Hub You - The Winning Employee-Customer Link

First, when top management advocates the importance of focusing on customer needs and wants, it will be the committed loyal employees (as opposed to indifferent or negative employees) who embrace this vision, take up the customer charge, and actually make it happen.

Second, person-to-person relationships are at the heart of business, especially in service industries, B-to-B settings, and contexts involving ongoing personal selling and customer service. Turnover in the employee base will disrupt and destabilize these relationships, whereas retaining critical contact employees will work to preserve the relationships.

Next is the notion of organizational knowledge. To truly serve customers, their stated and unstated needs and wants must be understood. More and more, this understanding is at the individual customer level (1-to-1). But every time employees exit the organization, some of that vital customer understanding is lost too.

So it becomes clear from these dynamics that business success resulting from quality customer experiences and reactions depends on employee commitment and loyalty to the organization.

One of the factors operating here is that committed loyal employees are known to go "above and beyond the call of duty." If customer delight and customer loyalty hinge on having excellent or even surprisingly over-the-top experiences, doesn't it make sense that employees primarily bent on going the extra mile will produce this kind of experience?

And, what an incredibly powerful additional rationale for HR managers to build employee commitment and loyalty! Not only will employee commitment and loyalty be good for all the traditional HR reasons (retention, reduced replacement costs, increased productivity, increased organizational knowledge, etc.), but the more vital ultimate downstream effect is that it will feed and fertilize the vitality and health of the customer base - the direct source of revenue and profit for the company.

All of the previous lines of reasoning are especially relevant for customer-contact employees. They are the face of the company to the customer. A positive, enthusiastically committed, loyal employee will put forth the best personification and representation of the company. If, however, these frontline employees are discouraged, de-motivated, feeling trapped, mistreated, angry, or even just indifferent, what kind of ambassadors will they be? Is it really reasonable to assume customers will have the best possible experience and get the best possible service from such uncommitted, disloyal, and disgruntled employees? And, if customers are not served well, customer dissatisfaction, disloyalty, and defection are likely consequences.

An important qualification should be raised here. We are not just advocating simple employee retention. It is well known that some employees stay with a company because they have no other viable options, or they feel they owe the company or certain people in the company, or they feel locked in with the proverbial "golden handcuffs." But let's face it: some of those employees, while retained, are organizational dead weight. They are warm bodies that have shown up for the last 10 years but are average or minimal performers at best. They are not staying with the company because they want to, they are staying because they feel they have to. There is a huge difference. In fact, employees sticking around because they have to (technically called continuance commitment), may give lackluster customer service, or even worse, "bad-mouth" the organization to customers.

So, the kind of commitment and loyalty we are talking about here is based on a true desire to stay, an almost feeling-based attachment or bond to the company (technically called affective commitment). When employees stick around as a natural manifestation of that kind of attitude, then it is likely that customers will be served in all the previously described ways that build Succession Planning; Planning for Success
Family businesses are advised ad nauseam to have a succession plan. Mostly, they fail. Mid-size businesses should have a succession plan. Mostly, they fail too. Large businesses must have a succession plan. Unfortunately, they tend to fail as well.Succession planning is not a “nice to have”. It is a necessary part of any organisation's ability to reduce risk, create a proven leadership model, preserve organisational memories, smooth business continuity and improve staff morale. The only readily identifiable reason for an organisation to fail to plan for succession is a lack of appreciation of the risks that not planning brings.An indication of how many organisations fail to plan for succession coing critical contact employees will work to preserve the relationships.

Next is the notion of organizational knowledge. To truly serve customers, their stated and unstated needs and wants must be understood. More and more, this understanding is at the individual customer level (1-to-1). But every time employees exit the organization, some of that vital customer understanding is lost too.

So it becomes clear from these dynamics that business success resulting from quality customer experiences and reactions depends on employee commitment and loyalty to the organization.

One of the factors operating here is that committed loyal employees are known to go "above and beyond the call of duty." If customer delight and customer loyalty hinge on having excellent or even surprisingly over-the-top experiences, doesn't it make sense that employees primarily bent on going the extra mile will produce this kind of experience?

And, what an incredibly powerful additional rationale for HR managers to build employee commitment and loyalty! Not only will employee commitment and loyalty be good for all the traditional HR reasons (retention, reduced replacement costs, increased productivity, increased organizational knowledge, etc.), but the more vital ultimate downstream effect is that it will feed and fertilize the vitality and health of the customer base - the direct source of revenue and profit for the company.

All of the previous lines of reasoning are especially relevant for customer-contact employees. They are the face of the company to the customer. A positive, enthusiastically committed, loyal employee will put forth the best personification and representation of the company. If, however, these frontline employees are discouraged, de-motivated, feeling trapped, mistreated, angry, or even just indifferent, what kind of ambassadors will they be? Is it really reasonable to assume customers will have the best possible experience and get the best possible service from such uncommitted, disloyal, and disgruntled employees? And, if customers are not served well, customer dissatisfaction, disloyalty, and defection are likely consequences.

An important qualification should be raised here. We are not just advocating simple employee retention. It is well known that some employees stay with a company because they have no other viable options, or they feel they owe the company or certain people in the company, or they feel locked in with the proverbial "golden handcuffs." But let's face it: some of those employees, while retained, are organizational dead weight. They are warm bodies that have shown up for the last 10 years but are average or minimal performers at best. They are not staying with the company because they want to, they are staying because they feel they have to. There is a huge difference. In fact, employees sticking around because they have to (technically called continuance commitment), may give lackluster customer service, or even worse, "bad-mouth" the organization to customers.

So, the kind of commitment and loyalty we are talking about here is based on a true desire to stay, an almost feeling-based attachment or bond to the company (technically called affective commitment). When employees stick around as a natural manifestation of that kind of attitude, then it is likely that customers will be served in all the previously described ways that build Medical Billing - DME Software Item Inventory
In this installment of medical billing and DME software, we're going to cover the topic of item inventory. We're going to explain how the inventory functions work, what information inventory tables contain and how this all ties in with the medical billing of a claim.Item inventory is a very large part of the DME system. Because DME billing is for durable medical equipment, thus the name DME, a lot of items get dispensed to the patient. These items range from small things like test strips for diabetics, to large items like wheelchairs, beds and oxygen concentrators. Some of these items are sold and some are rented. There alone lies a big distinction and the reason why the inventory tables have to bes primarily bent on going the extra mile will produce this kind of experience?

And, what an incredibly powerful additional rationale for HR managers to build employee commitment and loyalty! Not only will employee commitment and loyalty be good for all the traditional HR reasons (retention, reduced replacement costs, increased productivity, increased organizational knowledge, etc.), but the more vital ultimate downstream effect is that it will feed and fertilize the vitality and health of the customer base - the direct source of revenue and profit for the company.

All of the previous lines of reasoning are especially relevant for customer-contact employees. They are the face of the company to the customer. A positive, enthusiastically committed, loyal employee will put forth the best personification and representation of the company. If, however, these frontline employees are discouraged, de-motivated, feeling trapped, mistreated, angry, or even just indifferent, what kind of ambassadors will they be? Is it really reasonable to assume customers will have the best possible experience and get the best possible service from such uncommitted, disloyal, and disgruntled employees? And, if customers are not served well, customer dissatisfaction, disloyalty, and defection are likely consequences.

An important qualification should be raised here. We are not just advocating simple employee retention. It is well known that some employees stay with a company because they have no other viable options, or they feel they owe the company or certain people in the company, or they feel locked in with the proverbial "golden handcuffs." But let's face it: some of those employees, while retained, are organizational dead weight. They are warm bodies that have shown up for the last 10 years but are average or minimal performers at best. They are not staying with the company because they want to, they are staying because they feel they have to. There is a huge difference. In fact, employees sticking around because they have to (technically called continuance commitment), may give lackluster customer service, or even worse, "bad-mouth" the organization to customers.

So, the kind of commitment and loyalty we are talking about here is based on a true desire to stay, an almost feeling-based attachment or bond to the company (technically called affective commitment). When employees stick around as a natural manifestation of that kind of attitude, then it is likely that customers will be served in all the previously described ways that build The Power of the Forklift for Your Business
The forklift is one of the most powerful pieces of equipment for any warehouse operation, and every manufacturing or shipping company will need at least one forklift in order to conduct its daily business.The operation of a forklift is of course quite easy to understand, and every person reading this article no doubt already knows what a forklift is and what it does. In addition to the traditional forklift, of course, there are specially designed fork trucks that have been designed for moving pallets around by hand. These fork trucks can be very valuable for moving products around where space is tight, and no special training in driving a forklift is required to operate this piece of equipment.owever, these frontline employees are discouraged, de-motivated, feeling trapped, mistreated, angry, or even just indifferent, what kind of ambassadors will they be? Is it really reasonable to assume customers will have the best possible experience and get the best possible service from such uncommitted, disloyal, and disgruntled employees? And, if customers are not served well, customer dissatisfaction, disloyalty, and defection are likely consequences.

An important qualification should be raised here. We are not just advocating simple employee retention. It is well known that some employees stay with a company because they have no other viable options, or they feel they owe the company or certain people in the company, or they feel locked in with the proverbial "golden handcuffs." But let's face it: some of those employees, while retained, are organizational dead weight. They are warm bodies that have shown up for the last 10 years but are average or minimal performers at best. They are not staying with the company because they want to, they are staying because they feel they have to. There is a huge difference. In fact, employees sticking around because they have to (technically called continuance commitment), may give lackluster customer service, or even worse, "bad-mouth" the organization to customers.

So, the kind of commitment and loyalty we are talking about here is based on a true desire to stay, an almost feeling-based attachment or bond to the company (technically called affective commitment). When employees stick around as a natural manifestation of that kind of attitude, then it is likely that customers will be served in all the previously described ways that build The 5 C Principle for Developing Your Most Important Asset
"Yes Joe, I already KNOW I need to go back to my existing client list."I hear that from contractors all the time. They’ve been in business for several years, have personally dealt with a couple of hundred people and have them listed somewhere—on cards in a box, in an old rolodex or in their accounting software.They suspect they are a good source for additional work and they know deep down that they are at fault for not contacting them. One contractor proudly exclaimed to me, "They don’t want me to contact them Joe, I’ve already taken all their money!"In the sales and marketing world we now live, that philosophy is short-sighted if you want to do business on a regular basis. Clients have to organizational dead weight. They are warm bodies that have shown up for the last 10 years but are average or minimal performers at best. They are not staying with the company because they want to, they are staying because they feel they have to. There is a huge difference. In fact, employees sticking around because they have to (technically called continuance commitment), may give lackluster customer service, or even worse, "bad-mouth" the organization to customers.

So, the kind of commitment and loyalty we are talking about here is based on a true desire to stay, an almost feeling-based attachment or bond to the company (technically called affective commitment). When employees stick around as a natural manifestation of that kind of attitude, then it is likely that customers will be served in all the previously described ways that build customer satisfaction and loyalty. It just makes sense. Strong commitment to the organization motivates employees to work hard and to perform and behave in ways that are highly meaningful and helpful to customers. And, the manifestation of these customer-enhancing behaviors by loyal employees will be especially strong when an organization has an explicit, internally well-communicated strategic focus on serving customers.

One of the key takeaway implications of these concepts for organizations is the need to simultaneously leverage the power of employee and customer information. It is time to break down organizational barriers between isolated and disconnected departments, data sources, research efforts, and continuous improvement planning/initiatives that now exist in separated organizational silos. The employee-customer system should be managed as a unified whole to strategically leverage the linked information. That goal needs to influence the way customer and employee research is designed, analyzed, interpreted, and acted upon. While there are obvious methodological, organizational, and operational challenges here, the payoff for doing so is also obvious: an organization strategically managing the employee-customer-profitability chain to help achieve sustainable enhanced business success - all built on the solid interconnected base of loyal employees and customers.

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