Embed Size (px)
Citation preview
1
Develop and institutionalize easy to apply service actions you can put to work everyday
Wong Yew Yip
2
Based on the fact that Customer Service
can be a competitive advantage, many
Organizations have implemented various
customer service initiatives like :
Training programs, workshops and
service related seminars for staff
Customer service campaigns such as
posters, badges, employee of the
month
Customer satisfaction surveys
Quality improvement processes
ISO certification
Introduction - What Organizations do
3
Customer Service programs fail in many organizations because of 3 key reasons :
1. Inability to sustain
2. The so-called service requirements are just subjective statements (or “Motherhood” statements) without clear descriptors or indicators. As such, while staff are committed to customer service excellence, they do not know WHAT are really expected of them and HOW they are expected to serve
3. Inability to measure individual staff customer service
4. Not linked to Performance
Introduction - Why many Organizations fail
4
To develop, implement and institutionalize
FRESH MODEL
for Superior Customer Service
with clearly defined service descriptors
that all organization staff
are expected to and will deliver
at every identifiable customer perception point
to achieve customer Happiness
The Objective
5
H Happiness Happy customer
S Super Surprisingly very good
E Expected Nothing to talk about
R Rubbish A load of rubbish
F Fired Staff deserved to be fired
THE FRESH MODEL
Level
1
Level
2
Level
3
Level
4
Level
5
The FRESH MODEL
6
FRESH MODEL
CORE SERVICE STANDARDS
that are expected across the
Organization at every customer
perception point (5 FRESH
Levels)
SECTOR SERVICE STANDARDS
that are expected at their respective
sector (Division, Department, Unit)
specific customer perception points
(5 FRESH Levels)
Be developed to exceed customer expectations (Level 5 HAPPINESS) on key
service value dimensions e.g. Reception, Staff Attitude, Reliability, Speed,
Physical Appearance, Value for Money, Flexibility and Personal Attention
The FRESH MODEL - Service Standards
7
Core Service Standards
Perception
Point
Fired
L1
Rubbish
L2
Expected
L3
Super
L4
Happiness
L5
Perception Point 1 Descriptor Descriptor Descriptor Descriptor Descriptor
Perception Point 2 Descriptor Descriptor Descriptor Descriptor Descriptor
(Continue to cover all
perception points} Descriptor Descriptor Descriptor Descriptor Descriptor
Sector Service Standards
Perception
Point
Fired
L1
Rubbish
L2
Expected
L3
Super
L4
Happiness
L5
Perception Point 1 Descriptor Descriptor Descriptor Descriptor Descriptor
Perception Point 2 Descriptor Descriptor Descriptor Descriptor Descriptor
(Continue to cover all
perception points} Descriptor Descriptor Descriptor Descriptor Descriptor
Organization Level
Sector Level
Perception Points & Descriptors
8
Core Service Standards
Perception
Point
Fired
(Level 1)
Rubbish
(Level 2)
Expected
(Level 3)
Super
(Level 4)
Happiness
(Level 5)
TELEPHONE
Answering phone
call
Not answering
when phone rings
Answer phone
after 3 rings with
monotone voice
Answer phone
before 3 rings with
“hello?”
Answer phone
before 3 rings with
Company
standard greeting
Answer phone
after 1st ring with
Company
standard greeting
Transferring
phone call
Call not
transferred or
transferred to
incorrect person or
dept
Call transferred to
correct dept after
some time
•Mention the name
of dept to which
you are
transferring the
call
•Transfer call to
the correct dept
•Mention the name
of person & dept
to which you are
transferring the
call
•Transfer call to
the person & dept
•Explain why the
transfer is
necessary
•Mention the
person’s name &
dept to whom you
are transferring
the call
•Make sure this
person is the right
person to handle
the situation
•Make sure the
transfer is made
before hanging
up
Example of CORE Service Standards
9
Sector Service Standards
Perception
Point
Fired
(Level 1)
Rubbish
(Level 2)
Expected
(Level 3)
Super
(Level 4)
Happiness
(Level 5)
BRANCH OFFICE
Banking Hall 50% of the following:
• Banking slips &
application forms are
neatly displayed
• Brochures are
current and neatly
displayed
• Forex & other rates
board show current
rates
• Notices & posters
are current and
neatly displayed
• Furniture & fittings
are presentable & in
good working
condition
• Walls, ceiling & floor
are clean
• Used banking slips
are removed from
writing table
• Rubbish in dustbins
are disposed off
60% of the following:
• Banking slips &
application forms are
neatly displayed
• Brochures are
current and neatly
displayed
• Forex & other rates
board show current
rates
• Notices & posters
are current and
neatly displayed
• Furniture & fittings
are presentable & in
good working
condition
• Walls, ceiling & floor
are clean
• Used banking slips
are removed from
writing table
• Rubbish in dustbins
are disposed off
70% of the following:
• Banking slips &
application forms are
neatly displayed
• Brochures are
current and neatly
displayed
• Forex & other rates
board show current
rates
• Notices & posters
are current and
neatly displayed
• Furniture & fittings
are presentable & in
good working
condition
• Walls, ceiling & floor
are clean
• Used banking slips
are removed from
writing table
• Rubbish in dustbins
are disposed off
80% of the following:
• Banking slips &
application forms are
neatly displayed
• Brochures are
current and neatly
displayed
• Forex & other rates
board show current
rates
• Notices & posters
are current and
neatly displayed
• Furniture & fittings
are presentable & in
good working
condition
• Walls, ceiling & floor
are clean
• Used banking slips
are removed from
writing table
• Rubbish in dustbins
are disposed off
90% of the following:
• Banking slips &
application forms are
neatly displayed
• Brochures are
current and neatly
displayed
• Forex & other rates
board show current
rates
• Notices & posters
are current and
neatly displayed
• Furniture & fittings
are presentable & in
good working
condition
• Walls, ceiling & floor
are clean
• Used banking slips
are removed from
writing table
• Rubbish in dustbins
are disposed off
Example of SECTOR Service Standards
10
Research Develop Implement Evaluate
Identify every
customer
perception
point
Customer
Expectation
(Value
Dimensions)
Complaints
(Dislikes)
Compliments
(Delights)
Customer
Satisfaction
Surveys/CSI
Customer
suggestions
Competitors’
surveys Benchmarking
Core Standards Sector Standards
1 Fired Service
descriptors
at every
identified
customer
perception
point
2 Rubbish
3 Expected
4 Super
5 Happiness
Organization
FRESH Champion
Official launch
of FRESH
Appointment of
Sector FRESH
Project Leader
Full implementation
of FRESH across
Organization
FRESH
Monitoring
System
Evaluation -
performance
rating system,
evaluation tools
Periodical
submission of
evaluation results
to Management
feedback loop
Training
Inputs
•Conduct research and analysis
•Document project objectives,
approach, work plan, resources
• Identify key customer perception
points
• Identify key service value
dimensions,
• Implementation plan to roll-out
FRESH
•Communication plan to all
Staff
•Conduct training sessions
• Implement monitoring system
•Develop Core Standards for
Organization & Sector
Standards
•For every customer
perception point, develop
service descriptors for each of
the 5 levels
•Design performance rating
system for Organization,
Sector, Individual Staff
•Develop evaluation tools
•Conduct Summative &
Formative evaluations
•Reports to Management
Remedial
interventions
The 4-Phase FRESH MODEL Process
1 2 3 4
11
10 Critical Success Factors
The Core and Sector Service Standards must state clearly
defined service descriptors/indicators at the 5 FRESH levels
that every organization staff is expected to deliver at every
identifiable customer perception point
Set the foundation for a sustainable Superior Customer
Service standards that are benchmarked against the best-in-
class service delivery
Shift the focus to achieving customers’ “Happiness” rather
than rectifying service failures
Shared ownership by whole organization with CEO and
Sector Heads leading the way by showing commitment and
role-modeling
Include FRESH as part of Internal Audit check
12
10 Critical Success Factors
Surprise checks by internal and external FRESH
regulators to put Organization staff “under surveillance” at
all times
Include in individual staff Balance Scorecard as KPI in
initial stages to set clear standards and ratings for
performance until it becomes a service culture
Integrate the service standards within an appropriate
learning, development and performance management
framework for the Organization
Evaluation and monitoring system to keep close track of
service levels
Empowerment guidelines at various levels to deliver
“Happiness” service
