1. Improving Service Quality Workshop
Add Company Name
Improving Service Quality
Workshop

2. Purpose of Today “To provide you with an opportunity to explore
ways to improve service quality at Add Company Name”

3. Introductions Please briefly introduce yourself, giving the following
information:
Name
Role and Responsibilities
How would you currently rate overall service quality at Add Company Name out of 10?

4. Workshop Overview Introduction Service Quality in Context
The Service Quality Framework
Agreeing the ‘Service Goals’ for Add Company Name
Self-assessment against the goals to determine current gaps
Action Planning
How to Communicate those goals to the wider team?
How to address any gaps identified?
How to internally and externally measure service quality into the future?

5. Keep Things Simple . . .
“Everything should be made as simple as possible, but not simpler.” Albert Einstein

6. How will we know we are getting there?
Today is really about four questions with regard to service quality. . .
Where are we now?
Current Service
Quality
How will we know we are getting there?
Where do we want to be?
Service
Excellence
Measuring Service
Quality
Defining Service
Goals
How will we get there?
Action
Planning

7. Service Quality in Context

8. It’s not only about price...It’s about Value
Price Vs Value
Understanding the ‘Risk Factor’

9. Why Bother Striving for Service
Excellence?

10. Service and Profit
Excellent service is a profit strategy because it results
in:
More new customers
More business with existing customers, fewer lost customers
More insulation from price competition - excellent businesses can charge a premium price
Fewer mistakes requiring the re-performance of services.

11. What is Service Quality?
Reliability
32%
The ability to perform the promised service dependably and accurately
Responsiveness
22%
The willingness to help customers and provide prompt service
Assurance 19%
The knowledge and courtesy of employees and their ability to convey trust and confidence
Empathy
16%
The caring, individualized attention provided to customers
Tangibles 11%
The appearance of physical facilities, equipment, personnel, and communication materials

12. All customers are equal...but some are more equal than others
The top 20 percent of customers tend to generate the lion’s share of profits.
Companies only break even on the spending of the middle 70 percent.
The bottom 10 percent actually generate a loss.
Source: Deloitte

13. Service Excellence Doesn’t Happen in Isolation
Effective Leadership
Service
Excellence
Engaged Employees
Employees feel fully engaged with the business and are willing to give their all in support of achieving the companies goals
Quality System
Effective systems and procedures are in place, with effective training given to employees
Culture & Climate
The culture of the business is employee and customer focused and the ‘climate at work’ is positive
Continuous Improvement

14. Employee Engagement - Some Evidence
Gallup Q 12 Survey
The Three Types of Employees
Engaged – employees work with
passion and feel a profound connection
to their company
Not Engaged – employees are essentially
‘Checked Out’. Sleepwalking through their
working day
Actively Disengaged – employees aren’t just
unhappy at work, they’re busy acting out their
unhappiness
29%
55%
16%

15. Employee Engagement Survey
Some Evidence
CIPD
Employee Engagement Survey
Actively Engaged
Moderately Engaged
Actively Disengaged
35%
57% 8%

16. CIPD Survey
Only 37% of employees had confidence in their senior management team
Only 34% trusted their senior managers
42% didn’t feel they were kept well informed about what’s going on in their organization
30% indicate that their manager rarely or never gives feedback on their performance
25% felt completely undervalued
Only 50% of employees feel that their senior managers have a clear vision of where the organisation is going

17. Productivity, efficiency and quality
The Human Equation
Employees
Engaged
Processes
Productivity, efficiency and quality
Results
Outcomes Achieved &
Satisfied Customers
Results in
Lead to
Engaged employees deliver better results. Effective leadership engages employees!

18. Exercise In your pairs/groups, identify how well you currently perform
against the Service Excellence Model.
Take 15 mins.

19. Service Excellence Doesn’t Happen in Isolation
How do you rate in these areas?
Effective Leadership
Service
Excellence
Engaged Employees
Employees feel fully engaged with the business and are willing to give their all in support of achieving the companies goals
Quality System
Effective systems and procedures are in place, with effective training given to employees
Culture & Climate
The culture of the business is employee and customer focused and the ‘climate at work’ is positive
Continuous Improvement
How do you know?

20. The Service Quality Framework

21. The Route to Excellence
The Route to Service Excellence
Expectations
Experience
Evaluation
What are your customers’ common and specific expectations?
How do you define them?
Physical
How does the experience you offer rate against the quality continuum?
Are you exceeding your customers’ expectations?
How do you know?
Products
People
Procedures

22. Where are we now?
Current Service
Quality

23. Exercise In your pairs/groups, identify what you believe are the key
service quality issues to be addressed at Add Company Name.
Use the framework to guide your discussions.
Take 20 mins.

24. Achieving Consistency (S)
The Route to Service Excellence
Expectations
Experience
Evaluation
What are your customers’ common and specific expectations?
How do you define them?
Physical
How does the experience you offer rate against the quality continuum?
Are you exceeding your customers’ expectations?
How do you know?
Products
People
Procedures

25. Where do we want to be?
Defining Service
Goals

26. Service Goals Concept – ‘Standards’ versus ‘Goals’
Sample
Service
Goals
The exterior and surroundings of the establishment are always well maintained, create a positive first impression and are safe and secure for customers. Smoking areas are regularly tidied.
The appearance and hygiene of employees is always good and they consistently wear name badges.
The presentation and quality of facilities within the establishment is always of a high standard.
Toilets are well maintained and presented at all times and offer a pleasant, comfortable and hygienic environment.
All customers receive a prompt acknowledgement upon entering and a warm welcome is given with appropriate eye contact and a smile.
Orders are always taken in a pleasant and professional manner. Up-selling skills are used in a non-intrusive manner.
What are your thoughts on adopting this approach?

27. Encourage your employees to put their personal signature on the job as they work to achieve the service goals
Get them to think about things they can do for your customers to make them feel special – things which leave a memory and makes them want to come back

28. Exercise - How do you rate currently against the goals?
Date -
How do we Rate?
Our Service Goals
Poor
Acceptable
Good
Excellent
Exceptional
Scoring 1 2 3 4
1. The exterior and surroundings of the establishment was well maintained, created a positive first impression and was safe and secure for customers. Smoking areas were regularly tidied.
2. The appearance and hygiene of employees was good and they consistently wore name badges.
3. The presentation and quality of facilities within the establishment was of a high standard.
4. Toilets were well maintained and presented at all times and offered a pleasant, comfortable and hygienic environment.
5. All customers received a prompt acknowledgement upon entering and a warm welcome was given with appropriate eye contact and a smile.
6. Orders were taken in a pleasant and professional manner. Up-selling skills were used in a non-intrusive manner.

29. How will we get there?
Action
Planning

30. Action Planning Key Considerations
Who is going to take ownership for the initiative?
What commitments are you ‘collectively’ prepared to make towards improving service quality?
Who will develop/finalise the service goals? By when?
How will you communicate those goals to the wider team?
How will you address any gaps identified?
How you will internally and externally measure service quality into the future?

31. How will we know we are getting there?
Measuring Service
Quality

32. Internal & External Measurement
Self-assessment by managers an employees
External
Link to Mystery Guest

33. Mystery Guest template - Extract
Date -
How do we Rate?
Our Service Goals
Poor
Acceptable
Good
Excellent
Exceptional
Scoring 1 2 3 4
1. The exterior and surroundings of the establishment was well maintained, created a positive first impression and was safe and secure for customers. Smoking areas were regularly tidied.
2. The appearance and hygiene of employees was good and they consistently wore name badges.
3. The presentation and quality of facilities within the establishment was of a high standard.
4. Toilets were well maintained and presented at all times and offered a pleasant, comfortable and hygienic environment.
5. All customers received a prompt acknowledgement upon entering and a warm welcome was given with appropriate eye contact and a smile.
6. Orders were taken in a pleasant and professional manner. Up-selling skills were used in a non-intrusive manner.

34. Use the four questions to guide you as you move forward. . .
Where are we now?
Current Service
Quality
How will we know we are getting there?
Where do we want to be?
Service
Excellence
Measuring Service
Quality
Defining Service
Goals
How will we get there?
Action
Planning

35. Thank You