1
Klantentevredenheid: hoe
begin je eraan ?
Paul Gemmel en
Jan Dobbelaere
2
Welcome
3
3.
Hoe?
Arne Melissa Katrien Griet
Bart
Yves
Paul
4
Paul Gemmel
Wie is
Wie?
5
1
Wat
Waarom &
Hoe
5 Sessies Klantentevredenheid
2
Ervaringen
Mapping &
Segmentatie
3
Werknemers &
Verschillende
Kanalen...
6
Praktisch:
• Indeling:
• 8u30-9u: ontvangst & koffie
• 9u-10u45: Sessie: Deel 1
• 10u45-11u: Koffie break
• 11u-12u30: S...
CASE BAA-ISS
• Hoe willen BAA en ISS zich positioneren in de nieuwe
manier van samenwerken ? Wat is hun service concept ?
...
Gemmel Paul – EB09 –
12/03/2014
Source: Heskett, Sasser and Schlessinger ‘The Services Profit Chain’, 1997
The Service-Pro...
The Service-Profit Chain
9
The Service-Profit Chain
bouwblokken
10
Customer
Experience
Bron: Bowen et al., 2013
Service
klimaat
Wat is ‘Service Klimaat’ volgens jullie ?
Service klimaat
• ‘
• Service klimaat is de gedeelde perceptie over het
beleid, de praktijken en de werkwijzen, als ook de...
The Service-Profit Chain
bouwblokken
13
Service
gedrag
Customer
Experience
Bron: Bowen et al., 2013
Service
klimaat
Service gedrag
• Het service-georiënteerd gedrag
van medewerkers:
– “in-rol” gedrag
• Vb. proberen te weten wat de klant
n...
Service gedrag
• Welke service-georiënteerde gedragingen
worden er verwacht ?
15
• Welke aspecten van kwaliteit van dienst...
De Servqual dimensies
• Tastbare zaken (Tangibles): fysische faciliteiten, materiaal
en vertoon van het personeel.
• Betro...
• Welke service-georiënteerde gedragingen in termen
van dimensies van dienstenkwaliteit zijn voor de
dienstverlening door ...
The Service-Profit Chain
bouwblokken
18
Service
gedrag
Customer
Experience
Bron: Bowen et al., 2013
• Systemen ter
onderst...
19
SERVICE BLUEPRINTING
Het verbinden van de customer experience met FO en BO
De lijn van interne interactie
De lijn van zich...
21
SERVICE
BLUEPRINT:
AN EXAMPLE
Bron: Wirtz et al.,
Essentials of Service
Marketing, chapter 8
22
SERVICE
BLUEPRINT:
AN EXAMPLE
Bron: Wirtz et al.,
Essentials of Service
Marketing, chapter 8
SCRIPTS
KLANTEN
ACTIES
FYS...
23
Bron: Wirtz et al.,
Essentials of Service
Marketing, chapter 8
SERVICE
BLUEPRINT:
AN EXAMPLE
24
Bron: Wirtz et al.,
Essentials of Service
Marketing, chapter 8
SERVICE
BLUEPRINT:
AN EXAMPLE
25
Bron: Wirtz et al.,
Essentials of Service
Marketing, chapter 8
SERVICE
BLUEPRINT:
AN EXAMPLE
Stap 1
Identificeer
het proces
voor
blueprinting
Stap 2
Identificeer
de klant of
het klant-
segment
Stap 3
Teken de
acties...
27
TAAK / DISCUSSIE III
Welke ontwerp van het dienstverleningsproces
is volgens u de beste (case A of B)?
Waarom ?
CASE A ...
SERVICE BLUEPRINTING
Case Customer contact points for
patients with Acquired Brain Injury
CASE A
• To deliver the service ...
SERVICE BLUEPRINTING
Case Customer contact points for
patients with Acquired Brain Injury
CASE A
29
SERVICE BLUEPRINTING
Case Customer contact points for
patients with Acquired Brain Injury
CASE B
• The service delivery pr...
SERVICE BLUEPRINTING
Case Customer contact points for
patients with Acquired Brain Injury
CASE B
31
I II III
I II III
Customer
contact
decision
Option 1
Option 2
Customer
Customer
Customer
Service
process
FO BO
I IIOption ...
Employee A
Employee A
Employee
B
handover
Employee
C
handover Employee
B
handoverEmployee
B
Employee A
Employee
B
handover...
SERVICE BLUEPRINTING
FO/BO configuraties
0
1
2
3
4
5
6
7
8
9
10
Costs
Quality
Speed
Dependabilit
y
Flexibility
Accessibili...
EB08 – 12/03/2014
FIGUUR : Strategische keuzes in verband met de ontkoppelingsstrategie (bron: Metters &Vargas, 2000)
SERV...
The Service-Profit Chain
bouwblokken
36
Service
gedrag
Customer
Experience
• Leiderschap
• HRM
praktijken
Bron: Bowen et a...
37
TAAK / DISCUSSIE IV
Welk type van leiderschap en welke HRM praktijken
kunnen tot een positief service klimaat leiden ?
Organisational service orientation
(Lytme et al., 1998)
Servant Leadership
A servant leader focuses
primarily on the growth and
well-being of people and
communities to which they...
“Training is a necessity, not an option. It is not to be
dispensed with when times are bad. Training is for
everybody. It ...
41
Customer-
Oriented
Service
Delivery
Hire the
Right People
Provide
Needed Support
Systems
Retain the
Best
People
Develop...
The Service-Profit Chain
bouwblokken
42
Service
gedrag
Customer
Experience
• Leiderschap
• HRM
praktijken
Bron: Bowen et a...
The Service-Profit Chain
bouwblokken
43
Service
gedrag
Customer
Experience
• Leiderschap
• HRM
praktijken
Bron: Bowen et a...
The Service-Profit Chain
bouwblokken
44
Service
gedrag
Customer
Experience
• Leiderschap
• HRM
praktijken
• Systemen ter
o...
The Service-Profit Chain
45
The Service-Profit Chain
46
47
Tips & Tricks
Service climate level = mean of the service climate survey items
on employee perceptions of service-focus...
48
Extra Informatie
49
Extra Informatie
50
Extra Informatie
51
Klantentevredenheid
    
VRAGEN / OPMERKINGEN ?
52
• Feedback Enquête invullen
• Lunch voor volgende week: keuze
DANKUWEL
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IA Scoor bij je klant. Klantentevredenheid; hoe begin je eraan. Paul Gemmel Sessie 3

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IA Scoor bij je klant. Klantentevredenheid; hoe begin je eraan. Paul Gemmel Sessie 3

  1. 1. 1 Klantentevredenheid: hoe begin je eraan ? Paul Gemmel en Jan Dobbelaere
  2. 2. 2 Welcome
  3. 3. 3 3. Hoe? Arne Melissa Katrien Griet Bart Yves Paul
  4. 4. 4 Paul Gemmel Wie is Wie?
  5. 5. 5 1 Wat Waarom & Hoe 5 Sessies Klantentevredenheid 2 Ervaringen Mapping & Segmentatie 3 Werknemers & Verschillende Kanalen 4 Fouten, Klachten, Herstellen, Leren en Verbeteren 5 Extra Engagements- gedragingen
  6. 6. 6 Praktisch: • Indeling: • 8u30-9u: ontvangst & koffie • 9u-10u45: Sessie: Deel 1 • 10u45-11u: Koffie break • 11u-12u30: Sessie: Deel 2 • 12u30-13u30: Lunch • Op einde van elke sessie: evaluatieformulier + keuze lunch volgende sessie • Na laatste sessie: Certificaat van Innovatie Academie ism Center for Service Intelligence (Universiteit Gent) 5 Sessies Klantentevredenheid
  7. 7. CASE BAA-ISS • Hoe willen BAA en ISS zich positioneren in de nieuwe manier van samenwerken ? Wat is hun service concept ? • Wat zijn de essentiële componenten van hun service concept ? • Hoe meten ze performantie ? • Is deze wijze van samenwerking een goede basis voor een langdurige samenwerking ? 7 TAAK / DISCUSSIE I
  8. 8. Gemmel Paul – EB09 – 12/03/2014 Source: Heskett, Sasser and Schlessinger ‘The Services Profit Chain’, 1997 The Service-Profit Chain Weinig personeels- verloop en productiviteit Tevreden- heid van personeel Interne service kwaliteit Perceptie van de waarde van de service Winst en groei Klanten- trouw Klanten- tevreden- heid SERVICE-PROFIT CHAIN DYNAMICS
  9. 9. The Service-Profit Chain 9
  10. 10. The Service-Profit Chain bouwblokken 10 Customer Experience Bron: Bowen et al., 2013 Service klimaat
  11. 11. Wat is ‘Service Klimaat’ volgens jullie ?
  12. 12. Service klimaat • ‘ • Service klimaat is de gedeelde perceptie over het beleid, de praktijken en de werkwijzen, als ook de gedragingen van werknemers, die beloond, ondersteund en verwacht worden op het vlak van dienstverlening aan de klant (Schneider et al., 1998) • Service klimaat verwijst dus in sterke mate naar de perceptie van de personeelsleden over welke elementen of welk gedrag bijdraagt tot goede dienstverlening (Lytle et al., 1998)
  13. 13. The Service-Profit Chain bouwblokken 13 Service gedrag Customer Experience Bron: Bowen et al., 2013 Service klimaat
  14. 14. Service gedrag • Het service-georiënteerd gedrag van medewerkers: – “in-rol” gedrag • Vb. proberen te weten wat de klant nodig heeft – “Extra-rol” gedrag • Vb. het helpen van collega’s bij het uitvoeren van hun job 14
  15. 15. Service gedrag • Welke service-georiënteerde gedragingen worden er verwacht ? 15 • Welke aspecten van kwaliteit van dienstverlening creëren waarde voor de klant ? Jan Dobbelaere, HLS
  16. 16. De Servqual dimensies • Tastbare zaken (Tangibles): fysische faciliteiten, materiaal en vertoon van het personeel. • Betrouwbaarheid (Reliability): vermogen om de beloofde service betrouwbaar en accuraat te leveren. • Responsiviteit (Responsiveness): de bereidheid klanten te helpen en meteen service te verlenen. • Zekerheid (Assurance): de kennis en competenties van het personeel, alsook hun beleefdheid en geloofwaardigheid en de mate waarin zij vertrouwen inboezemen. • Empathie (Empathy): de mate waarin het personeel begrijpend, meelevend en attent is en de klant een geïndividualiseerde service aanbiedt (inclusief toegankelijkheid en communicatie). 16
  17. 17. • Welke service-georiënteerde gedragingen in termen van dimensies van dienstenkwaliteit zijn voor de dienstverlening door uw medewerkers van belang ? • Kunt u voorbeelden geven van ‘in-rol’ gedrag en ‘extra-rol’ gedrag in dienstverlening ? 17 TAAK / DISCUSSIE II
  18. 18. The Service-Profit Chain bouwblokken 18 Service gedrag Customer Experience Bron: Bowen et al., 2013 • Systemen ter ondersteuning Service klimaat
  19. 19. 19
  20. 20. SERVICE BLUEPRINTING Het verbinden van de customer experience met FO en BO De lijn van interne interactie De lijn van zichtbaarheid De lijn van interactie Acties van de klant Zichtbare acties van personeel Onzichtbare acties van personeel Ondersteunende processen Source: Zeithaml, Bitner and Gremler, Services Marketing, 4th Edition, pp.273. FRONT-OFFICE Contactpunt met de klant BACK-OFFICE Interface FO/BO
  21. 21. 21 SERVICE BLUEPRINT: AN EXAMPLE Bron: Wirtz et al., Essentials of Service Marketing, chapter 8
  22. 22. 22 SERVICE BLUEPRINT: AN EXAMPLE Bron: Wirtz et al., Essentials of Service Marketing, chapter 8 SCRIPTS KLANTEN ACTIES FYSIEKE EVIDENTIE ZICHTBARE ACTIES ONZICHTBARE ACTIES ONDERSTEUNENDE PROCESSEN IT processen BOTTLENECKS FALINGSPUNTEN
  23. 23. 23 Bron: Wirtz et al., Essentials of Service Marketing, chapter 8 SERVICE BLUEPRINT: AN EXAMPLE
  24. 24. 24 Bron: Wirtz et al., Essentials of Service Marketing, chapter 8 SERVICE BLUEPRINT: AN EXAMPLE
  25. 25. 25 Bron: Wirtz et al., Essentials of Service Marketing, chapter 8 SERVICE BLUEPRINT: AN EXAMPLE
  26. 26. Stap 1 Identificeer het proces voor blueprinting Stap 2 Identificeer de klant of het klant- segment Stap 3 Teken de acties van de klant Stap 4 Teken de acties van het personeel, zichtbaar en onzichtbaar Step 5 Verbind de acties van het personeel met de onder- steunende functies Step 6 Bepaald de faalpunten, bottlenecks en de fysieke evidentie Source: Zeithaml, Bitner and Gremler, Services Marketing, 4th Edition, pp.273. SERVICE BLUEPRINTING SERVICE PROCESS REDESIGN OR RE-ENGINEERING
  27. 27. 27 TAAK / DISCUSSIE III Welke ontwerp van het dienstverleningsproces is volgens u de beste (case A of B)? Waarom ? CASE A CASE B
  28. 28. SERVICE BLUEPRINTING Case Customer contact points for patients with Acquired Brain Injury CASE A • To deliver the service a process is designed via which an advice is provided towards clients. The executed process does not differ with the complexity of the enquiry. The process is graphically illustrated in the service blueprint. • An important part of this process is the consultation of experts for all cases. The nurse practitioner decides which experts to consult depending on the complexity and multi-disciplinarity of the question. Only for very complex enquiries all experts in the brain injury team are consulted. This communication is performed electronically via a dedicated information system called PVS (PatientVolgSysteem). • In this case the activities are executed by different employees. As can be seen in the service blueprint, many activities in the process are decoupled from each other. This decoupling introduces the need for a handover. This handover takes place at various moments. The first handover is between the polyclinical assistant and the nurse practitioner when the question was received at the desk or by telephone. The second handover is after the first analysis of the question, when the nurse practitioner hands over the work back to the polyclinical assistant to make an appointment. After the appointment has been made the work is handed over back to the nurse practitioner again. The following activities are coupled in one job and executed by the nurse practitioner and hence do not require a handover. The next moment of decoupling is when the question is submitted to the brain injury experts. This handover is facilitated by means of the IT system PVS. After the advice has been formed the last handover takes place, in which the advice is handed over back to the nurse practitioner again. Although the number of people involved is limited, there are quite some handovers taking place in this process. 28
  29. 29. SERVICE BLUEPRINTING Case Customer contact points for patients with Acquired Brain Injury CASE A 29
  30. 30. SERVICE BLUEPRINTING Case Customer contact points for patients with Acquired Brain Injury CASE B • The service delivery process at case B starts with a phone call of a client (see figure YY). During a 25 minute phone call the enquiry of the client is assessed by a counselor. After this first assessment, the CCP of case B uses three different kinds of processes depending on the complexity of the enquiries (see also figure YY). For regular enquiries, the same employee looks up more information to form an advice for the client. After verification of this advice with other counselors, the client is called back to explain the advice. For more complex enquiries, BO consultation with one specialist takes place. Together with the specialist the counselor forms an advice by telephone, which is subsequently communicated by the counselor to the client. For very complex enquiries, the counselor documents the enquiry in a standard document to be discussed in the brain injury team meetings. Those meetings take place five times a year. In this meeting all specialists discuss the enquiry and together form an advice. This advice is communicated to the counselor, who in turn communicates this back to the client. During those brain injury team-meetings, all the other advices that are given are also evaluated. The coordinator of the CCP is also present in this meeting and communicates these evaluations back to the counselors. • For regular enquiries all activities are executed by one employee, i.e. the counselor. In the case of complex enquiries a specialist of the brain injury team is consulted, and thus decoupling takes place. The information is then handed over by email from the FO employee to the specialist. The specialist forms the advice and communicates this back to the FO employee by telephone. • For very complex enquiries decoupling takes place as well. The advice is then formed by the brain injury team, and communicated by the coordinator of the CCP to the FO-employee. In that case a couple of handovers take place. First of all, the handover of the obtained information by the FO employee to the brain injury team takes place. This handover is done by documenting the information in a standardised way. A second handover takes place as the coordinator of the CCP, who is present in the brain injury meeting, communicates the advice back to the FO employee. This is normally done via face-to-face contact. 30
  31. 31. SERVICE BLUEPRINTING Case Customer contact points for patients with Acquired Brain Injury CASE B 31
  32. 32. I II III I II III Customer contact decision Option 1 Option 2 Customer Customer Customer Service process FO BO I IIOption 3 Customer CUSTOMER CONTACT DESIGN PARAMETER III IV
  33. 33. Employee A Employee A Employee B handover Employee C handover Employee B handoverEmployee B Employee A Employee B handover Employee B handover Coupled De-coupled handover Employee A Employee B handover Customer contact decision Customer Service process Customer Customer Customer Customer Customer DE-COUPLING DESIGN PARAMETER SERVICE BLUEPRINTING FO/BO configuraties
  34. 34. SERVICE BLUEPRINTING FO/BO configuraties 0 1 2 3 4 5 6 7 8 9 10 Costs Quality Speed Dependabilit y Flexibility Accessibility
  35. 35. EB08 – 12/03/2014 FIGUUR : Strategische keuzes in verband met de ontkoppelingsstrategie (bron: Metters &Vargas, 2000) SERVICE BLUEPRINTING FO/BO configuraties Personal Service Keep coupled to enhance service Kiosk Keep coupled to reduce idle time Cost Leader Decouple to reduce cost Focused Professionals Decouple to exploit employee expertise low high Level of back office/front office decoupling Strategicoperationalfocus costservice
  36. 36. The Service-Profit Chain bouwblokken 36 Service gedrag Customer Experience • Leiderschap • HRM praktijken Bron: Bowen et al., 2013 • Systemen ter ondersteuning Service klimaat
  37. 37. 37 TAAK / DISCUSSIE IV Welk type van leiderschap en welke HRM praktijken kunnen tot een positief service klimaat leiden ?
  38. 38. Organisational service orientation (Lytme et al., 1998)
  39. 39. Servant Leadership A servant leader focuses primarily on the growth and well-being of people and communities to which they belong (Robert K. Greenleaf) 39
  40. 40. “Training is a necessity, not an option. It is not to be dispensed with when times are bad. Training is for everybody. It embraces everyone from the office assistant and baggage handler to the managing director. We do not stint on training…. Our investments in staff development are not subject to the vagaries of the economy. Training is for ever. No one is too young to be trained, nor too old.” “Training is next to godliness at SIA” “In Singapore, we always want to be the best in a lot of things. SIA is no different . . . a lot of things that we have been taught from young, from our Asian heritage . . . filial piety, the care and concern, hospitality, and of course the most important part is trying to do whatever we can to please the customer. And how do we do it? Sometimes, people just wonder ‘how do you guys manage to do it with limited time and resources on a flight’ and yet we manage to do it somehow. Call us magicians” HRM praktijken
  41. 41. 41 Customer- Oriented Service Delivery Hire the Right People Provide Needed Support Systems Retain the Best People Develop People to Deliver Service Quality Hire for Service Competencies and Service Inclination Provide Supportive Technology and Equipment Treat Employees as Customers Empower Employees
  42. 42. The Service-Profit Chain bouwblokken 42 Service gedrag Customer Experience • Leiderschap • HRM praktijken Bron: Bowen et al., 2013 • Systemen ter ondersteuning Service klimaat
  43. 43. The Service-Profit Chain bouwblokken 43 Service gedrag Customer Experience • Leiderschap • HRM praktijken Bron: Bowen et al., 2013 • Systemen ter ondersteuning Service klimaat Engagement van het personeel
  44. 44. The Service-Profit Chain bouwblokken 44 Service gedrag Customer Experience • Leiderschap • HRM praktijken • Systemen ter ondersteuning Service klimaat Engagement van het personeel Moderatoren (bv.): • Mate van klantencontact • ontastbaarheid Bron: Bowen et al., 2013
  45. 45. The Service-Profit Chain 45
  46. 46. The Service-Profit Chain 46
  47. 47. 47 Tips & Tricks Service climate level = mean of the service climate survey items on employee perceptions of service-focused practices and rewards. Strenght of the service climate = the variance in employee perceptions of climate attributes
  48. 48. 48 Extra Informatie
  49. 49. 49 Extra Informatie
  50. 50. 50 Extra Informatie
  51. 51. 51 Klantentevredenheid      VRAGEN / OPMERKINGEN ?
  52. 52. 52 • Feedback Enquête invullen • Lunch voor volgende week: keuze DANKUWEL

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