The team at Uplifting Service have been working with our clients and Professor Jochen Wirtz for many years and are happy to report that the April issue of Harvard Business Review picked up our ideas and published a short piece in the Idea Watch section. In this post, we add insights for service leaders and practitioners who would like to know more.
As the Coronavirus spreads, it brings new and unique challenges to organizations in every industry in all parts of the world. People are working in a time of tremendous uncertainty and stress.
Transcript of “How Good or Bad is the Service You Provide”, from a keynote speech by Ron Kaufman for the SWIFT Operational Forum Asia event in Singapore.
Transcript of What is Excellence?”, from a keynote speech by Ron Kaufman for the SWIFT Operational Forum Asia event in Singapore.
Your customers—whether B2B, B2C, or partners within your organization—have always been your focus. You create processes to make their experience smoother. You listen to their feedback about your product or service so you can better meet their needs. You know that you only have so many tries to get it right. The truth is, in many cases, you might only get one try: 66% of B2B and 52% of B2C customers stop buying after a single poor customer service interaction.
Jeff Eilertsen offers service performance insights to address five essential service challenges every organization must successfully address. In this interview with Ron Kaufman, Jeff discusses the third challenge, Building Internal Service Relationships and Employee Engagement.
Jeff Eilertsen offers service performance insights to address five essential service challenges every organization must successfully address. In this interview with Ron Kaufman, Jeff discusses the second challenge, Shifting from Service Process to Customer Experience.
The immediate assumption when we talk about “improving customer service” is that we refer to the activities of customer-facing team members who directly “serve” our external customers, clients, buyers, suppliers, guests, users, attendees, diners, students, patients, etc.
And in fairness, most service education is indeed intended for those who “face” customers – improving the quality of service for those who pay for our services.
But seeing service improvement as mostly a frontline, customer-facing issue will not foster the development of an uplifting service culture where all employees embrace the goal of constantly adding value for others.
Revolutions change what is possible and how we live together.
We live today in The Fourth Industrial Revolution; the historic transformation from steam power, to electricity, to computers, to the global convergence of data, devices, access, and analytics.
Many organizations are using customer journey mapping to understand and improve the experience of their customers. But the variety of terms used to describe journey maps can be confusing. And that makes the mapping process itself confusing, too.