When people think about innovation in customer service, they usually think about the improvements in technology or processes that make the provision of faster or more efficient services. The restaurants have introduced portable devices that buzz customers when their table is ready, and the use of queues at supermarket checkouts self. While these innovations may simplify things for customers, service organizations rarely ever stop to consider the general psychology that shapes service encounters. In fact, many key psychological variables that affect perceptions of subtle improvements that help customers define a fully articulated yet defined or positive experience. Organizations often measure outcomes of service encounters in concrete terms, as the arrival time of the flight or the time to solve the client’s call. However, the results, emotions and subjective feelings are more difficult to describe a passenger enjoying the flight? The customer service call center has a foot problem feel better about the provider? How to have a better understanding of the dynamics of systems and process analysis has led companies to rethink their business to get explicit results, the results of the decision-making behavior, cognitive psychology and social psychology can point to service providers ideas for remodeling psychological or implicit aspects of service encounters. In this article, the authors examine three factors emotions, trust and customer evaluations of service experiences control platform and service overview. Based on research conducted in companies, including Harrah’s, MGM Grand, Dell, Farmers Insurance, the Seattle SuperSonics, and McKinsey & Company, I argue that organizations seeking excellence in customer service should attack the “side soft “management of clients with the same kind of intensity that have been used to restructure workflows and supply chains.
Richard B. Chase
Source: MIT Sloan Management Review
Publication Date: October 1, 2010. Prod #: SMR362-PDF-ENG
Designing the sweet side of the solution of the case of Customer Service