This document discusses service design within the automotive retailing industry. It describes how service design can be viewed as a system of thoughtful customer interactions. The document then discusses a case study of OpenRoad Auto Group, where service design was used to shift power to customers and create a more comfortable dealership experience. This included innovative merchandising displays, internet kiosks, a lounge area, and relocating customers during service. The service design strategies contributed to a 28% increase in OpenRoad's sales within one year.
White paper - Reinventing the customer lifecyclePaul Kennedy
This paper by Paul Kennedy at Callcredit explores how adopting a defined programme of ongoing customer communications - rather than taking a product-led, campaign-by-campaign approach - can drive better customer engagement, improve retention rates and increase revenue flows
Smarter Customer Analytics - Customer DNAJerry J. Stam
This document summarizes a case study of how a major US retailer used customer analytics to optimize their marketing budget. It involved (1) building a data-driven customer profile, (2) applying customer insights to optimize spending across channels, regions, and customers. Advanced customer clustering analyzed over 30 variables to segment customers into 12 highly differentiated groups with tailored marketing strategies, such as a "Brand Fanatics" group that represented 9% of customers but 30% of revenue.
This document discusses how companies can capitalize on opportunities presented by existing customers during economic downturns. It emphasizes that maintaining customer loyalty and effectively serving current customers is crucial for survival and a source of savings and growth. Analyzing customer feedback through tools like Attensity Voice of the Customer allows companies to understand customer sentiment, identify issues, and take actions like preventing churn to preserve revenue and uncover opportunities to increase revenue through customer satisfaction.
Ibm smarter commerce announcement industry analyst march 10Mauricio Godoy
The document summarizes IBM's recent focus on and investments in Smarter Commerce. Key points include:
1) IBM has made $2.5 billion in commerce-related acquisitions and software investments since 2010 to position itself as the only solutions provider integrating all elements of the commerce lifecycle.
2) IBM is expanding its Global Business Services with new Smarter Commerce consulting services and software to help companies better manage their value chain and put the customer at the center.
3) Smarter Commerce is IBM's approach to help companies increase value for customers, partners, and shareholders by optimizing buy, market, sell, and service processes in today's digital world.
The document discusses challenges in customer service today including more technically savvy customers who want to troubleshoot issues themselves. It argues traditional call centers are ill-equipped to meet these demands due to measuring performance based on cost reduction rather than value creation, and agents lacking sufficient technical skills. It describes how best-in-class companies are transforming call centers into contact centers that are integrated with other functions and staffed by technically competent agents. Comcast is highlighted as offering a self-installation option that reduces costs while increasing customer satisfaction.
IBM has positioned itself as the leading provider of smarter commerce solutions through strategic acquisitions and investments totaling $2.5 billion since 2010. The acquisitions have expanded IBM's commerce-related consulting services, software, and analytics capabilities. IBM's smarter commerce approach aims to optimize customers' buying, marketing, selling, and service processes by putting the customer at the center. This is designed to increase customer loyalty, revenue/margin growth, and business agility for companies.
The document describes a business model canvas for a company targeting recombinant hemagglutinin (HA) for pandemic and seasonal influenza. Key elements include relying on gene synthesis companies, CMOs for manufacturing, and pursuing regulatory approval, speed, cost-effectiveness, and scalability. Distribution would be through government agencies and pharmaceutical companies. Revenue streams include capital investments, manufacturing contracts, and licensing royalties. The goal is to secure long-term contracts with government agencies and vaccine manufacturers in both the US and abroad.
Smartare kunder kräver smartare affärerIBM Sverige
Att alla affärer börjar med en kund är en gammal sanning. Men nu håller en ny typ av kunder på att förändra kraven och dynamiken mellan köpare och säljare. Kundernas ställning stärks genom ökande social interaktion och tillgång på information på nätet.
Per Ankarås, Smarter Commerce Lead Nordic, IBM Svenska och IBM Business Partner Fiwe
White paper - Reinventing the customer lifecyclePaul Kennedy
This paper by Paul Kennedy at Callcredit explores how adopting a defined programme of ongoing customer communications - rather than taking a product-led, campaign-by-campaign approach - can drive better customer engagement, improve retention rates and increase revenue flows
Smarter Customer Analytics - Customer DNAJerry J. Stam
This document summarizes a case study of how a major US retailer used customer analytics to optimize their marketing budget. It involved (1) building a data-driven customer profile, (2) applying customer insights to optimize spending across channels, regions, and customers. Advanced customer clustering analyzed over 30 variables to segment customers into 12 highly differentiated groups with tailored marketing strategies, such as a "Brand Fanatics" group that represented 9% of customers but 30% of revenue.
This document discusses how companies can capitalize on opportunities presented by existing customers during economic downturns. It emphasizes that maintaining customer loyalty and effectively serving current customers is crucial for survival and a source of savings and growth. Analyzing customer feedback through tools like Attensity Voice of the Customer allows companies to understand customer sentiment, identify issues, and take actions like preventing churn to preserve revenue and uncover opportunities to increase revenue through customer satisfaction.
Ibm smarter commerce announcement industry analyst march 10Mauricio Godoy
The document summarizes IBM's recent focus on and investments in Smarter Commerce. Key points include:
1) IBM has made $2.5 billion in commerce-related acquisitions and software investments since 2010 to position itself as the only solutions provider integrating all elements of the commerce lifecycle.
2) IBM is expanding its Global Business Services with new Smarter Commerce consulting services and software to help companies better manage their value chain and put the customer at the center.
3) Smarter Commerce is IBM's approach to help companies increase value for customers, partners, and shareholders by optimizing buy, market, sell, and service processes in today's digital world.
The document discusses challenges in customer service today including more technically savvy customers who want to troubleshoot issues themselves. It argues traditional call centers are ill-equipped to meet these demands due to measuring performance based on cost reduction rather than value creation, and agents lacking sufficient technical skills. It describes how best-in-class companies are transforming call centers into contact centers that are integrated with other functions and staffed by technically competent agents. Comcast is highlighted as offering a self-installation option that reduces costs while increasing customer satisfaction.
IBM has positioned itself as the leading provider of smarter commerce solutions through strategic acquisitions and investments totaling $2.5 billion since 2010. The acquisitions have expanded IBM's commerce-related consulting services, software, and analytics capabilities. IBM's smarter commerce approach aims to optimize customers' buying, marketing, selling, and service processes by putting the customer at the center. This is designed to increase customer loyalty, revenue/margin growth, and business agility for companies.
The document describes a business model canvas for a company targeting recombinant hemagglutinin (HA) for pandemic and seasonal influenza. Key elements include relying on gene synthesis companies, CMOs for manufacturing, and pursuing regulatory approval, speed, cost-effectiveness, and scalability. Distribution would be through government agencies and pharmaceutical companies. Revenue streams include capital investments, manufacturing contracts, and licensing royalties. The goal is to secure long-term contracts with government agencies and vaccine manufacturers in both the US and abroad.
Smartare kunder kräver smartare affärerIBM Sverige
Att alla affärer börjar med en kund är en gammal sanning. Men nu håller en ny typ av kunder på att förändra kraven och dynamiken mellan köpare och säljare. Kundernas ställning stärks genom ökande social interaktion och tillgång på information på nätet.
Per Ankarås, Smarter Commerce Lead Nordic, IBM Svenska och IBM Business Partner Fiwe
This document discusses the benefits of thin client solutions for small and medium sized businesses (SMB) retailers. It outlines how thin clients can help retailers reduce operating costs through centralized management and updates while maintaining flexibility. Specifically:
- Thin clients move computing resources like applications and data to centralized servers, allowing the same systems to be accessed from different locations. This cuts costs while improving availability.
- Adopting thin clients reduces total cost of ownership through lower maintenance, downtime, energy usage and hardware costs compared to traditional PC-based systems. Savings of up to 48% in total costs are possible.
- Thin clients simplify system management for retailers as updates and changes are administered centrally rather than on individual terminals
Satisfaction is a subscription-based customer service tool that allows open conversations between companies and their customers, addressing problems with traditional closed systems like email support. By bringing customer expertise and conversations into the open, Satisfaction reduces repetitive support issues while improving customer loyalty. It leverages trends of customers helping each other online and companies benefiting from engaged customers. Pricing is tiered for small businesses, starting at $29/month, addressing a market that previously lacked the right tools.
Making service quality improvement workTaylrocentre
This article discusses factors that contribute to customer perceptions of quality in service industries. The author proposes 13 propositions to guide service quality improvement and new service development. Unlike manufacturing, services involve customers as co-producers. Key factors that influence perceived quality include trust, dependability, simplicity, recovery from problems, and employee actions. Measuring quality from the perspectives of customers, employees and owners allows setting realistic quality goals.
Successful Customer Communication with Adobe ADEPDieter Hovorka
How you can enforce successful Customer Communication by using Adobe solutions. Presented in November 2011 in Riyadh / Saudi Arabia to the Enterprise partner community.
The document discusses managing customer encounters in service businesses, including how differing levels of customer contact impact service design, viewing service as theatre, analyzing critical customer incidents, and addressing the challenges posed by misbehaving "jaycustomers". It also explores managing employees during service encounters and gaining customer perspectives on satisfying and dissatisfying experiences.
G. Verstoep Service Innovation Businesspreneur Linked InGertjan Verstoep
The document discusses developing compelling service concepts centered around customer experiences. It emphasizes understanding customer insights, needs, and perspectives to innovate new service offerings. The document presents frameworks and models for conceptualizing service concepts, customer journeys, and business models to ensure services are meaningful and add value for customers. It also discusses disrupting traditional service systems and competing based on simplified, online-infused, service-focused propositions tailored to shifting customer domains.
IBM Partnering For A Smarter Planet Exploring The Role Of Ecosystems In Evo...IBM
Cloud computing is shifting the IT landscape and reshaping traditional market models by focusing on customer-centric services. This increased focus on customers is empowering them with more access to information and choice. As a result, customers now dictate new terms in their relationships with providers and have more control over how and when they access services. Some customers are forming "club clouds," hybrid cloud models where groups of customers bound by region or industry jointly procure cloud services to improve operations and reduce costs.
The document discusses the evolution of CRM from CRM 1.0 to CRM 2.0 driven by changes in customer behavior and the rise of social media. CRM 1.0 focused on individual transactions while CRM 2.0 emphasizes collaborative relationships and engagement. This requires reviewing company strategy, processes, and mindset to adopt a more social and conversational approach centered around customer needs.
Social: Session 7: Turbocharging Customer Service Through Social TechnologiesSugarCRM
Social media is becoming an important channel for customer service. To succeed, companies need to get their traditional customer service foundations in order by understanding how customers want to interact, providing universal customer histories, and taming their knowledge problems. They then need to extend customer service to social channels like Facebook and Twitter while still preserving a consistent customer experience. Social media should be integrated with existing customer service systems and knowledge bases to ensure an excellent customer experience across all channels.
Omni Channel Marketing Conference - Lea WrightTony Booth
Westpac is looking to improve customer relationships through understanding customer needs and providing relevant offers and communications. Key trends include an aging population, increased data and digitization. The bank needs to leverage big data insights to provide faster, personalized customer experiences. This requires linking insights to competitive advantages like learning about customers faster than competitors. The bank will focus on onboarding, lifecycle events, next best offers, 1:1 communications, and recognition programs to improve customer retention and value over time.
The document discusses how customer service has become the main differentiator for financial services companies in today's competitive landscape. It outlines several components of an effective customer service operation, including having one accountable leader, cross-training staff, focusing on quality and fast resolution, workforce management, and expanding self-service options. Developing strong customer service is positioned as critical for companies to succeed going forward.
This document discusses customer experience management in retailing. It defines customer experience management as a strategy that focuses business operations and processes around individual customer needs to create a mutually beneficial value exchange. The goal is to move customers from satisfied to loyal to advocates. Several ways for retailers to deliver superior customer experiences are identified, such as branding, pricing, promotions, supply chain management, location, advertising, packaging, service quality and store atmosphere. Examples from Kingfisher Airlines and Pizza Hut of effectively managing customer experiences are provided.
This document contains 5 case studies from Corporate Contracts summarizing deals negotiated on behalf of various clients. Case study 1 outlines a deal to outsource desktop services for a large financial firm, achieving $21 million in savings over 5 years. Case study 2 details negotiations for a multi-function device contract for a bank that achieved $840,000 in savings. Case study 3 explains how Corporate Contracts negotiated a $2 million savings for an enterprise video conferencing contract at a financial firm.
Presentation on Chapter 14: CRM in E-Marketing [Elegant (VI)]Md. Abdur Rakib
Presentation on Chapter 14: Customer Relationship Management
(Based on the study of E-Marketing)
It is based on the Chapter: 14 Customer Relationship Management from E-Marketing book by Strauss, Ansary & Frost 4th edition.
It includes Background of CRM, CRM, CRM Benefits, CRM Building Blocks, CRM Strategy, CRM Technology & CRM Metrics in perspective of E-Marketing...
Dan Livingstone provides bid management, technical authoring, and graphic design services. He has over 15 years of experience in these fields. His skills include excellent communication, adapting to different business environments, prioritizing work to meet deadlines, and being highly computer literate. He holds a BA in Multimedia & Sonic Art and has secured multi-million pound contracts for organizations across various industries.
This document describes Cognicor's complaint automation solution. It uses artificial intelligence and natural language processing to automate over 50% of complaints, providing faster resolution. This reduces customer churn rates and complaint costs while increasing customer satisfaction. A case study shows potential 40% savings in costs and 55% retention of customer lifetime value for a sample company. Cognicor was founded in 2012 and uses AI technology from the IIIA-CSIC research institute to transform complaints resolution into a competitive advantage for companies.
The document announces a workshop on business model innovation and incubation to be held from January 21-25, 2012 in H'rath, Germany. The workshop will include warm-up exercises on business model innovation, an introduction to the business model canvas approach, and an overview of business incubation concepts. Participants will learn how to analyze and craft innovative business models using the business model canvas as a framework.
The document provides an overview of social customer service and strategies for implementing online customer communities. It discusses traditional customer service channels and emerging social channels. It also outlines best practices for online communities, key performance indicators to measure success, and examples of how companies have benefited from social customer service.
To solve problems such as lacking accesses, shortage of useful information about small problems, and confusing about what happens. ONES provides multi-access (phone, mobile phone, website, SMS, and Email) to help customers schedule their service, gather and share the experience, and track the process. The aim of it is to enhance the efficiency and flexibility of customer experiences.
HOW TO PROVIDE EXCELLENT AFTER SALE SERVICE by
learning about customer service engagement strategies and about managing expectations.
RESOURCES----------
BLOGS
Zen Desk Blog [www.zendesk.com/blog]
Help Scout Blog [www.helpscout.net/blog]
BOOKS
Exceeding Customer Expectations by Kirk Kazanjian
Driving Loyalty by Kirk Kazanjian
Zingerman’s Guide to Service by Ari Weinzweig
Nice Companies Finish First by Peter Shankman
Satisfaction by Chris Denove
These slides were part of a presentation given at an
I Love Marketing Meetup
In Tempe, Arizona on August 16, 2013.
I Love Marketing is a Podcast by Joe Polish and Dean Jackson where they talk about new marketing ideas, direct mail ideas, lead generation, lead conversion, getting referrals, stick strategies, email marketing, psychology, books, people and even productivity.
Find out more at ilovemarketing.com or
Listen to the podcasts on iTunes
This document discusses the importance of after-sales service for companies. It notes that 77% of Indian consumers will not make a repeat purchase or continue with a company's services after a bad customer experience. Additionally, 76% of Indian consumers are willing to pay 11% more for excellent customer service. The document also outlines some key principles for after-sales service processes, including problem resolution timelines, supplier management, reporting techniques, and escalation processes. Overall, it emphasizes that quality after-sales service leads to customer satisfaction, repeat purchases, and positive word-of-mouth advertising.
This document discusses the benefits of thin client solutions for small and medium sized businesses (SMB) retailers. It outlines how thin clients can help retailers reduce operating costs through centralized management and updates while maintaining flexibility. Specifically:
- Thin clients move computing resources like applications and data to centralized servers, allowing the same systems to be accessed from different locations. This cuts costs while improving availability.
- Adopting thin clients reduces total cost of ownership through lower maintenance, downtime, energy usage and hardware costs compared to traditional PC-based systems. Savings of up to 48% in total costs are possible.
- Thin clients simplify system management for retailers as updates and changes are administered centrally rather than on individual terminals
Satisfaction is a subscription-based customer service tool that allows open conversations between companies and their customers, addressing problems with traditional closed systems like email support. By bringing customer expertise and conversations into the open, Satisfaction reduces repetitive support issues while improving customer loyalty. It leverages trends of customers helping each other online and companies benefiting from engaged customers. Pricing is tiered for small businesses, starting at $29/month, addressing a market that previously lacked the right tools.
Making service quality improvement workTaylrocentre
This article discusses factors that contribute to customer perceptions of quality in service industries. The author proposes 13 propositions to guide service quality improvement and new service development. Unlike manufacturing, services involve customers as co-producers. Key factors that influence perceived quality include trust, dependability, simplicity, recovery from problems, and employee actions. Measuring quality from the perspectives of customers, employees and owners allows setting realistic quality goals.
Successful Customer Communication with Adobe ADEPDieter Hovorka
How you can enforce successful Customer Communication by using Adobe solutions. Presented in November 2011 in Riyadh / Saudi Arabia to the Enterprise partner community.
The document discusses managing customer encounters in service businesses, including how differing levels of customer contact impact service design, viewing service as theatre, analyzing critical customer incidents, and addressing the challenges posed by misbehaving "jaycustomers". It also explores managing employees during service encounters and gaining customer perspectives on satisfying and dissatisfying experiences.
G. Verstoep Service Innovation Businesspreneur Linked InGertjan Verstoep
The document discusses developing compelling service concepts centered around customer experiences. It emphasizes understanding customer insights, needs, and perspectives to innovate new service offerings. The document presents frameworks and models for conceptualizing service concepts, customer journeys, and business models to ensure services are meaningful and add value for customers. It also discusses disrupting traditional service systems and competing based on simplified, online-infused, service-focused propositions tailored to shifting customer domains.
IBM Partnering For A Smarter Planet Exploring The Role Of Ecosystems In Evo...IBM
Cloud computing is shifting the IT landscape and reshaping traditional market models by focusing on customer-centric services. This increased focus on customers is empowering them with more access to information and choice. As a result, customers now dictate new terms in their relationships with providers and have more control over how and when they access services. Some customers are forming "club clouds," hybrid cloud models where groups of customers bound by region or industry jointly procure cloud services to improve operations and reduce costs.
The document discusses the evolution of CRM from CRM 1.0 to CRM 2.0 driven by changes in customer behavior and the rise of social media. CRM 1.0 focused on individual transactions while CRM 2.0 emphasizes collaborative relationships and engagement. This requires reviewing company strategy, processes, and mindset to adopt a more social and conversational approach centered around customer needs.
Social: Session 7: Turbocharging Customer Service Through Social TechnologiesSugarCRM
Social media is becoming an important channel for customer service. To succeed, companies need to get their traditional customer service foundations in order by understanding how customers want to interact, providing universal customer histories, and taming their knowledge problems. They then need to extend customer service to social channels like Facebook and Twitter while still preserving a consistent customer experience. Social media should be integrated with existing customer service systems and knowledge bases to ensure an excellent customer experience across all channels.
Omni Channel Marketing Conference - Lea WrightTony Booth
Westpac is looking to improve customer relationships through understanding customer needs and providing relevant offers and communications. Key trends include an aging population, increased data and digitization. The bank needs to leverage big data insights to provide faster, personalized customer experiences. This requires linking insights to competitive advantages like learning about customers faster than competitors. The bank will focus on onboarding, lifecycle events, next best offers, 1:1 communications, and recognition programs to improve customer retention and value over time.
The document discusses how customer service has become the main differentiator for financial services companies in today's competitive landscape. It outlines several components of an effective customer service operation, including having one accountable leader, cross-training staff, focusing on quality and fast resolution, workforce management, and expanding self-service options. Developing strong customer service is positioned as critical for companies to succeed going forward.
This document discusses customer experience management in retailing. It defines customer experience management as a strategy that focuses business operations and processes around individual customer needs to create a mutually beneficial value exchange. The goal is to move customers from satisfied to loyal to advocates. Several ways for retailers to deliver superior customer experiences are identified, such as branding, pricing, promotions, supply chain management, location, advertising, packaging, service quality and store atmosphere. Examples from Kingfisher Airlines and Pizza Hut of effectively managing customer experiences are provided.
This document contains 5 case studies from Corporate Contracts summarizing deals negotiated on behalf of various clients. Case study 1 outlines a deal to outsource desktop services for a large financial firm, achieving $21 million in savings over 5 years. Case study 2 details negotiations for a multi-function device contract for a bank that achieved $840,000 in savings. Case study 3 explains how Corporate Contracts negotiated a $2 million savings for an enterprise video conferencing contract at a financial firm.
Presentation on Chapter 14: CRM in E-Marketing [Elegant (VI)]Md. Abdur Rakib
Presentation on Chapter 14: Customer Relationship Management
(Based on the study of E-Marketing)
It is based on the Chapter: 14 Customer Relationship Management from E-Marketing book by Strauss, Ansary & Frost 4th edition.
It includes Background of CRM, CRM, CRM Benefits, CRM Building Blocks, CRM Strategy, CRM Technology & CRM Metrics in perspective of E-Marketing...
Dan Livingstone provides bid management, technical authoring, and graphic design services. He has over 15 years of experience in these fields. His skills include excellent communication, adapting to different business environments, prioritizing work to meet deadlines, and being highly computer literate. He holds a BA in Multimedia & Sonic Art and has secured multi-million pound contracts for organizations across various industries.
This document describes Cognicor's complaint automation solution. It uses artificial intelligence and natural language processing to automate over 50% of complaints, providing faster resolution. This reduces customer churn rates and complaint costs while increasing customer satisfaction. A case study shows potential 40% savings in costs and 55% retention of customer lifetime value for a sample company. Cognicor was founded in 2012 and uses AI technology from the IIIA-CSIC research institute to transform complaints resolution into a competitive advantage for companies.
The document announces a workshop on business model innovation and incubation to be held from January 21-25, 2012 in H'rath, Germany. The workshop will include warm-up exercises on business model innovation, an introduction to the business model canvas approach, and an overview of business incubation concepts. Participants will learn how to analyze and craft innovative business models using the business model canvas as a framework.
The document provides an overview of social customer service and strategies for implementing online customer communities. It discusses traditional customer service channels and emerging social channels. It also outlines best practices for online communities, key performance indicators to measure success, and examples of how companies have benefited from social customer service.
To solve problems such as lacking accesses, shortage of useful information about small problems, and confusing about what happens. ONES provides multi-access (phone, mobile phone, website, SMS, and Email) to help customers schedule their service, gather and share the experience, and track the process. The aim of it is to enhance the efficiency and flexibility of customer experiences.
HOW TO PROVIDE EXCELLENT AFTER SALE SERVICE by
learning about customer service engagement strategies and about managing expectations.
RESOURCES----------
BLOGS
Zen Desk Blog [www.zendesk.com/blog]
Help Scout Blog [www.helpscout.net/blog]
BOOKS
Exceeding Customer Expectations by Kirk Kazanjian
Driving Loyalty by Kirk Kazanjian
Zingerman’s Guide to Service by Ari Weinzweig
Nice Companies Finish First by Peter Shankman
Satisfaction by Chris Denove
These slides were part of a presentation given at an
I Love Marketing Meetup
In Tempe, Arizona on August 16, 2013.
I Love Marketing is a Podcast by Joe Polish and Dean Jackson where they talk about new marketing ideas, direct mail ideas, lead generation, lead conversion, getting referrals, stick strategies, email marketing, psychology, books, people and even productivity.
Find out more at ilovemarketing.com or
Listen to the podcasts on iTunes
This document discusses the importance of after-sales service for companies. It notes that 77% of Indian consumers will not make a repeat purchase or continue with a company's services after a bad customer experience. Additionally, 76% of Indian consumers are willing to pay 11% more for excellent customer service. The document also outlines some key principles for after-sales service processes, including problem resolution timelines, supplier management, reporting techniques, and escalation processes. Overall, it emphasizes that quality after-sales service leads to customer satisfaction, repeat purchases, and positive word-of-mouth advertising.
Neck Down Designing: using service design & bodystorming to move from EH to A...Izac Ross
Slide deck from Liz Burow & Izac Ross's workshop at Lean UX NYC, April 13, 2013
In our knowledge-based economy, creating a good product isn’t the whole picture anymore. People expect great service. But what does that look like? What does it feel like? To create a dynamic and memorable service, businesses recognize the power of creating seamless experiences, rich with activities, environments, interactions, objects
and users, from first encounter to lasting impression. The design profession is responding by finding new ways to overlap disciplines to build rich moments and interactions that
in the end create emotive, authentic service experiences. The process of discovering, designing and weaving these touch points together is the core work and deliverable of service designers.
In this interactive workshop, you will learn through ‘neckdown’ activities that will focus on using your body to enact what a service experience feels like and how to make it better. Emphasis will be placed on understanding the perform-ability of a service and not just it’s usability.
What We’ll Do Together:
You will be introduced to ‘service design’ methodologies and ‘body storming’ tools and will apply techniques through play, acting out the traits of the end-user by showing, not
telling. Emphasis will be on trying to better understand how an end-user’s motivations, behaviors, beliefs and limitations can effect and direct a great service experience.
The workshop will introduce personas and hypothetical scenarios as a jump-start to the body-storming activities. You will test your skills in collaborative groups and
learn how to act out existing service experiences and improve upon them through additional skits.
What you will learn:
• Get more comfortable with ‘neck down’ thinking (using your body to test and learn)
• A new technique to better empathize with the tangibles and intangibles of an end-user experience
• Learn how to apply body storming to UX practices
• Learn iterative methods to enact service experiences
• Understand the key components to how services are composed.
Looking for new products or services, check and imagine if one of the 37 ways is possible for your challenge.
Remarkable innovations combine different ways!
Enjoy!
The document outlines 21 ways to innovate in the automotive industry. It discusses various types of innovation including incremental, process, red ocean, service, business model, sustainable, frugal, blue ocean, and radical innovation. It also covers open innovation through crowd sourcing, experience innovation, social innovation, supply chain innovation, and getting innovation inspiration from the past. The document is intended to provide inspiration for analyzing opportunities for innovation in the automotive sector through an engaging presentation.
The document discusses after-sales services and support provided by businesses to their customers. It covers key elements of after-sales services like installation, training, maintenance, repair, warranty and support. It also discusses strategies for effective after-sales service and the advantages it provides like customer satisfaction, retention and loyalty.
1. Maintaining contact with customers after a sale through follow-up is important to evaluate product effectiveness and customer satisfaction.
2. Building long-term business relationships takes time, similar to personal friendships, and requires self-disclosure, active listening, and trust between parties.
3. Providing excellent customer service and handling complaints promptly is key to retaining customers and increasing sales through referrals.
How important is customer satisfaction for your business today? Meeting the needs of the customer through business process outsourcing is the new lynchpin for organizations when it comes to determining their profits. Customer service outsourcing is no longer a novelty. It is a necessity. There is now an increasing need to strike a balance between customers and shareholders. Is your organization equipped to address this need?
The document discusses the ecosystem for data services in India. It notes that the ecosystem is more complex than for voice services, as it involves content owners, mobile application developers, and content aggregators in addition to service providers, technology providers, and handset manufacturers. The focus in data services is more on subscribers and providing them with enriching content and experiences, unlike voice where the focus is more on infrastructure. Successful portals that list mobile applications can benefit handset manufacturers, service providers, and developers by increasing revenue share and stickiness to their platforms.
Design for service provides an overview of how companies can use service design to improve customer experiences. There are five fundamentals of good service: systems, value, journeys, people, and propositions. Service design looks at how different parts of a service interconnect as well as the interactions between customers and providers. The goal is to understand touchpoints and align customer and business interests to create value for both through memorable experiences. Improving any aspect of the customer journey, from pre- to post-service, can enhance satisfaction.
Capitalizing on Change - Unleashing the Power of Buyer-Provider Collaboration...Infosys BPM
This document discusses how buyer-provider collaboration can be leveraged to innovate and co-create value beyond traditional productivity gains. It outlines three approaches: 1) Going beyond local innovation by collaborating to create greater profit and loss impacts beyond just cost reductions. 2) Harnessing provider capabilities to create shared services/utilities for the buyer's entire value chain. 3) Collaborating across industries to identify new growth opportunities not possible through any one organization alone. Moving innovation efforts from one-sided provider efforts to true collaboration unlocks greater outcomes.
Cloud definitions and market opportunitiesVik Bhambri
This IDC document provides a road map for cloud services opportunities for partners. It defines key cloud concepts including deployment models and service types. Public cloud services are forecast to grow substantially over the next few years, representing significant opportunities for partners across industries and geographies. The capabilities of cloud solutions allow partners to serve more customer segments and industries while generating recurring revenue streams.
New Sourcing Strategies: The role of Outsourcing and Homeshoring in Contact C...EightyTwenty Insight
Are Mixed Model Operations an opportunity for contact centres to access skills,
capabilities and lower costs in harsh times? Or an overly complex solution which risks
damaging service and brand?
The challenges faced by organisations with large-scale contact centre operations have
recently become more acute and complex and the balance between cost containment
and customer needs has never been more difficult to achieve. Web 2.0 (consumer to
consume) behaviours will reduce the amount of contact and make the remaining quality
of interactions even more vital to customer retention. More radical thinking is required to
achieve this balance. The Contact Centre has to have Board level support and
organisations have to think more like their customers. Alternative Sourcing Models and
new technology (often hosted) will need to be embraced to keep pace.
Even the largest companies will benefit from partnering with external providers as
technology becomes the key driver of value and savings. Outsourcing, Shared Services
and Homeshoring pose less risk and offer real value and will continue to grow but
companies must get smarter about how to exploit them to their full potential. Sourcing
strategies need to be better thought through and become more sophisticated if these
alternative models are to be fully exploited.
This paper provides an informed and independent view on the evolution and value of Outsourcing and the Mixed Sourcing Model in contact centre operations, particularly in light of the current, urgent need to reduce costs and the rapidly changing consumer demands. It further highlights many of the current Contact Centre trends and issues, both strategic and operational, and focuses on the use of Alternative Service Delivery Models (ASDM’s) such as outsourcing and home-shoring in meeting these challenges.
How structural collaboration leads to value propositions in the financial sectorTom De Ruyck
Structural collaboration involves integrating customer input and feedback into every phase of a company's decision-making process on an ongoing basis. This allows customers to provide insights, help develop new ideas and concepts, and ensure proper implementation by verifying company interpretations are correct. Only 3% of companies currently develop new products and services through this level of customer involvement. The key benefits are creating better products and service, increased agility to adapt quickly, adding "consumer feeling" to strategic decisions, and improving marketing and public relations. Successful structural collaboration requires establishing the right objectives, processes, and cultural mindset.
Opportunities In Managed Services Image Source Magdramos1971
This document summarizes opportunities for independent dealers and VARs in the managed services market. It notes that SMBs worldwide spent $860 billion on IT in 2011, and cites common pain points SMB VARs face like vendor management, marketing, and resource awareness. The author argues that dealers are well-positioned to transition to managed services due to their experience with vendor management, marketing in their communities, and managing to financial benchmarks. It provides examples of common managed services and potential partner companies that can help dealers expand into this market.
How structural collaboration leads to value propositions in the financial sectorInSites Consulting
In the (post-)crisis era, challenging the status quo through innovation will be critical to restore profitability in the financial sector. The commoditisation of products within the industry is making it very difficult to compete on price. Moreover, a whole array of non-banking entities is entering the market to close the gap between the offerings of banks and the needs of customers. Suddenly, banks face competition from telcos, supermarkets, tech firms and innovative start-ups, all experienced in building online relationships and developing and marketing transparent products.
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An exploration into service design strategy within automotive retailing.
1. Would you like
service with that?
An Exploration into Service Design
Strategy within Automotive Retailing
Brand Experience Series, Summer 2008
By Chris Bedford and Anson Lee
Karo Group
2. Table of Contents
2 Service as a System of Customer Experiences
3 Beginning to Solve the Problem
4 Case Study: OpenRoad Auto Group
6 Innovation and Service Design
Industry
Automotive, Retail
Authors
Chris Bedford, Anson Lee
Keywords
Automotive, service, design, retail, experience economy,
Openroad, Toyota
Abstract
Service design is a system of thoughtfully executed customer
interactions. Chris Bedford and Anson Lee explain that it is
Copyright permission
Design Management Institute
a discipline that has been around for some time, becoming
Reprint #08191BED38 a critical element in what is now referred to as the experience
economy. In this context, they analyze a spectrum of design
This article was first published in
Design Management Review Vol. 19 No. 1 strategies they developed for an auto dealership in Vancouver
All rights reserved. that, within a year of execution, contributed to a 28 percent
increase in sales.
3. >> ThE InCREASED COMPETITIOn fOR customers But what exactly is service design? And how
and customer loyalty drives organizations is it different from what we currently term
and brand managers to constantly revisit the experience design? The truth is that one is an
question of what customer service means extension of the other, as has been described
and how to best deliver “good service” in the so well in Joseph Pine’s and James Gilmore’s
variety of venues and contexts in which custom- popular book, The Experience Economy1.
ers seek product or advice, or interact. Perhaps
Pine and Gilmore argue that everything can be
the strongest evidence that service design is
commoditized, and therefore to keep customers
worthy of our renewed attention was howard
loyal there needs to be an emotional connection
Schultz’s letter to customers earlier this year
between the goods and the services companies
as he announced his return to Starbucks as
provide. It’s precisely this connection that we
CEO and his promise to make “the Starbucks
call the “experience.” The Danish Design Centre
experience as good as it has ever been and
offers a particularly useful definition of
even better…in the way stores look, in the way
service design:
people serve you, in the new beverages and
products we will offer.” Service design as a term generally refers to
design of systems and process around the idea
While service design is obviously not a
of rendering a service to the user. The typical
new concept, it has become increasingly
medium for presenting the service is through the
relevant over the past decade. The economy
business of commercial or noncommercial entities
has shifted dramatically toward growing
(for example, pizza delivery, public healthcare,
customer demand for a level of personalized
airlines). Very often, the service element is
service that has been lost to big-box retailers,
attached to a physical product or offering, but
discounters, and volume merchandisers who
at times it can be purely an intangible offering:
sacrificed most, if not all, aspects of customer
for example, legal consultation2 .
service in the pursuit of greater profits from
low margin products. Most service is deployed through what
are commonly referred to as touch points.
Yet, as history has taught us, price is both the
These could be in the form of virtual interfaces,
lowest common denominator and the worst
physical interfaces, and people. for example,
differentiator, driving companies to move back
in a bank the touch points are the ATM machine,
toward a service model and a more human
credit card, printed statement, call center repre-
connection. Thus the need for designing better
sentative, branch office, online bank, and so on.
service and services.
BRAnD ExPERIEnCE SERIES Summer 2008 1
4. Service as a System of the latest information technologies. however,
they are probably the least powerful in
Customer Experiences changing a passenger’s feelings toward an
If we think of service design as a complete airline, as the brand equity they build is easily
system of considered customer interactions, lost when baggage drop lines are excessively
then all of sudden the role of design and the long, security is backed up, and their luggage
need for design thinking and design strategy lands in a different city than they do. When you
become increasingly important for the market consider the many factors involved, especially
success of service brands. Unlike many in qualitative situations, it becomes harder
products and most packaged goods, services to control quality and for organizations to
are often intangibles, and the characteristics of manage outcomes.
good service can be defined quantitatively Service design is therefore a highly relevant
and qualitatively, tangibly and intangibly. concept when thinking about improving an
organization’s brand. To think about service
design is to think on a higher plane and not
at the level of the design of a specific product,
>> design is tothink abouta service
environment, or interaction. Instead, think
“…to of a customer existing within a system of
think on higher experiences—and ask how all these things
plane and not at the level of the work together and in support of one another.
design of a specific product, Staples is a company that has used service
design to differentiate itself in the market
environment, or interaction.” through its “easy button” program. The easy
button started out as an advertising and
Consider an airline that lets you book your brand-building campaign centered around
tickets and print your boarding passes online, the small to medium-size business owner and
provides a flight that leaves and arrives on the “customer pain” involved in the time-
time, gives you a seat that is comfortable, consuming task of procuring office supplies
serves food that is palatable, and provides and equipment. The advertising campaign,
an experience that feels safe, delivered by which features a physical red button that when
helpful and understanding attendants. These pushed says, “That was easy” (Staples’
are all goals that need to be considered brand promise), signifies the exceedingly
within an overall system that we refer to well implemented and executed service design
as service design. initiative that has enabled the company to
At the same time, companies all too often use deliver on the “easy” promise. Doing so was
specific initiatives to bolster a brand that are no simple task, as it required a strong focus
tied to only one facet of a customer’s experi- on staff training to design the desired human
ence. The problem with this approach is that interactions, as well as the technical ones.
a single element in and of itself will not change As an example, instead of sales associates
the customer’s overall perception of the asking the proverbial “Can I help you?”
organization. when customers enter the store, Staples
for example, airport check-in kiosks and web staff associates are trained to ask “What
check-ins are efficient and make good use of can I help you find today?” The focus is on
BRAnD ExPERIEnCE SERIES Summer 2008 2
5. the service economy, the service or means by
which value is rendered for a customer is still
>> for“…the greatest opportunity
differentiation comes from
a valid driver of an overall experience and
deserves consideration. This raises questions:
how does one engage in service design? And
designing and delivering a better why is it so challenging? Choosing to look at
the subject of service design from the perspec-
dealership experience, not from tive of business processes enables the entire
leveraging the automotive brand.” organization to revisit the way it is structured to
deliver services to its customers, and to explore
solving specific customer needs in a personal which tools, training, and metrics are required
way. The program has not only symbolized to ensure continuous management of the
customer needs but also led to innovative new customer experience.
products and outstanding market success. The
philosophy of maximizing buying convenience
extends into the physical and online shopping Beginning to Solve the
experience as well. Staples redesigned its Problem
stores to be smaller and less cluttered. Shelving
The larger your organization, number of
systems were made lower in the front of the
products, or venues involved in rendering
store, affording better visibility to the spaces
a service, the more complex this system
in the rear and periphery. It developed
becomes. however, without the broader view
specialized websites to target specific types
of the continuum of customer experiences, your
of corporate buyers. The tedious task of
efforts may be patchy and have little effect on
collecting receipts, barcodes, and forms to
your organization and its overall brand success
apply for manufacturer rebates is handled
in the market. To begin to develop a picture
through a service called EasyRebates, which
of your service offering and system, it is useful
electronically submits all product and purchase
to explore a variety of interconnected design
information to the manufacturer for processing.
disciplines.
The easy button eventually evolved into a
mini-desktop application that allows customers
to make orders and query Staples.com without
having to visit the website. The only customer
complaint was that pushing the easy button
on the website didn’t respond with the audio
payoff! After more than 15 years in business, >> “Second, the design had to
support the dealership’s new
Staples realized that low prices weren’t good
enough—the key to really differentiating itself sales vision, which intended
was to design an easy shopping experience.
to shift the power and control
But perhaps the real proof that this service is
well-designed is the fact that the company from the sales associates to the
now gets twice as many compliments as it customer—something that
does complaints.
was almost unheard of in the
While Pine and Gilmore suggest that the automotive retailing world.”
experience economy actually evolved from
BRAnD ExPERIEnCE SERIES Summer 2008 3
6. The key is to start with a solid definition and Case study:
a clear understanding of the problem you’re
trying to solve. Customer experience mapping, OpenRoad Auto Group
or the process of storyboarding and documenting Service design in many ways also involves
the variety of possible scenarios with detailed meeting previously unmet customer needs.
interactions and outcomes, is a useful means Consider the case of OpenRoad Auto Group,
of probing and uncovering opportunities to in Vancouver, Canada. This is a dealership
design a better service. This technique requires brand Karo Group helped to create. The
that all aspects of the customer experience real work began with the recognition that the
be connected by a set of specific services problem OpenRoad was trying to solve lay
and include all the customer touch points. not in selling more cars but rather in provid-
Visual identity and brand language indicate ing better service. Most dealerships fail to
relationships throughout the organization, recognize that their job is not to create the car
reminding employees, as well as customers, brand and the car experience; that’s the job of
of the presence of a larger system. the car manufacturer. (In fact, in many cases the
The experiences customers have are the direct customer has already decided which vehicle
result of their personal interactions with staff, he or she wants to buy before setting foot in
products, services, and technology-based the dealership.) Thus the greatest opportunity
delivery systems, such as websites, kiosks, and for differentiation comes from designing and
voice automation. new research in behavioural delivering a better dealership experience, not
science suggests that what matters most in the from leveraging the automotive brand.
service equation is customer perception. This This required a huge shift in thinking that
reminds us that service design is about atten- necessitated a total organizational change
tion to detail, as even a staff member’s failure in the company (figure 1). What we set out
to say “thank you” can leave the customer with to design was a new kind of dealership, one
a perception of inferior service. Looking for with strong street appeal that would increase
opportunities to influence positive perceptions foot traffic. We also needed to integrate the
should be part of the service design process. sales and service areas and to take customer
service strategy to a new, higher level. To do
Strong, Employee all this, we had to address a variety of strategic
Trusting, Satisfaction,
Team-based
Culture
Loyalty &
Productivity
business issues.
first, the dealership wanted to maximize the
available floor space in order to generate the
Growth & OpenRoad Consistent,
Quality highest sales per square foot possible—without
Profitability
Facilities Service
sacrificing the customer experience. This
meant rethinking all aspects of merchandising,
as well as formulating a variety of customer
Customer Customer
Loyalty Satisfaction experience scenarios. Second, the design
had to support the dealership’s new sales
vision, which intended to shift the power
figure 1. Karo considered how the service design for and control from the sales associates to the
OpenRoad, a car dealership, could encourage behaviours and
cultural changes that would lead to the creation of excellent
customer—something that was almost unheard
customer experiences and drive growth, as well. of in the automotive retailing world. Third, and
BRAnD ExPERIEnCE SERIES Summer 2008 4
7. figure 2. Visually interesting displays, including a system figure 3. Internet kiosks give customers access to pertinent
of stacking cars outside the showroom, welcome and engage information and support the buying habits to which customers
new customers, as well as maximize floor space. are already accustomed.
most important, was to create a comfortable same way as one would find information in a
experience that encouraged customers to museum or interpretive center.
spend more time in the dealership and discover
As we’ve already stated, service design requires
more about OpenRoad.
a full consideration of the customer’s needs in a
What we developed was an innovative retail variety of scenarios. In keeping with this idea,
environment never before seen in the market: we designed a coffee lounge, complete with
one that supported informed product decisions automotive reading, resource materials, and a
at all levels of sales and service. The curb 300-gallon aquarium and kids’ play area that
appeal came from a system of stacking cars ensured children’s entertainment while their
on the outside of the showroom that served parents spent unpressured time considering
both as innovative merchandising and fulfilled a purchase decision. (Consider that, from a
our goal of maximizing available floor space consumer’s viewpoint, the purchase expense
(figure 2). Long, curved windows created of a car is second only to that of buying a new
an expansive view of products and options. home). The showroom floor features three
We posted the OpenRoad Auto Group vehicle displays with moving-image screens
“experience promise” at the door so that when and reflective floor tiles that create a sense of
customers entered, they immediately knew color and motion (figure 4). In addition to other
they, not the sales associates, were in control vehicles on the floor, these displays create a
of the buying decision. focal point for customers, generate a desire
for discovery, and bring the OpenRoad brand
We introduced the idea of Internet kiosks that
experience to life.
allowed customers access to information that
would assist them in their buying decisions It is after the car is bought and paid for that
(figure 3). We designed the retail displays to most customers really get to know their
be informative and educational in much the dealership—and, ironically, this is when
BRAnD ExPERIEnCE SERIES Summer 2008 5
8. customers frequently have their worst
experiences. The service design strategy
for OpenRoad was quick to take this into
consideration, relocating the customer from
the greasy service bays to the showroom café.
Instead of forcing customers to wait in the back
of the shop and to drive their vehicles out of
the service bay, OpenRoad now encourages
customers to settle their accounts in the comfort
of the showroom while an attendant brings
their car around for them.
The results of this service design strategy
have been nothing short of remarkable.
They contributed to a 28 percent retail sales figure 4. Vehicle displays on the showroom floor offer moving-
increase in the very first year, leading to image screens and reflective floor tiles that bring content and
context together to encourage exploration and engagement.
OpenRoad being named the top-selling Toyota
dealership in all of Canada in 2006, and to approaches to business problem-solving that
its validation as the only Toyota dealership rarely come into play. Unlike management
in western Canada to receive the President’s consultants, who are often hired to help
Recognition Award from Toyota. companies formulate new service strategies by
analyzing and optimizing what already exists,
design can help organizations visualize future
possibilities from the customer’s point of view.
In the process, they can invent entirely new
market spaces and opportunities.
>> visualize futurehelp organizations
“…design can
possibilities from
As noted earlier, the concept and practice of
service design is not new. however, it is pos-
sibly a more universal way of bringing together
the customer’s point of view.” the many facets of design and business under a
common framework of thinking. Designers, by
their nature, are generally less willing to accept
Innovation and Service that technological and operational constraints
Design are acceptable reasons for not changing or
adapting service delivery to meet customer
Clearly, service design offers many opportuni-
needs. Design thinking can and does create
ties for innovation. When you look at an entire
a healthy tension in the search for better and
service system with a mind open to making
more innovative ways to create new systems,
adjustments in multiple dimensions, it helps you
design new services, and deliver an enhanced
make better decisions when integrating new
customer experience, capable of truly helping
technologies and new approaches. The role
service brands succeed in the market.
of design is therefore unique, because it brings
forward creative opportunities and divergent
BRAnD ExPERIEnCE SERIES Summer 2008 6
9. Authors
Chris Bedford Anson Lee
president and CEo of Karo Group Director, Customer Experience Strategy
Chris has helped a roster of blue-chip Anson has over 13 years experience
clients focus and streamline their brand in branding and strategic management.
stories over an illustrious 25–year With an education in computer science,
career. Prior to Karo Chris held senior communications and fine arts, Anson
roles in some of north America’s applies a unique combination of
most formidable agencies, including technology, business strategy and visual
MBL/DDBO and McKim Advertising, design to the strategic development
where he was the youngest ever and execution of creative concepts.
Vice President in the firm’s 100–year Anson has become a leading authority
history. Chris is a member of the DMI on customer experience strategy and
International Advisory Council and is service design, having worked on
regularly invited to speak at design numerous high profile projects in
and marketing events in north America Canada and north America.
and internationally.
referenCes
1. B. Joseph Pine, James h. Gilmore 1999,
“The Experience Economy: Work is Theatre and Every
Business is a Stage”, harvard Business School Press,
Boston, Massachusetts.
2. Danish Design Centre, Copenhagen.
BRAnD ExPERIEnCE SERIES Summer 2008 7