Processes services

Designing and Managing Service Processes

Overview ,[object Object],[object Object],[object Object],[object Object],[object Object]

Flowcharting Customer Service Processes

Flowcharting Service Delivery Helps to Clarify Product Elements ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Flowcharts for People and Possession Processing Services

Flowcharts for Mental Stimulus and Information Processing Services

Blueprinting Services to Create Valued Experiences and Productive Operations

Developing a Blueprint ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Key Components of a Service Blueprint ,[object Object],[object Object],[object Object],[object Object]

Blueprinting the Restaurant Experience: Act 1

Blueprinting the Restaurant Experience: A Three-Act Performance ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Improving Reliability of Processes Through Fail-Proofing ,[object Object],[object Object],[object Object]

Setting Service Standards and Targets ,[object Object],[object Object],[object Object],[object Object],[object Object]

Setting Service Standards and Targets ,[object Object],[object Object],[object Object]

Setting Standards and Targets for Customer Service Processes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Processing time to approve applications Creates a Base to Measure Customer Satisfaction 24 hours 80% of all applications in 24 hours

Why Redesign ? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Why Redesign? “ Institutions are like steel beams—they tend to rust. What was once smooth and shiny and nice tends to become rusty.” Mitchell T. Rabkin, MD, former president of Boston’s Beth Israel Hospital

Why Redesign? ,[object Object],[object Object],[object Object],[object Object],[object Object]

Process Redesign: Approaches and Potential Benefits

Levels of Customer Participation

Customers as Partial Employees ,[object Object],[object Object],[object Object]

Self-Service Technologies (SSTs) ,[object Object],[object Object],[object Object],[object Object]

Self-Service Technologies (SSTs) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

What Aspects Of SSTs Please Or Annoy Customers? Key weakness: Few firms incorporate service recovery systems such that customers are still forced to make telephone calls or personal visits People love SSTs when… People hate SSTs when… ,[object Object],[object Object],[object Object],[object Object]

Putting SSTs to Test by Asking a Few Simple Questions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Managing Customer’s Reluctance to Change ,[object Object],[object Object],[object Object],[object Object],[object Object]

Summary ,[object Object],[object Object],[object Object],[object Object],[object Object]

Summary ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Processes services

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Processes services