A presentation on the book "Uncommon Service". This book deals with how you can design an excellent service company.

1. Uncommon
Service
Presented by
Varun Nigam

2. Uncommon Service
Authors
Frances Frei
Anne Morriss

3. Uncommon Service
Some facts about Service
Industry in India
 Contributes
 35%
A
to about 60% of GDP
of employment
quarter of the total trade
 And
over half of the foreign investment
inflows

4. Uncommon Service
Some facts about Service
Industry in India
 One
of the largest and fastest growing
sectors in the global market
 Received
FDI equity inflows worth ₹
179,150.49 crores in the period April 2000 –
August 2013

5. Uncommon Service
What do we need a service
for?
 To
get help with the problems we face
while using a product
 To
make a product meaningful

6. Uncommon Service
Helping is in Human Nature
and yet good services are still
rare
 It
is not that employees and owners want
to deliver bad service
 It is not that we need a bad service
 We still get a bad service
 What’s going wrong?

7. Uncommon Service
Channel human impulse to
serve into

8. Uncommon Service
Here’s what the authors have
learnt
 Uncommon
Service is not born from
attitude and effort
 But from Design Choices made in the very
blueprints of a business model

9. Uncommon Service
It easy to say that we provide
services
 It
is hard to Design a Service model that
allows average employees, not just the
exceptional ones to produce service
excellence as an everyday routine

10. Uncommon Service
Outstanding Service
Organizations create
Offerings
Funding
Strategies
Systems
Cultures

11. Uncommon Service
How to deliver Uncommon
Service by Design

12. Uncommon Service
The Four Service Truths
 You
can’t be good at everything
 Someone has to pay for it
 It’s not your employees’ fault
 You must manage your customers

13. Uncommon Service
Principles of Service
Excellence
Funding
mechanism
How is the
Excellence
Paid for?
Service
Offering
Employee
management
system
Which specific
Attributes of
Service are you
Competing on?
Are
employees
Set up for
Success?
Customer
Management
System
How are
Customers
Managed and
Trained?

14. Uncommon Service
You can’t be good at
everything
 Excellence
requires sacrifice
 You must underperform on dimensions
your customers value less
 You cannot depend on the faith that your
employees will perform heroically.
Excellence must be normalized

15. Uncommon Service
Example: Commerce Bank
 Offers
the worst interest rates in the
industry
 But open from 7:30 am to 8:00 pm from
Monday to Friday
 Full banking services would be available
on Saturdays and Sundays

16. Uncommon Service
Where to be Good and where
to be Bad?
 Find
what your customers value most
 Service is more about best in class
customer interactions
 Employees best-of-the-best in both
Attitude and Aptitude are expensive

17. Uncommon Service
Where to be Good and where
to be Bad?
 People
with good attitude are desired in
service industry
 Simplify your products to deal with any
problem arising from less aptitude of the
employees

18. Uncommon Service
The Attribute Map
Most
Convenience
Important
To target
Customer
market
interactions
---
Least
Important
To target
market
Product
Range
Price
Relative performance
of the firm

19. Uncommon Service
Putting it into practice
 Create
an internal attribute map
 Create an external attribute map
 Analyze your performance
 React

20. Uncommon Service
Attribute map for analyzing
performance
Most
important
To target
market
Least
important
To target
market
Quality of
installation
Need a
Wedge
Low price
---
Responsiveness
--Courteous and
professional
Your company
Competitor
Proactive
Follow-up
Relative performance
of the firm

21. Uncommon Service
Wasted Wedge
Most
important
To target
market
Quality of
installation
Wasted
Wedge
Low price
---
Responsiveness
Least
important
To target
market
--Courteous and
professional
Your company
Competitor
Proactive
Follow-up
Relative performance
of the firm

22. Uncommon Service
Wasted Profit
Most
important
To target
market
Quality of
installation
Low price
---
Responsiveness
Least
important
To target
market
Wasted
Profit
--Courteous and
professional
Your company
Competitor
Proactive
Follow-up
Relative performance
of the firm

23. Uncommon Service
Someone has to pay for it
 The
most successful service models
incorporate a mechanism for reliably
funding an exceptional experience
 4 funding mechanisms which can be used
to sustain your premium offering.

24. Uncommon Service
4 ways to pay for excellence
 Charge
customers extra for it – in a
palatable way
 Make cost reductions that also improve
service
 Make service improvements that also
reduce costs
 Get customers to do the work for you

25. Uncommon Service
Examples
 Commerce
Bank – did not charge
customers for better service but offered
lower interest rates on deposits
 Loyalty programs, if designed
correctly, are a great way to get paid for
your premium service

26. Uncommon Service
Examples
 Classrooms
reduced costs and offered
more benefits than private tutors
 Intuit asked its product development
team to take customer calls for support
 Big Bazaar uses the customers serve
themselves model

27. Uncommon Service
It’s not your Employees’ fault
 It
may not be that you have hired an
entire company of people who just don’t
get it
 You might have built a service model for
phantom employees which you wish you
had, but you actually don’t

28. Uncommon Service
The successful Employee
Management System
Selection
Training
Job Design
Performance Management

29. Uncommon Service
Selection – Cost of hiring Stars
High
Aptitude
Low
Low
High
Attitude

30. Uncommon Service
The competence-complexity
gap
Operational
Complexity
Level
Employee
Sophistication
Time
Gap
Experienced
By front line

31. Uncommon Service
Start attacking system-wide
complexity
Start here
Don’t start here
High
Operational
complexity
Low
Low
High
Direct value-add to customers

32. Uncommon Service
You must Manage your
Customers
 Customers
play a special role in service
encounters. This phenomenon is called
customer-operator
 Customers don’t just consume
service, they also participate in creating it

33. Uncommon Service
You must Manage your
Customers
 Customers
can increase the cost and
reduce the quality of your service
 Sometimes they can help on both
fronts, but that is too rare
 How do you get your customer-operators
to behave?

34. Uncommon Service
Managing the Chaos of
Customers
Variability of customers can take the following
different forms
Arrival
Request
Capability
Effort
Preference
Will come at any time
Ask for anything they want
Difference in knowledge
Effort levels will vary
Different definitions of quality

35. Uncommon Service
Successful Customer
Management System
Customer Selection
Customer Training
Service only to selected
customers
Customers need training to
Perform their roles
Customer Job Design
Give your customers less
work
Managing customer performance
Customers shouldn’t be
Left entirely on their own
The Values Lever
Give a great value to your
Customers

36. Uncommon Service
We’ve Designed. Now Multiply
it by Culture
Service Excellence = Design x Culture

37. Uncommon Service
What after you develop your
Culture?
Get Bigger

38. Uncommon Service
An Uncommon