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World Class Service

World Class Service. Museum’s and Galleries Forum Autumn 2007 Howard Raynor. 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

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World Class Service

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  1. World Class Service Museum’s and Galleries Forum Autumn 2007 Howard Raynor

  2. 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

  3. 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

  4. 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.

  5. 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.

  6. Customer advocacy is vital to success

  7. 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

  8. The current skills system isn’t effective for service sector

  9. 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 won’t 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

  10. 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”

  11. 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

  12. Key Service Traits - Environment • Safe • Secure • Open/working • Serviced – clean and maintained • Sensory impacts

  13. Management need to build the bridge to enable action

  14. 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

  15. 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.

  16. 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

  17. A service mindset “For us it’s 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

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

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