Perfecting Service Management

Issue #31

Wednesday, November 12, 2003

Customer Centricity Continuously Improves

Since the launch of our initial website, we have worked to provide more information about our capabilities and extended resources to help you find better ways of optimizing your operations. We've also listened to feedback from our clients and subscribers about topics they would like addressed. The result is our completely new website that we launched last week. Totally redesigned, with a cleaner look and feel, the site provides much more depth in the area of Operations and Service Management. We hope that you find this site a valuable, easy to use resource for your business.

But we haven't stopped there. Our newsletter has also received a significant face lift. We've extended the topics to include Operations and Service Management and industry best practices. We promise to continuously strive to provide you valuable insight in these areas and hope this new format is more effective in delivering this information.

If you are a continuous improvement minded leader that is interested in "Perfecting Service Management" in your organization, check out our new and improved website at and let us know what you think!


What Do Your Customers Really Think of You? (Part 5)

by Harry W. Heermans, Jr.

This is the last article in the series, What Do Your Customers Really Think of You. The series has detailed the ways you can use active listening techniques to find out your customers' opinions and perceptions of your customer service offerings. In his book Discovering the Soul of Service, Leonard Berry has conveniently summarized active listening techniques, and we complete the list with employee surveys and service operating data capture.

Employee Surveys

Description: These surveys question employees about the service they provide and the quality of their work lives.

Purpose: Employee surveys measure internal service quality, identify employee-perceived obstacles to improved service, and track employee morale and attitudes.

Frequency: These surveys can be done at any time, but a good interval is quarterly.

Limitations: Employees may have difficulty providing unbiased opinions of service, either because they tend to want to view their performance in a positive light or because their job by its very nature requires dealing with complaints, which can color their perception of overall service.


Service operating data capture

Description: This is a system to retain, categorize, track, and distribute key service-performing operating data, such as service response times, service failure rates, and service delivery costs.

Purpose: This system monitors service performance indicators. It relates operating performance data to customer and employee feedback

Frequency: Service operating data capture is a continuous process.

Limitations: Objective measures of service operating data may not translate into customers' perceptions of service quality. The focus of these measures is on what is occurring but not why.


Final Thoughts


Be selective in implementing the active listening approaches we have described in this series. No company should use all of them. To do so would lead to information overload and paralysis caused by an overwhelming amount of data. By being selective, you will be able to cover the most meaningful constituencies: existing customers, competitors' customers, and employees. The biggest winners will be your customers, who after all are the people who count the most.


Telecom Industry: Looking Ahead
by Lauren Weiss


At the annual meeting of the Massachusetts Telecommunications Council on November 4, 2003, industry leaders presented their thoughts on the future and direction of the Telecom industry. All were optimistic that an improving economy would lead to increased demand for telecommunications products and services. Below are some of the highlights of what the experts had to say:


Capital expenditures have already been reduced and are limited; focus less on "traditional" opportunities and more on "transformational" ones:

  • operating efficiency

  • customer retention

  • selling efficiency

  • value-added services

Reduce operating expenses by focusing on:

Network maximizing value from existing network


Systems simplified, driven by customer-focused processes


Processes end-to-end, streamlined and standardized, automated, with clear metrics and tracking


Products fewer products, standardized, with material revenue

OSS investment will be critical in cost reduction and revenue enhancement: Areas offering large near-term returns: Provisioning, Billing, Customer Care Next-generation architectures QoS and IP billing Rapid deployment of new IP services


If you want to learn more about the specific areas where you can improve your Operations and Service Management as suggested by industry experts, feel free to contact us.

Customer Centricity Continuously Improves
What Do Your Customers Really Think of You? (Part 5)

Telecom Industry: Looking Ahead

Past Customer Centricity Newsletters

Recommended Reading
A new de-facto global standard is emerging in the area of IT/Service Management: ITIL (Information Technology Infrastructure Library). ITIL promotes best practice guidelines for Service Management with its comprehensive library of publicly accessible, specialized documentation on the planning, provision, and support of IT services.

If you recognize the importance of effective Service Management at your company, you will benefit from visiting this site. If you would like to determine your Service Management effectiveness, feel free to contact us.


About Customer Centricity, Inc.
We strengthen overall company performance through better service delivery and management.

We boost efficiencies in front-line customer service and technical support teams, order processing, fulfillment, field service, logistics and other key operations functions.

In short, we align the resources of your organization to exceed your customers' expectations in the most effective and efficient manner possible

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