Designing Service Process
Fail-Proofing Service Process
Setting Service Standards
Consumer perception and Emotions
Service Process Redesign
Self Service Technologies
Customer Participation in Service Process
Managing Customer’s Reluctance to change
2. CONTENTS
Designing Service Process
Fail-Proofing Service Process
Setting Service Standards
Consumer perception and
Emotions
Service Process Redesign
Self Service Technologies
Customer Participation in Service
Process
Managing Customer’s Reluctance
to change
3. SERVICE PROCESSES
Are the service experience from the customer’s perspective.
Are the architecture of service from the firm’s perspective
4. DESIGNING SERVICE PROCESS
The first step is to document or describe it.
Flowcharting and Blueprinting are two key tools that we use for
documenting.
5. FLOWCHARTING
Maps a service process
Shows the nature and sequence of steps involved
Is an easy way to visualize the customer experience
Makes
Reservation
Check In
Spend
Night in
Room
Breakfast Checkout
Maid makes
up room
Breakfast
Prepared
6. BLUEPRINTING
A more complex form of flowcharting.
Shows how a service process is constructed
Maps the customer, employee, and service system interactions
Details pre-process, in-process, and post-process stages of service
delivery
7. THREE-ACT PERFORMANCE
Pre-Process
Initiation of Service Process
In-Process
Core Service is being delivered.
Post-Process
Necessary activities for closing of the service encounter happens
Differentiation is important.
Customers have different sensitivities in each stage.
8. Customer
Actions
Employee
on
stage
action
Contact
Back
Stage
Action
Support
Process Calls for
reservati
on
Arriv
e at
Hotel
Park
The
Vehicl
e
Gives
bag to
the
Attenda
nt
Chec
k In
Go to
Roo
m
Reciev
es Bag
Sleep
/
Showe
r
Calls
Room
Service
Reciev
es
Food
Eat
Check
Out
Accepts
Reservation
Greet &
Takes Bag
Check In
Process
Delivers
Bag
Deliver
Food
Checkout
Process
Line of
Interaction
Line of
Visibility
Line of Internal
Interaction
Check
Availability,
Insert
Booking
Take Bag to
the room
Take Food
Order
Registration
System
Prepare
Food
F
F
F
F
W
W
W W
10. FAIL-PROOFING THE SERVICE
PROCESSES
Failure or delay in accessing the core service.
Fail points can be identified in blueprint.
Fail points are to be considered from the customer’s perspective.
11. APPLICATION OF POKA-YOKES
The term poka-yoke is derived from the Japanese words “poka”
(inadvertent errors) and “yokeru” (to prevent
poka-yokes ensure that service employees do things correctly, as
asked, in the right order and at the right speed.
Collecting Data on problem
Analysing the root cause
Establishing preventive solutions
12. Failure
Customer Arrival Unnoticed
Exchange of bags of customer
Problem in calling room service
Waiting for food
Food Quality
Poka-yoke
Use a Bell chain to signal arrival
Number the bags of customer
according to their room number
Plant an efficient calling system
Send a message to customer
when food is ready
Take feedback from customer
through monitor screen attached
in their rooms
13. SETTING SERVICE STANDARDS
AND TARGETS
Identify which service and process attributes are important to
customers.
These attributes should be the basis for setting standards.
Standards can be:
Time Parameters
Technically correct performance
Prescription for appropriate method/style
Standards should be objectively measurable.
“What is not measured in not managed”
16. Ultimately, only one thing really matters in
service encounters — the customer’s
perceptions of what occurred
Richard B. Chase and
Sriram Dasu,
Professors at University of
Southern California
17. CONSUMER PERCEPTION AND
EMOTIONS IN SERVICE DESIGN
Start Strong
Build an Improving Trend
Create Peak
Get bad experiences over with early
Segment Pleasure, Combine Pain
Finish Strong
18. SERVICE PROCESS REDESIGN
Signs for need of redesign
Lot of information exchange b/w customer and service units
A high ratio of checking or control activities to value adding activities
Increased processing of exception
Growing number of customer complaints about inconvenient and
unnecessary procedure.
19. SERVICE PROCESS REDESIGN
Service process redesign should achieve following objectives
Reduce number of service failures
Reduce cycle time
Enhanced productivity
Increased Customer Satisfaction
All four objective should be achieved simultaneously
20. SERVICE PROCESS REDESIGN
Service process redesign includes
Examining the service blueprint with key stakeholders
Eliminating non value adding steps
Addressing Bottlenecks in the process
Shifting to self service
21. SELF SERVICE TECHNOLOGIES
(SST)
Ultimate form of customer involvement.
Customer’s time and efforts replaces those of a service employee.
Customers even provide their own terminals.
Expensive face to face contact with employees is replaced by SSTs.
Peer to Peer problem solving.
26. ASSESSING & IMPROVING SSTS
Does the SSTs work reliably ?
SSTs should be simple and efficient.
Is the SST better than the inter-personal alternative ?
IRCTC, Amazon online book store, etc.
Are there system in place to recover the service if the SST fails?
CSR on IVR menu, Attendants at supermarket, etc.
27. CUSTOMER PARTICIPATION IN
SERVICE PROCESS
Service redesign’s efficiency and productivity often depends upon
customers involvement.
Customer Participation is physical, mental or emotional inputs by
consumer.
Customer are Co-Creator of service process.
“Customers cause about one-third of all service problems”
Tax, S.S., Colgate, M., & Bowen, D.E. (2006). How to prevent your customers from
failing.
28. PREVENTING CUSTOMER FAILURES
Poka-yokes designed for customers.
Observe, Identify and Redesign
Customer involvement in the process
Use Technology
Manage Customer behavior
Encourage customer citizenship
Improve services cape
29. MANAGING CUSTOMER’S
RELUCTANCE TO CHANGE
To increase customer participation or to shift to SSTs customer
behavior should changed.
Prepare customer using marketing communication.
1. Develop Customer Trust
2. Understand customers habits and expectations
3. Pre-test new procedures and equipment's
4. Publicize the benefits
5. Teach customers to use innovations and promote trials.
6. Monitor performance and continue to seek improvements.
Efficiency and convenience in pre and post.
May not want be rushed in in process.
Bank eye contact by registering eye color
service attributes need to be made measurable. Th is
is often achieved by using service process indicators
Programmed for Tokyo Olympics 2020
Systematically collect data on most common failure points.
Identify their root causes.
Lack of required skills, Failure to understand their role, weakness in the design of the services cape
Create strategies to prevent the failures