World Class Service

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World Class Service

• Museums and Galleries Forum
• Autumn 2007
• Howard Raynor

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Overview

• Customer Service Imperative
• 2007 Situation Report
• Origins of World Class Service
• Where service standards are set and by whom
• How we can measure and manage service
• How we can improve service
• 2008 Situation Report
• Q A

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Customer Service - Imperative

• Customer Loyalty
• Customer endorsement in a transparent world
• Higher yield per guest
• More repeat visits
• Long run lower marketing costs
• Lower staff turnover
• Less complaint handling and rework
• Better brand reputation on line transparency
  challenge means we have to be consistently good
  at service
• Better destination reputation
• Better promotion prospects
• Better recruitment profile people want to work
  with you.
• More EVA and more confidence at front line

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Context Issues

• Product has to be very good to compete in the
  first place. AND we need to understand that
  customers see qualities in what we do that may
  not initially intend. The Volkswagen Beetle story
  is a good example of how long it takes a product
  focused business to realise it is a brand and has
  strong service dimensions.
• Museums and galleries share a similar issue to be
  a great collection AND a great service it is not
  a choice between the two.

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Transparency

• Peer to peer information sharing on goods and
  services is developing exponentially to see this
  in action just visit www.tripadvisor.com and look
  for your gallery or museum.

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Customer advocacy is vital to success
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Our external context is changing

• In Manchester the arrival of new hotels, an
  expanded airport, expanded football stadium,
  dynamic business development, an international
  festival, city marketing, short break holiday
  marketing, arrival of urban tourism have created
  more demand for attractions and more demand for
  talented service staff

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The current skills system isnt effective for
service sector
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Other Sectors Luxury Hotels

• Propensity to repurchase 78
• Interview staff 4 or 5 times.
• Seven part training programme
• Thorough standards and auditing of those
  standards
• Focus on human dimensions of the business because
  key moments cannot be made routine.
• Eschew strict programmed behaviours inhuman
  treatment of staff wont create high quality
  service experiences.
• High end service interactions are social
  interactions.
• Adoption of COVIA and guest preference pads.
• Staff satisfaction ratings on the GM dashboard
  along with customer satisfaction ratings. 30
  second guest surveys.
• High level empowerment of staff with high value
  guests
• Daily staff briefings

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Other Sectors Hip Hotels

• Tight focus on a small cadre of loyal and
  targeted patrons.
• Simplicity. Trust vs Expertise
• Physical, cognitive and emotional attributes
• Observation based personalisation
• Anticipation and intuition
• Outstanding service recovery
• Recognition of returning guests
• Subtle but polished hospitality

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Hotels - Key Service Traits - Individuals

• Self Awareness
• Empathy
• Communication skills
• Motivation
• Manage own feelings
• Knows the rules and procedures
• Knows the technical skill of the task
• Sense of urgency in delivery

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Key Service Traits - Environment

• Safe
• Secure
• Open/working
• Serviced clean and maintained
• Sensory impacts

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Management need to build the bridge to enable
action
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World Class help focus on detail with the team

• Looking at the journey in detail
• Helping the team to develop their own standards
• How to develop the interpersonal skills required
  for success
• How to develop the business environment for
  service success.
• How to make the implementation approach work

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World Class Service Implementation System
overview

• Set clear expectations
• Regularly carry out independent checks
• Provide positive reinforcement for the right
  behaviours.
• All Three conditions must be met for performance
  improvement to be effective.

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World Class Service

• 70 Subscribers
• 30 Audits
• 1350 pins on leading service staff
• Partnership with MANCAT on PEARL framework
• Web site members area and links
• Best practice briefings
• Orientation bus
• Lobby
• Network meetings and briefings - the movement

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A service mindset

• For us its a fine line between persistence and
  stubbornness, Optimism and delusion.While we
  believe that our clients are loyal for good
  reasons, we go beyond reason to make it work
• CEO Tablet Hotels

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CONTACT Howard Raynor Managing Director
World Class Service LtdSt James Building61-95
Oxford StManchester M1 6EJT 0161 456 6007M
07808 299954E howard_at_worldclassservice.co.uk