Service Excellence Models

© 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

© 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
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Net Promoter
Score (NPS)

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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?

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6P’s of Marketing (TEMPLATE)
Price
PeopleProcesses
Place
Promotion Product
Customer
Service
Source: Christopher, Payne and Ballantyne

Keller’s Customer-
Based Brand
Equity Model

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

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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

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Kano Model (TEMPLATE)
Source: Noriaki Kano
High Satisfaction
Requirement
Unfulfilled
Requirement
Fulfilled
Low Satisfaction
Performance
Attributes
Excitement
Attributes
Threshold
Attributes

Kaufman’s Six
Levels of
Customer Service

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!’

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.

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

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

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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

Profitability-
Loyalty Matrix

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

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

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?
RATER Model - Assurance

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?
RATER Model - Responsiveness

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

Five Steps of
Service
Recovery

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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:

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)

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

APQC
Benchmarking
Methodology

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

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

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Source: Kaoru Ishikawa
Cause & Effect Diagram (Service) (TEMPLATE)
Process
Technology
Policy
People
Output
Causes Effect

ADKAR Model

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

Kotter’s Eight
Phases of
Change

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

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)

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McKinsey 7S Framework (TEMPLATE)
Structure
SystemsStyle
Staff
Skills Strategy
Shared
Values
Source: McKinsey

COPC-2000

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

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)

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)

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
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