Over the past 100 years the global economy has shifted from an industrial to a service economy.  In the United States for example, 80% of jobs are now in service.  To be successful, organizations need to design service excellence into standard operations and key service attributes must be selected, trained and integrated into the service design.  In this environment, strongly differentiated service excellence is a key driver of customer engagement and customer loyalty.

 

Service Management is built upon the premise that being “specific things to specific people” has a higher impact on profit and customer satisfaction than being “all things to all people”.  Organizations need to identify what is important to the target customer base and deliver on these attributes.  Equally important is for organizations to dis-invest in non-critical attributes and accept that they can perform “badly” is these areas.  Organizations are most effective when they allocate their time and resources to the right customers and concentrate on the most differentiated aspects of customer service that are central to the company’s long-term success.

 

Keystone’s Service Management Practice Area builds upon research by Harvard Business School professor, Frances X. Frei.  Keystone’s teams apply Service Excellence research to identify customer service needs, identify business approaches to improve customer service and develop customer loyalty models.  We develop attribute maps, service strategies and prioritize operating segments that are the most attractive to the company’s current and future service offerings.