Factors Necessary for Appropriate Service
Standards
Standardization of service behaviors and actions
Standardization usually implies a nonvarying sequential
process similar to the production of goods
Customization usually refers to some level of adaptation or
tailoring of the process to the individual customer
Formal service targets and goals
Setting specific targets for individual behaviors and actions;
for example, the customer service standards set by Puget
Sound Energy and shown in Figure 9.1.
9-1
Customer Service Report Card for
Puget Sound Energy
9-2
Service Standards
Standards are based on the most important customer
expectations and reflect the customer’s view of these expectations.
Customer-
Customer- SOURCES
Customer Expectations
Defined
Defined Customer Process Blueprint
Standards
Standards Customer Experience
Observations
SOURCES
Company-
Company- Productivity Implications
Defined
Defined Cost Implications
Company Process Blueprint
Standards
Standards Company View of Quality
9-3
Counting…
“Not everything that counts can be
counted...and not everything that can
be counted, counts.”
Albert Einstein
9-4
Standards…
HARD STANDARDS AND MEASURES
Things that can be counted, timed,
or observed through audits (time,
numbers of events)
SOFT STANDARDS AND MEASURES
Opinion-based measures that cannot
be observed and must be collected by
talking to customers (perceptions, beliefs)
9-5
Exhibit 9.1: Examples of Hard Customer-Defined
Standards
9-6
Exhibit 9.2: Examples of Soft Customer-Defined
Standards
9-7
Process for Setting Customer-Defined Standards
9-8
What Customers Expect: Getting to Actionable
Steps
9-9
Responsiveness Standards at [Link]
Respond to 80 percent of all incoming calls
within 20 seconds
Respond to all e-mail messages in less than four
hours
Respond to live (online) chats in less than 10
seconds.
9-10
Soft Standards at Toyota in Japan
Standards for salespeople patterned
after samurai behaviors:
Assume the samurai warrior’s “waiting
position” by leaning five to ten degrees
forward when a customer is looking at a car
Stand with left hand over right, fingers
together and thumbs interlocked, as the
samurais did to show they were not about
to draw their swords
Display the “Lexus Face,” a closed-mouth
smile intended to put customers at ease
r i or n”
a r io
i w si t
r a p o
u
m ting
a
S ai
“w 9-11
More Soft Standards at Toyota in Japan
Standards for salespeople patterned after
samurai behaviors:
When serving coffee or tea, kneel on the floor
with both feet together and both knees on the
ground
Bow more deeply to a customer who has
purchased a car than a casual window shopper
Stand about two arms’ lengths from customers
when they are looking at a car and come in closer
when closing a deal
Point with all five fingers to a car door’s handle,
right hand followed by left, then gracefully open
the door with both hands
9-12
Hard and Soft Service Standards at Ford
Appointment available within one day of customer’s
requested service day
Write-up begins within four minutes
Service needs are courteously identified, accurately
recorded on repair order and verified with customer
Service status provided within one minute of inquiry
Vehicle serviced right on first visit
Vehicle ready at agreed-upon time
Thorough explanation given of work done, coverage
and charges
9-13
Standards at Four Seasons
Seven Service Culture Core Worldwide Service
Standards Operating Standards
1. Smile Reservations
2. Eye Hotel Arrival
3. Recognition Messages and Paging
4. Voice Guest Room Evening Service
5. Informed Breakfast
6. Clean Room
7. Everyone Exceptions are permitted if
they make local sense
9-14