Trainer Booking
Log in Sign up

Measuring, Monitoring & Improving the Costumer Experience

by Alan Power

Languages: English

Price (from): €1,300 / day

Share Share

About the trainer:

I was a Learning & Development professional 10 years before becoming an advocate of Quality Management. As a result I was assigned to set up and be general manager of a UK Mortgage Company for 9 years. At this company I introduced a range of new management systems, e.g. Lean, Six Sigma, Balanced Scorecard, Benchmarking etc; this experience is now used to provide case study material for many of my courses. In addition, I have been an accredited trainer to deliver Action Centred Leadership programmes by John Adair Associates for nearly 40 years. I have been an independent consultant/trainer since 2003 (working mostly in the Middle East) and also, a visiting lecturer at the Universities of Warwick and Leicester.


Please login to send a message

Measuring, Monitoring & Improving the Costumer Experience by Alan Power

About the training

#costumer experience

More and more people demand quality, the service delivered, like the product purchased, must conform to the requirement of the customer, but the quality of a service differs fundamentally from that of the quality of manufactured products, it differs in the way it is produced, delivered, consumed and evaluated. But, in many circumstances service can be difficult to monitor and measure to ensure conformance to customer requirements. Service used to be, exclusively, about personal service and it was intangible, i.e. it could not be touched. It was about human performance (by the service deliverer) and human experience (by the customer); such a service could not be created and tested for quality prior to distribution. Although today many services are delivered by machines e.g. cash dispenser machines, which make the service more tangible and gives the service provider the opportunity to test the quality of the service prior to delivery, many services still remain personal and intangible. But the problem of delivering quality remains. Consider a service provided by many different service deliverers, on different days, from different providers, delivering to different customers with different expectations. This suggests that every service delivered could be unique! In addition, in the service delivery process the customer may be part of the process i.e. production of the service and consumption may be coincidental and, as a consequence of the interaction between the service deliverer and the consumer, the service requirements and specifications might change, and change in real-time. To add to the complexity customers judge the value of a service based on their total experience. For example, a customer wishing to draw cash from a bank may consider many aspects of the experience when evaluating the service received, including ease of car parking, queuing or waiting time, ambiance of the bank, the attitude of the teller and even the weather! In essence, the criteria used to judge the experience are usually set by the customer, and these will differ from customer to customer and might even differ for the same customer engaged in the same transaction but on a different occasion. For example, the lack of convenient car parking on a fine day when the customer has no time constraints may not prove to be judged as a negative part of the banking experience, yet the lack of convenient parking on a rainy day when the customer is constrained by time, may be considered a source of dissatisfaction with the experience. As a result of the above it is apparent that it is more difficult to monitor measure a customer’s satisfaction with a service delivered than with that of a tangible product. New technologies which provide electronic services for banking, seat reservations on aircraft etc. have changed the relationship between service supplier and customer by removing some of the intangible elements - the customer interacts with an electronic system, the processes of which are designed to deliver the same experience to every customer with a similar need. A further advantage of this extension of customer involvement in the process means that the opportunity for errors, in the capture of data from a handwritten document or from the spoken word, is dramatically reduced. Measuring service is therefore a complex process but, fundamentally, at the point of consumption it has two prime dimensions: one, the expectation of the service to be delivered and two, the experience of the service once delivered.

Learning outcomes

Customer-centric culture

Explain how to develop customer-centric culture based on a comprehensive understanding of customer expectations

Customer expectations

Describe an approach for influencing and positioning customer expectations;

Expectations vs Experiences

Demonstrate an ability to analyse the gap between customer expectations and customer experience

Superior customer service

Explain how to motivate employees to deliver superior customer service


  • The Business Case

  • A Customer Centric Culture

  • Measuring and monitoring the quality of process outputs

  • Measuring and monitoring the capability of the transformation process

  • Measuring and monitoring outcomes

  • The gap between customer needs and expectations

  • Measuring and Monitoring Customer Satisfaction

  • Analysing and Interpreting the results of a customer survey questionnaire

  • Complaints and complaint management

  • Developing Insights into the drivers of customer satisfaction

Main benefits

  • #Wide collection of the biggest experts
  • #Filters for all kinds of needs
  • #User friendly platform
  • #Fast and cheap
  • #Highest level of proficiency

More trainings of the trainer

Operations Management Total Quality Management Action Centred Leadership

Need help?

Call or email us.