Really Happy!
Project Business Management
SERIES ARTICLE
By Oliver F. Lehmann
Munich, Germany
“Do what you do so well that they will want to see it again and bring their friends.”
– Walt Disney
Summary
In Project Business, true customer happiness involves delight and memorable experiences. The Kano Model categorizes needs to enhance satisfaction and turn it into happiness. Implementing the model helps meet requirements and exceed expectations, essential for successful cross-corporate projects and winning valuable future business.
Here is an explanation of how it works.
A Case Story
Jack Thompson, a seasoned contractor known for his meticulous attention to detail and quality craftsmanship, was confident as he submitted his bid for a high-profile commercial renovation project. Over the years, Jack had built a reputation for delivering projects on time and within budget, earning the satisfaction of his customers. His company, Thompson Construction, was often praised for its transparent communication and unwavering dedication to client needs.
For this particular project, Jack went above and beyond. He conducted a thorough site assessment, engaged with the client to understand their vision, and crafted a comprehensive proposal. His bid highlighted a detailed project plan, a timeline with key milestones, and a competitive yet fair price. Jack also included testimonials from previous clients and a portfolio showcasing similar projects completed successfully.
Unbeknownst to Jack, his primary competitor, Emily Clarke of Clarke Contracting, had also submitted a bid for the same project. Emily was not only known for satisfying her customers but also for consistently delighting them with unexpected extras and a personal touch that went beyond the contractual obligations. Her company’s motto, “Exceeding Expectations Every Time,” was more than just a slogan; it was a promise she had lived up to time and again.
Emily’s bid was equally competitive and detailed. However, she included a few additional elements: a 3D visualization of the proposed renovations, a detailed sustainability plan that aligned with the client’s green initiatives, and a promise of a post-project celebration event for the staff once the renovation was completed.
The client, a mid-sized tech company looking to revamp its headquarters, found itself in a dilemma. Both proposals were impressive and showed a deep understanding of their needs. Thompson Construction’s bid was precise and demonstrated a proven track record of satisfying customers. Clarke Contracting’s proposal, on the other hand, not only met all the requirements but also added value in ways the client hadn’t initially considered.
After much deliberation, the client decided to award the contract to Clarke Contracting. The decision was influenced by Emily’s history of delighting her customers and the extra touches she promised, which resonated with the company’s culture of innovation and employee appreciation.
Jack was disappointed but gracious in his defeat. He reached out to the client, expressing his gratitude for the opportunity to bid and his willingness to collaborate on future projects. His professionalism and positive attitude left a lasting impression on the client, who promised to keep him in mind for upcoming opportunities.
Meanwhile, Emily delivered on her promises. The project was completed not only to the client’s satisfaction but also to their delight. The 3D visualizations helped the client’s team feel involved and excited about the changes, and the sustainability initiatives earned the company accolades in the local community. The post-project celebration was a hit, further solidifying Clarke Contracting’s reputation for going above and beyond.
More…
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Editor’s note: This is an article in a series by Oliver Lehmann, author of the book “Project Business Management” (ISBN 9781138197503), published by Auerbach / Taylor & Francis. See full author profile at the end of this article. A list of the other articles by Mr. Lehmann previously published in the PM World Journal can be found at https://pmworldlibrary.net/authors/oliver-f-lehmann.
How to cite this article: Lehmann, O. (2024). Make the Project Customer Happy! Really Happy! PM World Journal, Vol. XIII, Issue VIII (August). Available online at https://pmworldlibrary.net/wp-content/uploads/2024/08/pmwj144-Aug2024-Lehmann-Making-your-customer-happy.pdf
About the Author
Oliver F. Lehmann
Munich, Germany
Oliver F. Lehmann, MSc, ACE, PMP, is a project management educator, author, consultant, and speaker. In addition, he is the owner of the website Project Business Foundation, a non-profit initiative for professionals and organizations involved in cross-corporate project business.
He studied Linguistics, Literature, and History at the University of Stuttgart and Project Management at the University of Liverpool, UK, where he holds a Master of Science Degree (with Merit). Oliver has trained thousands of project managers in Europe, the USA, and Asia in methodological project management, focusing on certification preparation. In addition, he is a visiting lecturer at the Technical University of Munich.
He has been a member and volunteer at PMI, the Project Management Institute, since 1998 and served as the President of the PMI Southern Germany Chapter from 2013 to 2018. Between 2004 and 2006, he contributed to PMI’s PM Network magazine, for which he provided a monthly editorial on page 1 called “Launch,” analyzing troubled projects around the world.
Oliver believes in three driving forces for personal improvement in project management: formal learning, experience, and observations. He resides in Munich, Bavaria, Germany, and can be contacted at oliver@oliverlehmann.com.
Oliver Lehmann is the author of the books:
- “Situational Project Management: The Dynamics of Success and Failure” (ISBN 9781498722612), published by Auerbach / Taylor & Francis in 2016
- “Project Business Management” (ISBN 9781138197503), published by Auerbach / Taylor & Francis in 2018.
His previous articles and papers for PM World Journal can be found here:
