but he will certainly remember this customer for long. Next time the same person comes, he’s now prepared to say a firm - No. He senses the ‘greed’ pulse of the customer and does not mind losing one. Similarly, we find such ‘greedy’ customers who not only expect more and also bargain for a discount. No industry is void of such customers. Extended services, complimentary services, services at an extra cost can be provided with an incremental or calculated expenditure. Few cases, customer goes overboard to get the best bargain or to get the maximum benefit. Such greedy customers are not worth the time. No matter what they are offered, they will remain unsatisfied. General guidelines 1. Understand the exact requirement / demand of the customer 2. Gauge the extent of the demand. 3. Look for alternatives, until you exhaust all the options. 4. Know when to say a No 5. Know, why you are saying a No 6. Politely say a No. 7. Else, create a win win situation.
  2. Very aptly said – “Faster Horses!” This reminds me of the Nokia phones which we used to make calls “only calls & SMS” and nothing else. Probably a survey for innovation from customers would have never ever imagined about the Android or the Touch screen. Customer needs, wants & Expectations can be surveyed, implemented for improvising a product or service. But that does not guarantee out of the box thinking like most of the products, technologies or even services that’s made available these days.
  3. No, The internal quality score should be defined as per the Voice of the customer. This defines the CTQ’s and should be congruent. Adhering to the VOC should be the internal quality scores or parameters. If the specifications are not met as per the VOC, there would be a direct effect of losing the customer to the competitor.
  4. Before proceeding lets define what’s long term and short term. For easy understanding say 1 year and above is considered as long term and anything below 1 year is short term. The variations or challenges might not vary drastically in a Short term process. Where as a long term process would have higher spikes. Short terms cannot have a compounded effect, but long term has. Considering the investment, long terms always fetches good returns compared to short duration. Employees who work in the same company for longer period are considered as seniors irrespective of their performance where as a new employee will be treated differently (again irrespective of the performance). Short terms may seem attractive, but long term is taken for granted (in terms of process).
  5. NPS CES Churn C-SAT CAC Since its on-field credit card, chances of meeting a combination of existing customers and new customers are high. Loyalty and referral is one of the attractive offers. Addressing the CES “on-field” for the existing customers plays an important role for increasing the C-SAT and further churning. CAC in this case is relatively economical compared to other platforms.
  6. CAC NPS Churn CES C-SAT Considering the fact that SEO, SEM, adwords, are quite expensive or the ROI is moderate or low an e-commerce customer acquisition cost is always high. Keeping the virtual store open and ensure the functionalities are always maintained is a cumbersome task. Hence CAC. Each and every customer is quite valuable and needs to be lured with NPS to keep the churning and attend to CES, while maintaining a high C-SAT
  7. Churn CES C-SAT CAC NPS More number of professionals enrolling it self indicates good performance less CES with high C-SAT. Well NPS may or may not play an important role.
  8. CES C-SAT/Churn / NPS CAC This directly begins with Post-sales and the job involves on-site services specially after sales, there is no CAC involved here. Keeping the CES high is of utmost importance leading to C-SAT. A satisfied customer further churns in additional requirement or additional sales. NPS serves as a reward for the additional sales to the customer which in turn has an effect on the C-SAT.
  9. NPS Churn / C-SAT CES CAC Considering the fact that a credit card has its own limitations, resulting in bad debts or non-payment, I would begin the rating with NPS since, this would be the motivating factor for usage and keeping the card active for further discounts. Luring the customers to be active with the card is the main aim. Churn and C-SAT stands equal since a satisfied customer would not only recommend but churn along with additional requirement either for family or children. Addressing and keeping the CES high is a non-negotiable criterion, of course followed by CAC.
  10. C-SAT - Churn NPS CES CAC Customer satisfaction tops the list in a cab service provider, since this is widely used and not confined to any particular group of people. The repetitiveness or the frequency of usage is quite high. CAC is inversely proportional to C-SAT or vice versa. Its obvious a satisfied customer’s churn rate is always high, and no effort required on NPS. Need to focus on CES with a minimum TAT. The real need in today's society for this industry is with the senior citizens and can be considered either as a CSR initiative or encourage with some special discounts.
  11. 1. An itemised catalogue or list of tangible goods or property, or the intangible attributes or qualities. 2. The value of materials and goods held by an organisation (1) to support production (raw materials, sub assemblies, work in process), (2) for support activities (repair, maintenance, consumables), or (3) for sale or customer service (merchandise, finished goods, spare parts). Inventory is often the largest item in the current assets category, and must be accurately counted and valued at the end of each accounting period to determine a company's profit or loss. Organisations whose inventory items have a large unit cost generally keep a day to day record of changes in inventory (called perpetual inventory method) to ensure accurate and on-going control. Excerpts from www.businessdictionary.com Inventory as 7 Wastes: Raw material, work in progress or finished goods which is not having value added to it. SL No Industries Inventories As per 7 Wastes of lean 1. Agriculture and allied industries Healthy Seeds, water, fertile land and of course farmers to carry out the job. Storing healthy seeds more than its shelf life. 2. Automobiles Auto components Broken or uneven components 3. Aviation Pilots & aircrafts Aircrafts with manufacture defects Or incompetency of Pilots 4. Banking Banking/Financial products, interest rates, and not to forget the RBI rules Interest rates not attractive or long term lock in periods. 5. Cement calcium carbonate, silica, alumina and iron ore Ore not up to the quality or not reaching on time. 6. Consumer durable Stock eg. Washing Machines, Fridge, A.C’s Defective pieces, damaged goods, or packing issues. 7. Education and training Teachers & courses Incompetency. Adding to the latest is lack of patience while handling a student. 8. Financial services Financial Products 1. Less returns 2. long Lock in periods (F.D’s and close ended schemes) 3. Not having a secured job 4. High inflation rates. 9. Gems and jewellery Stock of metals, diamonds and gems. Designs not attractive or expensive designs. 10. Healthcare Healthcare Equipments, rooms, Doctors Lack of patients, equipments under repair. 11. Infrastructure Roads, cement, bricks, sand etc., along with resources Low quality materials. In this case, it’s the human resource associated with the industry contributing to the lean wastes. 12. Insurance Insurance products Long term commitment. High premiums. Unstable jobs. Claims procedures challenging. 13. IT & ites Clients Under utilized Soft ware engineers, lack of projects, bugs. 14. Manufacturing Raw materials Quallity of raw materials, damaged, uneven raw materials, cancelled orders. 15. Media and entertainment Resources & technologies Quality of projects/entertainment programmes. 16. Oil and gas Crude oil I guess, inventory cannot be considered as 7 wastes in this industry. (not sure though) 17. Pharmaceuticals Chemicals and molecules Excess production, expiry dates, short shelf lives, not able to transport to the end users on time. 18. Ports ships 19. Real estate Projects / buildings Shortage of building materials, non-availability of land, labour. 20. Retail Stocks Excess products, anticipatory stocks, cancelled orders. 21. Science and technology Scientist & related technologies, infrastructure Lack of research reports reaching on time, over production, 22. Services (Tourism and Hospitality) Resources and infrastructure Expensive, not meeting the standards, facilities not up to the mark, lack of cleanliness 23. Steel Steel 24. Telecommunications Connections for large masses Lack of resources, supply is less, overlapping of geographical locations 25. Textiles Cotton and cloth Infected, not matching the quality standards.
  12. Feedback is an important aspect of any business and how the feedback is handled is even more important to the company. This always shows how the company responds and not the employee, irrespective of the mood of the employee. The list completes all the aspects – by keeping the communication approachable, immediate acknowledgement, responding to the topic with a human touch, accepting and owning the responsibility and more over the mail also explains further action that would be taken with clarity. This has a lot to tell about what is acknowledged and what is denied. If the feedback is acknowledged the credit usually goes to the company or the brand. If the complaint is not handled well, the company and the employee both has the equal share. The recent example of Indigo airlines about how a passenger was treated went viral affecting the brand image. But who was at fault? Did the passenger misbehave, was it a pity issue to be neglected or were the employees handling the passenger lost control over themselves. A simple yet powerful formula for any successful business is: Trust = cost+ TAT Trust increases when cost and the Turn around time decreases. The vice versa is equally true. The same hold good for feedback and complaints also. At the same time, we should not forget that we are representing a company with dignity. If the feedback is genuine owning the responsibility increases the trust. If the feedback is not genuine or exaggerated without valid reason, justifying the same politely and with clarity also matters.
  13. This reminds me of the days, when trunk calls used to be booked and various people and systems were involved. This was later simplified to pagers, but this again had multiple people to actually send out one message. Since the shelf life was too small for pagers, they were easily replaced with land lines. This indeed reduced the hierarchy and the number of people involved and the time taken to connect the call to the end user. Its nostalgic when there was one land line in probably in an entire street. Having a land line was a matter of pride.
  14. 1. Efficient but not effective: Online shopping is efficient and easy, unfortunately the products that is displayed are usually not the same that we eventually receive it on purchase. 2. Process that can be considered effective but not efficient Aadhar card is an effective process but not efficient due to loopholes and data & Privacy breach.
  15. Let’s see the job description of the LSS resources and try to evaluate as to why cost-cutting initiatives target this function.. Six Sigma professionals work in all types of companies, in nearly every industry. They are often employed by government agencies and contractors, telecommunications firms, manufacturing companies, healthcare companies and financial services providers, to name a few. Six Sigma professionals are typically responsible for providing expertise in deploying Lean and Six Sigma programs and initiatives, and directing teams to achieve desired results using Six Sigma methodologies. Six Sigma professionals support the analysis, planning, design, implementation and evaluation of key projects to help companies achieve their goals. Using Six Sigma methodology and analytics, they accomplish measurable business process improvements. Specific Six Sigma job duties might include instructing cross-functional teams in adapting to and understanding improvement processes, facilitating Kaizen and Rapid Improvement Events (RIEs), and overseeing process improvement projects. These professionals may also be required to interpret customer needs and requirements, translate concepts into practice, identify process improvement opportunities, and quantify results and trends. Professionals who are leading Six Sigma projects are also often required to make recommendations, and develop and present formal presentations to senior management. Six Sigma Black Belts will typically share best practices methods and ideas, as well as coach and mentor others, particularly Six Sigma Green Belts. (Excerpts from sixsigmadaily.com) Though such elaborate functions are planned, carried out, documented and implemented, the “results” may not be in sync with the Management’s expectation. Quoting a personal experience: A six sigma approach was implemented in one our department. The attrition rate before Six Sigma was quite low. All the evaluation parameters, the KRA’s, that were defined were not accepted by the subordinates and the attrition rate increased. This in turn was another set of challenges for the management, which is now focusing on frequent hiring, training, hand holding, deploying etc., There was a large gap between the theoretical discussion and the actual implementation and the results. Once the companies grey areas are identified and the solutions implemented, the LSS resources seems to be a Liability to the company. Not trying to sound harsh – but it’s more often that it’s a onetime use and throw approach. Or The expectations from the management is very high in a short span of time for which they think that LSS is not yielding results are expected and in turn have to face the heat.
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