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Building a Competitive Differential:

Gold Star “Service Excellence”

Endorsed by:

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A European Best Practice Approach

There are many different approaches you can use. Keep it structured and systematic, look at

processes. Look at what you do and what results you get. Invest in training & people development. Use Stretch Targets. Compare and Benchmark. Recognise, Reward and Embed. The CforC approach – “Gold Star”….

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What Gold Star does…

1. Helps you improve your customer facing services in real and tangible ways.

2. Benchmarks your existing customer service processes against European Better Practice.

3. Provides a tangible way of telling your (new) customers and stakeholders of your commitment and European standard of Service Excellence.

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S

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What Gold Star does…

1. Helps you improve your customer facing services in real and tangible ways.

2. Validates your existing customer service processes against a European benchmark.

3. Provides a tangible way of telling your (new) customers and stakeholders of your commitment and European standard of Service Excellence.

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Scheme Summary

Complete an assessment against International Best Practice This is done through a Service Excellence Gold Star

‘Approved Advisor’ Identify the areas of strength & under performance Agree Close the Gap action plan to move the under

performing areas to a minimum standard External evaluation of your progress by an appointed

‘Validator’ If minimum standard achieved – then awarded: “Service Excellence Gold Star” Use the scheme to promote your business

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Project Plan – Key Steps

PROCESS

TIME SCALE 3.5 DAYS TYPICALLY OVER 6 MONTH PERIOD

AssessmentClose the

GapImprove Accreditation

Half Day Half Day 2 x Half Days4 x 1 hr Coaching

Half Day PrepHalf Day Audit

Around 2 weeks Up to 8 weeks Around 2 weeks

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Process Step #1 Assessment

An Approved Adviser is appointed to work with you through the programme.

A date is agreed for the initial assessment which takes around half a day.

Assessment is conducted using the questionnaire toolkit.

Process involves completing the questionnaire with key managers/people within your company.

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Process Step #2 Close the Gap

From the inputs of the questionnaire toolkit a “Close the Gap action plan is produced. This highlights: -– Strengths– Gaps in performance when compared to the

standard

A Close the Gap action plan is agreed using SMART metrics.

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Process Step #3 Improve

You work towards completing the action plan.Action item owners are appointed.2 x half days of facilitation are available to

draw upon knowledge/experience. These sessions to concentrate on any missing skills.

4 x 1 hour Coaching sessions are available. Usually completed by telephone and focus on assisting through advice issues/problems which may arise.

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Process Step #4 Accreditation

At some point in time, you will complete the action plan and feel ready to apply for accreditation.

You complete the application form which helps you prepare for the accreditation day and to gather the evidence required.

A Validator is appointed and a date for the accreditation site visit is agreed.

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Process Step #4 AccreditationTypical Site Visit Day

10.00 Welcome on site 10.10 Site tour and introductions 10.30 Presentation by Management Team 11.00 Interview #1 with key person 11.45 Interview #2 with key person 12.30 Lunch 13.00 Interview #3 with key person 13.45 Document Review 14.30 Staff focus group (if appropriate) 15.00 Validator completes profile score 15.30 Validators presents findings 15.45 Planned Finish

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Supporting Information

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Outline of the Assessment

In two parts: -– Questions

• You answer 42 questions about your customer service policy, processes and measurements

• You reflect on your business, giving honest answers• Your Advisor brings insight and understanding

– Your Answers• Are collected by shading in the appropriate number of squares on

the self assessment form• You can shade in nil or 1 square (indicating under performance,

or 5 squares indicating you are International Best Practice

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Example Questions

Staff - A Team Approach 1 2 3 4 5

2a1 We provide and encourage the climate for action for our staff to deliver our customer services objectives.

2a2We continually encourage all our staff for ideas on improving our product and/or service offering to all our customers or service users.

2a3We empower our staff to proactively deal with and resolve customer issues and complaints.

2a4 We recognise and reward staff for successfully delivering customer service excellence.

2a5We have a staff charter that instills in employees the importance of delivering customer service excellence.

2a6 Our staff have, and are continually trained, in the appropriate skills and confidence to deliver customer service excellence.

Section 2 - Customer Service Culture

Your Answer

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Your Choice of Answers

Answer Answer Guide Doing things Measuring things

1) Not currently happening

The organisation does not currently do this - or may be thinking about it now.

We really have not even thought about this, or we may have considered it but have taken no action as yet.

We do not really measure any customer service activities.

2) Limited progress made

We have started to do this and have some results.

We have been thinking about this. We have got a few things up and running and we are beginning to see signs that we are doing things right.

We have measurements in place and the early results suggest that we are improving.

3) Significant progress made

We are doing this often and most results prove it.

We have clear leadership in terms of customer service. Staff and other stakeholders are involved and we can see things really working. Our customer service activities are really bringing benefits.

We are seeing the results from our customer service activities. We are showing steady improvement and are meeting many of our targets. We are comparing ourselves with other organisations and seem to be doing well.

4) Normal practiceYes we do this all the time - and other organisations in our sector compare themselves against us.

What we are doing is effective - and is in line with our strategy. We are learning from our experience and this is shared across our organisation. We can all clearly see the benefits of our customer service activities.

Our measurements show consistent improvement over several years.We are meeting or exceeding our targets. We are doing very well compared with other organisations in our industry sector.

5) Advanced in this area

Yes we do this - and do much more. We are considered to be world class and we can prove it.

We are working at a much more sophisticated level than the statements here would suggest. We are consistently doing the right things and we have comprehensive evidence and results to prove it. We are considered to be an exemplar organisation within ou

We use a wide range of measurements, showing strong improvements over many years. We exceed our targets and can demonstrate that we are best in class in many areas.We not only compare ourselves with organisations within our own industry sector, but comp

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Identifying Your Strengths

Strengths are important to develop because:– They build competitive advantage– They create competitive differential– They support your Value Proposition or Unique

Selling Point– They help you ‘delight’ your customers– They can mitigate customer service failures– Give staff a sense of ‘pride’ – Build reputation & brand over time

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Identifying Your Areas of Weaker Performance

Minimum “Good” Performance– Is represented by the 95 shaded cells– This is seen as a good minimum performance that will deliver

positive customer experiences– Weaker performance will result in a “hit and miss customer

experience” Relative Weaker Performance

– Anything above 95 but less than the total available of 210 cells

– Performance in between is recognised as relatively weaker with opportunity to improve

– You need to prioritise your areas of weaker performance

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Constructing Your “Close the Gap” Action Plan

With your Advisor: -– Identify all the shaded cells you have not covered, these are

your minimum– Examine other areas to see if there are improvements that

you decide are required– Design your “Close the Gap” action plan

• Use SMART metrics• Use people to ‘own’ specific actions• Involve everyone• Accept failure, learn and move on• Recognise & Reward Success

You get 2 x half day support sessions You receive 4 x 1 hour mentoring

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The “Gold Star” Standard

Gold Star awarded when: -– Minimum 95 cells covered– All the grey coloured cells are covered– There is a balance between sections 1 & 2 and 3

& 4

Role Model status awarded when: -– All of the above, and also:– 157 cells in total are covered

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Preparing for Your External Audit/Assessment

Monitor your action plan Use your assessment to check your performance Use your Advisor to give his/her opinion When you’re ready contact CforC A “Gold Star” Validator is appointed You agree the site visit day You prepare for the visit set as set out

in the guidelines

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The Audit – What Happens on the day?

Validator conducts a 1-day audit/assessment Interviews key staff/managers Interviews staff focus group(s) Conducts systems audit Reviews your records If you meet the criteria the Gold Star is awarded on

the day If you have some small non conformance you have 3

months to complete If you have major non conformance another

full 1-day audit is required

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The Pilot Programme (1)

Case Study companies: -

– Clandeboye Lodge hotel (Role Model)– Boomer Industries– NI Chamber of Commerce– Airporter– Baker, Tilly, Mooney, Moore– SLA Mobile

Down case studies load at: - http://www.cforc.org/Services/Innovation/serviceexcellence.asp

Watch 6 minute case study short films at: - http://www.youtube.com/watch?v=ZFWBmNVGco8

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Endorsements & Credibility

Public launch on 23 June 2011 by Minister for DETI-NI Arlene Foster

Supported and Validated by 66 case studies from across different sectors and company sizes.

Endorsed by NI Chamber of Commerce [NICC] Endorsed by Government [DETI-NI] Endorsed by The Consumer Council ANDAND Recognised as European Benchmark by EFQM Adopted by Citizens Information Board (CIB)

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Scheme Summary

Complete an assessment against European Better Practice Benchmark

This is done through a Gold Star Service Excellence ‘Approved Advisor’

Identify the areas of strength & under performance Agree Close the Gap action plan to move the under

performing areas to a minimum standard External evaluation of your progress by an appointed

‘Validator’ If minimum standard achieved – then awarded: “Gold Star Service Excellence” Use the scheme to promote your business

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Questions and Answers…

For more information contact:

adrian.gundy@cforc.org or

Tel: Northern Ireland 028 9073 7950

Tel: Ireland 048 9073 7950

Thank you for your interest.We hope to have the opportunity of working with

you in the not too distant future.