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Cartas de servicio Service Charters


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Qué es y como implementar una carta de servicios

What a service charter is and how to implement it

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Cartas de servicio Service Charters

  1. 1. Tools for implementing our strategy Service Charter Ricardo De La Vega Alemparte
  2. 2. <ul><ul><ul><ul><li>Three main points ………… to implement </li></ul></ul></ul></ul><ul><ul><li>Why ? </li></ul></ul><ul><ul><li>How ? </li></ul></ul><ul><ul><li>Which values ? ( or how to involve our workforce ) </li></ul></ul><ul><ul><li>Usually, managers are just really worried about tools, but it is not enough to have tools , we also need to determine points one and three </li></ul></ul>
  3. 3. What do we find in the beginning? <ul><li>Resistance against change </li></ul><ul><li>We are really good now </li></ul><ul><li>Any customer is really upset for the regular quality level of the service we are offering </li></ul><ul><li>We currently have a nice amount of work (don´t need any extra, thanks!) </li></ul><ul><li>We are lacking resources to make it happen </li></ul><ul><ul><li>We do not have the knowledge </li></ul></ul><ul><ul><ul><ul><li>nor the trust </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>nor the empowerment </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>“ I just don´t feel like doing that…” (laziness) </li></ul></ul></ul></ul></ul>
  4. 4. We need ideas to make things happen
  5. 5. First Idea W e live in a world of services Organizations are made of people working together to serve other people Our workforce makes possible to achieve our mission (and just they…) Customer is the most important part of our system
  6. 6. We can define Service Quality as a capacity to reach properly or even to excel our customer’s expectations. Satisfied or unsatisfied
  7. 7. We are actors / actresses and spectators are staring at us… …and they have an opinion about us
  8. 8. When are we going to be satisfied? How do we measure our reality? Are we going to adopt our customers’ criteria? If our viewpoints do not match, we are in trouble!!
  9. 12. Second Idea
  10. 13. What does make a product different from a service ?
  11. 14. <ul><li>Things we can not do with a service: </li></ul><ul><li>Put it in a shelve or store it waiting to be released </li></ul><ul><li>We are not able to do it equal again and again </li></ul><ul><li>We can not touch it </li></ul><ul><li>It is not as simple as measuring its performance (correct or not) </li></ul><ul><li>Moreover: </li></ul><ul><li>A service is offered and consumed simultaneously (a “take away” paradigm) </li></ul><ul><li>Customer takes an important role in giving birth a service </li></ul>
  12. 15. Are we making our customers get lost in a labyrinth?
  13. 16. Haga el favor de poner atención en la primera cláusula porque es muy importante. Dice que... la parte contratante de la primera parte será considerada como la parte contratante de la primera parte. ¿Qué tal, está muy bien, eh? No, eso no está bien. Quisiera volver a oírlo. Dice que... la parte contratante de la primera parte será considerada como parte contratante de la primera parte. Esta vez creo que suena mejor. Si quiere se lo leo otra vez. Tan solo la primera parte. ¿Sobre la parte contratante de la primera parte?
  14. 17. DILBERT. Scott Adams
  15. 18. DILBERT. Scott Adams
  16. 19. Third idea
  17. 20. Why managing services can become so complicated? A customer does not know necessarily what is he/she looking for And this is our main duty, to identify his/her necessity Transfer (no action) Transaction (participation)
  18. 21. Interaction’s Intensity and contact’s length To start a process up PH Information Travel interaction lenght Short Long soft strong Main rule: the higher the two parameters are, the more possible is to fail to fulfil the customer’s needs. Higher Risk Two variables for achieving a peak performance
  19. 22. CO-PRODUCTION Customer and producer make the service possible, working together
  20. 23. Fourth Idea
  21. 24. People have got expectations and necessities. They value our service positively if the service meets his/hers expectations, not ours. We MUST measure the VALUE we are generating What do customers want?
  22. 25. Some examples
  23. 27. Barómetro sanitario 2006
  24. 28. Barómetro sanitario 2006
  25. 29. Barómetro Sanitario 2006 Specialised assistance is valued lower for its seriousness.
  26. 30. Fifth Idea
  27. 31. What is our workforce thinking against us? Do they trust in us? Do they think we act upon them fairly? Can we count on them? Why not?
  28. 32. So We need a service strategy to create value for our customers Looking at our mission, we must Identify who is our customer What do we want to offer him How and how well we want to deliver our services
  29. 33. How to create a service strategy through a service charter
  30. 34. Do you know your customers necessities? Interview Focus groups Survey NO YES Have you defined what do you want to offer? NO Service charter Employees survey NO Do you know what do employees think about it ? YES A really good way ......................... Performance Feedback
  31. 35. <ul><li>How to know </li></ul><ul><li>and not to guess </li></ul>
  32. 36. <ul><li>Using a Survey </li></ul><ul><li>A tool to measure the customer’s level satisfaction </li></ul><ul><li>Other tools: </li></ul><ul><li>Focus Group </li></ul><ul><li>Critical Incident (Flanagan) </li></ul>
  33. 37. A very useful theory SERVQUAL
  34. 38. <ul><li>SERVQUAL </li></ul><ul><li>We can understand the services through 5 dimensions: </li></ul><ul><li>What you can see - tangibility - </li></ul><ul><li>Reliability – to keep your statement up - </li></ul><ul><li>Response capacity – to serve quickly - </li></ul><ul><li>Trust - to be kind - </li></ul><ul><li>Empathy –to adopt customer’s point of view - </li></ul><ul><li>We need to observe the service performance under a subjective perspective, not only objective ! </li></ul>
  35. 39. UNA herramienta
  36. 40. <ul><li>Service Charter - SC - </li></ul><ul><li>Is a way to give expression to our commitments with our customers. </li></ul><ul><li>In a tangible way – we MUST measure it </li></ul><ul><li>To be clear and respectful with our customers </li></ul><ul><li>No subjectivity allowed! </li></ul><ul><li>We can use it to transfer the customer’s requirements into service specifications </li></ul>
  37. 41. <ul><li>Road Map </li></ul><ul><li>Define main purpose </li></ul><ul><li>Define team and time duration </li></ul><ul><li>Define scope (customer) </li></ul><ul><li>Identify services </li></ul><ul><li>Identify attributes </li></ul><ul><li>Establish compromises </li></ul><ul><li>Identify compromise indicator (between what is desired and what is possible) </li></ul><ul><li>Design it </li></ul><ul><li>Manage it </li></ul><ul><li>Improve it </li></ul>
  38. 42. A service is any unit of activity available to be requested for our customer Is a unit that a customer can order, but is it not a part of our work ! To repair a PC As changing parts of a pc
  39. 43. An Attribute is A characteristic or trait that is visible to a customer For example, we will deliver you’re a pizza in less than 30 minutes
  40. 44. Now, we need a commitment’s declaration <ul><li>...... </li></ul><ul><li>2....... </li></ul><ul><li>3....... </li></ul>
  41. 45. And finally, we must be able to measure its performance level of quality! How it is working (indicator) <ul><li>...... </li></ul><ul><li>...... </li></ul><ul><li>...... </li></ul>Service level agreement or SLAs
  42. 46. <ul><li> What a SC needs to include </li></ul><ul><li>Mission </li></ul><ul><li>First Manager statement (with a photo) </li></ul><ul><li>Services offered </li></ul><ul><li>Commitments </li></ul><ul><li>How to access </li></ul><ul><li>Indicators </li></ul><ul><li>What we expect from our customers </li></ul><ul><li>How to complain </li></ul><ul><li>How to contact with us </li></ul>
  43. 47. <ul><li>Service Charters in UPC </li></ul><ul><li>FIB estudiantes </li></ul><ul><li>SBD h ttp:// </li></ul><ul><li>SRII </li></ul><ul><li>4 Servicio de Economía </li></ul><ul><li>5. DAC ( not accessible by Internet ) </li></ul><ul><li>6. Servicio de Lenguas </li></ul><ul><li>EUOOT </li></ul><ul><li>FIB PDI ( no accessible by Internet ) </li></ul>
  44. 50. <ul><li>We are able to manage only what we can measure! </li></ul>remember
  45. 51. Working together !!
  46. 52. Empowering our workforce !
  47. 53. That’s all folks Any questions? .............................. [email_address]