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our target audiences in developing programmes to obtain an understanding of their values. These programmes should be creative, well thought and thorough in tapping responses of customers' perception of values. For example, with regard to audiences of our cultural programmes, our survey should include quality of productions, ticketing services, accessibility of venues, comfort in venues and any other factors. As for patrons of our markets, we have to study quality and freshness of food, fair pricing, market layout, vendor attitude, ease of access, ability to speed through shopping, convenient groupings of products, etc. Considering that our customers include individual consumers and product/service providers, such as the cultural venue hirers and restaurants licensed by us, we have to deal with business-to-customer and business-to-business relationships and look after consumers as well as business needs.
Customer satisfaction measures how a customer feels about the 'here and now'. Only when an organization has mastered what its customers truly value can it meet their needs and build for the 'there and then'. To be in keeping with the rapid pace of life and possible change of customer values or priorities, customer value programmes should be a continual exercise and contingent on 'listening systems' being in place. We have a good listening system whereby our Councillors are in close contact with citizens providing feed-back, in particular of exceptions for corrective actions. In addition, we need to have listening systems at operational levels within the organization of our executive arm. Such operational listening systems refer to both the ability and the motivation to capture, consolidate, analyze and draw conclusions from information on a real-time basis, in order to enable the Council and the Departmental staff to keep pace with our dynamic society.
I now come to the second point of my address, which is related to the ability to put listening systems into effect, i.e. having a state-of-the-art information infrastructure in place. The design of listening systems entails two major elements: (1) the engineering of listening posts across the entire organization and at strategic points of customer contact, and (2) the development of analytical and change processes (i.e. information management systems) to drive the value of information into the operations. The real value in information gathering through listening posts is in understanding when and how information can be used, the timeliness and relevance of the data, and the ability to proactively provide this understanding to management to drive action at each customer interaction.
To support the listening systems, we need to have an information network that can capture in real-time mode the dynamism of customer responses. An opportunity to collect customer responses is presented with each customer contact, be it a face-to-face encounter, or a direct-mailer touch-base, or an information-kiosk interaction, or via a web-site information broadcasting. We should build into these contacts polling mechanisms and sensitively designed polls supported by information processing systems to monitor real-time behaviour.
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Page 445 of 654
HONG KONG PROVISIONAL URBAN COUNCIL
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our target audiences in developing programmes to obtain an understanding of their values. These programmes should be creative, well thought and thorough in tapping responses of customers perception of values. For example, with regard to audiences of our cultural programmes, our survey should include quality of productions, ticketing services, accessibility of venues, comfort in venues and any other factors. As for patrons of our markets, we have to study quality and freshness of food, fair pricing, market layout, vendor attitude, case of access, ability to speed through shopping, convenient groupings of products, etc. Considering that our customers include individual consumers and product/service providers, such as the cultural venue hirers and restaurants licensed by us, we have to deal with business-to-customer and business-to- business relationships and look after consumers as well as business needs.
Customer satisfaction measures how a customer feels about the 'here and now`. Only when an organization has mastered what its customers truly value can it meet their needs and build for the 'there and then'. To be inkeeping with the rapid pace of life and possible change of customer values or priorities, customer value programmes should be a continual exercise and contingent on 'listening systems' being in place. We have a good listening system whereby our Councillors are in close contact with citizens providing feed-back, in particular of exceptions for corrective actions. In addition, we need to have listening systems at operational levels within the organization of our executive arm. Such operational listening systems refer to both the ability and the motivation to capture, consolidate, analyze and draw conclusions from information on a real-time basis, in order to enable the Council and the Departmental staff to keep pace with our dynamic society.
I now come to the second point of my address, which is related to the ability to put listening systems into effect, i.e. having a state-of-the-art information infrastructure in place. The design of listening systems entails two major elements: (1) the engineering of listening posts across the entire organization and at strategic points of customer contact, and (2) the development of analytical and change processes (i.e. information management systems) to drive the value of information into the operations. The real value in information gathering through listening posts is in understanding when and how information can be used, the timeliness and relevance of the data, and the ability to proactively provide this understanding to management to drive action at each customer interaction.
To support the listening systems, we need to have an information network that can capture in real-time mode the dynamism of customer responses. An opportunity to collect customer responses is presented with each customer contact, be it a face-to-face encounter, or a direct-mailer touch-base, or an information-kiosk interaction, or via a web-site information broadcasting. We should build into these contacts polling mechanisms and sensitively designed polls supported by information processing systems to monitor real-time behaviour.
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