The Center for Services Leadership is helping develop a customer service curriculum aimed at youth between the ages of 16 and 24 who are not in school and not working. This is the first time that the Center is involved in delivering customer service education to those who will man the front line. The music …
Click Here to Listen to the Audio Podcast with Dr. Mary Jo Bitner Transcript: Customer rage decreased in the past two years, but negative emotions about interactions with firms about problems with products and services continue to simmer, costing companies billions in lost brand loyalty. The 2017 Customer Rage Study showed that a high number …
Uber reached a new high-water mark in May with 5 billion trips since its founding in 2010. That 5 billionth trip was actually 156 trips that started simultaneously in 24 countries on six continents. The company has experienced a rate of growth that staggers, and today, passengers can find a ride on their Uber apps …
This post was originally published in 2014. By Nancy J. Sirianni Brands are created by companies, but it’s the end customer who ultimately determines what the brand means to them. So, how do customers come to truly understand a brand and what it stands for? Service brands are experienced on a personal level, with employees …
Podcast Transcript This podcast is brought to you by the Center for Services Leadership, a groundbreaking research center in the W.P Carey School of Business at Arizona State University. The Center for Services Leadership provides leading edge research and education in the science of service. Darima Fotheringham: Welcome to the CSL Podcast. I am …
By Mary Murcott The results of 2015 Customer Rage Study show that consumers are increasingly dissatisfied with customer service in spite of the investments companies are making to improve customer satisfaction. Over 60% of the consumers interviewed for the study felt that they got “nothing” in response to their complaints about a problem with a …
In sum, companies should focus on a stable (and good) service performance level. Such performance level has the best outcomes for customers’ service assessment, and takes much less effort compared to constant adjustments needed in response to peaks and troughs in service performance. A good and stable performance, in turn, is a strong argument for companies in their communication to customers, as it may engender favorable perceptions of the service quality.
By: Jeanne Bliss Over the last ten years I’ve become convinced that annual planning is the Achilles’ heel of customer experience. It is at the root of what inhibits the most efficient investment on priority investments in customer driven growth. That is because annual planning usually starts with the silos, not the customer asset, and not …
By: John Abraham Several years ago, I met a successful customer service director in a retail bank. She had led the charge to bring customer experience thinking into the bank’s branch operations and call centers, defining how the company’s brand promise should be reflected in customer interactions. In fact, they had developed a specific greeting …
