This paper presents the case that a voyage of "self discovery" is the key to getting a new message, representing changed values, over to staff. Success comes only when staff truly understand the rationale behind the change and the benefits of it. Once they adopt for themselves the new values, and learn to act on them for themselves, the benefits will be enormous. However, the message cannot successfully be preached. Managers must embark on a course which will enable their staff to discover the key truths for themselves. This is hard work and requires considerable patience, but in time the effort will be amply rewarded. These conclusions are based on a case history covering the experiences within an Information Technology department within British Petroleum pic. It concerns the launch of a Total Quality Management initiative. One of the two key messages embraced by the initiative was quality (ie Customer Satisfaction based) measurement. The main period of the case study is October 1991 to April 1992. During this period, many problems were encountered, mistakes made and the whole approach had to be changed to allow the staff involved far more control over direction. Tangible benefits began to be realised some 04-May months after initial engagement of staff. The paper is divided into two parts. Part I gives a chronological case history. It details the key successes and failures and the critical turning points along the way. Part II discusses the main lessons learned. It articulates an idealised approach, based on the approach actually adopted in the case study, modified with the hindsight now possible. It references the specific experiences described in part I that support the proposed modifications.
The paper we are giving this afternoon describes, in outline form, a case study which illustrates how research can be used as an integral part of a TQM programme designed to achieve improved customer satisfaction and, ultimately, an enhanced sales performance. The paper will also illustrate, we hope, the special importance of customer service research in business to business markets by showing how the information obtained can enable a company marketing industrial, as opposed to consumer, products to differentiate itself from its competitors. This last point is particularly pertinent in business to business markets where products are often non-differemiated and where product-related aspects (such as quality and performance to specification) can be taken for granted; here, it is the service and marketing performance of competitors which is liable to determine the final selection made by the customer. The study was conducted for Castrol, a company which has committed itself to maximising customer satisfaction through a wide ranging TQM programme which has been implemented throughout the organisation. Castrol has recognised that excellence in customer service should represent the core of its TQM programme. Although the company has undertaken customer service research previously, the study which forms the subject of today's discussion represents the most wide ranging and detailed review of Castrol's customer service performance and is also the first research undertaking initiated as part of a formal TQM programme. The overall objective of the research was to help Castrol assess its customer service performance and identify those aspects of its service which needed to be improved or communicated more effectively to the market place.
Studies conducted by COFREMCA about the frequenting of 3 big museums (Musee d'Orsay in Paris, Modern and Contemporary Art Museum of Saint Etienne and the Fontainebleau Castle) prove that the dynamics of socio- cultural change are carrier of a demand increase in cultural properties. At the same time, the mentalities evolution requires an adjustment of the museum supply : - Development of varied and opened pedagogies about the context of art creation work, - search for more emotional, more personalised, riskier and short-lived presentations, - open-mindedness of museums onto the contemporary practices of consumer and information, - supply of independent visits or group visits, - search for psychological and physical comfort. Objective: Total quality.
Today, many European companies already have a positive quality image, mainly because of superior craftmanship, technological excellence or product exclusiveness. Others have adopted quality management as their principal strategy for enhancing or improving market position and financial results. Despite these facts, quality management is not yet a total societal strategy in Europe, as it is in other parts of the world. Major European companies are still importing quality management professionalism, using consultants and courses from Japan and America. But the need to look abroad is diminishing. Governments are taking the initiative to develop national quality campaigns. Business schools and universities are becoming more committed to quality management training. European organisations and consultancies for quality management are enjoying increasing popularity. And perhaps most importantly, European managers themselves are demanding total quality professionalism, thus creating a market for education and support services. Europe is developing its own way, based on its cultural heritage, government support, professional organisations and education. This movement is led by industry.