"Não há nenhum requisito nesta Norma para que a organização tenha em consideração partes interessadas quando tiver decidido que essas partes não são relevantes para o seu sistema de gestão da qualidade. Compete à organização decidir se um requisito particular de uma parte interessada relevante é relevante para o seu sistema de gestão da qualidade."Sorrio ao recordar a quantidade de auditores que impõe às empresas não só partes interessadas como requisitos específicos.
Quantos destes auditores já meteram na cabeça que a escolha das partes interessadas e dos seus requisitos relevantes é uma escolha que decorre da orientação estratégica? Quantos destes auditores têm a noção de que os clientes não são todos iguais e que diferentes clientes procuram e valorizam coisas diferentes?
Nem de propósito estes trechos:
"Why the Customer Isn't Always Right ...
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“The customer is always right" isn't a strategy, but rather a comedy of manners born of shop keeping etiquette in the first part of the twentieth century that has been played out (and overplayed) since.
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The phrase is popularly ascribed to Harry Selfridge (of United Kingdom-bud Selfridges stores) but may have actually originated with his former employer. Marshall Field of the Chicago department store chain. Regardless of its origin, it was a well-worn phrase by the early 1900s, and has long worn out its welcome.
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A customer who does not understand your value proposition, or care what you as a company uniquely promise and deliver, is the wrong customer for you. Service design helps you define your right customer, then arrange the links of your value chain to capture and encourage the customers you want, while siphoning away customers whom you cannot serve profitably or well.
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It is not only acceptable but necessary to decide which customers do not make sense for you to pursue or keep. Customers who are not right for you might still pursue you, but if they do not have the sense to look elsewhere, you must make the break, or at least serve them only in a transactional way, without investing to create an experience designed specifically for them. Within your customer base, there may be segments, of course, for which you design different experiences at different prices or in different places. But the first analysis is to determine which customers you want and can profitably win.
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Up till now, we have been writing about customers as if they were all the same. That is not true, of course. Customers differ demographically. They come with different expectations. They come with different missions and motivations. Above all, they differ in how valuable they are to you — and how valuable you are to them.
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In fact, the process of segmentation should start with what's good for you (and what you're good at), with the definition of the right customer coming out of that. Service design helps keep both you and your customers in line, ensuring they feel they are being treated fairly, and that you do not give a level of service that isn't being paid for.
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Making these choices is complicated by business's long tradition of living by the adage "The customer is always right." Is she? Only if she is the right customer for you, and only if you have carefully worked out the design that makes you right for each other.
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In saying that you should start with yourself—with what is right for you—we are not retreating from the idea that service design, starts with empathy, that is, with understanding your customers' needs from their point of view. Of course it does. But before you can empathize with your customers' needs, you need to know who is your customer—and who isn't."
Trechos retirados de "Woo, Wow and Win" de Thomas Stewart e Patricia O'Connel.
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