“ Service Marketing” Desales University Rodolfo Cremer www.marketingdeservicios.com

what do you expect?

agenda What is Marketing (a XXI century view) What is Service (and why it fail)? What is Quality (and how to manage it in services) Marketing (XXI) + Service + Quality

What is Marketing (a XXI century view)

What is Service (and why it fail)?

What is Quality (and how to manage it in services)

Marketing (XXI) + Service + Quality

Rodolfo J. Cremer, Phd (c) Director and professor of Strategic Marketing and Service Marketing at undergraduate & postgraduate school Universidad Peruana de Ciencias Aplicadas - UPC Doctorando (Phd) in Business Administration in Universidad Politécnica de Cataluña, Spain. MBA by the UQÀM (Université du Quebec à Montreal), Canada, and MBA by the Universidad San Ignacio de Loyola (Lima, Peru). In both MBA programs occupied the first place in his promotion. Actually, is the Director of the Working Adult Program at the UPC (Universidad Peruana de Ciancias Aplicadas) and Director of the Instituto de Marketing de Servicios (IMdS) for Peru, Spanish company leader in relational marketing and services strategies. He is also director of InnovAcción, company of the ACP group, leaders in microfinances in Latin American. Professor Cremer is lecturer of Strategic Marketing and Service Marketing at UPC Undergraduate and Graduate School, and has been lecturer in subjects as strategic planning and balanced scorecard, loyalty programs and service marketing strategies in other universities, master programs and postgraduate schools, as well as in open seminaries. He was also lecturer in the international event BALAS 2006 (Business Association of Latin American Studies) and in the XI Seminary and I International Congress of Marketing and Advertising in Bucaramanga, Colombia (2007). He is Business Administrator with more than 15 years of professional experience in multinational companies of consultancy, commercial and services, where it has held the positions of director, marketing manager and commercial manager. Its professional experience is concentrate in subjects as strategic planning and the construction of commercial and marketing plans, and developing loyalty programs (CRM). He has worked for companies such as Pepsico, Price Waterhouse Coopers, Yamaha Motor of Peru, Kawasaki, Suzuki of Peru, General Motors, Mibanco, Los Delfines-Summit Hotel & Casino, Banco Financiero, Atlantic City Casino. He has developed consultancy programs and in-house seminaries for Interbank, Nissan, LAN, Asosiación Peruano-Britpanico, Constructora Líder, Impulse Telecom, Belcorp, Telepónica, Prosegur, among others.

When we are in a learning process our mind should work as a parachute It’s better when is open. please do me… One favor

well “What is marketing?”

And what is…

1 de cada 4 empresas españolas (25.4%) prevé perder este año entre el 10% y el 30% de sus clientes. Encuesta a más de 2.000 directores generales, directores comerciales y directores de Marketing de las más relevantes empresas nacionales y multinacionales de varios sectores. El 19,9% de las compañías cree que perderá entre el 10% y el 20% . Mientras, un 5,5% prevé que la tasa de abandono se situará entre el 20% y el 30% . 7% de las empresas consultadas admite que su tasa de churn puede dispararse por encima de un alarmante 30% . Numerosas empresas optan por asumir tasas de abandono de forma natural, redoblando sus esfuerzos de captación de nuevos clientes. La estrategia aconsejable, sin embargo, es la de definir y aplicar Estrategias de Prevención del Churn , que pasen por el establecimiento de planes de Fidelización y Retención de Clientes . Introducción Fuente: IMdS. www.marketingdeservicios.com Don’t worry is not in spanish !

1 de cada 4 empresas españolas (25.4%) prevé perder este año entre el 10% y el 30% de sus clientes.

Encuesta a más de 2.000 directores generales, directores comerciales y directores de Marketing de las más relevantes empresas nacionales y multinacionales de varios sectores.

El 19,9% de las compañías cree que perderá entre el 10% y el 20% .

Mientras, un 5,5% prevé que la tasa de abandono se situará entre el 20% y el 30% .

7% de las empresas consultadas admite que su tasa de churn puede dispararse por encima de un alarmante 30% .

Numerosas empresas optan por asumir tasas de abandono de forma natural, redoblando sus esfuerzos de captación de nuevos clientes.

La estrategia aconsejable, sin embargo, es la de definir y aplicar Estrategias de Prevención del Churn , que pasen por el establecimiento de planes de Fidelización y Retención de Clientes .

1 de cada 4 empresas españolas (25.4%) prevé perder este año entre el 10% y el 30% de sus clientes. Encuesta a más de 2.000 directores generales, directores comerciales y directores de Marketing de las más relevantes empresas nacionales y multinacionales de varios sectores. El 19,9% de las compañías cree que perderá entre el 10% y el 20% . Mientras, un 5,5% prevé que la tasa de abandono se situará entre el 20% y el 30% . 7% de las empresas consultadas admite que su tasa de churn puede dispararse por encima de un alarmante 30% . Numerosas empresas optan por asumir tasas de abandono de forma natural, redoblando sus esfuerzos de captación de nuevos clientes. La estrategia aconsejable, sin embargo, es la de definir y aplicar Estrategias de Prevención del Churn , que pasen por el establecimiento de planes de Fidelización y Retención de Clientes . Introduction Source: IMdS. www.marketingdeservicios.com 1 of each 4 Spanish companies (25,4%) anticipates to lose this year between 10% and 30% of its customers.

1 de cada 4 empresas españolas (25.4%) prevé perder este año entre el 10% y el 30% de sus clientes.

Encuesta a más de 2.000 directores generales, directores comerciales y directores de Marketing de las más relevantes empresas nacionales y multinacionales de varios sectores.

El 19,9% de las compañías cree que perderá entre el 10% y el 20% .

Mientras, un 5,5% prevé que la tasa de abandono se situará entre el 20% y el 30% .

7% de las empresas consultadas admite que su tasa de churn puede dispararse por encima de un alarmante 30% .

Numerosas empresas optan por asumir tasas de abandono de forma natural, redoblando sus esfuerzos de captación de nuevos clientes.

La estrategia aconsejable, sin embargo, es la de definir y aplicar Estrategias de Prevención del Churn , que pasen por el establecimiento de planes de Fidelización y Retención de Clientes .

1 de cada 4 empresas españolas (25.4%) prevé perder este año entre el 10% y el 30% de sus clientes. Encuesta a más de 2.000 directores generales, directores comerciales y directores de Marketing de las más relevantes empresas nacionales y multinacionales de varios sectores. El 19,9% de las compañías cree que perderá entre el 10% y el 20% . Mientras, un 5,5% prevé que la tasa de abandono se situará entre el 20% y el 30% . 7% de las empresas consultadas admite que su tasa de churn puede dispararse por encima de un alarmante 30% . Numerosas empresas optan por asumir tasas de abandono de forma natural, redoblando sus esfuerzos de captación de nuevos clientes. La estrategia aconsejable, sin embargo, es la de definir y aplicar Estrategias de Prevención del Churn , que pasen por el establecimiento de planes de Fidelización y Retención de Clientes . Source: IMdS. www.marketingdeservicios.com 19.9% of the companies think that they will lose between 10% and 20%. While, a 5.5% anticipate that the rate of abandonment will be placed between 20% and 30%. 7% of the consulted companies admit that its rate of churn can go over an alarming a 30%. They “choose” to assume rates of abandonment (churn) in a natural form, redoubling their efforts (focusing on) to pick up new customers Introduction

1 de cada 4 empresas españolas (25.4%) prevé perder este año entre el 10% y el 30% de sus clientes.

Encuesta a más de 2.000 directores generales, directores comerciales y directores de Marketing de las más relevantes empresas nacionales y multinacionales de varios sectores.

El 19,9% de las compañías cree que perderá entre el 10% y el 20% .

Mientras, un 5,5% prevé que la tasa de abandono se situará entre el 20% y el 30% .

7% de las empresas consultadas admite que su tasa de churn puede dispararse por encima de un alarmante 30% .

Numerosas empresas optan por asumir tasas de abandono de forma natural, redoblando sus esfuerzos de captación de nuevos clientes.

La estrategia aconsejable, sin embargo, es la de definir y aplicar Estrategias de Prevención del Churn , que pasen por el establecimiento de planes de Fidelización y Retención de Clientes .

19.9% of the companies think that they will lose between 10% and 20%.

While, a 5.5% anticipate that the rate of abandonment will be placed between 20% and 30%.

7% of the consulted companies admit that its rate of churn can go over an alarming a 30%.

They “choose” to assume rates of abandonment (churn) in a natural form, redoubling their efforts (focusing on) to pick up new customers

“ Service is our main product” a store message during our travel between Bethlehem and Allentown

Consulted on the reason for abandonment, 73% of the consumers alluded to "customer service" like the main reason, against 21% of the managers. 50% of the managers attributed to the factor price the flight of customers, while only a 24% of the “ desertor customers" alluded to the prices like detonating . This disparity speaks by itself on the understanding effort that is forced to be made in the companies (if they want to stop the " sangría " of customers) and to know exactly how to retain them . Introduction Source: IMdS. www.marketingdeservicios.com

Consulted on the reason for abandonment, 73% of the consumers alluded to "customer service" like the main reason, against 21% of the managers.

50% of the managers attributed to the factor price the flight of customers, while only a 24% of the “ desertor customers" alluded to the prices like detonating .

This disparity speaks by itself on the understanding effort that is forced to be made in the companies (if they want to stop the " sangría " of customers) and to know exactly how to retain them .

What happend ? [where is marketing] What is “Marketing”?

Marketing Es un proceso social y de gestión a través del cual los individuos y grupos obtienen lo que necesitan y desean , creando, ofreciendo e intercambiando productos , bienes y servicios de valor para otros . Según Philip Kotler Marketing (and it’s traditional definitions) It is a social & management process through what the individuals and groups obtain what they need and wish , creating, offering and interchanging products, goods and services of value for others.

Marketing Según Jerome McCarthy El marketing contribuye decisivamente a ofrecerle a los clientes bienes y servicios y, en términos más generales, a lograr su satisfacción . En una palabra la satisfacción del cliente es la medida en que una compañía atiende sus necesidades , deseos y expectativas . Marketing decisively contributes to offer to the clients goods and services , in more general terms, to obtain its satisfaction . In a word the customer satisfaction is the measurement in which a company takes care of its needs, desires and expectations. Marketing (and it’s traditional definitions)

La paradoja de la satisfacción Source: IMdS. www.marketingdeservicios.com (The paradox of satisfaction) Why marketing is not satisfaction ?

“ satisfaction is NOT loyalty” Completely Satisfy Very Satisfy Satisfy Very Unsatisfy Completely Unsatisfy 80% + 10% = 90% Churn factor = 75% It only renews with the same brand 15% La paradoja de la satisfacción In the automobile industry … Source: IMdS. www.marketingdeservicios.com 80% 10% 10%

4P Product Price Place Promotion Mentality of management dominated by the optics of the supply (point of view of the offer) The “service companies” not even were seen like “ service producers ”. El nacimiento del marketing The Birth Of Marketing Source: IMdS. www.marketingdeservicios.com

Mentality of management dominated by the optics of the supply (point of view of the offer)

The “service companies” not even were seen like “ service producers ”.

El nacimiento del marketing Source: IMdS. www.marketingdeservicios.com The Birth Of Marketing

El nacimiento del marketing Source: IMdS. www.marketingdeservicios.com The Birth Of Marketing

So there was no other option … The services did not have more remedy than to adopt marketing as it had been conceived for products . Marketing Evolution … ( in spite of the evident differences between products and services ) Source: IMdS. www.marketingdeservicios.com

The intangibility [of the service] Simultaneity production–consumption Production Process Contact company–client Heterogeneity of the services, and Participation of the client [in the service production process] The 6 Key Differences Between Products and Services Source: IMdS. www.marketingdeservicios.com

The intangibility [of the service]

Simultaneity production–consumption

Production Process

Contact company–client

Heterogeneity of the services, and

Participation of the client [in the service production process]

Source: IMdS. www.marketingdeservicios.com Marketing Evolution … Pure adoption I Born 4Ps Applicability III adaptation Traditional Marketing Internal Marketing Relational Marketing A freedom shout II Evolution 1977: “Breaking Free From Product Marketing” (Liberémonos del marketing de productos) G. Lynn Shostack , Vicepresidenta del CitiBank

For Shostack, the key criteria is: Applicability The fundamental function of marketing is to maintain the relation between the company and its market. But in a production company the customer practically does not make contact with “the company” [and when he does, he is under the control of the organization]. Nevertheless… in the service company all the employees make contact with the customer . Marketing “Aplicability”: The key Factor! Source: IMdS. www.marketingdeservicios.com

For Shostack, the key criteria is: Applicability

The fundamental function of marketing is to maintain the relation between the company and its market.

But in a production company the customer practically does not make contact with “the company” [and when he does, he is under the control of the organization].

Nevertheless… in the service company all the employees make contact with the customer .

so… It is necessary a different approach (tridimensional) The Aplicability Stage Source: IMdS. www.marketingdeservicios.com

Traditional Marketing Comunicate the promise Internal Marketing allow to give the promise (fulfills) Relational Marketing Delivery the promise and manages the relation company people New Tridimensional Marketing Perspective

Marketing Tradicional comunicación de la promesa Marketing Interno Permite que se entregue lo prometido (cumple) Marketing Relacional Entrega de lo prometido y gestiona la relación 4Ps Process Standards CRM People Empowerment Experiences Homogenous Sales Points: Tareas, herramientas, formación, guiones, prestaciones estandarizadas ,,, Emotional Conection: Habilidades, emociones, actitudes, vocación de servicio, “salirse del guión” ,,, Customer personal empresa “ true moments” New Tridimensional Marketing Perspective Product Price Place Promotion Process & Physical Evidence People & “ True momets”

Product - Service Physical Evidence [Perceptions] Place Process Price People Promotion Prestación–entrega [giving the benefit; the “true moment”] Nuevo Enfoque Adaptado Al S. XXI (marketing ampliado) Source: IMdS. www.marketingdeservicios.com

What is marketing? [So…]

Marketing Según G. Lynn Shostack Marketing is the area in charge to maintain the relation between the company and its customers ¿ components of a relation ? Source: IMdS. www.marketingdeservicios.com Marketing (and it’s XXI Century Definition)

What is inside Marketing? vinculo = relación ¿components of a relation? Satisfacción Confianza Respeto Comunicación Una relación: Ganar – Ganar Lealtad Fidelidad Pasión Amor + Conveniencia Perdón Conocimiento No son lo mismo Satisfaction Confidence Respect Communication A relation: win - win Loyalty Fidelity Passion Love + Convenience Pardon Knowledge

Question? ¿and now … What is a service?

What is a service? Servidumbre = servitude o servants “ water” (inodoro) = toilet

Servicio: según la RAE Marketing Y Sus Definiciones Source: www.rae.es m. Acción y efecto de servir. m. Conjunto de criados o sirvientes . m. servicio doméstico. m. Culto religioso. m. Mérito que se adquiere sirviendo al Estado o a otra entidad o persona. m. servicio militar. m. Favor que se hace a alguien. m. En la época preconstitucional, contribución votada por las Cortes. m. orinal. m. retrete (‖ aposento). U. t. en pl. con el mismo significado que en sing. m. enema 2 . m. Cubierto que se pone a cada comensal. m. Conjunto de alimentos que se ponen en la mesa. m. Conjunto de vajilla y otros utensilios, para servir la comida, el café, el té, etc. m. Hablando de beneficios o prebendas eclesiásticas, residencia y asistencia personal. m. Organización y personal destinados a cuidar intereses o satisfacer necesidades del público o de alguna entidad oficial o privada. Servicio de correos, de incendios, de reparaciones m. Contribución que se pagaba anualmente por los ganados. m. Función o prestación desempeñadas por estas organizaciones y su personal. m. Dep. saque (‖ acción de sacar). m. Econ. Prestación humana que satisface alguna necesidad social y que no consiste en la producción de bienes materiales . Human benefit that satisfies some social necessity and that it does not consist of the production of material goods

m. Acción y efecto de servir.

m. Conjunto de criados o sirvientes .

m. servicio doméstico.

m. Culto religioso.

m. Mérito que se adquiere sirviendo al Estado o a otra entidad o persona.

m. servicio militar.

m. Favor que se hace a alguien.

m. En la época preconstitucional, contribución votada por las Cortes.

m. orinal.

m. retrete (‖ aposento). U. t. en pl. con el mismo significado que en sing.

m. enema 2 .

m. Cubierto que se pone a cada comensal.

m. Conjunto de alimentos que se ponen en la mesa.

m. Conjunto de vajilla y otros utensilios, para servir la comida, el café, el té, etc.

m. Hablando de beneficios o prebendas eclesiásticas, residencia y asistencia personal.

m. Organización y personal destinados a cuidar intereses o satisfacer necesidades del público o de alguna entidad oficial o privada. Servicio de correos, de incendios, de reparaciones

m. Contribución que se pagaba anualmente por los ganados.

m. Función o prestación desempeñadas por estas organizaciones y su personal.

m. Dep. saque (‖ acción de sacar).

m. Econ. Prestación humana que satisface alguna necesidad social y que no consiste en la producción de bienes materiales .

¿Why service is imprtant for customers & our company? Greater loyalty from the consumers, clients and users. Increase sales & yield (the high quality, among other things, allows to fix prices higher than the competition). More frequent sales , greater repetition of businesses with the same clients, users or consumers. A high level of individual sales to each client, consumer or user (the satisfied clients buy more of the same services and products). More crossed sales , since the satisfied clients are more arranged to buy the other services or products of the company. More new clients caught through the communication mouth-to-mouth , the references of the satisfied clients, etcetera. Smaller expenses in (traditional) marketing activities (publicity, promotion of sales and advertising): the companies that offer low quality are forced to make majors investments in marketing for “replacing” the clients who are continuously lost. Source: IMdS. www.marketingdeservicios.com

¿Why service is imprtant for customers & our company?

Greater loyalty from the consumers, clients and users.

Increase sales & yield (the high quality, among other things, allows to fix prices higher than the competition).

More frequent sales , greater repetition of businesses with the same clients, users or consumers.

A high level of individual sales to each client, consumer or user (the satisfied clients buy more of the same services and products).

More crossed sales , since the satisfied clients are more arranged to buy the other services or products of the company.

More new clients caught through the communication mouth-to-mouth , the references of the satisfied clients, etcetera.

Smaller expenses in (traditional) marketing activities (publicity, promotion of sales and advertising): the companies that offer low quality are forced to make majors investments in marketing for “replacing” the clients who are continuously lost.

¿Why service is imprtant for customers & our company? Less complaints and claims (and, consequently, smaller expenses caused by its management). Better image and reputation of the company. A clear differentiation of the company with respect to its competitors (although they are products and services similar to those of the competitors, perceive them to the clients like different and, even, unique). A better internal climate , since the employees are not pressed by the continuous complaints of the consumers, users and clients. Better internal relations between the personnel since all work, unified, towards a same objective. Less complaints and absenteeism on the part of the personnel (more high productivity). Reduce rotation of the personnel. Better market share . Source: IMdS. www.marketingdeservicios.com

¿Why service is imprtant for customers & our company?

Less complaints and claims (and, consequently, smaller expenses caused by its management).

Better image and reputation of the company.

A clear differentiation of the company with respect to its competitors (although they are products and services similar to those of the competitors, perceive them to the clients like different and, even, unique).

A better internal climate , since the employees are not pressed by the continuous complaints of the consumers, users and clients.

Better internal relations between the personnel since all work, unified, towards a same objective.

Less complaints and absenteeism on the part of the personnel (more high productivity).

Reduce rotation of the personnel.

Better market share .

Question? And finally… ¿ what is quality?

Durante un viaje por la carretera me detuve en un poblado para comprar algo de comer. Al entrar en la pizzería vi un letrero que decía: “ Quality, Service and Good Price. Choose only two .” Selecciones del Reader’s Digest Pp 101, agosto 2007 Quality. Until where?

¿ what is quality ?

¿ what is quality ?

Principle What gets measured , gets done. ! Source: IMdS. www.marketingdeservicios.com

Destiny Is not a matter of chance ; it is a matter of choice .

The other option …

standards ¿ is possible to establish & measure in services? How can we establish standards in services? Source: IMdS. www.marketingdeservicios.com

To turn the customer expectations [and the promises of the company] in perceived attributes by the client, of obligatory fulfillment , with the purpose to guarantee that they are present during the service process (benefit). Standards in Services YES Source: IMdS. www.marketingdeservicios.com

qualities ¿ how can we measure human such as: the attention courtesy amiability service vocation ? But how? Source: IMdS. www.marketingdeservicios.com

It is perfectly possible if we admit, that a service quality measurement (or service standard) does not have to be necessarily quantitative . Jacques Horovitz (“La Qualite de Service”) J. Horovitz Principle Source: IMdS. www.marketingdeservicios.com

IMdS Principle: “ When in the company do not exist clear and concrete quality standards , we left into the hands of personnel the daily decision on what it must be the final quality that will have products and services in the organization .” Artículo: Los Estándares de Calidad en el Servicio, de IMdS Standards Source: IMdS. www.marketingdeservicios.com

IMdS corollary : “ ¡¡ Best wises (desire) and the good faith of our employees do not assure that their CRITERION agrees with the CUSTOMER EXPECTATIONS !!” Standards Source: IMdS. www.marketingdeservicios.com

C = P – E Q = B - E (2) Benefit (“prestación” in spanish) (Process + People + 4Ps) (1) Expectations The Quality Ecuation Source: IMdS. www.marketingdeservicios.com

RECUERDAN: C = P - E Remember … Customer comes stimulated by this promise But remembers and it remains with his experience (and tell it to the rest !!)

What a LADA sales people said to a customer: “ A LADA automobile will be for “ all your life ”…” What the sales people din´t said: “… because nobody it is going to buy it from you later ”. Example: The Quality Ecuation: C = P - E Source: IMdS. www.marketingdeservicios.com

In not enough to do things correct; We have to do correctly, the correct things”

The Expectations ¿ What are the Expectations and how are Form ?

How Expectations are Form ¿ What are the Expectations and how are Form ? Source: IMdS. www.marketingdeservicios.com Managing the sales process Other communications of the company The “Atmosphere Created” in the service point of contact Customer personal experience with the company Communication “mouth-to-mouth” Customer personal experience with other companies Marketing communications (of the company)

Some recomendations about Expectations Source: IMdS. www.marketingdeservicios.com Use the tangible elements and the atmosphere of the service encounter to indicate what clients can hope The “Atmosphere Created” in the service point of contact Take control of implicit messages Other communications of the company Keep your clients satisfied so they “speak well” Communication “mouth-to-mouth” watch constantly what competition does [and how it does]; focus & do widely benchmarking Customer personal experience with other companies Do not allow “valleys and peaks” in the services of the company: the clients wait always for the same level Customer personal experience with the company Do not “over-sell” the virtues of services; sooner or later you will have to give the moon Managing the sales process Does not make promises that cannot fulfill. Ideally “promises underneath” and then give more so you exceed fulfill Marketing communications

“ Is no longer enough to focus on customer satisfaction; we have to delight, and even to astonish him.” Artículo: La medición de la satisfacción del cliente (Juan Carlos Alcaide, director del IMdS) IMdS Principle (Instituto de Marketing de Servicios) Fuente: IMdS. www.marketingdeservicios.com

“ They are not the products, but the processes that create products , those that contribute to the long term success of the companies ”. Michael Hammer & James Champy Reengineering the Corporation: A Manifesto for Business Revolution The Process ¿More Important than the Product? Fuente: IMdS. www.marketingdeservicios.com

Is not only a matter of doing things correct We have to do correctly, the correct things Remember this?

“ If we rendered to the services in the street the same attention that we give to products in the factory, without a doubt would appear a great number of new opportunities ”. Theodore Levitt The Procees is more important than Product Fuente: IMdS. www.marketingdeservicios.com

Quality ¿is enought? Fuente: IMdS. www.marketingdeservicios.com

Quality Customer Connection Exceptional Operation + Source: IMdS. www.marketingdeservicios.com Quality effects 1980 – 1990 2000 – 200? Technical Quality Human Quality Human “excellence” +

Quality Systems + Smiles El modelo americano McDonald’s: la fábrica de servicios Estandarización de procesos Métricas Medido y cuantificado El ejemplo de “la fábrica de tornillos” al servicio Recuerde: “la mejor improvisación es aquella que está totalmente preparada” Puedo salirme del guión dentro de parámetros. Empowerment Coaching Información compartida Quality effects Source: IMdS. www.marketingdeservicios.com

El modelo americano

McDonald’s: la fábrica de servicios

Estandarización de procesos

Métricas

Medido y cuantificado

El ejemplo de “la fábrica de tornillos” al servicio

Recuerde: “la mejor improvisación es aquella que está totalmente preparada”

Puedo salirme del guión dentro de parámetros.

Empowerment

Coaching

Información compartida

Quality Systems + Smiles Hard Standards Ningún cliente esperará más de 30” antes de ser atendido El índice de robos será 0 La solicitud será atendida en menos de 8’ Su llamada será atendida antes de tres timbradas Soft Standards Nuestra gente sonríe espontáneamente? Recibió un trato amable? Respetuoso? Se siente como “en casa”? “ Lo escuchamos” con atención? Process objectives Emotional objectives Source: IMdS. www.marketingdeservicios.com

Hard Standards

Ningún cliente esperará más de 30” antes de ser atendido

El índice de robos será 0

La solicitud será atendida en menos de 8’

Su llamada será atendida antes de tres timbradas

Soft Standards

Nuestra gente sonríe espontáneamente?

Recibió un trato amable?

Respetuoso?

Se siente como “en casa”?

“ Lo escuchamos” con atención?

“ Not everything you can count, counts; not everything you are counting, counts”. Albert Einstein Principle: Quality + Customer Connection= 10 IMdS Principle: Quality + Customer Connection Source: IMdS. www.marketingdeservicios.com

“ The essential is invisible to the eyes ”. Antoine de Saint-Exupéry en El Principito IMdS Principle: Quality + Customer Connection

Relations can not be installed… must be adopted . 1 to 1 Marketing 1-2-1 Principle

Keep In Mind : Customer Satisfaction versus Customer Success

[ something to have present … ] “The essential difference between emotion and reason is that …

[ Algo para tener presente … ] “The essential difference between emotion and reason is that … emotion leads to action while reason leads to conclusions .” Kevin Roberts [Lovemarks: the future beyond brands]

Thank you! Questions? [email_address]