Customer and Business Needs Analysis

Some Customer's comments on the CBNA

Your system of identifying customer needs and the corporate processes that affect them has given us a totally new vision of the organization. As a result we have refocused our strategic thinking into those areas where our contribution will be more significant.

MRI played an indispensable role in getting all our upper management together and thinking about the customer

Francisco Aguerrevere

President, EDC

I never had the experience of researching the needs of our customers before. I believe that MRI's approach is a unique and simple tool for making the voice of the customer the key ingredient in our operations. 

The easiness in which we all worked together, the concise results and the graphical display has made the job easier for all of us. We hope to continue working with you looking at our foreign investors.

Hugh Joneson

President, Tivenca

What a pleasure it was to discover an easier and more effective way of formulating strategies. We used to have Strategic Plans and MBO's that took hundred of pages and thousands of objectives. Nobody read them and even less met their goals. Your process has allowed us to concentrate on the important, focus the organization and address the customer's needs. You have saved us hundreds of thousand of dollars by eliminating all the old bureaucracy.

John Smithies

Executive Director, HTR

• Identify "who" is the customer and their segments
• Define sample requirements
• The organization identifies, through focus groups or analysis of internal data, what is important to the customers in the following categories:
  • cost of the product or service
  • expected quality willing to pay for
  • expected delivery terms of the product or service
  • the safety of the product or service
  • what is expected of the corporation in the socially responsible area
• All customer responses or data analyzed is categorized into the above groups and the main requirements are defined in "plain English" language.
• The organization determines the gap between what is expected by the customer and the level of service they receive now. This will determine the level of "satisfaction" with the specific attributes.
  • to avoid large and time consuming surveys this is done internally by upper management
• Management assigns a market weight to each element identified. This weight measures management's desires to be positioned in certain key areas.

• The principle behind the CNA approach i

  s

  • the priority should only be applied to those customer requisites that are very important and have low level of satisfaction
  • the organization can only work in few goals at a time

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