“Excellence is not a skill. It is an attitude. Is It Always”Conating For The Excellency In Service
Corporeality of the Service World
Defining service excellence starts with clarifying what exceptional customer service should look, sound, and feel like every time a customer interacts with your staff or uses your products and services.
Other reality is about the employee engagement in the planning of work that affects the service quality. Thus creating a culture of service excellence is something that you do with employees, not to them. Their buy-in, commitment, and active involvement all contribute to sustaining the culture for the long-term.
Leaders aren’t responsible for excellence and the level of service the staff provides, the performance will be directly linked to sustained employee engagement, customer loyalty, quality management, and profitability.
Other must do is regards overall communication by increasing the communication with employees and to keep self updated with the company issues that directly affects the work, and soliciting the feedback.
Improving service excellence by creating operational excellence and assessing the service and product quality gaps; finally bringing into use the simple and cost effective ways to enhance customer experience.
Customer Loyalty by forcing you to create a customer-centered work environment that enhances all key touch points that make up the customer experience. This includes improving the way we greet and interact with customers; the way we answer the telephone; the manner in which we improve processes that directly impact the customer; and our process for resolving any issues that may arise and diminish the customer experience.
Revenue & Profitability by forcing you to focus on a more comprehensive approach to customer service by identifying ways to create an environment that fosters service, performance, and operational excellence. Ultimately, you create a delightful customer experience that makes them more apt to recommend your products and services, continue to return, and be willing to spend more.
The performance of its internal service unit’s matters & not the amount of money and time spent over the same.
Customer loyalty can be won from designing the best product design.
The hype and frenzy surrounding the drive to achieve service excellence to external customers often overshadow the internal activities and processes that ultimately enable such good service. But anything other than excellence from these key internal service areas--departments such as information systems, marketing, human resources, accounting, and engineering--dooms the best of general organizational improvement efforts.
The quality of these services delivered so early in the value production chain sets an absolute ceiling on the possible quality of final goods or services to the external customer.
Aspects in the IT Service Excellence Management System:
Customer focus
Leadership
People participation
Process Approach
Systems approach and planning approach
Consistency in performing an activity
Measurement of Product/Process performance
Consistency of output
Work status availability
Continual Improvement
Factual Approach to decision making
Mutually beneficial supplier relationship
The following will help you attain excellent customer service:
Integrating global operations to reduce complexity and IT costs
Implementing managed service models to focus on core competencies, using specialist third = party providers to manage non-core activities
Expanding market share through mergers and acquisitions
These measures have led to the following challenges:
Simultaneously manage innovation projects and control costs
Improve IT services efficiency and business-IT alignment
Standardize services across the organization
Communicate the goal
Identify cost-saving initiatives
Define and measure 5 call performance targets
Segment service levels
Make it easy for customers to contact you
Help agents to be productive
Make the technology work for you
Strive for service consistency and quality
Improve agent productivity and customer satisfaction
Training
Secure Customer Loyalty?
Maximize the benefits of Customer Feedback and Word of Mouth?
Address the needs of Dissatisfied Customers?
Profit from Customer Service Recovery?
Fulfill an Unconditional Service Guarantee?
Establish a Refund and Exchange Policy?
Adopt a Quality Management Program?
Customer Service Excellence at “Inforte”[/i][/b][/i][/b]
Issue
Increasing competitive pressure in many of its markets
To provide higher service levels and greater customer intimacy to differentiate from its competitors,
Cost efficiency
Solution[/b] adopted[/b]
The concept of balancing customer intimacy and customer efficiency as a key objective was introduced.
This meant driving efficiency wherever customer intimacy created little value for customers and building capability in the areas customers care about most.
The challenge however, was to realize this strategy, particularly through the service function.
A key finding by Inforte was that of the customer management activities - marketing, sales and service - service was the most significant contributor to margin growth.
Hence Inforte was invited to support this transformation of customer service into an activity that delivered competitive advantage and improved financial performance.
Inforte's Solution[/b][/b]
Inforte worked together to design the Customer Service Excellence (CSE) project.
The overall ambition was to deliver new levels of customer service that would differentiate our client and drive growth for the company.
A joint team was created to deliver the project under the sponsorship of our client's global strategy and transformation function.
The team took a phased approach, delivering a vision and first-cut business case in the first stage; and an operating model blueprint, detailed business case and roadmap for change in the second stage.
The first step was to define a vision.
Creating a vision statement
Defining the guiding principles for the project
Evaluating their current level of customer intimacy
Summarizing operating model - describing the people, process, technology and culture requirements to deliver the vision - and the regional analysis used to create two sets of service activity descriptions.
The first, described a base level of service - the threshold level necessary for business survival that should be achieved by all business areas.
The second portrayed an inspirational level of service that would allow the company to compete and win against its competitors.
In addition, some key questions were laid down to be tested in the next phase, for example:
Could one model be applicable to the whole Global SPU?
Could customer service be co-located and consolidated?
Could business value be enhanced through utilizing customer service and support?
Stage two of the project tested and confirmed the vision; and created a way forward to define, execute and then operate the new model. To do this it had to answer key questions, globally review and refine the proposed operating model, provide a business case and engage the regional business units to create buy-in.
Many deliverables were created to complete the second phase, but key to the successful conclusion were:
White papers to examine the key questions and provide recommendations
Technology visions for CRM and customer self-service over the web
An operating model (detail and summary) and a regional gap analysis
Business process improvement and business process re-engineering initiatives
A unique (customer survey based) valuation model for the service levels
Phase two was completed and deliverables signed off in Q1, 2005 with the business and leadership team accepting the recommendations made at its conclusion. These recommendations are being taken forward in two ways.
First, through the initiation of a wider initiative that spans all four SPU's in the company's refining and marketing segment. Second, the regional business units have agreed on a roadmap of business process improvement projects across multiple countries, to either meet the base or to strive for the aspirational levels of service - depending on their local conditions and strategies. Customer service within the company now has a high degree of visibility due to the combination of rigorous analysis and engagement achieved across the business.
"Inforte added significant value to the project by creating innovative solutions that allowed the project to generate outstanding results. The CSE vision and deliverables could not have been achieved without the support and knowledge of Inforte." - CSE Program Manager, Global Energy Company
Inforte's experience with the company is relevant to any organization looking to create differentiated service levels.
To achieve this, two key steps are required: first, the development of a compelling business case and strategic rationale for enhancing the role of the customer service function - particularly around the integration of sales and service; second, the discovery of "quick wins" - significant improvements that don't require technology enablers - to help build engagement and momentum.
Their Experience [/b][/b]
A Successful Financial Reporting Transition to SAP BI for A Consumer Goods Company
Innovation Portfolio Valuation Using Predictive Models
A Three-Step Customer-Centric Approach to Accelerating Organic Growth
Customer Service Excellence
Inforte Drives Marketing Measurement for Financial Services Firm
Driving Growth and Profitability by Adopting a 'Value' View Of Customers
Inforte's Pricing Strategy Delivers Strong Margin Improvement and Foundation For Industrial Manufacturer<
Corporeality of the Service World
Defining service excellence starts with clarifying what exceptional customer service should look, sound, and feel like every time a customer interacts with your staff or uses your products and services.
Other reality is about the employee engagement in the planning of work that affects the service quality. Thus creating a culture of service excellence is something that you do with employees, not to them. Their buy-in, commitment, and active involvement all contribute to sustaining the culture for the long-term.
Leaders aren’t responsible for excellence and the level of service the staff provides, the performance will be directly linked to sustained employee engagement, customer loyalty, quality management, and profitability.
Other must do is regards overall communication by increasing the communication with employees and to keep self updated with the company issues that directly affects the work, and soliciting the feedback.
Improving service excellence by creating operational excellence and assessing the service and product quality gaps; finally bringing into use the simple and cost effective ways to enhance customer experience.
Customer Loyalty by forcing you to create a customer-centered work environment that enhances all key touch points that make up the customer experience. This includes improving the way we greet and interact with customers; the way we answer the telephone; the manner in which we improve processes that directly impact the customer; and our process for resolving any issues that may arise and diminish the customer experience.
Revenue & Profitability by forcing you to focus on a more comprehensive approach to customer service by identifying ways to create an environment that fosters service, performance, and operational excellence. Ultimately, you create a delightful customer experience that makes them more apt to recommend your products and services, continue to return, and be willing to spend more.
The performance of its internal service unit’s matters & not the amount of money and time spent over the same.
Customer loyalty can be won from designing the best product design.
The hype and frenzy surrounding the drive to achieve service excellence to external customers often overshadow the internal activities and processes that ultimately enable such good service. But anything other than excellence from these key internal service areas--departments such as information systems, marketing, human resources, accounting, and engineering--dooms the best of general organizational improvement efforts.
The quality of these services delivered so early in the value production chain sets an absolute ceiling on the possible quality of final goods or services to the external customer.
Aspects in the IT Service Excellence Management System:
Customer focus
Leadership
People participation
Process Approach
Systems approach and planning approach
Consistency in performing an activity
Measurement of Product/Process performance
Consistency of output
Work status availability
Continual Improvement
Factual Approach to decision making
Mutually beneficial supplier relationship
The following will help you attain excellent customer service:
Integrating global operations to reduce complexity and IT costs
Implementing managed service models to focus on core competencies, using specialist third = party providers to manage non-core activities
Expanding market share through mergers and acquisitions
These measures have led to the following challenges:
Simultaneously manage innovation projects and control costs
Improve IT services efficiency and business-IT alignment
Standardize services across the organization
Communicate the goal
Identify cost-saving initiatives
Define and measure 5 call performance targets
Segment service levels
Make it easy for customers to contact you
Help agents to be productive
Make the technology work for you
Strive for service consistency and quality
Improve agent productivity and customer satisfaction
Training
Secure Customer Loyalty?
Maximize the benefits of Customer Feedback and Word of Mouth?
Address the needs of Dissatisfied Customers?
Profit from Customer Service Recovery?
Fulfill an Unconditional Service Guarantee?
Establish a Refund and Exchange Policy?
Adopt a Quality Management Program?
Customer Service Excellence at “Inforte”[/i][/b][/i][/b]
Issue
Increasing competitive pressure in many of its markets
To provide higher service levels and greater customer intimacy to differentiate from its competitors,
Cost efficiency
Solution[/b] adopted[/b]
The concept of balancing customer intimacy and customer efficiency as a key objective was introduced.
This meant driving efficiency wherever customer intimacy created little value for customers and building capability in the areas customers care about most.
The challenge however, was to realize this strategy, particularly through the service function.
A key finding by Inforte was that of the customer management activities - marketing, sales and service - service was the most significant contributor to margin growth.
Hence Inforte was invited to support this transformation of customer service into an activity that delivered competitive advantage and improved financial performance.
Inforte's Solution[/b][/b]
Inforte worked together to design the Customer Service Excellence (CSE) project.
The overall ambition was to deliver new levels of customer service that would differentiate our client and drive growth for the company.
A joint team was created to deliver the project under the sponsorship of our client's global strategy and transformation function.
The team took a phased approach, delivering a vision and first-cut business case in the first stage; and an operating model blueprint, detailed business case and roadmap for change in the second stage.
The first step was to define a vision.
Creating a vision statement
Defining the guiding principles for the project
Evaluating their current level of customer intimacy
Summarizing operating model - describing the people, process, technology and culture requirements to deliver the vision - and the regional analysis used to create two sets of service activity descriptions.
The first, described a base level of service - the threshold level necessary for business survival that should be achieved by all business areas.
The second portrayed an inspirational level of service that would allow the company to compete and win against its competitors.
In addition, some key questions were laid down to be tested in the next phase, for example:
Could one model be applicable to the whole Global SPU?
Could customer service be co-located and consolidated?
Could business value be enhanced through utilizing customer service and support?
Stage two of the project tested and confirmed the vision; and created a way forward to define, execute and then operate the new model. To do this it had to answer key questions, globally review and refine the proposed operating model, provide a business case and engage the regional business units to create buy-in.
Many deliverables were created to complete the second phase, but key to the successful conclusion were:
White papers to examine the key questions and provide recommendations
Technology visions for CRM and customer self-service over the web
An operating model (detail and summary) and a regional gap analysis
Business process improvement and business process re-engineering initiatives
A unique (customer survey based) valuation model for the service levels
Phase two was completed and deliverables signed off in Q1, 2005 with the business and leadership team accepting the recommendations made at its conclusion. These recommendations are being taken forward in two ways.
First, through the initiation of a wider initiative that spans all four SPU's in the company's refining and marketing segment. Second, the regional business units have agreed on a roadmap of business process improvement projects across multiple countries, to either meet the base or to strive for the aspirational levels of service - depending on their local conditions and strategies. Customer service within the company now has a high degree of visibility due to the combination of rigorous analysis and engagement achieved across the business.
"Inforte added significant value to the project by creating innovative solutions that allowed the project to generate outstanding results. The CSE vision and deliverables could not have been achieved without the support and knowledge of Inforte." - CSE Program Manager, Global Energy Company
Inforte's experience with the company is relevant to any organization looking to create differentiated service levels.
To achieve this, two key steps are required: first, the development of a compelling business case and strategic rationale for enhancing the role of the customer service function - particularly around the integration of sales and service; second, the discovery of "quick wins" - significant improvements that don't require technology enablers - to help build engagement and momentum.
Their Experience [/b][/b]
A Successful Financial Reporting Transition to SAP BI for A Consumer Goods Company
Innovation Portfolio Valuation Using Predictive Models
A Three-Step Customer-Centric Approach to Accelerating Organic Growth
Customer Service Excellence
Inforte Drives Marketing Measurement for Financial Services Firm
Driving Growth and Profitability by Adopting a 'Value' View Of Customers
Inforte's Pricing Strategy Delivers Strong Margin Improvement and Foundation For Industrial Manufacturer<