Downloaded 267 times
Uploaded byVarun Nigam
Uncommon Service
The document discusses the importance of designing effective service models in the service industry, particularly in India, to deliver exceptional customer experiences. It outlines key principles and truths for achieving service excellence, including the need to prioritize customer values, manage employee performance, and effectively engage customers. It emphasizes that service excellence stems from strategic choices rather than mere effort and attitude of employees.
More Related Content
Uncommon Service
- 1.
- 2.
- 3. Uncommon Service Some factsabout Service Industry in India Contributes 35% A to about 60% of GDP of employment quarter of the total trade And over half of the foreign investment inflows
- 4. Uncommon Service Some factsabout Service Industry in India One of the largest and fastest growing sectors in the global market Received FDI equity inflows worth ₹ 179,150.49 crores in the period April 2000 – August 2013
- 5. Uncommon Service What dowe need a service for? To get help with the problems we face while using a product To make a product meaningful
- 6. Uncommon Service Helping isin Human Nature and yet good services are still rare It is not that employees and owners want to deliver bad service It is not that we need a bad service We still get a bad service What’s going wrong?
- 7. Uncommon Service Channel humanimpulse to serve into
- 8. Uncommon Service Here’s whatthe authors have learnt Uncommon Service is not born from attitude and effort But from Design Choices made in the very blueprints of a business model
- 9. Uncommon Service It easyto say that we provide services It is hard to Design a Service model that allows average employees, not just the exceptional ones to produce service excellence as an everyday routine
- 10. Uncommon Service Outstanding Service Organizationscreate Offerings Funding Strategies Systems Cultures
- 11. Uncommon Service How todeliver Uncommon Service by Design
- 12. Uncommon Service The FourService Truths You can’t be good at everything Someone has to pay for it It’s not your employees’ fault You must manage your customers
- 13. Uncommon Service Principles ofService Excellence Funding mechanism How is the Excellence Paid for? Service Offering Employee management system Which specific Attributes of Service are you Competing on? Are employees Set up for Success? Customer Management System How are Customers Managed and Trained?
- 14. Uncommon Service You can’tbe good at everything Excellence requires sacrifice You must underperform on dimensions your customers value less You cannot depend on the faith that your employees will perform heroically. Excellence must be normalized
- 15. Uncommon Service Example: CommerceBank Offers the worst interest rates in the industry But open from 7:30 am to 8:00 pm from Monday to Friday Full banking services would be available on Saturdays and Sundays
- 16. Uncommon Service Where tobe Good and where to be Bad? Find what your customers value most Service is more about best in class customer interactions Employees best-of-the-best in both Attitude and Aptitude are expensive
- 17. Uncommon Service Where tobe Good and where to be Bad? People with good attitude are desired in service industry Simplify your products to deal with any problem arising from less aptitude of the employees
- 18. Uncommon Service The AttributeMap Most Convenience Important To target Customer market interactions --- Least Important To target market Product Range Price Relative performance of the firm
- 19. Uncommon Service Putting itinto practice Create an internal attribute map Create an external attribute map Analyze your performance React
- 20. Uncommon Service Attribute mapfor analyzing performance Most important To target market Least important To target market Quality of installation Need a Wedge Low price --- Responsiveness --Courteous and professional Your company Competitor Proactive Follow-up Relative performance of the firm
- 21. Uncommon Service Wasted Wedge Most important Totarget market Quality of installation Wasted Wedge Low price --- Responsiveness Least important To target market --Courteous and professional Your company Competitor Proactive Follow-up Relative performance of the firm
- 22. Uncommon Service Wasted Profit Most important Totarget market Quality of installation Low price --- Responsiveness Least important To target market Wasted Profit --Courteous and professional Your company Competitor Proactive Follow-up Relative performance of the firm
- 23. Uncommon Service Someone hasto pay for it The most successful service models incorporate a mechanism for reliably funding an exceptional experience 4 funding mechanisms which can be used to sustain your premium offering.
- 24. Uncommon Service 4 waysto pay for excellence Charge customers extra for it – in a palatable way Make cost reductions that also improve service Make service improvements that also reduce costs Get customers to do the work for you
- 25. Uncommon Service Examples Commerce Bank– did not charge customers for better service but offered lower interest rates on deposits Loyalty programs, if designed correctly, are a great way to get paid for your premium service
- 26. Uncommon Service Examples Classrooms reducedcosts and offered more benefits than private tutors Intuit asked its product development team to take customer calls for support Big Bazaar uses the customers serve themselves model
- 27. Uncommon Service It’s notyour Employees’ fault It may not be that you have hired an entire company of people who just don’t get it You might have built a service model for phantom employees which you wish you had, but you actually don’t
- 28. Uncommon Service The successfulEmployee Management System Selection Training Job Design Performance Management
- 29. Uncommon Service Selection –Cost of hiring Stars High Aptitude Low Low High Attitude
- 30.
- 31. Uncommon Service Start attackingsystem-wide complexity Start here Don’t start here High Operational complexity Low Low High Direct value-add to customers
- 32. Uncommon Service You mustManage your Customers Customers play a special role in service encounters. This phenomenon is called customer-operator Customers don’t just consume service, they also participate in creating it
- 33. Uncommon Service You mustManage your Customers Customers can increase the cost and reduce the quality of your service Sometimes they can help on both fronts, but that is too rare How do you get your customer-operators to behave?
- 34. Uncommon Service Managing theChaos of Customers Variability of customers can take the following different forms Arrival Request Capability Effort Preference Will come at any time Ask for anything they want Difference in knowledge Effort levels will vary Different definitions of quality
- 35. Uncommon Service Successful Customer ManagementSystem Customer Selection Customer Training Service only to selected customers Customers need training to Perform their roles Customer Job Design Give your customers less work Managing customer performance Customers shouldn’t be Left entirely on their own The Values Lever Give a great value to your Customers
- 36. Uncommon Service We’ve Designed.Now Multiply it by Culture Service Excellence = Design x Culture
- 37. Uncommon Service What afteryou develop your Culture? Get Bigger
- 38.