9 ted johns handouts _pdf
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UCISA TLIG - SDGUSER SUPPORT CONFERENCE
Thursday 3 July 2008University of Reading
From Sausage to
S I Z Z L EFrom service qualityto service experience
TED JOHNS
ChairmanInstitute of Customer Service
The Institute of Customer Service
OUR MISSION
Leading customerservice performanceand professionalism
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USERS and SUPPORT
Danger of patronising,
arms-length language
More positive focus on
customer value
New title!
The UCISA TLIG-SDG
CUSTOMER VALUE
CONFERENCE
(Wow!)
I cant help you
In many shops, the only staffwho are truly customer-
focused are the store
detectives
(and you cant even be sure about them)
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Some basic assumptions
Clients are customers, customers areclients: they have money & they choose
They dont just compare you with otherIT providers
World-class client/customer service iswithin everyones reach: good enoughisnt good enough
From cold, dead fish to SUSHI!
1. Efficiency and FunctionalityThe product must work
2. Emotional Empathy and Love
The Customer Experience
What does it mean to be world-class?______________________________________
Youre easy to do business with____________________________________________
You deliver the promise
You provide a personal touch
You go the extra mile
You resolve problems well
Professor Robert Johnston
Service Excellence = Reputation = Profit
Institute of Customer Service, 2001
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Why bother about being world-class?
A Very Satisfied customer is six times morelikely to buy from you again than a customer whois only Satisfied
Some of your clients are already world-class, soexpect you to be the same
If you dont occupy a world-class slot, someoneelse will and your business will start to dissolve
The Elite Eight Per Cent (not 80%!)
Designing the right offers and experiencesfor the right customers
Delivering these propositions by focusingthe entire company on them, with cross-functional collaboration
Developing capabilities creating newcustomer experiences, establishing directaccountabilities, & constant renewal
Allen, Hamilton and Reichheld, Tuning in to the voice of your
customer, Harvard Management Update , October 2005
Maximise your NET PROMOTER score
Three kinds of customers/clients
(1) PROMOTERS
(2) PASSIVELY SATISFIED
(3) DETRACTORS
The one number you need to grow: How likely is it thatyou would recommend your organisation to others?
NET PROMOTER score = (1) minus (2) + (3)
Strong correlation between CORPORATE GROWTH RATEand NET PROMOTER score (also Reputational Benefits)
Fred Reichheld et al, Harvard Business Review, 2003
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Digression: Unfocused Group?
Almost four-fifths of British workers will daydreamat least once during an hour-long meeting
51% about family
33% about sex
33% about friends
32% about food
16% about sport
Source: Yo uGov, 2004
Failure to empathise with the customer
Response from North West Gas to complaint aboutthe size of a gas bill:
We agree it was rather high for the time ofyear. Its possible Mr Purdey has been
charged for the gas used up during theexplosion that destroyed his house.
Corporate arrogance & pronoia at UPS
UPS assumed that on-time delivery was first andonly concern for customers
Target: to deliver each package by 10.30 a.m.
Even shaved off corners of delivery driver seats
BUT customers said they also valued personalcontact
Result
13-minute space for unfocused customerconversations
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Satisfaction isnt the goal
I believe the new trends
include the requirement
that the vehicle will work
Sir Graham DayOne-time CEO, British Leyland
The Service Trio
1. WHAT IS EXPECTED
2. WHAT DIFFERENTIATES
3. WHAT EXCITES!
The Service Trio
1. WHAT IS EXPECTED
Right first time every time
Fulfilment, recovery and restitution
2. WHAT DIFFERENTIATES
3. WHAT EXCITES!
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The Service Trio
1. WHAT IS EXPECTED
Right first time every time
Fulfilment, recovery and restitution
2. WHAT DIFFERENTIATES
Trust and reputation
Customised/personalised treatment
3. WHAT EXCITES!
The Service Trio
1. WHAT IS EXPECTED
Right first time every time
Fulfilment, recovery and restitution
2. WHAT DIFFERENTIATES
Trust and reputation
Customised/personalised treatment
3. WHAT EXCITES!The Tetley Tea-bag Tactic
Value-added service innovation
Success = Sausage + S-i-z-z-l-e!
S I Z Z L E ! The emotional content of the customer
experience (the lens of the customer)
S A U S A G EThe physical content of the customer
experience (service quality)
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THE CUSTOMER EXPERIENCE
CUSTOMER SATISFACTION
and
Wow!
THE CUSTOMER EXPERIENCE
CUSTOMER SATISFACTIONEfficiency, Functionality, doing things right
Wow!Effectiveness, Empathy, doing the right
things
What you own, and what you dont
You own:
Your service quality
Your Clients/Customers own:
The Customer Experience
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Who are you, in 2008, to tell your clientswhat they want or need?
It is time to let go of the fallacy
that your brand belongs to you:it belongs to the market
Alex Wipperfurth
Brand Hijack: Marketing Without Marketing
Portfolio Books, 2005
World ClassCustomer Service
Reputation Performance Growth Profitability Trust
ICS Model for World-Class Customer
Service
The customer-centric business
THE STRATEGY FUNCTIONVision, values, ethics, top-down leadership, the Big Idea
THE CUSTOMER (CLIENT) FUNCTIONMarketing, sales, the customer experience (service
performance, innovation, restitution and recovery)
THE PEOPLE FUNCTIONRecruitment, learning, performance management, reward
THE PROCESS FUNCTIONInfrastructure Enablers: administration, technology, money
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World ClassCustomer Service
Reputation Performance Growth Profitability Trust
ICS Model for World-Class CustomerService
The Big Idea at Lands End Clothing
Dont worry about whatsgood for the company:
worry about whats good
for the customer
GARY COMER
IF THERE ISNT A BIG IDEA, NOREVEN A SMALL ONE
Badge worn by hotel receptionist:
Its with flair
That I give customer care
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Strategy and Culture: COMMITMENT
Service quality is a
key corporate value,
with associated goals,
action programmes,
measurement and
top-down accountabilities.
The empty chair at Amazon
You stretch the edges of your marketby working your customer interface,listening and inventing for customers
simultaneously__________________________________________________________________
Simplicity and elegance
Consistency and weekly vigilance
Process innovation
The empty chair
Strategy and culture: CREDIBILITY
Promises are kept, service
is delivered at times that
suit customers, and superb
service recovery systems
are in place
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Reputation and The Employer Brand
Organisations live or die by their reputations.
Positive reputations can confer powerful competitiveadvantage and also help organisations to attractbetter staff, suppliers, and customers, and apply
higher margins to their business.
Professor Robert Johnston
Service Excellence = Reputation = Profit
Institute of Customer Service, 2001
World ClassCustomer Service
Reputation Performance Growth Profitability Trust
ICS Model for World-Class Customer
Service
Why are people (YOU!) important?
You can make or break the level of trust betweencustomers and your organisation
Only you can deliver discretionary behaviour(Random acts of kindness John Lewis)
Only you can inspire innovation, change andcontinuous improvement
Only you can bugger things up far more skilfullythan computers (and thats saying something)
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People: CAPABILITY
People are recruited and developedagainst competencies that give high
priority to customer-focused attitudes,e.g., consideration, tolerance and
empathy
Predicting future engagement
1. ADAPTABILITY
2. PASSION ABOUT WORK (WORK ETHIC)
3. EMOTIONAL MATURITY
4. POSITIVE DISPOSITION
5. SELF-EFFICACY
6. ACHIEVEMENT ORIENTATION
Suggestion:
Check for job fit ask candidates to describe their ideal job
Source: People Management, 27 July 2006 (DDI)
I said Have a nice day, you deaf old cow
Good morning, ladies and gentlemen. Thank you forchoosing to travel by South West Trains betweenBasingstoke and London this morning.
Today we will be making an extra stop at Wimbledon.
[pause]
God knows why, they never tell us anything.
Public address system on train to London
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How not to do it
You can ask to speak tosomeone else if you like buthere, the higher up they are,
the less they know.
Response to customer who asked to speak
to a supervisor at a well-known telecoms company
People: CONTINUITY
Retention, reward and
recognition strategies focus
on world-class service delivery
World ClassCustomer Service
Reputation Performance Growth Profitability Trust
ICS Model for World-Class Customer
Service
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Processes: CONSISTENCY
Processes are designed
from a customers viewpoint
and are consistently delivered
Stiffen the process, stuff the customer
Illiterate?
Write today for free help
Small ad, Chichester Observer
Processes: CREATIVITY
Continuous improvement
and innovation are nurtured
and encouraged to flourish
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How to do it
Customers may be delighted with something initially.
But six months later they take it for granted
and then they demand it.
Delight is a treadmill you cant get off.
Managing Director, Milliken
World ClassCustomer Service
Reputation Performance Growth Profitability Trust
ICS Model for World-Class Customer
Service
The Bullet-Proof Business
Internal oxygen supply
Reinforced fuel tank
Plates of ballistic steel
Shots from a .44 Magnum
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The Bullet-Proof Business
Internal oxygen supplyENTHUSIASTIC, ENGAGED TEAMS and PEOPLE
Reinforced fuel tank
ACTIVE PROMOTER CLIENTS & CUSTOMERS
Plates of ballistic steel
YOUR BIG IDEA and a CONTRIBUTOR CULTURE
Shots from a .44 Magnum
Nothing works all the time (1)
I recently shampooed my pet rabbit with Body Shopshampoo.
Its eyes bulged out and turned red.
Nothing works all the time (1)
I recently shampooed my pet rabbit with Body Shopshampoo.
Its eyes bulged out and turned red.
If you tested your stuff on animals like everyoneelse, this sort of thing wouldnt happen.
Extract from letter of complaint sent to Anita Roddick
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Nothing works all the time (2)
Wednesday 29 March 2006
Ryanair service from Liverpool to
Londonderry lands at RAFBallykelly (military airfield)
by mistake
Nothing works all the time (2)
Only one passenger complained:
Nothing works all the time (2)
Only one passenger complained:
They didnt let us go down theslide
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Thats all, Folks!__________________________________________
If theres anybody here I haventoffended, I beg their pardon
JOHANNES BRAHMS
On leaving a gathering of friends
________________________________________________________