Compliance, avoiding the attention of the local media, avoiding critical reports from State government overseers, and vocal minorities complaining about any change effectively keeps councils in the here and now.
When councils fail to keep pace with changing community expectations or to deliver services in ways that meet customer expectations or to support State policy objectives, they face externally imposed change – i.e.
At the end of the day, customers need to expend effort commensurate with the benefit they get.
Hence, focussing on convenience in services is important.
The choice of service is a means to enable the customer to achieve their desired end state.
The customer attaches value to the service according to its perceived ability to meet their needs.
He sees them as highly related to each other and forming a cohesive, ‘nested, framework as illustrated below.
He believes that ‘elements related to customer’s total experience and philosophy of life that build up value, enhance it, and magnify it, can be incorporated in the (service) design; and elements that reduce value or diminish it should be detected and eliminated’.
Customer value is determined by the customers’ perceptions not by the suppliers’ assumptions: value is not what the producer puts in; it is what the customer gets out.
Khalifa describes three categories that customer value can be grouped into: In this model value is defined in relation to the difference between customer perceptions of benefits received and sacrifices made.