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Thursday, April 16, 2009 - For the fifth year in a row, Bsquared has been invited to attend the International Aerospace Quality Group (IAQG) General Assembly Forum, 20th - 24th April in Phoenix, Arizona. The forum brings together representatives of the aerospace community from across the globe. The purpose of the IAQG is to implement initiatives that make significant improvements in quality and reductions in cost throughout the value stream, thereby improving the performance of the organization.

This year, Bsquared is delighted to be able to support the event with their strategic partner, E.G. Insight, based in St. Paul, Minnesota. Bsquared and E.G. Insight, specialists in business-to-business (B2B) customer relationships, are one of only nine companies featured in the Performance Excellence Marketplace (PEM). The PEM showcases companies recognized as making a best practice contribution to the aerospace and defense industry.
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At times of great turmoil, a natural response is to seek protection and security. We scrutinize our decisions, reevaluate our options and sometimes alter our practices to minimize risks in the face of uncertainty. It’s an entirely understandable reaction to events that are outside our control.

The way I see it, though, is that finding a safe place to ride out the storm may actually put us at greater risk. The desire to prevent bad things from happening also limits the chances that good things will occur.

If you ask your customers - your most important customers - how they want you to react to the current economic environment, you’re likely to hear something like “We need you now more than ever…” Behind that statement is a not-so-subtle request to stand by them in difficult times.
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When is the last time your customer survey made a sale? At E.G. Insight, we think surveys are great tools – for some things.

Surveys can be effective, for example, at quickly getting input about customer satisfaction with recent transactions, measuring the impact of a marketing campaign, or assessing end-user perceptions of quality. They can also be quite useful at identifying strengths and problem areas related to customer service or recent experiences with service and support personnel.

But, when is the last time one of your salespeople made comments like these about your survey process?

“A recent interview with my customer led to the discovery of an upcoming bid opportunity. The customer suggested that my company submit a bid on a project which will amount to over $100,000. I should know soon whether we got the business.”

“My [structured feedback interview process] discussions with my customer contact opened many doors in procurement and operations, and gave me a well-rounded view of their organization. As a by-product, they are giving us promotion and partnering with us on a new technology project. We can now bid on work with them.”

“[As a result of the customer feedback interview process] we decided to manufacture a new product that will reduce the cost of operating fluorescent light. The process really helped facilitate this conversation; in fact the conversation was prompted as a result of it. This new product could have a business potential of anywhere from $500,000 to $1 million. The process acted like a catalyst.”

Let’s face it, companies don’t do customer surveys just to capture ratings and get graphs, charts, and scores in reports. Ultimately, companies want to use what they learn to help them sell more – by attracting new customers and selling more to the ones they already have.

So, if your survey isn’t doing that for you, if it’s not “making quota,” we’d like to talk with you about how E.G. Insight can help.

Eric Engwall, Managing Partner
E.G. Insight