9 Ted Johns Handouts _pdf

8/3/2019 9 Ted Johns Handouts _pdf

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UCISA TLIG - SDGUSER SUPPORT CONFERENCE

Thursday 3 July 2008University of Reading

From Sausage to

S I Z Z L EFrom service qualityto service experience

TED JOHNS

ChairmanInstitute of Customer Service

The Institute of Customer Service

OUR MISSION

Leading customerservice performanceand professionalism


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USERS and SUPPORT

Danger of patronising,

arms-length language

More positive focus on

customer value

New title!

The UCISA TLIG-SDG

CUSTOMER VALUE

CONFERENCE

(Wow!)

I cant help you

In many shops, the only staffwho are truly customer-

focused are the store

detectives

(and you cant even be sure about them)


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Some basic assumptions

Clients are customers, customers areclients: they have money & they choose

They dont just compare you with otherIT providers

World-class client/customer service iswithin everyones reach: good enoughisnt good enough

From cold, dead fish to SUSHI!

1. Efficiency and FunctionalityThe product must work

2. Emotional Empathy and Love

The Customer Experience

What does it mean to be world-class?______________________________________

Youre easy to do business with____________________________________________

You deliver the promise

You provide a personal touch

You go the extra mile

You resolve problems well

Professor Robert Johnston

Service Excellence = Reputation = Profit

Institute of Customer Service, 2001


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Why bother about being world-class?

A Very Satisfied customer is six times morelikely to buy from you again than a customer whois only Satisfied

Some of your clients are already world-class, soexpect you to be the same

If you dont occupy a world-class slot, someoneelse will and your business will start to dissolve

The Elite Eight Per Cent (not 80%!)

Designing the right offers and experiencesfor the right customers

Delivering these propositions by focusingthe entire company on them, with cross-functional collaboration

Developing capabilities creating newcustomer experiences, establishing directaccountabilities, & constant renewal

Allen, Hamilton and Reichheld, Tuning in to the voice of your

customer, Harvard Management Update , October 2005

Maximise your NET PROMOTER score

Three kinds of customers/clients

(1) PROMOTERS

(2) PASSIVELY SATISFIED

(3) DETRACTORS

The one number you need to grow: How likely is it thatyou would recommend your organisation to others?

NET PROMOTER score = (1) minus (2) + (3)

Strong correlation between CORPORATE GROWTH RATEand NET PROMOTER score (also Reputational Benefits)

Fred Reichheld et al, Harvard Business Review, 2003


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Digression: Unfocused Group?

Almost four-fifths of British workers will daydreamat least once during an hour-long meeting

51% about family

33% about sex

33% about friends

32% about food

16% about sport

Source: Yo uGov, 2004

Failure to empathise with the customer

Response from North West Gas to complaint aboutthe size of a gas bill:

We agree it was rather high for the time ofyear. Its possible Mr Purdey has been

charged for the gas used up during theexplosion that destroyed his house.

Corporate arrogance & pronoia at UPS

UPS assumed that on-time delivery was first andonly concern for customers

Target: to deliver each package by 10.30 a.m.

Even shaved off corners of delivery driver seats

BUT customers said they also valued personalcontact

Result

13-minute space for unfocused customerconversations


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Satisfaction isnt the goal

I believe the new trends

include the requirement

that the vehicle will work

Sir Graham DayOne-time CEO, British Leyland

The Service Trio

1. WHAT IS EXPECTED

2. WHAT DIFFERENTIATES

3. WHAT EXCITES!

The Service Trio

1. WHAT IS EXPECTED

Right first time every time

Fulfilment, recovery and restitution


3. WHAT EXCITES!


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The Service Trio

1. WHAT IS EXPECTED




Trust and reputation

Customised/personalised treatment

3. WHAT EXCITES!

The Service Trio

1. WHAT IS EXPECTED




Trust and reputation

Customised/personalised treatment

3. WHAT EXCITES!The Tetley Tea-bag Tactic

Value-added service innovation

Success = Sausage + S-i-z-z-l-e!

S I Z Z L E ! The emotional content of the customer

experience (the lens of the customer)

S A U S A G EThe physical content of the customer

experience (service quality)


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THE CUSTOMER EXPERIENCE

CUSTOMER SATISFACTION

and

Wow!

THE CUSTOMER EXPERIENCE

CUSTOMER SATISFACTIONEfficiency, Functionality, doing things right

Wow!Effectiveness, Empathy, doing the right

things

What you own, and what you dont

You own:

Your service quality

Your Clients/Customers own:

The Customer Experience


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Who are you, in 2008, to tell your clientswhat they want or need?

It is time to let go of the fallacy

that your brand belongs to you:it belongs to the market

Alex Wipperfurth

Brand Hijack: Marketing Without Marketing

Portfolio Books, 2005

World ClassCustomer Service

Reputation Performance Growth Profitability Trust

ICS Model for World-Class Customer

Service

The customer-centric business

THE STRATEGY FUNCTIONVision, values, ethics, top-down leadership, the Big Idea

THE CUSTOMER (CLIENT) FUNCTIONMarketing, sales, the customer experience (service

performance, innovation, restitution and recovery)

THE PEOPLE FUNCTIONRecruitment, learning, performance management, reward

THE PROCESS FUNCTIONInfrastructure Enablers: administration, technology, money


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ICS Model for World-Class CustomerService

The Big Idea at Lands End Clothing

Dont worry about whatsgood for the company:

worry about whats good

for the customer

GARY COMER

IF THERE ISNT A BIG IDEA, NOREVEN A SMALL ONE

Badge worn by hotel receptionist:

Its with flair

That I give customer care


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Strategy and Culture: COMMITMENT

Service quality is a

key corporate value,

with associated goals,

action programmes,

measurement and

top-down accountabilities.

The empty chair at Amazon

You stretch the edges of your marketby working your customer interface,listening and inventing for customers

simultaneously__________________________________________________________________

Simplicity and elegance

Consistency and weekly vigilance

Process innovation

The empty chair

Strategy and culture: CREDIBILITY

Promises are kept, service

is delivered at times that

suit customers, and superb

service recovery systems

are in place


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Reputation and The Employer Brand

Organisations live or die by their reputations.

Positive reputations can confer powerful competitiveadvantage and also help organisations to attractbetter staff, suppliers, and customers, and apply

higher margins to their business.

Professor Robert Johnston

Service Excellence = Reputation = Profit

Institute of Customer Service, 2001




Service

Why are people (YOU!) important?

You can make or break the level of trust betweencustomers and your organisation

Only you can deliver discretionary behaviour(Random acts of kindness John Lewis)

Only you can inspire innovation, change andcontinuous improvement

Only you can bugger things up far more skilfullythan computers (and thats saying something)


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People: CAPABILITY

People are recruited and developedagainst competencies that give high

priority to customer-focused attitudes,e.g., consideration, tolerance and

empathy

Predicting future engagement

1. ADAPTABILITY

2. PASSION ABOUT WORK (WORK ETHIC)

3. EMOTIONAL MATURITY

4. POSITIVE DISPOSITION

5. SELF-EFFICACY

6. ACHIEVEMENT ORIENTATION

Suggestion:

Check for job fit ask candidates to describe their ideal job

Source: People Management, 27 July 2006 (DDI)

I said Have a nice day, you deaf old cow

Good morning, ladies and gentlemen. Thank you forchoosing to travel by South West Trains betweenBasingstoke and London this morning.

Today we will be making an extra stop at Wimbledon.

[pause]

God knows why, they never tell us anything.

Public address system on train to London


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How not to do it

You can ask to speak tosomeone else if you like buthere, the higher up they are,

the less they know.

Response to customer who asked to speak

to a supervisor at a well-known telecoms company

People: CONTINUITY

Retention, reward and

recognition strategies focus

on world-class service delivery




Service


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Processes: CONSISTENCY

Processes are designed

from a customers viewpoint

and are consistently delivered

Stiffen the process, stuff the customer

Illiterate?

Write today for free help

Small ad, Chichester Observer

Processes: CREATIVITY

Continuous improvement

and innovation are nurtured

and encouraged to flourish


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How to do it

Customers may be delighted with something initially.

But six months later they take it for granted

and then they demand it.

Delight is a treadmill you cant get off.

Managing Director, Milliken




Service

The Bullet-Proof Business

Internal oxygen supply

Reinforced fuel tank

Plates of ballistic steel

Shots from a .44 Magnum


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The Bullet-Proof Business

Internal oxygen supplyENTHUSIASTIC, ENGAGED TEAMS and PEOPLE

Reinforced fuel tank

ACTIVE PROMOTER CLIENTS & CUSTOMERS

Plates of ballistic steel

YOUR BIG IDEA and a CONTRIBUTOR CULTURE

Shots from a .44 Magnum

Nothing works all the time (1)

I recently shampooed my pet rabbit with Body Shopshampoo.

Its eyes bulged out and turned red.


I recently shampooed my pet rabbit with Body Shopshampoo.

Its eyes bulged out and turned red.

If you tested your stuff on animals like everyoneelse, this sort of thing wouldnt happen.

Extract from letter of complaint sent to Anita Roddick


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Wednesday 29 March 2006

Ryanair service from Liverpool to

Londonderry lands at RAFBallykelly (military airfield)

by mistake


Only one passenger complained:


Only one passenger complained:

They didnt let us go down theslide


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Thats all, Folks!__________________________________________

If theres anybody here I haventoffended, I beg their pardon

JOHANNES BRAHMS

On leaving a gathering of friends

________________________________________________________

[email protected]

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