Gaps Model of Service Quality 2-1. Objectives for Chapter 9: Customer-Defined Service Standards Distinguish between company-defined and customer-defined.

Gaps Model of Service Quality

2-1

Objectives for Chapter 9:Customer-Defined Service Standards Distinguish between company-defined and customer-defined

service standards. Differentiate among “hard” and “soft” customer-defined

standards and one-time fixes. Explain the critical role of the service encounter sequence in

developing customer-defined standards. Illustrate how to translate customer expectations into behaviors

and actions that are definable, repeatable, and actionable. Explain the process of developing customer-defined service

standards.

9-2

FedEx Service Quality Indicator (SQI)

9-3

Factors Necessary for Appropriate Service Standards

Standardization of service behaviors and actions Standardization usually implies a nonvarying sequential

process similar to the production of goods Customization usually refers to some level of adaptation or

tailoring of the process to the individual customer Formal service targets and goals

Setting specific targets for individual behaviors and actions; for example, the customer service standards set by Puget Sound Energy and shown in Figure 9.1.

9-4

Customer Service Report Card for Puget Sound Energy

9-5

Standards are based on the most important customerexpectations and reflect the customer’s view of these expectations.

Customer-Defined Standards

Customer-Defined Standards

Company-Defined Standards

Company-Defined Standards

SOURCESCustomer ExpectationsCustomer Process BlueprintCustomer Experience Observations

SOURCESProductivity ImplicationsCost ImplicationsCompany Process BlueprintCompany View of Quality

Service Standards

9-7

Blueprint for Overnight Hotel Stay Service

8-8

“Not everything that counts can be counted...and not everything that can be counted, counts.”

Albert Einstein

Counting…

9-9

SOFT STANDARDS AND MEASURESOpinion-based measures that cannot be observed and must be collected bytalking to customers (perceptions, beliefs)

HARD STANDARDS AND MEASURESThings that can be counted, timed,or observed through audits (time,numbers of events)

Standards…

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Exhibit 9.1: Examples of Hard Customer-Defined Standards

9-11

Exhibit 9.2: Examples of Soft Customer-Defined Standards

9-12

Hard and Soft Service Standards at Ford

Appointment available within one day of customer’s requested service day

Write-up begins within four minutes Service needs are courteously identified, accurately

recorded on repair order and verified with customer Service status provided within one minute of inquiry Vehicle serviced right on first visit Vehicle ready at agreed-upon time Thorough explanation given of work done, coverage

and charges

9-13

Standards at Four Seasons

Seven Service Culture Standards

Core Worldwide Service Operating Standards1. Smile

2. Eye3. Recognition4. Voice5. Informed6. Clean7. Everyone

Reservations Hotel Arrival Messages and Paging Guest Room Evening Service Breakfast Room

Exceptions are permitted if they make local sense

9-14

Responsiveness Standards at Zappos.com

Respond to 80 percent of all incoming calls within 20 seconds

Respond to all e-mail messages in less than four hours

Respond to live (online) chats in less than 10 seconds.

9-15

Soft Standards at Toyota in Japan

Standards for salespeople patterned after samurai behaviors: Assume the samurai warrior’s “waiting

position” by leaning five to ten degrees forward when a customer is looking at a car

Stand with left hand over right, fingers together and thumbs interlocked, as the samurais did to show they were not about to draw their swords

Display the “Lexus Face,” a closed-mouth smile intended to put customers at ease

Samura

i warri

or

“waiti

ng posit

ion”

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More Soft Standards at Toyota in Japan

Standards for salespeople patterned after samurai behaviors: When serving coffee or tea, kneel on the floor

with both feet together and both knees on the ground

Bow more deeply to a customer who has purchased a car than a casual window shopper

Stand about two arms’ lengths from customers when they are looking at a car and come in closer when closing a deal

Point with all five fingers to a car door’s handle, right hand followed by left, then gracefully open the door with both hands

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Process for Setting Customer-Defined Standards

9-18

What Customers Expect: Getting to Actionable Steps

9-19

Linkage between Soft Measures and Hard Measures for Speed of Complaint Handling

9-20

Homework

Use the blueprint for Hotel Stay Service on page 238 to help create hard standards and soft standards for the service.

Please provide at least 4 standards for each type.