Designing the Soft Side of Customer Service Harvard Case Solution & Analysis

When people think about innovation in customer service, they usually think of the process or enhancements that make service delivery faster and more efficiently. Restaurants have introduced hand-held devices that buzz customers when their table is ready, use the self-service supermarkets and check the line. While such innovations may simplify matters for clients, service organizations rarely stop to consider the overall psychology that shapes service encounters. Indeed, many of the key psychological factors that influence the perception of the client-subtle improvements that help determine a positive experience, is not yet fully defined or articulated. Organizations often measure the results of the meeting in favor of specific conditions, such as the flight arrival or time to deal with customer calls. However, the subjective results, emotions and feelings that are difficult to describe: A passenger enjoy the flight? A customer service center called the problem of distance feel better about the provider? As well as having a better understanding of the dynamics of systems and process analysis has pushed companies to reorganize their activities to achieve clear results, the findings of the behavioral decisions, cognitive psychology and social psychology, you can specify the service providers to the idea of ​​the reorganization of psychological or implicit aspects of service encounters. In this article, the authors examine how three factors: emotions, trust and control assessment form customer service experiences and their general type of service. Based on research conducted by the company, including Harrah, MGM Grand, Dell, Farmers Insurance, Seattle SuperSonics, and McKinsey & Company, they argue that organizations seeking to excel in customer service is necessary to attack the "soft side" of customer management with the Type the same intensity they had previously used for process re-engineering and supply chains. "Hide
by Sriram Dasu, Richard B. Chase Source: MIT Sloan Management Review 9 pages. Publication Date: 01 Oct 2010. Prod. #: SMR362-PDF-ENG

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