SERVICE SECTOR MANAGEMENT NOVEMBER 2010

SECTION I Q. 1) Explain the concepts a) Service Marketing Trinity Ans. Service marketing involves 3 types of marketing: 1. EXTERNAL MARKETING 2. INTERNAL MARKETING 3. INTERACTIVE MARKETING The three types of service marketing can be depicted and explained by a 'Service Triangle'. 1. External Marketing : Setting the Promise Marketing to END-USERS. Involves pricing strategy, promotional activities, and all communication with customers. Performed to capture the attention of the market, and arouse interest in the service. 2. Internal Marketing : Enabling the Promise Marketing to EMPLOYEES. Involves training, motivational, and teamwork programs, and all communication with employees. Performed to enable employees to perform the service effectively, and keep up the promise made to the customer. 3. Interactive Marketing : (Moment of Truth, Service Encounter) This refers to the decisive moment of interaction between the front-office employees

and customers, i.e. delivery of service. This step is of utmost importance, because if the employee falters at this level, all prior efforts made towards establishing a relationship with the customer, would be wasted. b) Service Encounters Ans. Service encounters are transactional interactions in which one person (e.g., a vendor, office clerk, travel agent) provides a service or good (e.g., a product, an appointment, airline tickets) to another person. Service encounter is the Moment of truth. It is when the customer interacts with the service or product for the first time. It has 3 different P's than the product and they are people, process and physical evidence.

c) Intangibility and variability in services Ans. Intangibility-Unlike physical products,services cannot be seen,tasted,felt,heard or smelled before they are bought.The person getting a facelift cannot see the results before the purchase and the patient in the psychiatrists office cannot know the exact outcome. To reduce uncertainty,buyers will look for evidence of quality.Therefore the service providers task is to manage the evidence, to tangibilize the intangible.Whereas product marketers are changed to add abstract ideas,service marketers are changed to add physical evidence and imagery to abstract officers. Variability-Because services depended on who provides them and when and where they are provided, they are highly variable. Some doctors have an excellent bedside manner; others are less patient with their patients. Some surgeons are very successful in performing a certain operation;others are not .Service buyers are aware of this variability and often talk to others before selecting a service provider. d) Zone of Tolerance Ans. The zone of tolerance is usually defined as the range of customer perceptions of a service between desired and minimum acceptable standards. It is the range of service performance that a customer considers satisfactory. Performance below the zone is seen as dissatisfying and performance above the zone is seen as delighting. The importance of this zone of tolerance is that customers may accept variation within a range of performance, and any increase or decrease

in performance within this area will only have a marginal effect on perceptions. Only when performance moves outside this range will it have any real effect on perceived service quality. If a customer's zone of tolerance is narrow, then he or she may be highly sensitive to the service experience, with a greater likelihood of dissatisfying or delighting outcomes. Conversely, if a customer has a wide zone of tolerance, then he or she may be much less sensitive to the service experience, thus increasing the likelihood of a satisfactory or acceptable outcome. The width of the zone of tolerance may vary from customer to customer and from situation to situation. e) Buying Roles Ans. The five main buying roles are as follows: 1. 2. 3. 4. 5. The Initiator the person who decides to start the buying process. The Influencer the person who tries to convince others they need the product. The Decider the person who makes the final decision to purchase. The Buyer the person who is going to write you the check. The User the person who ends up using your product, whether he had a say in the buying process or not.

f) Flow Charting Ans. Flowcharting displays the activities you may need to execute to achieve successful implementation and in-service management of your services program. These activities are intended as guides for consideration as you plan your services program. They are structured for a services program that intends for the prime services contractor to provide human resources and necessary ancillary support equipment (e.g., employee workstations or test equipment), and involves the modification of facilities to provide space by an agent other than the prime services contractor. g) Positioning of services Ans. After segmenting and selecting the target market, the next logical step in developing a market strategy is to design a differentiation and positioning strategy. Let us look at some examples that show the importance of these concepts. The Ritz Carlton is considered one of the best hotels around the world for customer service. Daewoo is well known for manufacturing family cars. McDonalds, is known for its variety of products, speed and efficient customer service. Jet Airways in India has received many awards for being the best airline to serve the economy and business class travellers. All these companies have differentiated their products/services well enough for their customers to view them as distinct from their competitors, offers and have helped them occupy a unique place in their customers minds.

Section II Q. 3) Explain the Gap model of service quality and the ways to overcome each gap. Ans. GAP Analysis In business and economics, Gap Analysis is a business resource assessment tool enabling a company to compare its actual performance with its potential performance. At its core are two questions: 1. Where are we? 2. Where do we want to be? If a company or organization is under-utilizing resources it currently owns or is forgoing investment in capital or technology then it may be producing or performing at a level below its potential. This concept is similar to the base case of being below one's production possibilities frontier. This goal of the gap analysis is to identify the gap between the optimized allocation and integration of the inputs and the current level of allocation. This helps provide the company with insight into areas that have room for improvement. The gap analysis process involves determining, documenting and approving the variance between business requirements and current capabilities. Gap analysis naturally flows from benchmarking and other assessments. Once the general expectation of performance in the industry is understood it is possible to compare that expectation with the level of performance at which the company currently functions. This comparison becomes the gap analysis. Such analysis can be performed at the strategic or operational level of an organization. 'Gap Analysis' is a formal study of what a business is doing currently and where it wants to go in the future. It can be conducted, in different perspectives, as follows: 1. Organization (e.g., human resources) 2. Business direction 3. Business processes 4. Information technology Gap analysis provides a foundation for measuring investment of time, money and human resources required to achieve a particular outcome (e.g. to turn the salary payment process from paper based to paperless with the use of a system).

Note that 'GAP Analysis' has also been used as a means for classification of how well a product or solution meets a targeted need or set of requirements. In this case, 'GAP' can be used as a ranking of 'Good', 'Average' or 'Poor'.

GAP Analysis and New Products: The need for new products or additions to existing lines may have emerged from the portfolio analyses, in particular from the use of the Boston Growth-share matrix or the need will have emerged from the regular process of following trends in the requirements of consumers. At some point a gap will have emerged between what the existing products offer the consumer and what the consumer demands. That gap has to be filled if the organization is to survive and grow. To identify the gap in the market, the technique of Gap analysis can be used. Thus an examination of what profits are forecast to be for the organization as a whole compared with where the organization (in particular its shareholders) 'wants' those profits to be represents what is called the planning Gap: this shows what is needed of new activities in general and of new products in particular. The planning Gap may be divided into four main elements: 1. Usage Gap: This is the Gap between the total potential for the market and the actual current usage by all the consumers in the market. Clearly two figures are needed for this calculation: Market Potential: The most difficult estimate to make is that of the total potential available to the whole market, including all segments covered by all competitive brands. It is often achieved by determining the maximum potential individual usage, and extrapolating this by the maximum number of potential consumers. This is inevitably a judgment rather than a scientific extrapolation, but some of the macro-forecasting techniques may assist in making this estimate more soundly based. The maximum number of consumers available will usually be determined by market research, but it may sometimes be calculated from demographic data or government statistics. Ultimately there will, of course, be limitations on the number of consumers. For guidance one can look to the numbers using similar products. Alternatively, one can look to what has happened in other

countries. It is often suggested that Europe follows patterns set in the USA, but after a time-lag of a decade or so. The increased affluence of all the major Western economies means that such a lag can now be much shorter. The maximum potential individual usage, or at least the maximum attainable average usage (there will always be a spread of usage across a range of customers), will usually be determined from market research figures. It is important, however, to consider what lies behind such usage. 2. Product Gap: The Product Gap, which could also be described as the segment or positioning gap, represents that part of the market from which the individual organization is excluded because of product or service characteristics. This may have come about because the market has been segmented and the organization does not have offerings in some segments, or it may be because the positioning of its offering effectively excludes it from certain groups of potential consumers, because there are competitive offerings much better placed in relation to these groups. This segmentation may well be the result of deliberate policy. Segmentation and positioning are very powerful marketing techniques; but the trade-off, to be set against the improved focus, is that some parts of the market may effectively be put beyond reach. On the other hand, it may frequently be by default; the organization has not thought about its positioning, and has simply let its offerings drift to where they now are. The Product Gap is probably the main element of the planning gap in which the organization can have a productive input; hence the emphasis on the importance of correct positioning. 3. Competitive Gap: What is left represents the gap resulting from the competitive performance. This Competitive Gap is the share of business achieved among similar products, sold in the same market segment and with similar distribution patterns - or at least, in any comparison, after such effects have been discounted. Needless to say, it is not a factor in the case of the monopoly provision of services by the public sector. The Competitive Gap represents the effects of factors such as price and promotion, both the absolute level and the effectiveness of its messages. It is what marketing is popularly supposed to be about.

4. Market Gap Analysis: In the type of analysis described above, gaps in the product range are looked for. Another perspective (essentially taking the `product gap' to its logical conclusion) is to look for gaps in the 'market' (in a variation on `product positioning', and using the multidimensional `mapping'), which the company could profitably address, regardless of where its current products stand. Many marketers would, indeed, question the worth of the theoretical gap analysis described earlier. Instead, they would immediately start proactively to pursue a search for a competitive advantage. Ways to Overcome Service Gaps: Parasuraman, Berry and Zeithaml who are academic research pioneers on service offer 9 lessons that they maintain are essentials for improving service quality across service industries: 1. Listening: Understand what customers really want through continuous learning about the expectation and perceptions of customers and noncustomers E.g.; by means of service quality information system 2. Reliability: Reliability is the single most important dimensions of service quality and must be a service priority 3. Basic Service: Service companies must deliver the basics and do what they are supposed to do keep promises, use common sense, listen to customers, keep customers informed and be determine d to deliver value to customers. 4. Service Design: Develop a holistic view of the service while managing its many details. 5. Recovery:

To satisfy customers who encounter a service problem, service companies should encourage customers to complain (and make it is easy for them to do so) respond quickly and personally, and develop a problem resolution system. Surprising customers although reliability is the most important dimension in meeting customers service expectations process dimension s. E.g. assurance, responsiveness and empathy are most important in exceeding customers expectations for example by surprising them with uncommon swiftness grace courtesy competence commitment and understanding.

6. Fair Play: Service companies must make special efforts to be fair and to demonstrate fairness to customers and employees. 7. Team Work: Teamwork is what enables large organization to deliver service with care and attentiveness by improving employee motivation and capabilities. 8. Employee Research: Conduct research with employees to reveal why service problems occur and what companies must do to solve problems. 9. Servant Leadership: Quality service comes from inspired leadership throughout the organization from excellent service system design from the effective use of information and technology and from a slow to change, invisible, all; powerful, internal force called corporate culture. Q. 4) It is said that service marketing is different from product marketing. Explain the elements of service marketing mix with reference to Hospitals. Ans. Yes, Service Marketing is different from product marketing.

Services marketing is marketing based on relationship and value. It may be used to market a service or a product. Marketing a service-base business is different from marketing a goods-base business. There are several major differences, including: 1. The buyer purchases are intangible 2. The service may be based on the reputation of a single person 3. It's more difficult to compare the quality of similar services 4. The buyer cannot return the service A service is the action of doing something for someone or something. It is largely intangible (i.e. not material). A product is tangible (i.e. material) since you can touch it and own it. A service tends to be an experience that is consumed at the point where it is purchased, and cannot be owned since is quickly perishes. A person could go to a caf one day and have excellent service, and then return the next day and have a poor experience. Elements of Service Marketing Mix with reference to Hospitals 1 - PRODUCT The service product is an offering of a commercial intent having features of both tangible and intangible seeking to satisfy new wants and demands of the consumer, hospital industry is action oriented and there is a lot of interaction with the customers. The service products of the hospitals have the following features: Quality level Supporting services play an important role having the quality of Medicare. These services, which include laboratory, blood banks, catering, radiology and laundry, in a true sense determine the quality of services made available by medical and paramedical personnel. Accessories This is a very good way of segmenting customers. Many hospitals provide additional services such as catering, laundry, yoga sessions, cafeterias, etc. for the customers who are willing to pay extra. Hospitals have different wards-General and special. Certain hospitals provide services for the family members of the patients when they are not the same-city for accommodating and catering. Packaging It is the bundling of many services into the core service. E.g. Apollo hospital offers a full healthcare checkup to the patients. Product Line Hospitals through their services offer many choices to the patient and cover a wide range of

customer needs. For example: Apollo has a dental department, cardiology department etc. and within the dental department it has dental surgery, root canal, etc. Brand name Hospitals, to differentiate themselves and their services from others use a brand name. The intangibility factor of the service makes it all-important for the hospitals to do so. Government Hospitals: This as a product is fairly good. In some hospitals like J.J. hospital, Mumbai they provide quality services at cheaper rates and also is technically well equipped. But most of the government hospitals in spite of government grants do not provide quality service. Hence it is perceived as of low quality. Private hospitals: Private hospitals like Bombay Hospital, Apollo are well equipped and the services provided are of good quality but they charge huge price for it. Hence the middle-income group perceives them as elite class hospitals.

2 - PLACE Incase of hospitals the location plays a very important role. The kind of services a hospital is rendering is also very important for determining the location of the hospital. Example: Tata memorial hospital specializes in cancer treatment and is located at a center place unlike other normal hospitals, which you can find all over other places. In a country like India which is geographically vast and where majority of the population lives in the rural areas place factor for a hospital plays a very important role. A typical small village or town may be having small dispensaries but they will not have super specialty hospitals. For that they will have to be independent on the hospitals in the urban areas. 3 - PEOPLE Under hospital marketing mix people includes all the people involved in the service providing process which includes doctors, nurses, supporting staff etc. the earliest and best way of having control on the quality of people will be by approving professionally sound doctors and other staff. Hospital is a place where small activity undertaken can be a matter of life and death, so the people factor is very important. Under hospital marketing a right person for the right job has to be appointed and they should be adaptable possess versatility. The patients in the hospitals are already suffering from trauma, which has to be understood by the doctors and staff. The people of the hospital should be constantly motivated to give best of their effort.

Government Hospital: In Indian government hospitals except a few almost all the hospitals and their personnel hardly find the behavioral dimensions significant. Hence even if the patients get the correct treatment they are often dissatisfied with the behavioral pattern of the staff. Private Hospital: They have pleasing manners and behave softly with the patients. They provide timely care and are present always in times of need. 4 - PROCESS Process generally forms the different task that are performed by the hospital. The process factor is mainly dependant on the size of the hospital and the kind of service it is offering. Government Hospital: There is lot of paper work involved in the whole process. Hence the whole process from admission to discharge is tedious. Private Hospital: With the advent of information Systems in hospitals all the paper work is reduced and the process is smooth and fast.

5 - PHYSICAL EVIDENCE It does not play an important role in the health care services, as the core benefit the customer seeks is proper diagnosis and proper cure of the problem. Physical evidence can be in the form of smart buildings, logos, mascots etc a smart building infrastructure indicates that the hospitals can take care of all needs of the patients. Government Hospital: Government hospitals have a huge building, but are not properly maintained; hence it creates a bad impression among its patients that the hospital is unhygienic. Private Hospital: Private hospital like Bombay Hospital has got a smart building, which helps, in developing the minds of the people, the impression that it is the safest option among the different hospitals available to the people. 6 - PROMOTION Hospitals for promotions use either advertisements or P.R or both after taking in to consideration the target customers, media type, budget and the sales promotion. The health care field has

become very competitive. Although one fourth of our population stays in urban India, three fourth of the total doctors have engaged themselves in this part. Word of mouth plays an important role during information acquisition stage of the customers, as there are no objective performance measures to judge the various alternatives available to them. Therefore satisfied past patients of the hospital can bring more number of patients to that hospital than a number of advertisements. In a competitive market place the images of the firms will affect their competitive standing. One factor that is likely to have significant impact of the health care scene is the growing hospital chains such as Apollo, Birla health centers, etc. artificial heart transplants and other complex operations although are few in number and generate a small portion of the total revenue, they help in generating word of mouth which health care providers are actually interested. Many of these companies are spending a lot in corporate advertising for image building. Government Hospital: They do not undertake major promotion programmes and hence are not very popular among the masses. Private Hospital: They undertake extensive promotion. Along with this they undertake massive complex operations which if successful create a good brand value of the hospitals.

7 - PRICE Pricing in Government / Trust Hospitals In the Indian setting where a number of persons are below poverty line it is challenging task to formulate a pricing strategy, which is successful in serving the social interests and generating profits. Hospitals need to invest a lot in sophisticated equipment and technologies to improve the quality of medical aid. Even the affluent sections of the societies expect; low cost services form the social institutions in general and hospitals in particular the task of services innovative in line with latest developments in field of physical sciences is difficult. It is due to this that the most government hospitals are in deplorable condition. The ex-checker finds it difficult to finance hospitals and further, the government regulations also close doors foe generating finance from internal sources. The ultimate sufferers are the society and specially the poorer sections. Since the affluent sections have the options to avail the expensive medical services made available by the hospitals. The societal marketing principles make can advocacy in favor of protecting the public interests but it not meant that the hospitals have a uniform pricing/fee structure for all the users. The fee strategy for all the hospitals should be in proportion to the incomes of users, which would engineer a sound foundation for qualitative or quantitative improvements.

For social institutions like government hospitals a discriminatory fee structure is preferred since it provides even the weaker sections of society, an opportunity to avail the quality medical services. This enables hospitals to innovate services to keep pace with the latest developments in the medical sciences.

Q. 5) Explain the distinctive characteristics of services with its implications. Ans. Most organisations provide a service of some sort or other. For organisations such as Banking, Insurance, Hospitals, Tourism, Airlines, Infrastructure , Education, etc. service represents a major part of what they have to offer. They are known as service organisations. Others who are in manufacture of products service is of lesser importance albeit significant importance. There are particular problems in services industries namely tangibility, inseparability, variability, and perishability. Put in most simple terms services are deeds, processes and performances. Services include all economic activities whose output is not a physical product or construction is generally consumed at the time it is produced and provides added value in forms that are essentially intangible concerns of its first purchases. It encompasses a wide range of industries. Distinguishing Characteristics of Services Customers do not obtain ownership of services Intangible elements dominate value creation Greater involvement of customers in production process Other people may form part of product experience Greater variability in operational inputs and outputs Many services are difficult for customers to evaluate Service products are ephemeral and cannot be inventoried Time factor is more important--speed may be key Delivery systems include electronic and physical channels Characteristics / unique features of Services

1. Intangibility: Unlike physical products, services are intangible; they can not be seen, touched, or smelt. Services like banks, hotels, hospitals etc., have varying degrees of tangible and intangible components. Services as a group have a dominant intangible component; and that is its specialty. Because of this customer cannot sample a service in advance and it, therefore, becomes difficult for the consumer to judge a service before it is bought; he has no tangibles to go by for judging the service in advance; he cannot know its exact outcomes in advance.

2. Inseparability: Services are marked by 2 kind of inseparability: Inseparability of production and consumption. Inseparability of the services from the person who possess the skill and performs the service. o Services are produced and consumed concurrently. This is not so with physical products. The latter are manufactured are manufactured at one point of time and location, and consumed at another point of time and location; they are stored somewhere and transported to places where customers are located. Services, on contrary, are consumed simultaneously- at the same point of time and location. Secondly, Services are also inseparable from there providers. The latter are integral part of the services.

3. Variability/heterogeneity: Services are marked as variability because of 3 reasons: The inseparability of the service provider leads to some variability; variability automatically enters the picture depending on the person performing the service. Services are highly people-intensive and anything, that is people-intensive is bound to be marked by variability in performance In services, the effect varies dependent on when and where the service is provided. 4. Perish ability: Services can not be stored. There is no inventories in case of service. Service does not even exist when you buy one. You can order it, and then you get it. 5. Ownership:Services do not result in ownership of anything. Unlike in product marketing, in service marketing there is no ownership transfer.

The buyer does not become the owner of anything, he just uses it or experiences the service.

Implications and means of overcoming characteristics. 1. Intangibility:Sampling is difficult. Difficult to judge quality and value in advance. Not possible to patent or have copyright. Relatively difficult to promote. Overcome:Focus on benefits. Use brand names Use personalize service. Develop reputation increase tangibility 2. Inseparability:Requires presence of performer. Direct sale limited scale operations. Learn to work in larger groups. Work faster. Train more services geographically limited markets. 3. Heterogeneity:Difficult to standardize quality. Careful selection and training of personnel. Define behavior norms. Reduce role of human element. 4. Perishability:Cannot be stored. Problem of demand fluctuation. Better match between supply and demand by price reduction in low demand season.

5. Ownership:Customer has access to but not on activity Stress advantage to non-ownership such as easier scheme.

Q.6) Write short notes ona) Vision-Mission statement Ans. Vision-Mission Statement can be shown with the help of an example 1) Online Food Restaurant VISION STATEMENT: The company's goal is that of a multi-faceted success. Our first responsibility is to the financial well-being of the restaurant. We will meet this goal while trying to consider; -the effect of our products on the health and well being of our customers (and our staff), -the impact that our business practices and choices will have on the environment, and -The high quality of attitude, fairness, understanding, and generosity between management, staff, customers, and vendors. Awareness of all these factors and the responsible actions that result will give our efforts a sense of purpose and meaning beyond our basic financial goals. MISSION STATEMENT: "Change the way, food is served 2) At Coca-Cola The world is changing all around us. To continue to thrive as a business over the next ten years and beyond, we must look ahead, understand the trends and forces that will shape our business in the future and move swiftly to prepare for what's to come. We must get ready for tomorrow today. That's what our 2020 Vision is all about. It creates a long-term destination for our business and provides us with a "Roadmap" for winning together with our bottling partners. Our Mission Our Roadmap starts with our mission, which is enduring. It declares our purpose as a company

and serves as the standard against which we weigh our actions and decisions.

To refresh the world... To inspire moments of optimism and happiness... To create value and make a difference.

Our Vision Our vision serves as the framework for our Roadmap and guides every aspect of our business by describing what we need to accomplish in order to continue achieving sustainable, quality growth.

People: Be a great place to work where people are inspired to be the best they can be. Portfolio: Bring to the world a portfolio of quality beverage brands that anticipate and satisfy people's desires and needs. Partners: Nurture a winning network of customers and suppliers, together we create mutual, enduring value. Planet: Be a responsible citizen that makes a difference by helping build and support sustainable communities. Profit: Maximize long-term return to shareowners while being mindful of our overall responsibilities. Productivity: Be a highly effective, lean and fast-moving organization.

b) Opportunities in Journalism Sector Ans. In Journalism Sector, the various opportunities are as follows Broadcast journalism - Broadcast journalists are responsible for investigating, gathering and reporting on news and current affairs. They are expected to present this information in a fair, balanced and accurate way through news bulletins, documentaries and other factual programmes for radio, television and online broadcast. Broadcast journalists can fill a number of roles within the media including editor, reporter, presenter/news anchor, producer and correspondent. Fashion journalism - A fashion journalist needs all the attributes and qualities of a successful print journalist, such as researching and writing skills. They use the written word to portray what is, essentially, a visual medium in interesting, creative, entertaining and imaginative ways. They need to understand the national and international fashion industry, taking into account wider and more diverse factors, including societal, cultural and economic contexts.

Magazine journalism - Magazine journalists research and write news articles and features for a wide variety of periodicals, including consumer titles, business journals and trade publications. Magazines have a defined readership and focus on a specialist area or interest. Magazine journalism can cover a range of disciplines, such as writing, subediting and designing. Increasingly, magazines are also being produced for other media, especially the web. Knowledge of the concise writing style needed for the internet is therefore a necessary skill. Newspaper journalism - Newspaper journalists research and write stories for publication in local, regional and national press. Increasingly, they are also expected to write platform neutral pieces, which will appear in print, online and in broadcast form. Junior reporters are allocated work from the news desk and submit stories to the news editor, who passes it on to a team of sub-editors. Multi-tasking may be involved on smaller papers, covering photography, sub-editing, illustration and layout. Newspaper journalists cover many topics, including news, politics, culture, sport and science. They also write about local and national events, entertainment, lifestyle and human interest stories. Correspondents cover specific geographical areas, or specialist subjects. Feature writers produce more in-depth pieces with a personal voice.

c) Dimensions of Service Leadership

Ans.

The dimensions of Service Leadership are as follows 1. Strategy, vision and creativity: The ability to forge partnerships, to motivate and inspire peers, employees, partners and customers. The ability to create new ideas and methods in response to changing requirements. 2. Finance and operations: The ability to manage profit and loss. The ability to generate revenue and profit while developing repeatable processes. 3. Human resources: The ability to attract, retain and motivate employees. 4. Technical and domain knowledge: The ability to provide product and domain knowledge and feedback to clients and the company. The ability to develop a trusted advisor relationship with clients and develop this capability within the consulting organization. 5. Sales, marketing and communications: The ability to effectively communicate with peers, employees, partners and customers to generate and close business and win deals.

Believe that 100% reliability is feasible and worthwhile goal Frequently and effectively communicate their belief company wide Reward error-free service Empower frontline employees

Never content with status quo and strive for continuous improvement

Great service leaders must be multi-dimensional able to drive strategy and execution at the same time but they cannot do it alone. Leaders are only as good as their teams. Their singular focus is always on the improvement and enrichment of their team. They must convey their message to their top performers and hold those persons accountable to deliver. They must rely on sound practices and measurements to improve and document their performance, and to allow them to focus on the problems and issues only they can solve.