Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.

Service Excellence Models

504 Aufrufe

Veröffentlicht am

This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/service-excellence-models-1941

DOCUMENT DESCRIPTION

This presentation is a collection of PowerPoint diagrams and templates used to convey 24 different Service Excellence frameworks and models. (Please note that these are diagrams and charts that are to be used in your own business or classroom presentations. These are not instructional slides.)

INCLUDED MODELS/FRAMEWORKS:

1. Four Moments of Truth
2. Net Promoter Score (NPS)
3. 6P\'s Marketing Mix
4. Keller\'s Customer-Based Brand Equity Model
5. Kano Model
6. Kaufman\'s Six Levels of Customer Service
7. Ladder of Loyalty
8. Apostle Model (Satisfaction-Loyalty Matrix)
9. Importance-Performance Matrix
10. Profitability-Loyalty Matrix
11. RATER Model
12. SERVQUAL Model
13. Five Steps of Service Recovery
14. The International Standard for Service Excellence (TISSE2012)
15. Five Principles of Lean
16. APQC Benchmarking Methodology
17. Root Cause Analysis
18. ADKAR Model
19. Kotter\'s Eight Phases of Change
20. McKinsey\'s 7S Framework
21. COPC-2000
22. Baldrige Excellence Model
23. EFQM Excellence Model
24. Australian Business Excellence Framework

Veröffentlicht in: Business
  • Loggen Sie sich ein, um Kommentare anzuzeigen.

Service Excellence Models

  1. 1. © Operational Excellence Consulting. All rights reserved. This presentation is a collection of PowerPoint diagrams and templates used to convey 24 different Service Excellence models and frameworks. Service Excellence Models Diagrams and Templates of Service Excellence Models and Frameworks
  2. 2. © Operational Excellence Consulting. All rights reserved. 4 Contents 1. Four Moments of Truth 2. Net Promoter Score (NPS) 3. 6P’s of Marketing Mix 4. Keller’s Customer-Based Brand Equity Model 5. Kano Model 6. Kaufman’s Six Levels of Customer Service 7. Ladder of Loyalty 8. Apostle Model (Satisfaction-Loyalty Matrix) 9. Importance-Performance Matrix 10. Profitability-Loyalty Matrix 11. RATER Model 12. SERVQUAL Model 13. Five Steps of Service Recovery 14. The International Standard for Service Excellence (TISSE2012) 15. Five Principles of Lean 16. APQC Benchmarking Methodology 17. Root Cause Analysis 18. ADKAR Model 19. Kotter’s Eight Phases of Change 20. McKinsey’s 7S Framework 21. COPC-2000 22. Baldrige Excellence Model 23. EFQM Excellence Model 24. Australian Business Excellence Framework This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  3. 3. © Operational Excellence Consulting. All rights reserved. Net Promoter Score (NPS) This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  4. 4. © Operational Excellence Consulting. All rights reserved. 10 Insert Header Insert bumper – takeaway statement Net Promoter Score (TEMPLATE) Source: Fred Reichheld NPS (Net Promoter Score) Promoters (%) (9s and 10s) Detractors (%) (0 through 6s)= − 1 2 3 4 5 6 7 8 9 10 5 = Neutral 10 = Extremely likely 0 0 = Not at all likely How likely is it that you would recommend us to a friend? This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  5. 5. © Operational Excellence Consulting. All rights reserved. 13 Insert Header Insert bumper – takeaway statement 6P’s of Marketing (TEMPLATE) Price PeopleProcesses Place Promotion Product Customer Service Source: Christopher, Payne and Ballantyne This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  6. 6. © Operational Excellence Consulting. All rights reserved. Keller’s Customer- Based Brand Equity Model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  7. 7. © Operational Excellence Consulting. All rights reserved. 19 Keller’s Brand Equity Model – Description of the four levels Breaking the second level into two categories allows a business to better consider brand reputation. • Performance encompasses factors such as customer service and satisfaction with a product. It also calls product functionality into question, with reliability, durability, and price as factors for customer opinion. • Imagery is slightly different (but no less important) in creating meaning behind a brand. Imagery revolves around how customers’ needs are met both socially and psychologically. While this can occur with customer interactions with the product, imagery can also be the work of targeted marketing and word-of-mouth. Keller’s Brand Equity Model – Level 2: Meaning - Performance & Imagery Source: Kevin Lane Keller This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  8. 8. © Operational Excellence Consulting. All rights reserved. 22 Insert Header Insert bumper – takeaway statement Keller’s Customer-Based Brand Equity Model (TEMPLATE) Source: Kevin Lane Keller 4. Relationships What About You & Me? 3. Response What About You? 2. Meaning What Are You? 1. Identity Who Are You? Resonance Judgments Feelings Performance Imagery Salience This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  9. 9. © Operational Excellence Consulting. All rights reserved. 25 Insert Header Kano Model (TEMPLATE) Insert bumper – takeaway statement Source: Noriaki Kano High Satisfaction Requirement Unfulfilled Requirement Fulfilled Low Satisfaction Performance Attributes Excitement Attributes Threshold Attributes This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  10. 10. © Operational Excellence Consulting. All rights reserved. Kaufman’s Six Levels of Customer Service This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  11. 11. © Operational Excellence Consulting. All rights reserved. 31 Description of the six levels of customer service (con’t) Level of Customer Service Description Desired Desired service is what your customers hope for and prefer. They’ll do business with your organization again because you do things for them just the way they like it. Surprising Surprising service is something special, like an unexpected gift. It gives your customers more than they expected. This makes you an organization that customers enjoy and will come back to again and again. Unbelievable Unbelievable service is astonishingly fantastic. This is the level of service your customers can’t forget, the legendary treatment they will tell all their friends about. Kaufman’s Six Levels of Customer Service Source: Ron Kaufman, ‘Up Your Service!’ This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  12. 12. © Operational Excellence Consulting. All rights reserved. 34 The Ladder of Loyalty is a relationship marketing concept that sees customers gradually moving up through relationship levels Source: Christopher, Payne & Ballantyne Ladder of Loyalty Partner: Someone who has the relationship of partner with you. Purchaser Client Prospect Advocate Partner Supporter Client: Someone who has done business with you on a repeat basis but may be negative, or at best neutral, towards your organization. Advocate: Someone who actively recommends you to others, who does marketing for you. Supporter: Someone who likes your organization, but only supports you passively. Purchaser: Someone who has done business just once with your organization. Prospect: Someone whom you believe may be persuaded to do business with you. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  13. 13. © Operational Excellence Consulting. All rights reserved. 37 The Apostle Model illustrates four types of relationships between companies and their customers Apostle Model Loyalty Satisfaction Defectors Hostages LoyalistsMercenaries ApostlesApostles TerroristsTerrorists Source: Jones & Sasser, Harvard Business Review, 1995 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  14. 14. © Operational Excellence Consulting. All rights reserved. 40 Individual Customer Satisfaction, Loyalty & Behavior Apostle Model Satisfaction Loyalty Behavior Loyalist / Apostle High High Staying and supportive Defector / Terrorist Low to Medium Low to Medium Leaving or having left and unhappy Mercenary High Low to Medium Coming and going; low commitment Hostage Low to Medium High Unable to switch; trapped Source: Jones & Sasser, Harvard Business Review, 1995 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  15. 15. © Operational Excellence Consulting. All rights reserved. 43 Insert Header Insert bumper – takeaway statement Importance-Performance Matrix (TEMPLATE) Performance Importance Quadrant III Lower Priority Quadrant IV Reduce Emphasis Quadrant II Maintain Performance Quadrant I Focus Here Low Low High High This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  16. 16. © Operational Excellence Consulting. All rights reserved. Profitability- Loyalty Matrix This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  17. 17. © Operational Excellence Consulting. All rights reserved. 49 DESCRIPTION True FriendsTrue Friends • Good fit between company’s offerings and customer’s needs • Highest profit potential ButterfliesButterflies BarnaclesBarnacles StrangersStrangers Importance-Performance Matrix – The four customer segments Profitability-Loyalty Matrix Source: Reinartz & Kumar, Harvard Business Review, 2002 • Good fit between company’s offerings and customer’s needs • High profit potential • Limited fit between company’s offerings and customer’s needs • Low profit potential • Little fit between company’s offerings and customer’s needs • Lowest profit potential This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  18. 18. © Operational Excellence Consulting. All rights reserved. 52 The RATER model can be used to perform a gap analysis of an organization’s service quality performance Source: “SERVQUAL” by Valarie A. Zeithaml, A. Parasuraman, and Leonard L. Berry Responsiveness Empathy Tangibles Assurance Reliability RATER Model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  19. 19. © Operational Excellence Consulting. All rights reserved. 55 Assurance – Questions to think about for service improvement • Do staff have the skills and knowledge needed to deliver a good service, across all channels? • Do your people need any further training or development? • Do staff inspire trust in customers? • Is your service safe and secure? Source: “SERVQUAL” by Valarie A. Zeithaml, A. Parasuraman, and Leonard L. Berry RATER Model - Assurance This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  20. 20. © Operational Excellence Consulting. All rights reserved. 58 Responsiveness – Questions to think about for service improvement • Do you provide a prompt service, which is easy to access? • Do you manage complaints and feedback appropriately? • Are staff always willing and able to help customers? • Do you resolve customer issues and problems satisfactorily, and in good time, across all service channels? Source: “SERVQUAL” by Valarie A. Zeithaml, A. Parasuraman, and Leonard L. Berry RATER Model - Responsiveness This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  21. 21. © Operational Excellence Consulting. All rights reserved. 61 The SERVQUAL Model can be used to perform a service quality gap analysis for a service provider Word of mouth Communication Past ExperiencePersonal Needs Expected Service Service Quality Specifications Service delivery Perceived Service Management Perception of Customer Expectations External communication to Customers Customer Service Provider GAP 3 GAP 2 GAP 5 GAP 4 GAP 1 SERVQUAL Model Source: “SERVQUAL” by Valarie A. Zeithaml, A. Parasuraman, and Leonard L. Berry This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  22. 22. © Operational Excellence Consulting. All rights reserved. Five Steps of Service Recovery This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  23. 23. © Operational Excellence Consulting. All rights reserved. 67 Insert Header Insert bumper – takeaway statement 5 A’s of Service Recovery (TEMPLATE) Acknowledge Apologize Accept Adjust AssureThis document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  24. 24. © Operational Excellence Consulting. All rights reserved. 70 The 5P’s Service Quality Model will only deliver its full potential and value if they are embedded into the organizational infrastructure DESCRIPTION The guide of action. It is the overall enabler and conditioner of the other 4 P's and parameter for the allocation of resources (time, money and effort etc.) to the achievement of the organization's service excellence goals. The key reason why customers are engaging with the organization, build loyalty or leave to the competitors. Major contributory factors to the customers overall impression of the business and can act as major attractors to new customers. One of the most crucial elements in the delivery of service excellence and customer satisfaction. Customers expect a satisfactory outcome after completing a transaction with the organization and it is the efficiency and effectiveness of the processes that contribute greatly to the expected outcome. The main resource of an organization. Their knowledge, competence and skills can positively influence the service quality performance and the success of the organization. PoliciesPolicies Products/ServicesProducts/Services PremisesPremises ProcessesProcesses PeoplePeople 5P’s Service Quality Model Source: TICSI (The International Customer Service Institute) This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  25. 25. © Operational Excellence Consulting. All rights reserved. 73 The Five Principles of Lean can be applied to customer service processes to eliminate waste and achieve customer satisfaction Source: James J. Womack and Daniel T. Jones 1. Identify Value 2. Map the Value Stream 3. Create Flow 4. Establish Pull 5. Seek Perfection Five Lean Principles This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  26. 26. © Operational Excellence Consulting. All rights reserved. APQC Benchmarking Methodology This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  27. 27. © Operational Excellence Consulting. All rights reserved. 79 APQC Four-Phase Benchmarking Model 1. Form (and train, if needed) benchmarking team 2. Analyze and document the current process a. Identify the area of focus b. Identify the critical success factors (CSF) for the area c. Develop measures for the CSFs 3. Establish scope of benchmarking study 4. Develop purpose statement 5. Develop criteria for benchmarking partners 6. Identify target benchmarking partners 7. Define a data collection plan and determine how the data will be used/managed/ distributed 8. Identify how implementation of improvements will be accomplished PLAN COLLECTANALYZE ADAPT APQC Benchmarking Methodology This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  28. 28. © Operational Excellence Consulting. All rights reserved. 82 APQC Four-Phase Benchmarking Model PLAN COLLECTANALYZE ADAPT 1. Implement the plan 2. Monitor and report progress * * * Celebrate ! ! ! * * * (Acknowledge the benchmarking team) 3. Document the study Communicate the results (internally and to benchmarking partners) Assist in the internal transfer of best practices 4. Plan for continuous improvement Identify new benchmarking opportunities Set new goals APQC Benchmarking Methodology This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  29. 29. © Operational Excellence Consulting. All rights reserved. 85 Insert Header Source: Kaoru Ishikawa Cause & Effect Diagram (Service) (TEMPLATE) Insert bumper – takeaway statement Process Technology Policy People Output Causes Effect This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  30. 30. © Operational Excellence Consulting. All rights reserved. ADKAR Model This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  31. 31. © Operational Excellence Consulting. All rights reserved. 91 The ADKAR elements and the factors influencing success Source: Prosci® ADKAR® Model ADKAR Model ADKAR Elements Factors Influencing Success Knowledge of how to change The current knowledge base of an individual The capability of this person to gain additional knowledge Resources available for education and training Access to or exercise of the required knowledge Ability to implement required skills and behavior Psychological blocks Physical capabilities Intellectual capability The time available to develop the needed skills The availability of resources to support the development of new abilities This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  32. 32. © Operational Excellence Consulting. All rights reserved. Kotter’s Eight Phases of Change This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  33. 33. © Operational Excellence Consulting. All rights reserved. 97 Kotter’s 8 Steps Model Urgency Coalition Goals Communicate Roadblocks Small wins Consolidate Institutionalize 1 2 3 4 5 6 7 8 Kotter’s Change Model Source: John Kotter This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  34. 34. © Operational Excellence Consulting. All rights reserved. 100 Kotter’s Eight Phases of Change is a systematic approach to achieving successful, sustainable change by breaking down the change process into eight phases 5. Empower people to clear obstacles 5. Empower people to clear obstacles 7. Consolidate and keep moving 7. Consolidate and keep moving 8. Anchor 8. Anchor Get rid of obstacles Change structures and systems that obstruct the change effort Encourage risk taking and non-traditional ideas, activities and actions Plan for visible performance improvements ‘Create’ and declare the wins Visibly recognize and reward those who made the wins possible Build on growing credibility to gradually change all systems, structures and policies that don’t fit in the vision Hire, promote and develop successful changers Reinvigorate the change process with new projects, themes and change agents Improve performance through customer and productivity orientation and more effective leadership and management 6. Secure Short-term wins Source: John Kotter Kotter’s Eight Phases of Change (Phases 5 to 8) This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  35. 35. © Operational Excellence Consulting. All rights reserved. 103 Insert Header Insert bumper – takeaway statement McKinsey 7S Framework (TEMPLATE) Structure SystemsStyle Staff Skills Strategy Shared Values Source: McKinsey This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  36. 36. © Operational Excellence Consulting. All rights reserved. COPC-2000 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  37. 37. © Operational Excellence Consulting. All rights reserved. 109 COPC-2000 CSP Standard (Rel. 5.2) is a collection of performance management systems for customer-centric service operations for customer service providers Source: COPC Inc. 1.1 Statement of Direction 1.2 Business Planning 1.3 Target Setting 1.4 Reviewing Process Performance 1.5 COPC CSP Standard Review 1.0 Leadership & Planning 2.1 Managing Change 2.2 Process, Procedures & Methodologies 2.3 Corrective Action & Continuous Improvement 2.4 Transaction Monitoring 2.5 Forecasting, Staffing & Scheduling 2.6 Compliance 2.7 Technology 2.8 Vendor & Key Supplier Performance Management 2.9 Business Continuity 2.10 Reporting & Data Integrity 2.11 Capturing and Analyzing End- user Feedback 2.0 Processes 4.1 End-user Satisfaction & Dissatisfaction 4.2 Client Satisfaction & Dissatisfaction 4.3 Service Performance 4.4 Quality Performance 4.5 Sales Performance 4.6 Efficiency & Cost Performance 4.7 KSP Performance 4.8 Achieving Results 4.0 Performance 3.1 Defining Jobs 3.2 Recruiting & Hiring 3.3 Training & Development 3.4 Verifying Skills & Knowledge 3.5 Staff Performance Management 3.6 Managing Staff Feedback 3.7 Staff Attrition & Absenteeism 3.0 People Enablers Goal Driver COPC-2000 CSP Standard 5.2 This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  38. 38. © Operational Excellence Consulting. All rights reserved. 112 The Baldrige framework takes a holistic, systems approach in viewing an organization’s performance management system across seven areas Baldrige Excellence Framework Leadership Customers Strategy Operations Workforce Integration RESULTS Measurement, Analysis & Knowledge Management Organizational Profile Source: National Institute of Standards & Technology (NIST) This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  39. 39. © Operational Excellence Consulting. All rights reserved. 115 The EFQM Excellence Model provides a holistic view of the organization and serves as a framework for developing sustainable excellence Enablers Results Leadership People Strategy Partnerships & Resources Key Results Processes, Products & Services People Results Customer Results Society Results Learning, Creativity & Innovation EFQM Excellence Model Source: European Foundation for Quality Management (EFQM) This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  40. 40. © Operational Excellence Consulting. All rights reserved. 118 The Australian Business Excellence Framework describes the elements essential to organizations sustaining high levels of performance Australian Business Excellence Framework (ABEF) Leadership People Strategy & Planning Results & Sustainable Performance Process Management, Improvement & Innovation Customers & other StakeholdersThis document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  41. 41. © Operational Excellence Consulting. All rights reserved. 121 Other Presentations You May Like… Check out our presentations catalog at http://www.oeconsulting.com.sg/#!training-presentations/c1les This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  42. 42. © Operational Excellence Consulting. All rights reserved. www.oeconsulting.com.sg END OF PRESENTATION For more presentations and templates, please visit us at: This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/service-excellence-models-1941
  43. 43. 1 Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com

×