If you can’t measure it, you can’t improve it (Lord Kelvin) and you surely can’t manage it (Peter Drucker) –

These quote seem to bring common wisdom but what does it mean for a service organization?  How do you measure success? And maybe before measuring it, how do you define success?

Most organizations today recognize the importance of improving customer service to differentiate from the competitors. However, customer service is only a touchpoint of a whole experience. What people are looking for today are experiences that will make a difference in their ordinary life, generate positive emotions which can then be shared with their friends and families. Those who share their experience wish to see your organization do more business and to succeed. Consequently, customer experience is one of the primary generators of the most powerful marketing tool: positive word of mouth. In order to achieve this, organizations must start thinking strategically about how to incorporate customer experience (and beyond) in their structure. However, where do we begin? The very first step of a successful customer experience is listening to their preferences and thinking strategically on how to translate these elements into the organizational structure.

How should this translate in selecting the right KPIs for measuring your performance? How do you include both employees and customers in a holistic approach that can embark everyone to the next stage of a breakthrough performance?

Balance of lectures and discussions with participant presentations, debates and team discussions

Through this workshop “Strategic service Operations: revisiting KPIs for a breakthrough performance”, participants will discover the importance of bringing customer experience to the strategic level and vice versa. Through various examples and cases studies, participants will explore quality improvement initiatives incorporating both customer and employee experience, a quality approach that will ultimately be measured in terms of both customer and employee satisfaction and endorsement.

If you can’t measure it, you can’t improve it (Lord Kelvin) and you surely can’t manage it (Peter Drucker) –

These quote seem to bring common wisdom but what does it mean for a service organization?  How do you measure success? And maybe before measuring it, how do you define success?

Most organizations today recognize the importance of improving customer service to differentiate from the competitors. However, customer service is only a touchpoint of a whole experience. What people are looking for today are experiences that will make a difference in their ordinary life, generate positive emotions which can then be shared with their friends and families. Those who share their experience wish to see your organization do more business and to succeed. Consequently, customer experience is one of the primary generators of the most powerful marketing tool: positive word of mouth. In order to achieve this, organizations must start thinking strategically about how to incorporate customer experience (and beyond) in their structure. However, where do we begin? The very first step of a successful customer experience is listening to their preferences and thinking strategically on how to translate these elements into the organizational structure.

How should this translate in selecting the right KPIs for measuring your performance? How do you include both employees and customers in a holistic approach that can embark everyone to the next stage of a breakthrough performance?