Where the product is the interaction.
WHAT MAKES IT DIFFERENT
The service is produced and consumed at the same moment It cannot be inspected before delivery The customer participates in it Consistency depends on people
WHAT THAT IMPLIES
Quality must be built into how people work, because there is no chance to catch it afterwards.
WHAT CUSTOMERS JUDGE SERVICE ON
Whether it was done right Whether it was done when promised How they were treated What happened when something went wrong
WHY THE LAST ONE MATTERS MOST
Recovery from failure affects loyalty more than flawless delivery.
WHAT TO DEFINE
The standard, in observable terms.
WHAT EXAMPLES LOOK LIKE
Responding within a stated period Confirming details before proceeding Following up after completion
WHAT TO AVOID
Standards phrased as attitudes.
WHY
They cannot be trained or measured.
WHAT TO TRAIN
The specific behaviours.
WHAT TO GIVE STAFF
Authority to resolve problems within limits.
WHY
Escalation for everything produces delay and frustration.
WHAT TO MEASURE
Whether commitments were met Repeat problems What customers say
HOW TO GET WHAT CUSTOMERS SAY
Ask, briefly, after delivery.
WHAT TO DO WITH IT
Address themes.
WHAT TO RECOGNISE
That consistency is the hard part in services.
