You cannot be good at everything

You Can’t Be Good at Everything

--- fabienne fredrickson

Present byAlisha SamantrayDeeksha VermaN V Jagadeesh KumarNisha AgrawalSusrita Maharana

Truth Numb

er1

•To achieve service excellence you must underperform in strategic ways.

•Delivering the service dimensions your customers value most and then making it possible by performing poorly on dimensions they value least.

•For providing excellent service you must be bad in the service of good.

Putting Attribute mapping into practice

Step 1 : Create an internal attribute map

•Make a group of workable size (5 – 7 people). •Big enough for diversified thinking but small enough to discourage passive participation.•Mix of all the employees from all the levels and all the departments. •Ask the group to channel the most important customers.•The result is known as cloud of attributes.•Pen down attributes that the customer cares the most.•Honour them & their attributes.

Marketing vs Operating segments

•Marketing segment- tell us how to identify and communicate with different kinds of customers.

•Operation segment-tell us how to serve customers differently.

•Different customers within a target segment value things differently.

•It is easy to describe the profile of target market where as it is difficult to distinguish customers’ needs.

•The goal is to reveal all the different orderings of attributes that the company is currently serving.

E.g.: case study of pre school

Step 2 : Create an external attribute map

•Here we bring down our customers.

•Conjoint analysis is a process of getting people reveal their preferences with out asking them directly.

•Limitations of this technique is Time, Expense, Output dependent on the questions. E.g.: Case study of Ochsner Health System

•Ask customers what makes them choose you, what make them choose some one else.

•When the customer fall into another operating segment, there are 2 ways to improve service.

o Meet your customers exiting needs more effectively. or

o Convince your customers that they need something you already do well.

Step 3 : Analyze your performance

•Rate the performance of the company relative to your top competitors from the customer prospective.

•Perfect pattern is 45 degree angle.

•It helps to discover where the service model is working and not working.

Step 4 : React

•After drawing attribute map if your company is not good at things that are at the top priorities of customers then shift resources to match their preferences.

•Another path to achieve excellence is to rearrange the preferences of the customers. E.g.: Case Study of IKEA

Thank You