*Building a Competitive Differential:Gold Star Service Excellence

Endorsed by:

*A European Best Practice ApproachThere 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.

*What Gold Star doesHelps you improve your customer facing services in real and tangible ways.Benchmarks your existing customer service processes against European Better Practice.Provides a tangible way of telling your (new) customers and stakeholders of your commitment and European standard of Service Excellence.

*S

*What Gold Star doesHelps you improve your customer facing services in real and tangible ways.Validates your existing customer service processes against a European benchmark.Provides a tangible way of telling your (new) customers and stakeholders of your commitment and European standard of Service Excellence.

*Scheme SummaryComplete an assessment against International Best PracticeThis is done through a Service Excellence Gold Star Approved AdvisorIdentify the areas of strength & under performanceAgree Close the Gap action plan to move the under performing areas to a minimum standardExternal evaluation of your progress by an appointed ValidatorIf minimum standard achieved then awarded:Service Excellence Gold StarUse the scheme to promote your business

*Project Plan Key StepsPROCESSTIME SCALE 3.5 DAYS TYPICALLY OVER 6 MONTH PERIODAssessmentClose the GapImproveAccreditationHalf DayHalf Day2 x Half Days4 x 1 hr CoachingHalf Day PrepHalf Day AuditAround 2 weeksUp to 8 weeksAround 2 weeks

*Process Step #1 AssessmentAn 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.

*Process Step #2 Close the GapFrom the inputs of the questionnaire toolkit a Close the Gap action plan is produced. This highlights: -StrengthsGaps in performance when compared to the standardA Close the Gap action plan is agreed using SMART metrics.

*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.

*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.

*Process Step #4 AccreditationTypical Site Visit Day 10.00Welcome on site10.10Site tour and introductions10.30Presentation by Management Team11.00Interview #1 with key person11.45Interview #2 with key person12.30Lunch13.00Interview #3 with key person13.45Document Review14.30Staff focus group (if appropriate)15.00Validator completes profile score15.30Validators presents findings15.45Planned Finish

*Supporting Information

*Outline of the AssessmentIn two parts: -QuestionsYou answer 42 questions about your customer service policy, processes and measurementsYou reflect on your business, giving honest answersYour Advisor brings insight and understandingYour AnswersAre collected by shading in the appropriate number of squares on the self assessment formYou can shade in nil or 1 square (indicating under performance, or 5 squares indicating you are International Best Practice

*Example Questions

Introduction

Introduction - Customer Service Excellence Self-Assessment[include branding]Click here to see the scoring guide

Welcome

Welcome to the Customer Service Excellence Self Assessment Toolkit. Thank you for taking the time to complete it. The self assessment questionnaire is a simple tool for capturing your perceptions of your organisation's customer service activities. This

Your feedback will be combined with that of your colleagues to help identify current strengths, and potential areas for improvement.

Completing the self assessment:

Using the results of the self assessment:

- The results of this questionnaire will help you decide where and which additional activities, and where improvements to existing activities are required.In the questionnaire you will see a number of shaded cells in the answer columns. These are the m

Click here to see the scoring guide

CSE Model

The NI Consumer Council's Customer Service Excellence Model

Providing vision and leadership

Establish a culture of customer service excellence where the whole organisation anticipates, understands and responds to the needs and expectations of customers.

Use the '7 Consumer Tests' annually to assess the organisation's consumer focus and fairness and when developing new or existing policies and procedures see Appendix A

Clearly communicate your commitment to customer service excellence so that staff understand and contribute to it and customers appreciate and benefit from it.

Taking a team approach

Empower employees with the skills and confidence they need to deliver customer service excellence.

Instil in employees the importance of delivering customer service excellence, which will benefit them professionally, benefit the customer and the business as a whole.

Actively involve and encourage employees to contribute ideas and feedback that will improve the product and/or service.

Customer-friendly policies

Establish a clear complaints procedure and customer care policies to ensure fairness, professionalism and consistency.

Ensure that customer service excellence extends to the provision of first-class after sales care.

Learning from customers

Establish a system to capture and share experiences, ideas, insights and lessons learned from customer interactions.

Actively encourage customer feedback, using a variety of methods (e.g. comments cards, questionnaires, website feedback section, face-to-face performance reviews), to measure customer satisfaction which is used to influence the design and delive

Scoring Guide

Customer Service Excellence: Scoring Guide - what the answers meanClick here to begin completing the questionnaire

AnswerAnswer GuideDoing thingsMeasuring things

1) Not currently happeningThe 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 madeWe 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 madeWe 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 areaYes 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 ouWe 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

Click here to begin completing the questionnaire

Questionnaire

Customer Service Excellence Self-Assessment Questionnaire

Please mark your answer to each question with an 'X'. Remember to check out the Scoring Guide for definitions of each of the 5 possible answers.

Section 1 - Customer Service Direction

Providing Vision and LeadershipYour Answer

12345

1a1We have a culture if customer service excellence where the whole organisation anticipates, understands and responds to the needs and expectations of customers.

1a2We regularly meet, to better understand and respond to the needs and expectations or our customers and service users.

1a3We clearly communicate our commitment to customer service excellence so that staff understand and contribute to it and customers appreciate and benefit from it.

1a4We use the '7 Consumer Tests' annually to assess our organisations' customer focus.

1a5We regularly participate in professional bodies and seminars promoting and supporting customer service excellence.

1a6We continually demonstrate our commitment to customer service through our words, actions and behaviours.

Strategy - Customer-Friendly PolicesYour Answer

12345

1b1We have a Customer Service Charter that we share and communicate with our customers and services users.

1b2We have a clear complaints procedure that is used and to ensure professionalism, consistency and speedy resolution of customer complaints.

1b3We have clear customer care policeis to ensure fairness, professionalism and consistency.

1b4We ensure that our customer service excellence extends to the provision of first-class after sales care.

1b5We do not deal with our customers as transactions, rather with think about developing a long term relationship in mind.

1b6We have identified and understand how our customer service is creating business opportunities.

Section 2 - Customer Service Culture

Your Answer

Staff - A Team Approach12345

2a1We 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.

2a4We 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.

2a6Our staff have, and are continually trained, in the appropriate skills and confidence to deliver customer service excellence.

Your Answer

Resources12345

2b1We commit a budgeted expenditure to promote and develop customer service excellence.

2b2We have a Customer Relationship database and regularly collect data on our dealings with customers and how they feel about us.

2b3We routinely consider the impact on our customers of how we manage and use all our assets.

2b4We ensure accurate and timely information is maintained about each customer transaction through the use of technology e.g. IS/IT

2b5We routinely consider the impact on our customers in all our risk management assessments.

Section 3 - Customer Service Delivery

Your Answer

Processes - Delivering Customer Service Excellence12345

3a1We gather customer feedback and involve the customer in the design of our products and/or services.

3a2We have a process, not necessarily financial to compensate for dissatisfaction.

3a3We have a clear understanding of the Ideal Customer Experience and aspire to deliver this every day.

3a4We have designed our internal proceses to deliver the Ideal Customer Experience consistently.

3a5We provide customer service to our customers after the sale or service offering has been negotiated and delivered.

Your Answer

Learning from Customers12345

3b1The organisation develops, uses and shares information to support customer service activities.

3b2There is a system in place to capture and share experience, ideas, insights and lessons learned from customer interactions.

3b3The outcomes from customer service activities are used to enhance the organisation's brand and reputation.

Section 4 - Created Value and Business Impact

Your Answer

Customer Impact12345

4a1We actively encourage customer feedback using a variety of methods e.g. comments cards, face to face, surveys, wesite.

4a2We measure the number of customer enquiries, complaints and problems and regularly discuss them to influence the design and delivery of our products/services.

4a3We measure the satisfaction of our customers and/or service users and regularly discuss them.

4a4We have a journal of customer compliments and accolades and share this with all our staff and other stakeholders.

4a5We measure our customers perceptions and intentions to buy or use our service again in the future and regularly discuss them.

Your Answer

Business Impact12345

4b1We measure the effectiveness of our product and service support after the sales or service delivery has taken place.

4b2We measure the life-time value of our key customers or service users and regularly discuss them.

4b3We measure the range and mix of products or services our customers purchase and use this information to increase business.

Your Answer

Staff Impact12345

4c1The organisation measures levels of staff involvement in customer service activities.

4c2The organisation measures levels of staff satisfaction.

4c3The organisation measures the return on investment from any education/training related to customer service.

Company name:

Address:

Postcode:

Sector:

Your name:

Email:

Telephone:

Approx Turnover in last financial year (in UK ):

Current number of staff:

7 Consumer Tests

7 Consumer Tests

These 7 consumer tests were developed in the early 1970's to measure how consumer-orientated an organisation or business is.

They provide a self-assessment tool which should be repeated on an annual basis. They can also be used as a 'checklist' when developing new policies and procedures this will ensure you're looking at goods and services from a customers' perspective as we

The ultimate aim is to put customers interests first.

*Your Choice of Answers

Introduction

Introduction - Customer Service Excellence Self-Assessment[include branding]Click here to see the scoring guide

Welcome

Welcome to the Customer Service Excellence Self Assessment Toolkit. Thank you for taking the time to complete it. The self assessment questionnaire is a simple tool for capturing your perceptions of your organisation's customer service activities. This

Your feedback will be combined with that of your colleagues to help identify current strengths, and potential areas for improvement.

Completing the self assessment:

Using the results of the self assessment:

- The results of this questionnaire will help you decide where and which additional activities, and where improvements to existing activities are required.In the questionnaire you will see a number of shaded cells in the answer columns. These are the m

Click here to see the scoring guide

CSE Model

The NI Consumer Council's Customer Service Excellence Model

Providing vision and leadership

Establish a culture of customer service excellence where the whole organisation anticipates, understands and responds to the needs and expectations of customers.

Use the '7 Consumer Tests' annually to assess the organisation's consumer focus and fairness and when developing new or existing policies and procedures see Appendix A

Clearly communicate your commitment to customer service excellence so that staff understand and contribute to it and customers appreciate and benefit from it.

Taking a team approach

Empower employees with the skills and confidence they need to deliver customer service excellence.

Instil in employees the importance of delivering customer service excellence, which will benefit them professionally, benefit the customer and the business as a whole.

Actively involve and encourage employees to contribute ideas and feedback that will improve the product and/or service.

Customer-friendly policies

Establish a clear complaints procedure and customer care policies to ensure fairness, professionalism and consistency.

Ensure that customer service excellence extends to the provision of first-class after sales care.

Learning from customers

Establish a system to capture and share experiences, ideas, insights and lessons learned from customer interactions.

Actively encourage customer feedback, using a variety of methods (e.g. comments cards, questionnaires, website feedback section, face-to-face performance reviews), to measure customer satisfaction which is used to influence the design and delive

Scoring Guide

Customer Service Excellence: Scoring Guide - what the answers meanClick here to begin completing the questionnaire

AnswerAnswer GuideDoing thingsMeasuring things

1) Not currently happeningThe 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 madeWe 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 madeWe 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 areaYes 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 ouWe 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

Click here to begin completing the questionnaire

Questionnaire

Customer Service Excellence Self-Assessment Questionnaire

Please mark your answer to each question with an 'X'. Remember to check out the Scoring Guide for definitions of each of the 5 possible answers.

Section 1 - Customer Service Direction

Providing Vision and LeadershipYour Answer

12345

1a1We have a culture if customer service excellence where the whole organisation anticipates, understands and responds to the needs and expectations of customers.

1a2We regularly meet, to better understand and respond to the needs and expectations or our customers and service users.

1a3We clearly communicate our commitment to customer service excellence so that staff understand and contribute to it and customers appreciate and benefit from it.

1a4We use the '7 Consumer Tests' annually to assess our organisations' customer focus.

1a5We regularly participate in professional bodies and seminars promoting and supporting customer service excellence.

1a6We continually demonstrate our commitment to customer service through our words, actions and behaviours.

Strategy - Customer-Friendly PolicesYour Answer

12345

1b1We have a Customer Service Charter that we share and communicate with our customers and services users.

1b2We have a clear complaints procedure that is used and to ensure professionalism, consistency and speedy resolution of customer complaints.

1b3We have clear customer care policeis to ensure fairness, professionalism and consistency.

1b4We ensure that our customer service excellence extends to the provision of first-class after sales care.

1b5We do not deal with our customers as transactions, rather with think about developing a long term relationship in mind.

1b6We have identified and understand how our customer service is creating business opportunities.

Section 2 - Customer Service Culture

Your Answer

Staff - A Team Approach12345

2a1We 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.

2a4We 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.

2a6Our staff have, and are continually trained, in the appropriate skills and confidence to deliver customer service excellence.

Your Answer

Resources12345

2b1We commit a budgeted expenditure to promote and develop customer service excellence.

2b2We have a Customer Relationship database and regularly collect data on our dealings with customers and how they feel about us.

2b3We routinely consider the impact on our customers of how we manage and use all our assets.

2b4We ensure accurate and timely information is maintained about each customer transaction through the use of technology e.g. IS/IT

2b5We routinely consider the impact on our customers in all our risk management assessments.

Section 3 - Customer Service Delivery

Your Answer

Processes - Delivering Customer Service Excellence12345

3a1We gather customer feedback and involve the customer in the design of our products and/or services.

3a2We have a process, not necessarily financial to compensate for dissatisfaction.

3a3We have a clear understanding of the Ideal Customer Experience and aspire to deliver this every day.

3a4We have designed our internal proceses to deliver the Ideal Customer Experience consistently.

3a5We provide customer service to our customers after the sale or service offering has been negotiated and delivered.

Your Answer

Learning from Customers12345

3b1The organisation develops, uses and shares information to support customer service activities.

3b2There is a system in place to capture and share experience, ideas, insights and lessons learned from customer interactions.

3b3The outcomes from customer service activities are used to enhance the organisation's brand and reputation.

Section 4 - Created Value and Business Impact

Your Answer

Customer Impact12345

4a1We actively encourage customer feedback using a variety of methods e.g. comments cards, face to face, surveys, wesite.

4a2We measure the number of customer enquiries, complaints and problems and regularly discuss them to influence the design and delivery of our products/services.

4a3We measure the satisfaction of our customers and/or service users and regularly discuss them.

4a4We have a journal of customer compliments and accolades and share this with all our staff and other stakeholders.

4a5We measure our customers perceptions and intentions to buy or use our service again in the future and regularly discuss them.

Your Answer

Business Impact12345

4b1We measure the effectiveness of our product and service support after the sales or service delivery has taken place.

4b2We measure the life-time value of our key customers or service users and regularly discuss them.

4b3We measure the range and mix of products or services our customers purchase and use this information to increase business.

Your Answer

Staff Impact12345

4c1The organisation measures levels of staff involvement in customer service activities.

4c2The organisation measures levels of staff satisfaction.

4c3The organisation measures the return on investment from any education/training related to customer service.

Company name:

Address:

Postcode:

Sector:

Your name:

Email:

Telephone:

Approx Turnover in last financial year (in UK ):

Current number of staff:

7 Consumer Tests

7 Consumer Tests

These 7 consumer tests were developed in the early 1970's to measure how consumer-orientated an organisation or business is.

They provide a self-assessment tool which should be repeated on an annual basis. They can also be used as a 'checklist' when developing new policies and procedures this will ensure you're looking at goods and services from a customers' perspective as we

The ultimate aim is to put customers interests first.

*Identifying Your StrengthsStrengths are important to develop because:They build competitive advantageThey create competitive differentialThey support your Value Proposition or Unique Selling PointThey help you delight your customersThey can mitigate customer service failuresGive staff a sense of pride Build reputation & brand over time

*Identifying Your Areas of Weaker PerformanceMinimum Good PerformanceIs represented by the 95 shaded cellsThis is seen as a good minimum performance that will deliver positive customer experiencesWeaker performance will result in a hit and miss customer experience Relative Weaker PerformanceAnything above 95 but less than the total available of 210 cellsPerformance in between is recognised as relatively weaker with opportunity to improveYou need to prioritise your areas of weaker performance

*Constructing Your Close the Gap Action PlanWith your Advisor: -Identify all the shaded cells you have not covered, these are your minimumExamine other areas to see if there are improvements that you decide are requiredDesign your Close the Gap action planUse SMART metricsUse people to own specific actionsInvolve everyoneAccept failure, learn and move onRecognise & Reward SuccessYou get 2 x half day support sessionsYou receive 4 x 1 hour mentoring

*The Gold Star StandardGold Star awarded when: -Minimum 95 cells coveredAll the grey coloured cells are coveredThere is a balance between sections 1 & 2 and 3 & 4Role Model status awarded when: -All of the above, and also:157 cells in total are covered

*Preparing for Your External Audit/AssessmentMonitor your action planUse your assessment to check your performanceUse your Advisor to give his/her opinionWhen youre ready contact CforCA Gold Star Validator is appointedYou agree the site visit dayYou prepare for the visit set as set out in the guidelines

*The Audit What Happens on the day?Validator conducts a 1-day audit/assessmentInterviews key staff/managersInterviews staff focus group(s)Conducts systems auditReviews your recordsIf you meet the criteria the Gold Star is awarded on the dayIf you have some small non conformance you have 3 months to completeIf you have major non conformance another full 1-day audit is required

*The Pilot Programme (1)Case Study companies: -Clandeboye Lodge hotel (Role Model)Boomer IndustriesNI Chamber of CommerceAirporterBaker, Tilly, Mooney, MooreSLA MobileDown 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

*Cost StructureFlat fee depending on company size: -Up to 10 employees = 1650 1950 (+vat)From 10 - 250 employees = 2000 2400 (+vat)Over 250 employees = Price by AgreementLarge(r) companies can work by unit or by location if they choose:Multiple units costs will be discountedMultiple locations costs will be discounted

*Endorsements & CredibilityPublic launch on 23 June 2011 by Minister for DETI-NI Arlene FosterSupported and Validated by 6 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 ANDRecognised as European Benchmark by EFQMAdopted by Citizens Information Board (CIB)

*Opportunities for Channel PartnersCforC would like to work with Channel PartnersBuilding world-class Service Excellence is something all start-ups, micros and companies want achieveThe approach can be blended into current projects/programmesIt can be tailored and customisedIncome can be sharedImpact and benefits can be measured and benchmarked

*Scheme SummaryComplete an assessment against European Better Practice BenchmarkThis is done through a Gold Star Service Excellence Approved AdvisorIdentify the areas of strength & under performanceAgree Close the Gap action plan to move the under performing areas to a minimum standardExternal evaluation of your progress by an appointed ValidatorIf minimum standard achieved then awarded:Gold Star Service ExcellenceUse the scheme to promote your business

*Questions and AnswersFor more information contact:adrian.gundy@cforc.org or Tel: Northern Ireland 028 9073 7950Tel: Ireland 048 9073 7950Thank you for your interest.We hope to have the opportunity of working withyou in the not too distant future.

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