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1、,McGraw-Hill,2000 The McGraw-Hill Companies,Chapter 9,CUSTOMER-DEFINED SERVICE STANDARDS,Objectives for Chapter 9:Customer-defined Service Standards,Differentiate between company-defined and customer-defined service standardsDistinguish among one-time service fixes and“hard”and“soft”customer-defined
2、 standardsExplain the critical role of the service encounter sequence in developing customer-defined standardsIllustrate how to translate customer expectations into behaviors and actions that are definable,repeatable,and actionable,Figure 9-1 AT&Ts Process Map for Measurements,Reliability(40%)Easy T
3、o Use(20%)Features/Functions(40%)Knowledge(30%)Responsive(25%)Follow-Up(10%)Delivery Interval Meets Needs(30%)Does Not Break(25%)Installed When Promised(10%)No Repeat Trouble(30%)Fixed Fast(25%)Kept Informed(10%)Accuracy,No Surprise(45%)Resolve On First Call(35%)Easy To Understand(10%),Business Proc
4、ess,Customer Need,Internal Metric,30%Product30%Sales10%Installation15%Repair15%Billing,%Repair Call%Calls for HelpFunctional Performance TestSupervisor Observations%Proposal Made on Time%Follow Up MadeAverage Order Interval%Repair Reports%Installed On Due Date%Repeat ReportsAverage Speed Of Repair%C
5、ustomers Informed%Billing Inquiries%Resolved First Call%Billing Inquiries,TotalQuality,Source:AT&T General Business Systems,Exercise for Creating Customer-Defined Service Standards,Form a group of four peopleUse your schools undergraduate or graduate program,or an approved alternativeComplete the cu
6、stomer-driven service standards importance chartEstablish standards for the most important and lowest-performed behaviors and actionsBe prepared to present your findings to the class,Service Encounter,Customer Requirements,Measurements,ServiceQuality,Customer-Driven Standards and Measurements Exerci
7、se,Figure 9-2Getting to Actionable Steps,Satisfaction ValueRelationship Solution Provider,Reliability EmpathyAssurance Tangibles Responsiveness Price,Delivers on TimeReturns Calls QuicklyKnows My Industry,Delivers by Weds 11/4Returns Calls in 2 HrsKnows Strengths of My Competitors,Requirements:Abstr
8、act,Concrete,Dig Deeper,Dig Deeper,Dig Deeper,Diagnosticity:Low,High,General Concepts,Dimensions,Behaviors and Actions,Attributes,Figure 9-3 Process for Setting Customer-Defined Standards,1.Identify Existing or Desired Service Encounter Sequence,2.Translate Customer Expectations Into Behaviors/Actio
9、ns,4.Set Hard or Soft Standards,5.Develop FeedbackMechanisms,7.Track Measures Against Standards,Measure byAudits orOperating Data,Hard,Soft,Measure byTransaction-Based Surveys,3.Select Behaviors/Actions for Standards,6.Establish Measures and Target Levels,8.Update Target Levels and Measures,Importan
10、ce/Performance Matrix,HIGH,HIGH,Performance,10.0,8.0,7.0,9.0,LOW,8.0,9.0,10.0,Importance,Improve,Maintain,Delivers on promises specified in proposal/contract(9.49,8.51),Gets project within budget,on time(9.31,7.84),Completes projects correctly,on time(9.29,7.68),Does whatever it takes to correct pro
11、blems(9.26,7.96),Provides equipment that operates as vendor said it would(9.24,8.14),Gets price we originally agreed upon(9.21,8.64),Takes responsibility for their mistakes(9.18,8.01),Delivers or installs on promised date(9.02,7.84),Tells me cost ahead of time(9.06,8.46),Gets back to me whenpromised
12、(9.04,7.63),Figure 9-5 Linkage between Soft Measures and Hard Measures for Speed of Complaint Handling,SATISFACTION,2 4 6 8 12 16 20 24 W O R K I N G H O U R S,Large Customers,Small Customers,109876543210,Figure 9-6 Aligning Company Processes with Customer Expectations,Customer Expectations,Customer Process Blueprint,Company Process Blueprint,Company Sequential Processes,A,B,C,D,E,F,G,H,40 Days,New Card Mailed,Lost Card Reported,Report Lost Card,Receive New Card,48 Hours,
