The thing with internal customers
Hannes' company has set itself the goal of "promoting corporate culture" this year. To this end, quarterly mottos were developed and defined in a management workshop held shortly before Christmas in a remote mountain inn. These resulted in measures for each department that had to be implemented, should be implemented or were at least being considered. As a member of the Executive Board, Hannes naturally supports these efforts to the best of his ability.
The quarterly motto
At today's management meeting, the starting signal was given for the new quarterly motto. It was agreed on the already pre-formulated proposal "Everyone is a customer - even the internal one".
For Hannes' department - as for everyone else - it now means developing and implementing measures to promote internal customer satisfaction. His department has to be sensitized that the colleague from the HR department is no longer a "colleague" but a "customer", that one is no longer allowed to "complain" to the colleague in product management but has to prepare a "sales talk with benefit-oriented arguments and positive formulations". To support this sensitization, the pride of the department should also radiate to the other departments. This requires a new appearance. Because the "customer" should know that one likes to work for all "customers".
Implementation proposals Part 1
Hannes devotes himself to his favourite pastime: He writes a concept. After the usual tentative initial phase, the ela-borate gains substance and clarity. The first thing Hannes wants to do is to hold a workshop to teach his employees that, from now on, telephone calls will no longer be answered with just a casual "hello" or casually with their own name. Even if the name of the caretaker appears on the display, it is necessary to say "Welcome to the production department of company xx, my name is Hans Muster, what can I do for you? Always.
A log must also be added in the clothing. In the production hall, it is clear that employees and team leaders work in factory clothing. From now on, a gaudy logo is to be emblazoned on the back and a smiley face with the words "quality and fun - your production department" on the chest. In addition, everyone will receive a smart overcoat jacket for visits to the staff canteen. With such a uniform look and bright colors, the production department stands out from the rest. To increase the outward effect, no one goes alone to the lunch break anymore. At least six people have to line up directly behind each other and sit together at the table. This also makes a strong visual impression.
In addition, a weekly newsletter will be sent to the other departments. In addition to the latest production figures, it will feature a personal story about an employee's hobby. In a beautiful layout, professionally written by a journalist and staged by a top photographer. There can be no skimping here, it's all about a tough internal market. Hannes doesn't know who the competition is, but you should always act as if you had a number of competitors. That costs money, but it's good for you.
Implementation proposals Part 2
Last but not least, the department needs a fancy logo. Hammer and sickle is occupied - but a stylized wheelbarrow fits. It symbolises openness, strength, movement and "getting down to business". That is exactly the message.
Hannes has already taken advice from an external company. They told him that it would be worthwhile to organise regular customer events. So Hannes wants to hold production inspections for all internal departments, followed by a short party at which he doesn't want to let his hair down. "Customer Relationship Management" in the bet-hedged, decadent sense of the word.
"At first he gets slightly queasy - but if you want to shine, you have to paint."
Hannes is bursting with ideas. He creates a new design for a PowerPoint template, a uniform wording for complaints, stipulates that all employees must not only shower every morning but also drive up in a freshly cleaned private car, and decides on regular customer satisfaction surveys. Every week, all other departments are asked by telephone how satisfied they are with the internal service.
Profitability only counts next year
As a graduate in business administration, Hannes knows that all this costs money. He adds it up, calculates and comes up with some pretty sporty figures. At first he feels a little queasy - but if you want to shine, you have to paint. If you want to make the best internal impression, you have to spend money. What is the added value for the company? Well, this question will probably come up next year. For then it is planned to rely on the motto "We only do what is important, and we do it really well".
