Service Excellence Models

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This presentation is a collection of PowerPoint diagrams and templates used to convey 24 different Service Excellence frameworks and models. Frameworks/Models include the following: Four Moments of Truth Net Promoter Score (NPS) 6P's Marketing Mix Keller’s Customer-Based Brand Equity Model Kano Model Kaufman’s Six Levels of Customer Service Ladder of Loyalty Apostle Model (Satisfaction-Loyalty Matrix) Importance-Performance Matrix Profitability-Loyalty Matrix RATER Model SERVQUAL Model Five Steps of Service Recovery The International Standard for Service Excellence (TISSE2012) Five Principles of Lean APQC Benchmarking Methodology Root Cause Analysis ADKAR Model Kotter’s Eight Phases of Change McKinsey’s 7S Framework COPC-2000 Baldrige Excellence Model EFQM Excellence Model Australian Business Excellence Framework To download this complete presentation, visit: http://www.oeconsulting.com.sg

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Service Excellence Models:

This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different Service Excellence models and frameworks. Service Excellence Models Diagrams and Templates of Service Excellence Models and Frameworks

Contents:

Contents Four Moments of Truth Keller’s Customer-Based Brand Equity Model Kano Model Kaufman’s Six Levels of Customer Service Ladder of Loyalty Apostle Model (Satisfaction-Loyalty Matrix) RATER Model SERVQUAL Model Five Steps of Service Recovery The International Standard for Service Excellence (TISSE2012 ) Five Principles of Lean Root Cause Analysis APQC Benchmarking Methodology ADKAR Model Kotter’s Eight Phases of Change McKinsey’s 7S Framework COPC -2000 Baldrige Excellence Model EFQM Excellence Model Australian Business Excellence Framework NOTE: This is a PARTIAL PREVIEW . To download the complete presentation, please visit: http:// www.oeconsulting.com.sg

The Four Moments of Truth depict the various impressions that a customer forms or changes at the moment of contact or interaction with a brand, product or service:

The Four Moments of Truth depict the various impressions that a customer forms or changes at the moment of contact or interaction with a brand, product or service DESCRIPTION Zero Moment of Truth This is when prospects or users recognize a need and go online to gather information regarding a brand, product or service. First Moment of Truth This represents the moment when prospects are confronted with the product/service and related alternatives in-store or in real life. This is considered to be the decision point to purchase a specific brand, product or service. Second Moment of Truth This moment happens after the customer has bought and experienced the quality of the brand, product or service. A positive experience will help to build a relationship between the customer and the brand or firm. Third Moment of Truth This refers to consumers feedback or reaction towards a brand, product or service, i.e. consumer becomes brand advocate and gives back via word of mouth or social media publishing. Moments of Truth

Keller's Brand Equity model highlights four steps that organizations can follow to build and manage a brand that customers will support:

Keller's Brand Equity model highlights four steps that organizations can follow to build and manage a brand that customers will support Source: Kevin Lane Keller Keller’s Customer-Based Brand Equity Model 4. Relationships What About You & Me? 3. Response What About You? 2. Meaning What Are You? 1. Identity Who Are You? Resonance Judgments Feelings Performance Imagery Salience

The Kano Model can help any team or organization get a better understanding of Customer Requirements and their impact on Customer Satisfaction:

The Kano Model can help any team or organization get a better understanding of Customer Requirements and their impact on Customer Satisfaction Kano Model Source: Noriaki Kano High Satisfaction Requirement Unfulfilled Requirement F ulfilled Low Satisfaction Performance Attributes Excitement Attributes Threshold Attributes

Kaufman’s Six Levels of Customer Service maps out a stairway for service providers to sustain high service standards:

Kaufman’s Six Levels of Customer Service maps out a stairway for service providers to sustain high service standards Level 6 – Unbelievable Level 5 – Surprising Level 4 – Desired Level 3 – Expected Level 2 – Basic Level 1 – Criminal Kaufman’s Six Levels of Customer Service Source: Ron Kaufman, ‘Up Your Service!’

The Ladder of Loyalty is a relationship marketing concept that sees customers gradually moving up through relationship levels:

The Ladder of Loyalty is a relationship marketing concept that sees customers gradually moving up through relationship levels Source: Christopher, Payne & Ballantyne Ladder of Loyalty Partner: Someone who has the relationship of partner with you. Purchaser Client Prospect Advocate Partner Supporter Client: Someone who has done business with you on a repeat basis but may be negative, or at best neutral, towards your organization. Advocate: Someone who actively recommends you to others, who does marketing for you. Supporter: Someone who likes your organization, but only supports you passively. Purchaser: Someone who has done business just once with your organization. Prospect: Someone whom you believe may be persuaded to do business with you.

The Apostle Model illustrates four types of relationships between companies and their customers :

The Apostle Model illustrates four types of relationships between companies and their customers Apostle Model Loyalty Satisfaction Defectors Hostages Loyalists Mercenaries Apostles Terrorists Source: Jones & Sasser , Harvard Business Review, 1995

The RATER model allows customer service experiences to be explored and assessed quantitatively:

The RATER model allows customer service experiences to be explored and assessed quantitatively Source: “SERVQUAL” by Valarie A. Zeithaml , A. Parasuraman , and Leonard L. Berry  DESCRIPTION The ability to perform the promised service dependably and accurately The knowledge and courtesy of employees and their ability to convey trust and confidence The appearance of physical facilities, equipment, personnel and communication materials The provision of caring, individualized attention to customers The willingness to help customers and to provide prompt service Reliability Assurance Tangibles Empathy Responsiveness RATER Model

The SERVQUAL Model can be used to perform a service quality gap analysis for a service provider:

The SERVQUAL Model can be used to perform a service quality gap analysis for a service provider Word of mouth Communication Past Experience Personal Needs Expected Service Service Quality Specifications Service delivery Perceived Service Management Perception of Customer Expectations External communication to Customers Customer Service Provider GAP 3 GAP 2 GAP 5 GAP 4 GAP 1 SERVQUAL Model Source: “SERVQUAL” by Valarie A. Zeithaml , A. Parasuraman , and Leonard L. Berry 

The five-step service recovery process provides a simple approach to solve a problem and restore customer’s confidence:

The five-step service recovery process provides a simple approach to solve a problem and restore customer’s confidence 5 A’s o f Service Recovery

The International Standard for Service Excellence (TISSE2012) model distinguishes the 5 main factors of customer service excellence which directly impact and determine customer satisfaction:

The International Standard for Service Excellence (TISSE2012) model distinguishes the 5 main factors of customer service excellence which directly impact and determine customer satisfaction 5P’s Service Quality Model Source: TICSI (The International Customer Service Institute) POLICIES PRODUCTS PREMISES PROCESSES PEOPLE QUALITY VALUE BRAND AVAILABILITY AWARENESS TECHNICAL SKILL TEAMWORK BEHAVIORAL SKILLS DEFINED COMMUNICATED IMPLEMENTED MEASURED REFINED ACCESSIBLE USABLE INTERESTING SERVICED ATTRACTORS RETAINERS CUSTOMER SATISFACTION PERFORMANCE MEASUREMENT © Philip Forest

The Five Principles of Lean can be applied to customer service processes to eliminate waste and achieve customer satisfaction:

The Five Principles of Lean can be applied to customer service processes to eliminate waste and achieve customer satisfaction Source: James J. Womack and Daniel T. Jones 1. Identify Value 2. Map the Value Stream 3. Create Flow 4. Establish Pull 5. Seek Perfection Five Lean Principles

The four sources of variability in a system are used to understand root causes (Service):

The four sources of variability in a system are used to understand root causes (Service) Source: Kaoru Ishikawa Process Technology Policy People Output Causes Effect Cause & Effect Diagram (Service)

The APQC four-phase benchmarking methodology defines a simple approach to improve product and service performance:

The APQC four-phase benchmarking methodology defines a simple approach to improve product and service performance Establish the project scope, develop the data collection approach and requirements, and set the criteria for peer groups Collect data Analyze and validate information collected to identify performance levels, leading practices, enablers, and proven templates and other tools Report and develop action plan for change Source: American Productivity & Quality Center APQC Benchmarking Methodology

The ADKAR Model provides a simple and action-oriented framework for taking control of individual change towards customer-centricity:

The ADKAR Model provides a simple and action-oriented framework for taking control of individual change towards customer-centricity Source: Prosci ADKAR Model Understand the need for change Understand nature of the change Sustain the change Build a culture and competence around change How to change Implement new skills and behaviors Support the change Participate and engage Implement the change Demonstrate performance Awareness Desire Knowledge Ability Reinforcement

Kotter’s Eight Phases of Change provides a roadmap for organizations to achieve sustainable change:

Kotter’s Eight Phases of Change provides a roadmap for organizations to achieve sustainable change Need for Change Change Behavior Change Direction Change Sustainability 1. Establish a Sense of Urgency 2. Form a Powerful Guiding Coalition 3. Create a Vision 4. Communicate the Vision 5. Empower Others to Act on the Vision 6. Plan for and Create Short Term Wins 7. Consolidate Improvements & Produce More Change 8. Institutionalize New Approaches Committed Leadership Kotter’s Change Model Source: John Kotter

The McKinsey 7S framework involves seven interdependent factors which are categorized as either “hard” or “soft” elements:

The McKinsey 7S framework involves seven interdependent factors which are categorized as either “hard” or “soft” elements Source: McKinsey McKinsey 7S Framework Structure Systems Style Staff Skills Strategy Shared Values Soft Elements Hard Elements

COPC-2000 VMO Standard (Rel. 5.2) is a collection of performance management systems for customer-centric service operations for vendor management organizations:

COPC-2000 VMO Standard (Rel. 5.2) is a collection of performance management systems for customer-centric service operations for vendor management organizations Source: COPC Inc. Clients, Customer Service Providers (CSPs), and End-Users 1.0 Leadership & Planning 4 Items 4 .0 Performance 8 Items 2.0 Processes Establishing and Closing Relationships and Programs 5 Items Monitoring Relationships and Programs 10 Items Key Support Processes 6 Items 3 .0 Key People Processes 3 Items

COPC-2000 CSP Standard (Rel. 5.2) is a collection of performance management systems for customer-centric service operations for customer service providers:

COPC-2000 CSP Standard (Rel. 5.2) is a collection of performance management systems for customer-centric service operations for customer service providers Source: COPC Inc. 1.1 Statement of Direction 1.2 Business Planning 1.3 Target Setting 1.4 Reviewing Process Performance 1.5 COPC CSP Standard Review 1.0 Leadership & Planning 2.1 Managing Change 2.2 Process, Procedures & Methodologies 2.3 Corrective Action & Continuous Improvement 2.4 Transaction Monitoring 2.5 Forecasting, Staffing & Scheduling 2.6 Compliance 2.7 Technology 2.8 Vendor & Key Supplier Performance Management 2.9 Business Continuity 2.10 Reporting & Data Integrity 2.11 Capturing and Analyzing End-user Feedback 2.0 Processes 4.1 End-user Satisfaction & Dissatisfaction 4.2 Client Satisfaction & Dissatisfaction 4.3 Service Performance 4.4 Quality Performance 4.5 Sales Performance 4.6 Efficiency & Cost Performance 4.7 KSP Performance 4.8 Achieving Results 4.0 Performance 3.1 Defining Jobs 3.2 Recruiting & Hiring 3.3 Training & Development 3.4 Verifying Skills & Knowledge 3.5 Staff Performance Management 3.6 Managing Staff Feedback 3.7 Staff Attrition & Absenteeism 3.0 People Enablers Goal Driver COPC-2000 CSP Standard 5.2

The Baldrige framework takes a holistic, systems approach in viewing an organization’s performance management system across seven areas:

The Baldrige framework takes a holistic, systems approach in viewing an organization’s performance management system across seven areas Baldrige Excellence Framework Leadership Customers Strategy Operations Workforce Integration RESULTS Measurement, Analysis & Knowledge Management Organizational Profile Core Values and Concepts Source: National Institute of Standards & Technology (NIST)

The EFQM Excellence Model provides a holistic view of the organization and serves as a framework for developing sustainable excellence:

The EFQM Excellence Model provides a holistic view of the organization and serves as a framework for developing sustainable excellence Enablers Results Leadership People Strategy Partnerships & Resources Key Results Processes, Products & Services People Results Customer Results Society Results Learning, Creativity & Innovation EFQM Excellence Model Source: European Foundation for Quality Management (EFQM)

The Australian Business Excellence Framework describes the elements essential to organizations sustaining high levels of performance:

The Australian Business Excellence Framework describes the elements essential to organizations sustaining high levels of performance Australian Business Excellence Framework (ABEF) Leadership People Strategy & Planning Results & Sustainable Performance Process Management, Improvement & Innovation Customers & o ther Stakeholders Information & Knowledge

About Operational Excellence Consulting:

About Operational Excellence Consulting

About Operational Excellence Consulting:

About Operational Excellence Consulting Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg

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