Services for Later Life: Why service design matters - Dr Gabriella Spinelli

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Services for Later Life conference - 12 July 2012. Presentation from Dr Gabriella Spinelli, Director of the Business Strategy and Innovation Programme, Brunel Institute for Ageing Studies, Brunel University.

Designing Services,
Designing Experiences
Dr Gabriella Spinelli

Director of the Business Strategy and Innovation Programme,

Brunel Institute for Ageing Studies, Brunel University, London

Gabriella.Spinelli@brunel.ac.uk

http://www.brunel.ac.uk/research/centres/bias

Everything is service
Service design is successful when an organisation centres its front-end
processes to fit the customers’ needs and align its back-end processes to
support service delivery.

Service vs Product

Service Product

Repetitive purchase One-off purchase
Opportunity to adjust customers Sealed in one interaction
perception and satisfaction

Continuous service interface Fewer touch points
Holistic design Specialised design interventions

Service characteristics: Lloyds Pharmacy case

Service characteristics -1. Understanding the
service users

Prescription and Online Doctor Services: SERVICE DIMEMSIONS
1 2 3
With GP prescription Simple Prescription Home delivery
vs vs vs
Without prescription Repeat Prescription Local store pick up

Pathway to Pathway to Pathway to

•Prescription details •Online Order •Delivery service options
•Online doctor •GP practice set up •GP-Local Store arrangements

Service characteristics - 2. Analysis of all
organisational processes

User/Consumer Studies Marketing

Front-end processes

Back-end processes

Operation Management Strategy

Organisational Efficiency through Service Blueprints

Service characteristics – 3. Service Delivery
Evidence
A service evidence confirms that the service has taken place and extends its
value/pleasure

Service characteristics – 4. Service Delivery
Sequence and Timing

1

2

3
5

Hands-on Service Design
Service design is based on a process
of co-creation with the end users and
all stakeholders

It is a rewarding process that must
start with a thorough understanding of
the service’ added value/innovation
Contact Us to be part of our and should not be completed unless
hands-on design workshop: the organisation has oriented itself to
the delivery of the service
Gabriella.Spinelli@brunel.ac.uk

The document summarizes the Gaps Model of Banking Service Quality. It describes four gaps that can occur: 1) the customer expectation-company perception gap, 2) the company perception-service design gap, 3) the service design-service delivery gap, and 4) the service delivery-external communications gap. It provides examples of each gap, such as a company perceiving a customer expectation of a 5 minute wait time but the actual service delivery resulting in a 10 minute wait time.

Service Marketing: Gap model analysis of online delivery services

Zaheer Sayyed

The document discusses a gaps model of e-retailer delivery service quality. It identifies four key gaps: (1) between customer expectations and company perceptions of expectations, (2) between service design and service delivery, (3) between service delivery and external communications to customers, and (4) between expected and perceived service from the customer perspective. These gaps can occur due to issues like delivery people lacking technical skills, communication problems, and external communications not accurately reflecting challenges with on-time and convenient doorstep delivery.

Services Marketing Chapter 10 Building Customer Loyalty Through Services Quality

Dr. John V. Padua

The document discusses building customer loyalty through high quality services. It examines the concepts of customer loyalty, service quality, and how customers evaluate service quality. Customers judge quality based on whether expectations are met or exceeded. The document also discusses using service guarantees to improve quality perceptions by making guarantees unconditional, easy to understand and collect on. It provides guidelines for designing effective service guarantees that enhance loyalty.

Gap model

Richa Keswani

The Gaps Model of Service Quality identifies 4 gaps that can lead to unsatisfactory service quality: 1) The customer gap is the difference between customer expectations and perceptions of service. 2) Provider gap 1 occurs when providers do not understand customer expectations. 3) Provider gap 2 happens when the wrong service designs and standards are selected. 4) Provider gap 3 is the failure to meet intended service standards. Provider gap 4 is the disparity between delivered service and what was promised to customers.

Chap 8 service quality ppt

kesahv

Perceived quality refers to a customer's perception of how well a product or service meets its intended purpose compared to alternatives. It differs from actual quality which is how well the product delivers and manufacturing quality which is conforming to specifications. Perceived quality is influenced by word of mouth, personal needs, and past experience. It is assessed using service quality dimensions like reliability, responsiveness, assurance, empathy, and tangibles. Customers judge perceived quality as expectations exceeded, met, or not met based on a comparison of expected service and perceived service.

Week 15 retail service

SueLayton

This document discusses customer service in retailing. It aims to help students understand the objectives of customer service, recognize its potential, identify customer needs, and consider appropriate service strategies for different retail types. Specifically, it discusses: - Matching customer expectations with their actual experience of service leads to satisfaction, not striving for high levels of service but ensuring quality meets expectations. - The SERVQUAL model identifies 5 dimensions of service quality (tangibles, reliability, responsiveness, assurance, empathy) and measures gaps between customer expectation and experience. - Potential barriers to achieving a match include knowledge, standards, delivery, and communications gaps between customers' expectations and retailers' operations. - The RSQ scale modified

Services Marketing Chapter 4 Planning and Producing the Service Performance

Dr. John V. Padua

The document discusses planning and producing effective service performances. It explains that service performances are multifaceted events that occur over time through a sequence of interactions. The document also describes techniques for customizing, scripting, and blueprinting service performances to differentiate services and ensure quality. Scripting lays out a service from the customer's perspective while blueprinting uses a graphic to identify customer and employee touchpoints and back-end processes.

Gaps model

Lila Nagarkoti

The document describes the Gaps Model of Service Quality. It identifies four gaps that can exist: (1) not knowing customer expectations, (2) not having the right service standards, (3) not meeting service standards, and (4) not communicating service performance accurately. The model shows how these gaps between customer expectations and perceptions can occur at both the customer and provider level. Key factors are also outlined that can contribute to each of the four gaps.

The document introduces service blueprinting, which is a tool used to map out a service process from the customer's perspective. It involves depicting the customer actions, onstage and backstage employee actions, and support processes. The key components of a service blueprint are the line of interaction between customers and employees, the line of visibility that separates visible and invisible actions, and the line of internal interaction that separates customer-facing and support activities. Service blueprints are useful for designing, clarifying, and explaining service concepts as well as identifying areas for improvement. They provide a complete picture of a service system to help all stakeholders understand their roles.

Quality perception in services

Kichu Unni

Service quality refers to the comparison between customer expectations of a service and their perceptions of the actual service performance. There are five key dimensions of service quality: reliability, responsiveness, assurance, empathy, and tangibles. The service quality model identifies five gaps that can cause unsuccessful service delivery - between customer expectations and management perceptions, service design and customer expectations, service delivery and standards, communications and service delivery, and expected and perceived service. Improving attributes like reliability, responsiveness, and empathy can enhance service quality.

DWP supplier event 23 May 2014 Customer Journeys Sarah Jury-Onen

Department for Work and Pensions

The document discusses customer journeys at the UK Department for Work and Pensions (DWP). It aims to identify touchpoints across benefit processes, recognize dependencies on suppliers, and focus on improvements. Customer journeys map the customer experience through DWP to establish requirements, provide information, and understand customer value in order to create shared responsibility for customer experience. DWP uses customer journeys to prioritize improvements and engage stakeholders and suppliers in testing changes before national implementation.

Iso 9001

JOANNARANTONIO

The document provides an overview of quality assurance standards and ISO 9001 accreditation. It discusses what ISO 9001 is, its requirements and certification process. The benefits of accreditation for organizations and customers are improved quality, safety, and compliance. Key parts of a quality management system are also summarized like its objectives, goals and core elements. Guidance is provided on interacting professionally with auditors during an audit to clarify questions and admit issues, while working towards continuous improvement.

How can we improve service quality

Sameer Mathur

The document discusses how to improve service quality. It explains that there are five gaps that can cause unsuccessful service delivery, including differences between customer expectations and management perceptions, as well as service specifications and actual delivery. There are also five determinants of service quality: reliability, responsiveness, assurance, empathy, and tangibles. The document recommends managing customer expectations and incorporating self-service technologies to close gaps and provide superior service. Customer expectations strongly influence their perceptions of service, so companies must understand how each service encounter affects quality.

Service concept, characteristic and classification

gaurav jain

Services have four key characteristics according to researchers: intangibility, inseparability, variability, and perishability. Services are performances rather than physical objects and cannot be touched, seen or stored. They are simultaneously created and consumed, making standardized mass production difficult. The quality of services can vary between providers and customers and even from day to day due to human interactions. Finally, services cannot be stored and their value declines rapidly, creating pressure to sell services immediately.

Paul Cobb Resume

Paul Cobb

Paul Cobb is seeking a new position. He currently works at Blue Cross Blue Shield of Rhode Island as a Medicare Concierge Support, where he delivers superior customer service regarding benefits, pharmacy orders, and claims. Previously, he worked at RBS Citizens as a Lean Change Agent and Project Manager, where he delivered a holistic change program using Lean principles and exceeded project objectives. He also has experience working at CVS as a Certified Pharmacy Technician and at Citizens Bank in various customer service and management roles. Cobb has received extensive Lean training through McKinsey Lean workshops and is well-versed in Lean skills and methodologies.

Services Presentation

johntaboas

Biopharma Consulting Services is a Puerto Rican company that provides validation, engineering, quality assurance, and manufacturing consulting services to the pharmaceutical, biotechnology, and medical device industries. Their services include validation project management, process validation, computer system validation, cleaning validation, and regulatory compliance. With over 30 years of combined experience, their team of experts is dedicated to meeting clients' validation and compliance needs in a timely and cost-effective manner.

Service management, 4 p's of service marketing

Ajay Shukla

This document discusses key aspects of service management and marketing. It covers definitions of services, characteristics of services, classification of services, challenges in services, growth of the service sector in India, and the service marketing mix. The marketing mix includes the core service product, supplementary services, pricing strategies, service delivery locations, integrated promotional communications, and the important role of employees in service delivery. The document provides an overview of developing, pricing, placing, and promoting service offerings to customers.

How can we improve service quality

Manisha Shrivastava

Managing customer expectations and incorporating self-service technologies are two important considerations for improving service quality. Customer expectations are formed from past experiences and word-of-mouth, and comparing perceived service to expected service can lead to gaps. Many in-person interactions are being replaced by self-service technologies which can make transactions more convenient but customers must see clear benefits and feel able to use them. Bored, unhelpful, or slow employees can distract customers and cause them to switch services.

Health Care Service Gaps

Ali Zeeshan

The document discusses patient satisfaction in hospitals. It states that patient satisfaction equals hospital services minus patient expectations, with positive values indicating delight and negative values indicating dissatisfaction. It identifies patients as marketers who can provide feedback for improvements. Several key patient expectations are listed, such as good medical care, cleanliness, and affordable charges. Gaps are identified between customer expectations and management's perceptions, service specifications and delivery, and communications to customers.

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