UNIT 2 Service Design and Standards PDF

UNIT 2 -Aligning the strategy, service design and standards 1. Development and design of the service system Intro - Challenges of service system development ➔ Companies often struggle to describe and communicate the service to its employees This is due to its intangible nature (even if...

UNIT 2 -Aligning the strategy, service design and standards 1. Development and design of the service system Intro - Challenges of service system development ➔ Companies often struggle to describe and communicate the service to its employees This is due to its intangible nature (even if the managers of the company are very clear about how a service should be, it is later very complex for them to detail it) ➔ In this way, those responsible for the service strategy must be very clear when explaining the service, since the services cannot be touched, examined or tested, and often words are used in their effort to describe them ➔ If the service can be delivered not properly, it can be due to : Oversimplification Incompleted Subjectivity Develop it in a simple way A service cannot be designed Subjectivity will depend on without considering the by focusing on the main the factors that influence factors that can affect it service exclusively, without each particular consumer considering complementary This will reduce the services employee's capacity in unforeseen situations When describing services, details tend to be omitted Dvlp of new services (must meet four basic requirements) : ➔ Despite complying with the requirements it doesn’t ensure the success of the service provided by the company BUT non-compliance with them will increase the chances of failure. All services involved must work with the same concepts of the new service ➔ The process of designing a new service can be vague = the people involved believe that intangible processes cannot be precisely defined or nothing should be taken for granted ➔ To always be adapted to the customer companies implements constant innovations in their service strategy Type of new services : - The great innovations = New services for markets that are not yet fully defined (chatgpt) - New businesses = new services for a market that is already being served by existing products that cover the same generic needs (uber is the replacement of the old way to take taxi)  - New services = They represent attempts to offer the organization's current customers a service that was not previously available (although it may be available from other companies like introducing new service in a supermarket). - Service line extensions = The company adds new services in the line of services that they currently offer to their customers (the uni offers a room where you can print) - Improvements in services = better adapt to the needs of customers by improving existing services - Style changes = offer facilities or a digital environment that adapt to the new times and the changing tastes of customers (univ online avec une app) 2. Stages of new service development Forward planning (proposed concept to be dvlp) A. Developing a conceptual basis : Business New service Idea generation Concept of Business Strategy development service analysis Development strategy development and evaluation Determine The types of new Formal request If there’s a good Demand which is the services that will for new ideas. idea the analysis,revenue service with be appropriate The ideas company forecasts,cost which will depend on generated in this proceeds to analysis and companies want the phase can be define the potential to satisfy this organization's sifted through service concept benefits are way, the service goals, vision, the new service and the specific assessed must be capabilities, and strategy features and consistent the growth plans described in the characteristics, needs of the previous step then proceeds customer to determine the initial responses of users and employees to the concept B. Develop an appropriate scheme Identify the Identify the Map the service Mapping the Link the client's Add service process that customer process from the actions of activities with evidence at will be segment customer's point direct those of the every step of schematized experiencing the of view customer contact person for customer service contact the solution action Define the The needs of each graphing the Establish all The company must Evidence of strategic segment are options and the activities combine both the the service nature of the different and actions that the and actions actions that can be added service. therefore will customer makes that must be employees will to the scheme require variations or the carried out by take with to illustrate in the experiences of employees customers on the what the characteristics of buying, actions who front line with the customer sees consuming and system of support and receives  the service or evaluating the serve actions to be as proof their product. service. customers. provided by other experience employees who are not interacting (backstage employees or backend teams) C. Elements influencing the construction of the service scheme and that contributes to success Customer actions Actions of the Behind-the-scenes Support processes contact actions of the contact employee on employee stage It covers the steps, Steps and Employees who do not It covers internal services, choices, activities and actions have direct eye steps and interactions interactions that the performed by the contact that occur to support the customer makes in the contact contact of all employees process of purchasing, employee visible in the provision of the consuming and to the customer. service evaluating the service IMPLEMENTATION (In this section we proceed to the execution or implementation of the concept of service) 1. Service Market testing Commercialization Post-introduction development and evaluation testing involve everyone who Hard to conduct The service comes to The information has an interest in the market testing. life and is introduced collected during new service: The organization may to the market. This marketing is reviewed customers and also decide to test stage has two for possible changes contact employees, variations in pricing primary objectives: based on the actual representatives and promotion in less ✓ Build and maintain market response to marketing and RH realistic contexts by the acceptance of the offer. Refined to the point presenting the new service where they can customers with among a large produce detailed hypothetical number of service service schematics mixtures and getting delivery that represent the their answers in ✓ Follow up on all service terms of intentions to aspects of the implementation plan. test the service under service during its various conditions introduction and throughout its complete cycle (every detail of the service needs to be evaluated) 3. Customer-defined service standard Better adapt services to consumer needs ➔ Formal objectives and goals of the service - If your company has good services/always well rated = set of standards to guide the employee ➔ Service standards defined by the customer vs by the company - The type of standards that close the gap 2 of the service provider (Not selecting the right designs and service standards) are customer-defined standards.  - They are operations standards established to correspond to customer expectations and priorities rather than company concerns such as productivity or efficiency. ➔ Inflexible standards defined by the customer: refer to measurable criteria that customers expect from a service,which can be counted,timed,or observed. These objective metrics provide a clear framework for evaluating service performance (i.e.: on- time delivery, call response time,audit compliance) ➔ Inflexible measures: are quantitative metrics like accounts, audits, or timed actions that assess operational performance against service standards. inflexible measures can be continuously monitored and collected without direct input from customers Ex. Inflexible measures On-Time Delivery: A courier service might set a standard that 95% of packages must be delivered within 24 hours. This can be tracked through timestamp and delivery records without customer feedback. ➔ Flexible standards : It provide feedback to employees on how to satisfy the customer audits and can be quantified by measuring customer perceptions and beliefs Not all customer priorities can be counted, timed or observed through - Subjective measures : They are measures based on opinions that have to be collected by talking to customers, employees and others. - These measures are especially important in person-to-person interactions = sales process and the delivery of professional services. Ex. Being able to know and understand the customer Ex of flexible measures: follow-up calls and relationship surveys 4. Service standards development process Customer Service Standards Implementation 1. Identify Sequence of Contacts : Map out each interaction between the customer and the company. 2. Translate Expectations into Actions : Convert customer expectations into specific actions for each interaction. 3. Select Key Behaviors for Standards : Set standards based on critical behaviors, employee abilities, and areas needing improvement. Ensure standards are predictable, achievable, and widely accepted. 4. Inflexible vs. Flexible Standards : Decide whether standards should be fixed or adaptable. Avoid choosing rigid standards without thorough consideration. 5. Develop Feedback Mechanisms : Create feedback tools to evaluate standards from the customer's perspective. 6. Establish Measures and Target Levels : Set measurable targets (e.g., resolving 90% of inquiries within 24 hours). 7. Follow-up on Standards : Analyze the adequacy and effectiveness of standards and measurements. 8. Provide Feedback on Employee Performance : Distribute performance data to support evaluations and decisions. 9. Regularly Update Target Levels and Measures : Periodically review targets, measures, and customer expectations. 5. Physical evidence and service environment  Tangibles elements : Physical consistency Facilitator Socializing Differentiator It refers to the physical The service The design of the The design of a physical space appearance of all environment functions service can set a company apart from elements involved in needs to be Well- environment helps competitors and signal its delivering a service. designed with spaces in the socialization target market. Strategic Product packaging = facilitate smooth of both employees changes to the environment service environments workflows, making the and the customer can help reposition the designed to create a service experience ex. Salle d’attente company or attract new specific image and evoke enjoyable for both et rdv perso avec le market segments. Ex. Zara qui sensory or emotional customers and client font les star et se prennent reactions, shaping first employees pour gucci avec le design de impressions and setting leur store customer expectations.