160725 fifth session customer defined service standards
TRANSCRIPT
Prof. Dr. Volker Kuppelwieser
9 – CUSTOMER DEFINEDSERVICE STANDARDS
Prof. Dr. Volker Kuppelwieser I Fall Term 2014 1
Customer-defined service standards
• Factors necessary for appropriate service standards
• Types of customer-defined service standards• Development of customer-defined service
standards
Prof. Dr. Volker Kuppelwieser I Fall Term 2014 2
Standards are based on the most important customerexpectations and reflect the customer’s view of these expectations.
Customer-Defined Standards
Company-Defined Standards
SOURCESCustomer ExpectationsCustomer Process BlueprintCustomer Experience Observations
SOURCESProductivity ImplicationsCost ImplicationsCompany Process BlueprintCompany View of Quality
Service Standards
9-3Prof. Dr. Volker Kuppelwieser I Fall Term 2014 3
Examples of hard customer-defined standards
Prof. Dr. Volker Kuppelwieser I Fall Term 2014 4
Examples of soft customer-defined standards
Prof. Dr. Volker Kuppelwieser I Fall Term 2014 5
Examples of soft customer-defined standards(continued)
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What customers expect: Getting to actionable steps
Prof. Dr. Volker Kuppelwieser I Fall Term 2014 7
Service culture standards set by the Four Seasons Hotel• Smile: actively greet guests and smile• Eye contact: with an acknowledgment• Recognition: create a sense of recognition by using the
guests name where known• Voice: speak to guests in an attentive, natural and
courteous manner• Informed: all contact staff to be well informed about their
hotel, their product• Clean: always appear clean, well groomed and well fitted• Everyone show care for guests
Prof. Dr. Volker Kuppelwieser I Fall Term 2014 8
Process for setting customer-defined standards
Prof. Dr. Volker Kuppelwieser I Fall Term 2014 9
Criteria for creating service standards. Standards should:• Be based on behaviours and actions valued by
customers• Cover performance that needs to be improved or
maintained• Cover behaviours and actions employees can
improve• Be accepted by employees• Be predictive rather than reactive• Be challenging but realistic
Prof. Dr. Volker Kuppelwieser I Fall Term 2014 10
Importance/performance matrix
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Customer-defined standards for complaint handling by segment
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Linkage between soft measures and hard measures for speed of complaint handling
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Soft Standards at Toyota in Japan
• Standards for salespeople patterned after samurai behaviors:– Assume the samurai warrior’s “waiting
position” by leaning five to ten degrees forward when a customer is looking at a car
– Stand with left hand over right, fingers together and thumbs interlocked, as the samurais did to show they were not about to draw their swords
– Display the “Lexus Face,” a closed-mouth smile intended to put customers at ease
Samurai warrio
r
“waiting positi
on”
9-14Prof. Dr. Volker Kuppelwieser I Fall Term 2014 14
More Soft Standards at Toyota in Japan
• Standards for salespeople patterned after samurai behaviors:– When serving coffee or tea, kneel on the
floor with both feet together and both knees on the ground
– Bow more deeply to a customer who has purchased a car than a casual window shopper
– Stand about two arms’ lengths from customers when they are looking at a car and come in closer when closing a deal
– Point with all five fingers to a car door’s handle, right hand followed by left, then gracefully open the door with both hands
9-15Prof. Dr. Volker Kuppelwieser I Fall Term 2014 15