customer defined service standards
TRANSCRIPT
![Page 1: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/1.jpg)
ALIGNING STRATEGY, SERVICE DESIGN, AND STANDARDS
![Page 2: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/2.jpg)
CUSTOMER
COMPANY
GAP 2
Customer-Driven Service Designs and
Standards
Company Perceptions of
Consumer Expectations
Provider GAP 2
![Page 3: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/3.jpg)
Closing Gap 2
Service Development and Design
Customer-defined service standards
Physical Evidence and Servicescape
![Page 4: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/4.jpg)
Customer Defined Customer Defined Service StandardsService Standards
Not everything that counts can be counted;
And not everything that can be counted counts.
![Page 5: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/5.jpg)
FedEx sets std.s thru SQI
Unforgiving internal performance measurement
Hierarchy of Horrors Ignoring percentages And focusing on
actual complaints Weekly quality report 100% satisfaction with every
transaction
![Page 6: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/6.jpg)
12-item statistical SQI Right day late deliveries 1 Wrong day late deliveries 5 Traces not answered 1 Complaints reopened 5 Missing proofs of delivery 1 Invoice adjustments 1 Missed pickups 10 Damaged packages 10 Lost packages 10 Aircraft delay 5 Overgoods 5 Abandoned calls 1 International 1
![Page 7: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/7.jpg)
Factors necessary for appropriate service standards
Standardization of service behaviour and actions
Formal service targets and goals
Customer defined standards
![Page 8: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/8.jpg)
Standardization of Services
Two viewpoints– Not possible as customization is
important• Less empowered employees.• Makes service impersonal.
– Almost all service tasks are routine• More productive uses of employee resources.
How much and when is the question
![Page 9: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/9.jpg)
Industrialization of services
Three form of standardization of services
Using technology for personal contact.
Improvement in work method Combination of these two.
![Page 10: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/10.jpg)
Formal service targets and goals
Establishing formal standards to guide employees.
Specific , quantified , measurable service goals
Specific at employee level Specific at departmental level
![Page 11: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/11.jpg)
Customer defined standards
Company defined standards are there for achieving company goals.
May not be able to close the GAP 2 Need for -Operational standards
based on pivotal customer requirements that are visible to and measured by customers.
![Page 12: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/12.jpg)
Two types of standards
Hard customer defined standards– Things that can be counted, timed or
observed through audits.• Reliability• Responsiveness
Soft customer defined standards– Opinion based measures that can not be
observed and must be collected by talking to the customers, employees or others.
Tolerances to standards may vary
![Page 13: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/13.jpg)
Hard & Soft std.s at Ford Motor Company
Appointment available within one day of customer’s requested service day.
Write-up begins within four minutes or less
Service needs are courteously identified, accurately recorded on repair order and verified with customer.
Vehicle services right on the first visit. Service status provided within one minute
of inquiry. Vehicle ready at agreed-upon time Thorough explanation given of work done,
coverage and charges.
![Page 14: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/14.jpg)
One time fixes
Do away with standards Technology , policy or procedures
changes that when instituted address customer requirements.
Mostly through use of technology– Information databases , automated
transactions
![Page 15: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/15.jpg)
Understanding Service encounter sequence
Understand the service blueprint Customer overall service quality
evaluation is the accumulation of evaluations of multiple service experiences.
Overall average performance Good start vs. Good finish
![Page 16: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/16.jpg)
Service Encounter Customer Requirements Measurements
ServiceQuality
Customer-Driven standards and Measurements Exercise
![Page 17: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/17.jpg)
AT&T’s Process Map for Measurements
Reliability
(40%)Easy To Use
(20%)Features / Functions
(40%)
Knowledge
(30%)Responsive
(25%)Follow-Up
(10%)
Delivery Interval Meets Needs
(30%)Does Not Break
(25%)Installed When Promised
(10%)
No Repeat Trouble
(30%)Fixed Fast
(25%)Kept Informed
(10%)
Accuracy, No Surprise
(45%)Resolve On First Call
(35%)Easy To Understand
(10%)
Business Process Customer Need Internal Metric30% Product
30% Sales
10% Installation
15% Repair
15% Billing
% Repair Call% Calls for HelpFunctional Performance Test
Supervisor Observations% Proposal Made on Time% Follow Up Made
Average Order Interval% Repair Reports% Installed On Due Date
% Repeat ReportsAverage Speed Of Repair% Customers Informed
% Billing Inquiries% Resolved First Call% Billing Inquiries
TotalQuality
Source: AT&T General Business Systems
![Page 18: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/18.jpg)
Expressing customer requirements
Need to convert customer requirements into specific behaviours and action.
Different levels of abstraction/concreteness– General customer requirement
• Satisfaction, value , relationship– Abstract dimensions of service quality
• Reliability , responsiveness, assurances– Attributes( defining dimensions)
• Delivers on time– Specific actions and behaviour
• Deliveries in 48 hours
![Page 19: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/19.jpg)
Satisfaction ValueRelationship Solution Provider
Reliability EmpathyAssurance TangiblesResponsiveness Price
Delivers on TimeReturns Calls QuicklyKnows My Industry
Delivers by Weds 11/4Returns Calls in 2 HrsKnows Strengths of My Competitors
Requirements:Abstract
Concrete
Dig Deeper
Dig Deeper
Dig Deeper
Diagnosticity:Low
High
General Concepts
Dimensions
Behaviors and Actions
Attributes
Getting to Actionable Steps
![Page 20: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/20.jpg)
Measurements of Behaviors and Actions
Hard Measurements– Consists of accounts, audit or timed
actions – ex. Missing proof of delivery, wrong day delivery, overgoods
Soft Measurements– Customer opinions about whether
perf. Met the std.s estd. – trailer calls, relationship surveys
![Page 21: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/21.jpg)
Process For Developing Customer Defined Standards
Step 1- Identify Existing Or Desired Service Encounter Sequence.
Step 2- Translate Customer Expectation Into Behaviours And Action For Each Service Encounter.
Step 3- Select Behaviours/Actions For Standards.
Step 4 –Set Hard Or Soft Standards.
![Page 22: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/22.jpg)
Select Behaviors/Actions for Standards
Important Criteria for creation of standards– Are based on behaviors and actions that are
very important to the customers– Cover the performance that needs to be
improved or maintained– Cover behaviors & actions employees can
improve– Are accepted by employees– Are predictive rather than reactive– Are challenging but realistic
![Page 23: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/23.jpg)
Step 5- Develop Feedback Mechanism.
Step 6 – Establish Measures And Target Levels.
Step 7- Track Measures Against Standards.
Step 8- Provide Feedback About Performance To Employees.
Step 9 – Update Target Levels And Measures.
![Page 24: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/24.jpg)
Importance/Performance Matrix
HIGH
HIGH
Performance
10.0
8.0
7.0
9.0
LOW
8.0 9.0 10.0
Importance
Improve Maintain
Refocus
![Page 25: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/25.jpg)
Service Performance Indices Comprehensive composites of the
most critical performance standards. Various steps involved are
– Understanding the most important requirement of the customer
– Linking these requirements to tangible and measurable aspects of service provision
– Using the feedback from these indices to identify and improve service problems
Feedback used for reward and recognition
![Page 26: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/26.jpg)
PHYSICAL EVIDENCEPHYSICAL EVIDENCE
AND
THE SERVICESCAPE
![Page 27: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/27.jpg)
Physical evidence
Communicating service quality attributes
Setting customer expectations Creating service experience
Organization’s physical facility – SERVICESCAPE
![Page 28: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/28.jpg)
Coffee shop
![Page 29: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/29.jpg)
Music store
![Page 30: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/30.jpg)
Elements of Physical Evidence
Servicescape Other tangibles Facility exterior Exterior design Signage Parking Landscape Surrounding environment
Facility interior Interior design Equipment Signage Layout Air quality/temperature
Business cards Stationery Billing statements Reports Employee dress Uniforms Brochures Web pages Virtual servicescape
![Page 31: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/31.jpg)
Types of Sericescapes
Servicescape use Complexity of servicescape Typology implications
![Page 32: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/32.jpg)
Typology of Service Organizations Based on Variations in Form and Use
of the ServicescapeComplexity of the servicescape evidence
Servicescapeusage
Elaborate Lean
Self-service(customer only)
Golf LandSurf 'n' Splash
ATMTicketronPost office kioskInternet servicesExpress mail drop-off
Interpersonalservices(both customer andemployeee)
HotelRestaurantsHealth clinicHospitalBankAirlineSchool
Dry cleanerHot dog standHair salon
Remote service(employee only)
Telephone companyInsurance companyUtilityMany professional services
Telephone mail-order deskAutomated voice-messaging-based services
![Page 33: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/33.jpg)
Roles of the servicescape
Package Facilitator Socializer Differentiator
![Page 34: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/34.jpg)
A Framework for Understanding Environment-User Relationships in Service Organizations
![Page 35: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/35.jpg)
Approaches for understanding servicescape effects
Environment surveys Direct observation Experiments Photographic blueprints
![Page 36: Customer Defined Service Standards](https://reader033.vdocument.in/reader033/viewer/2022061121/546f97b4b4af9f42698b4684/html5/thumbnails/36.jpg)
Guidelines for physical evidence strategy
Recognize the strategic impact of PE Map the PE of service Clarify roles of the servicescape Assess and identify PE opportunities Be prepared to update and
modernize the evidence Work cross-functionally