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Winning in Service Markets Series: Vol. 6

Designing
Customer Service
Processes
Jochen Wirtz
Winning in Service Markets is a highly practical book. I love the comprehensive
coverage of services marketing and the rigor.  Also, it is easy to read and full of
interesting, best practice examples. I recommend this book to everyone working in
a service organization.
Jan Swartz
President, Princess Cruises

Winning in Service Markets provides a set of useful frameworks and prescriptions

rooted in both practice and research. As such, it represents a refreshing alternative
to the prevailing literature available to managers who are looking for insights rooted
in sound theory. A must read for any practicing manager in the service economy.
Leonard A. Schlesinger
Baker Foundation Professor, Harvard Business School

From a customer’s perspective, services are experiences. From the organization’s

perspective, services are processes that have to be designed and managed to create
the desired customer experience. This makes processes the architecture of services.
Designing Service Processes will discuss how service processes can be designed
and improved to deliver the promised value proposition. This book is the sixth book
in the Winning in Service Markets series by services marketing expert Jochen Wirtz
to cover the key aspects of services marketing and management based on sound
academic evidence and knowledge.

WS Professional
www.worldscientific.com
Y0008 sc
Winning in Service Markets Series

Series Editor: Jochen Wirtz (National University of Singapore, Singapore)

The Winning in Service Markets Series covers the key aspects of services marketing
and management based on sound academic evidence and knowledge. The books in
this series is written by services marketing expert Jochen Wirtz, author of globally
leading textbook for Services Marketing. Each book in the series covers different
themes in the study of services marketing and management, is accessible, practical
and presented in an easy-to-read format for busy practitioners and eMBA students.

Forthcoming*:
Balancing Capacity and Demand in Service Operations
by Jochen Wirtz
Crafting the Service Environment
by Jochen Wirtz
Managing People for Service Advantage
by Jochen Wirtz
Managing Customer Relationships and Building Loyalty
by Jochen Wirtz
Designing Complaint Handling and Service Recovery Strategies
by Jochen Wirtz
Service Quality and Productivity Management
by Jochen Wirtz
Building a World Class Service Organization
by Jochen Wirtz

Published:
Vol. 1 Understanding Service Consumers
by Jochen Wirtz
Vol. 2 Positioning Services in Competitive Markets
by Jochen Wirtz
Vol. 3 Developing Service Products and Brands
by Jochen Wirtz
Vol. 4 Pricing Services and Revenue Management
by Jochen Wirtz
Vol. 5 Service Marketing Communications
by Jochen Wirtz
Vol. 6 Designing Customer Service Processes
by Jochen Wirtz

*More information on this series can also be found at:

http://www.worldscientific.com/series/wsms
Published by
WS Professional, an imprint of
World Scientific Publishing Co. Pte. Ltd.
5 Toh Tuck Link, Singapore 596224
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UK office: 57 Shelton Street, Covent Garden, London WC2H 9HE

For orders of individual copies, course adoptions, and bulk purchases: sales@wspc.com
For orders of individual chapters and customized course packs: sales@wspc.com
For adaptations or translation rights and permissions to reprint; rights@wspc.com

Winning in Service Markets Series — Vol. 6

DESIGNING CUSTOMER SERVICE PROCESSES
Copyright © 2018 by Jochen Wirtz
All rights reserved.

ISBN 9781944659264 (mobile book)

Desk Editor: Karimah Samsudin

Printed in Singapore
4

Preface
The main objective of this series is to cover the key aspects of services
marketing and management, and that is based on sound academic
research. Therefore, I used the globally leading text book I co-authored
with Professor Christopher Lovelock (Title: Services Marketing: People,
Technology, Strategy, 8th edition) as a base for this series, and adapted and
rewrote it for managers. This is a unique approach.
This series aims to aims to bridge the all-too-frequent gap between
cutting edge academic research and theory, and management practice.
That is, it provides a strongly managerial perspective, yet is rooted in solid
academic research, complemented by memorable frameworks.
In particular, creating and marketing value in today’s increasingly
service and knowledge-intensive economy requires an understanding of
the powerful design and packaging of intangible benefits and products,
high-quality service operations and customer information management
processes, a pool of motivated and competent front-line employees,
building and maintaining a loyal and profitable customer base, and
the development and implementation of a coherent service strategy to
transform these assets into improved business performance. This series
aims to provide the knowledge required to deliver these.
Winning in Service Markets comprises of the following volume:
Vol 1: Understanding Service Consumers
Vol 2: Positioning Services in Competitive Markets
Vol 3: Developing Service Products and Brands
Vol 4: Pricing Services and Revenue Management
Vol 5: Service Marketing Communications
Vol 6: Designing Customer Service Processes
Vol 7: Balancing Capacity and Demand in Service Operations
Vol 8: Crafting the Service Environment
Vol 9: Managing People for Service Advantage
Vol 10: Managing Customer Relationships and Building Loyalty
Vol 11: Designing Complaint Handling and Service Recovery
Strategies
Vol 12: Service Quality and Productivity Management
Vol 13: Building A World-Class Service Organization
 5

Contents
Dedication 3
Preface 4
Introduction 7
What is a Service Process? 10
Designing and Documenting Service Processes 10
Developing a Service Blueprint
Blueprinting the Restaurant Experience: a Three-Act Performance
Identifying Fail Points
Fail-Proofing to Design Fail Points out of Service Processes
Setting Service Standards and Targets
Consumer Perceptions and Emotions in Service Process Design
Service Process Redesign 28
Service Process Redesign Should Improve Both Quality
and Productivity
Customer Participation in Service Processes 36
Customer as Co-creators
Reducing Service Failures Caused by Customers
Self-Service Technologies 39
Customer Benefits and Adoption of Self-Service Technology
Customer Disadvantages and Barriers of Adoption of Self-Service
Technology
Assessing and Improving SSTs
Managing Customer’s Reluctance to Change
Conclusion 47
Summary 48
Endnotes 53
About the Author 58
Acknowledgments 59
 7

Introduction
From a customer’s perspective, services are experiences. From the
organization’s perspective, services are processes that have to be designed
and managed to create the desired customer experience. This makes
processes the architecture of services. Designing Service Processes will
discuss how service processes can be designed and improved to deliver the
promised value proposition. This book is the sixth book in the Winning
in Service Markets series by services marketing expert Jochen Wirtz to
cover the key aspects of services marketing and management based on
sound academic evidence and knowledge.
 9

VOLUME 6

Designing Customer
Service Processes

Well done is better than well said.

Benjamin Franklin
one of the Founding Fathers of the US, 1706–1790

The new frontier of competitive advantage is the customer

interface. Making yours a winner will require the right people and,
increasingly, the right machines — on the front lines.
Jeffrey Rayport and Bernard Jaworski
Professor at Harvard Business School, founder and
chairman of Marketspace LLC; and Professor at
Claremont Graduate University, respectively

Ultimately, only one thing really matters in service encounters —

the customer’s perceptions of what occurred.
Richard B. Chase and Sriram Dasu
Professors at University of Southern California
 10 · Winning in Service Markets

Figure 1: Organizational framework

Main Purposes of Service

Environments
• Shape customers’ service
experience and behaviors
• Signal quality, and position, Bitner’s Servicescape Model
differentiate and strengthen the
Key Dimensions of Service Environments
brand
• Ambient conditions (e.g., music, scents, and
• Core component of the value
colors)
proposition
• Spatial layout and functionality (e.g., floor
• Facilitate the service encounter
plan, size and shape of furnishing, counters,
and enhance productivity
equipment)
• Signs, symbols and artifacts
• Appearance of service employees and other
Theories from customers
Environmental Psychology
that Explain Consumer
Response Moderators
Responses to Service • Employees (e.g., liking of servicescape,
Environments personal tolerance for stimulation
through music, noise, and crowding)
The Mehrabian–Russell
• Customers
Stimulus–Response Model
• Perceptions and
interpretation of
servicescapes influences
how consumers feel
• These feelings then drive Internal Behavioral Responses
consumer responses to Responses • Approach (e.g.,
those environments • Cognitive explore, spend time,
(e.g., beliefs, spend money in the
perceptions) environment)
Russell’s Model of Affect
• Emotional (e.g., • Avoidance (e.g., leave
• Customers’ feelings (or
moods, attitudes) the environment)
emotions) can be modeled
• Physiological • Interaction between
with two dimensions:
(e.g., comfort, service employees and
Pleasure and arousal
pain) customers
• Pleasure is subjective
• Arousal largely depends
on the information rate of
an environment
• Pleasure and arousal Design of Effective Services
interact on response
behaviors, whereby Environments
arousal generally amplifies • Design with a holistic view
the effects of pleasure (or • Design from the customers’ perspective
displeasure) • Use design tools (ranging from keen
observation and customer feedback to photo
audits and field experiments)
 16 · Winning in Service Markets

Figure 4: Blueprinting a full-service restaurant experience.

Time Line ACT 1
Service Standards • Response Time W • Time W • Time W
and Scripts • Script for Taking • Script for Greeting • Script for Taking Coats
Reservation Guests and Taking Car
Front-stage

Make Reservation Valet Parking Coatroom

Physical Evidence • Sound and Tone of Voice • Nature of Neighborhood • Coatroom

• Building Exterior • Employee
• Appearance of Employee • Other Coats
Line of Interaction
Contact Person
(Visible actions) F Accept Reservation, Greet Customer, Greet, Take Coat,
Confirm Date, Time, Party Take Car Keys Give Coat Checks

Line of Visibility
Contact Person
(Invisible actions) Check Availability, Take Car to Hang Coats with Visible
Insert Booking Parking Lot Check Numbers
Line of Internal
Physical Interaction
Maintain Reservation Maintain (or Maintain Facilities/
System rent) Facilities Equipment

Supports
Processes
Back-stage

Line of Internal
IT Interaction

Capacity/Reservations

Customer Records

Orders and Billing

Inventory/Purchases

Databases
 Designing Customer Service Processes · 17

ACT II
• Time W • Punctuality vs. W • Time W • Time W
• Order Accuracy Reservation
ACT II • Script for Greeting • Script for Wine Service
• Script for Serving Drinks • Script for Seating ACT
Guests, Taking OrderII
W • Punctuality vs. W W W
• Time W• Time • Punctuality vs. W• Time • Time W • Time W
Reservation • Script for Greeting • Script for Wine Service
Drinks • Order Accuracy
• Script for Seating Reservation • Script for Greeting • Script for Wine Service
Guests, Taking Order
• Script for Serving Drinks • Script for Seating Guests, Taking Order

Cocktails Seating Order Food and Wine Wine Service

• Cocktail LoungeSeating
Decor Order
• Dining Room Food and Wine
Decor Wine Service • Wine Quality Wine Service
Cocktails • Appearance/Demeanor Seating Order Food and Wine
• Furnishings of Staff
• Table Setting • Table Setting
ecor • Staff, Other
• Dining Room Decor
Customers • Wine Quality
• Cocktail Lounge •Decor
• Appearance/Demeanor
Other Guests• Dining Room Decor
of Staff • Wine Quality
• Furnishings
• Table Setting • Appearance/Demeanor of Staff
mers • Other •Guests
Table Setting
F
• Table Setting
Greet, Take• Staff, Other Customers
Orders, • Other
Escort Guests Guests F
to Tables, Greet, Take F Deliver Wine,
Deliver Drinks Help Seat, Offer Menus Orders Open, Pour
F Escort Guests to Tables, F F
ers,
Greet, Take Orders, F Greet, Take
Escort F Deliver Wine,
Greet, Take F Deliver Wine,
s Help Seat, Offer Menus OrdersGuests to Tables, Open, Pour
Deliver Drinks Help Seat, Offer Menus Orders Open, Pour
Give Order to Bar, Verify Reservation, Place Order with Retrieve
Collect Drinks Pick Up Menus Kitchen/Cellarer Wine
Bar, Verify Reservation, Place Order with Retrieve
Give Order to Bar, Verify Reservation, Place Order with Retrieve
s Pick Up Menus Kitchen/Cellarer Wine
Collect Drinks Pick Up Menus Kitchen/Cellarer Wine
Cocktail Prepare Menu Maintain Order/ Maintain
Preparation Copies Billing Records Cellars
Prepare Menu Maintain Order/ Maintain
Cocktail Prepare Menu Maintain Order/ Maintain
n Copies Billing Records Cellars
Maintain Preparation Maintain Copies Billing Records Wine Cellars
Bar Supplies Seating Plan Storage

Maintain Wine
Maintain Maintain Wine
s Seating Plan Storage
Beverage Bar Supplies Seating Plan Wine Storage
Storage Purchase/Delivery
Wine
Beverage Wine
Purchase/Delivery
Beverage Storage Purchase/Delivery
Purchase/Delivery

Beverage
ery
Purchase/Delivery

KEY
F Points Fail
KEY
KEY
Risk of Excessive Wait
F Points Fail (Standard times should
W F Points Fail
specify limits.)
Risk of Excessive Wait
Risk of Excessive Wait
W (Standard times should
specify limits.) W (Standard times should
specify limits.)
 18 · Winning in Service Markets

Time Line ACT III

Service Standards • Time W • Script for Checking on • Time W
and Scripts • Script for Correct Guests, Serving New • Script for Presentation
Way to Serve Meal Courses • Bill Format/Accuracy
Front-stage

Food Service Eat Meal Bill Presentation

Physical Evidence • Food Preparation F • Food Taste, Quality • Bill

Line of Interaction
Contact Person
(Visible actions) F F
Deliver Food Verify Deliver Bill
to Table Satisfaction Take Card/Cash

Line of Visibility
Contact Person
(Invisible actions) Pick Up Food Collect Bill
from Kitchen from Cashier
Line of Internal
Physical Interaction
Food
F F Bill Preparation
Preparation

Supports
Processes Maintain Kitchen Maintain Billing
Back-stage

Facilities System

Food
Storage

Food
Purchase/Delivery

Line of Internal
IT Interaction

Capacity/Reservations

Customer Records

Orders and Billing

Inventory/Purchases

Databases
 Designing Customer Service Processes · 19

• Time W • Cleanliness • Time W • Time W

• Payment Terms • Supplies • Script for Delivery • Script for Car Delivery
• Script for Acceptance • Frequency of Inspection and Good-bye

Use Restroom Coatroom Retrieve Car, Depart

Bill Payment
• Restroom Design, • Coatroom • Building Exterior
Cleanliness • Employee (at night)
• Employee

F Return Card F Take Coat Check, F Return Car, Bid Customer

and Receipt Return Coats Good Night

Transact Retrieve Retrieve

with Cashier Coats Car

Validate Inspect Keep Coats Secure

Credit Card F Frequently Secure Parking Lot

Maintain Maintain Maintain Maintain

Security System and Clean Facilities Parking Lot

Restroom Supplies
Storage

Supplies
Purchase/Delivery

KEY
F Points Fail

Risk of Excessive Wait

W (Standard times should
specify limits.)
 Designing Customer Service Processes · 27

Figure 6: Setting standards and targets for customer service processes.

Service Service Process Service Process Performance

Attributes Indicators Standards Targets

Processing time to 80% of all applications

• Responsiveness 24 hours
approve applications within 24 hours
• Reliability
• Competence
• Accessibility
• Courtesy
• Communication Creates a base to Define/Process
Define Service
• Credibility measure Customer departmental
Quality goals
Satisfaction Service Quality
• Confidentiality for staff
goals
• Listening to the customer

(i.e., it may not be possible to consistently achieve the standards). This

separation of standards and targets can be important for three reasons.
First, the correct (i.e., customer-driven) standards get communicated
to and are internalized by the organization. Second, when implemented
well, process owners, and department or branch managers will, over
time, raise their performance levels through continuous and incremental
improvements to bring them more in line with customer expectations.
Third, it facilitates buy-in and support for the (tough) service standards
as it also provides latitude to management and staff.7

Consumer Perceptions and Emotions in Service Process Design8

As Jason Barger, author and consultant, said: “People will forget what you
said, people will forget what you do, but people will never forget how you
made them feel”. Therefore, service processes also need to be designed
with emotional intelligence.
Sriram Dasu and Richard Chase highlighted key principles about
sequencing service encounters based on their in-depth research in
designing emotionally smart processes9:
 Designing Customer Service Processes · 41

Figure 9: Blueprint for a self-service internet-delivered banking process.

[no schedule]
[telephone Select
advice] telephone
F advice
[schedule meeting]
W

Login to Select loan Choose Select

service schedule
front-stage

info advice option

meeting
Customer Line of
interaction
Present Present loan Inform customer
Send login Retrieve info and advice Send meeting he/she will be
information service options loan info options request contacted
Internet
banking Line of
visibility
F F
back-stage

Validate Send loan Retrieve Select Send schedule

login info info additional appropriate request with
customer info advisor customer info
Backend
system
Beginning of
Action W Waiting point
process
Service
interface link
Customer End of
F Fail point
decision process

Source: Lia Patrício, Raymond P. Fisk, João Falcão e Cunha, and Larry Constantine (2011), “Multilevel Service Design: From
Customer Value Constellation to Service Experience Blueprinting,” Journal of Service Research, Vol. 14, No. 2, pp. 180–200;
Reprinted by Permission of SAGE Publications, Inc.

shown that encouraging customers to help themselves by posting their

questions, and to help others by responding to peer questions reduces the
resources a firm has to expand on traditional customer support services.
Promoting peer-to-peer customer interactions is a strategic lever to
increase the efficiency and effectiveness of a firm’s support service.27
Nevertheless, not all customers take advantage of SSTs. Matthew
Meuter and his colleagues observe: “For many firms, often the challenge
is not managing the technology but rather getting consumers to try the
technology”.28

SERVICE INSIGHTS 4
Making Electronic Recommendation Agents More Effective
Consumers often face a bewildering array of choices when
purchasing goods and services from online vendors. One way in
which these “e-tailers” try to assist consumers is to offer electronic
 Designing Customer Service Processes · 49

SUMMARY
1. The Underlying Architecture of Services
From the customer’s perspective, services are experiences. From the
organization’s perspective, services are the processes that are designed
and managed to create the desired experience for customers. Processes
are the underlying architecture of services.

2. Flowcharting and Blueprinting

Flowcharting is a technique for displaying the nature and sequence of the
different steps in delivering a service to the customer. It is a simple way
to visualize the total customer service experience. Blueprinting is a more
complex form of flowcharting, specifying in detail how service processes
are constructed, including what is visible to the customer and all that goes
on in the back office. Blueprints facilitate the detailed design and redesign
of customer service processes.

3. The Design Elements of a Blueprint

• The front-stage activities that map the overall customer experience,
the desired inputs and outputs, and the sequence in which the
delivery of that output should take place.
• The physical evidence the customer can see and use to assess service
quality.
• The line of visibility clearly separates what customers experience and
can see front-stage, and the back-stage processes customers cannot
see.
• The back-stage activities that must be performed to support a
particular front-stage step.
• The support processes and supplies where support processes are
typically provided by the information system, and supplies are
needed for both front- and back-stage steps.
• Fail points are where there is a risk of things going wrong and affecting
service quality. Fail points should be designed out of a process (e.g.,
via the use of poka-yokes), and firms should have backup plans for
failures that are not preventable.
50 · Winning in Service Markets

• Common customer waits in the process and points of potential

excessive waits. These should then either be designed out of the
process, or if that is not possible, firms can implement strategies to
make waits less unpleasant.
• Service standards and targets should be established for each activity,
reflecting customer expectations. This includes specific times to be
set for the completion of each task and the acceptable wait between
each customer activity.

4. Developing Fail-Safe Methods

A good blueprint identifies fail points where things can go wrong. Fail-
safe methods, also called poka-yokes, can then be designed to prevent
and/or recover such failures for both employees and customers. A three-
step approach can be used to develop poka-yokes:
• Collect information on the most common fail points.
• Identify the root causes of those failures.
• Create strategies to prevent the failures that have been identified.

5. Service Blueprints
Service blueprints help to set service standards that should be high enough
to satisfy customers. As standards need to be measurable, important but
subjective or intangible service attributes need to be operationalized. This
can often be achieved through service process indicators that capture
the essence or at least approximate these attributes. Once standards are
decided, performance targets can be set.

6. Design Service Processes with Emotional Intelligence

Service processes need to be designed with emotional intelligence. Below
are the key principles about sequencing service:
• Start strong. The opening scenes of a service drama are particularly
important, because customers’ first impressions can affect their
evaluations of quality during later stages of service delivery.
• Build an improving trend. All things being equal, it is better to start
a little lower and build a little higher than to start a little higher and
fall off a little at the end.
 Designing Customer Service Processes · 51

• Create a peak. Customers tend to remember the peak!

• Get bad experiences over with earlier on so that negative aspects of
the experience are less likely to dominate the memory of the entire
service encounter.
• Segment pleasure but combine pain. Service processes should
extend the feeling of pleasurable experiences by dividing them up
throughout the experience, and combining unpleasant experiences
into a single event.
• Finish strong. Ending on a high note is an important aspect of every
service encounter, even if it is just a cheerful and affirmative “Have a
nice day”.
A tool that helps to manage customer emotions is emotionprints,
which documents likely customer emotions at each stage of the service
process. The objective is to manage the customer experience well.

7. Customer Service Processes

Changes in technology, customer needs, and service offerings require
customer service processes to be redesigned periodically. Symptoms
indicating that a process is not working well include:
• A lot of information exchange is required; the data available is not
useful.
• A high ratio of checking or control activities to value-adding
activities.
• Increased processing of exceptions.
• Growing numbers of customer complaints about inconvenient and
unnecessary procedures.

8. Objectives of Service Process Redesign Efforts

• Reduce number of service failures
• Reduce cycle time
• Improve productivity
• Increase customer satisfaction
52 · Winning in Service Markets

Service process redesign includes reconstruction, rearrangement, or

substitution of service processes. These efforts typically include:
• Examining the service blueprint with key stakeholders — customers,
frontline employees, support staff and IT teams are invited to review
the blueprint and to brainstorm for ideas on how to improve the
process.
• Elimination of non-value adding steps.
• Reducing bottlenecks and balancing process capacity.
• Shifting to self-service.

9. Levels of Customer Participation

Understand the levels of customer participation in service processes,
which can range from low, to moderate and high.

10. Customers as “Service Co-Creators”

Customers are often involved in service processes as co-producers and can
therefore be thought of as “service co-creators”. Their performance affects
the quality and productivity of output. Therefore, service firms need to
educate and train customers so that they have the skills and motivation
needed to perform their tasks well.

11. Self-Service Technologies (SSTs)

The ultimate form of customer involvement is self-service. Most people
welcome self-service technologies (SSTs) that offer more convenience (i.e.,
time savings, faster service, 24/7 availability, and more locations), cost
savings, and better control, information, and customization. However,
poorly designed technology and inadequate education in how to use SSTs
can cause customers to reject SSTs.
Three basic questions can be used to assess the potential for success
of an SST and to improve it:
• Does the SST work reliably?
• Is the SST better for customers compared to other service delivery
alternatives?
• If the SST fails, are there systems in place to recover the service?
 Designing Customer Service Processes · 53

12. Changing Customer Behavior

Increasing the customers’ participation level in a service process or
shifting the process entirely to self-service requires the firm to change
customer behavior. There are six steps to guide this process and reduce
customer reluctance to change:
• Develop customer trust.
• Understand customers’ habits and expectations.
• Pretest new procedures and equipment.
• Publicize the benefits of changes.
• Teach customers to use innovations and promote trial.
• Monitor performance and continue to seek improvements.
 Services Marketing is available for various audiences:

Essentials of Services Marketing: Winning in Service Markets:

Services Marketing People, Technology, Strategy Success Through People,
Published by Pearson Education Technology Strategy

Suitable for: Suitable for: Suitable for:

• Polytechnic Students • Advanced Undergraduate Students • Executive Program/EMBA Participants
• Undergraduate Students • Master’s-Level/MBA Students • Practitioners/Senior Management

Available in the following formats: Available in the following formats: Available in the following formats:
• Paperback • Hardcover • Hardcover
• E-book • Paperback • Paperback
• E-book • E-book
• Bundle of Paperback & E-book • Bundle of Paperback & E-book
• Rental 6 months

Services Marketing Series Winning in Service Markets Series

• The content in terms of core theory, models and frameworks is largely the same Key chapters of Winning in Service
across these publications. However, they are presented and designed to fit their Markets are available as stand-alone
particular target audiences. publications in e-book and paperback:
• Services Marketing is available in some 26 languages and adaptations for key • Vol. 1: Understanding Service
markets around the world. Consumers
• Vol. 2: Positioning Services in
Competitive Markets
Click book covers for links to Amazon: • Vol. 3: Developing Service Products
& Brands
• Vol. 4: Pricing Services & Revenue
Management
• Vol. 5: Service Marketing
Communications
• Vol. 6: Designing Customer Service
Processes
• Vol. 7: Balancing Demand & Capacity
in Service Operations
• Vol. 8: Crafting the Service
Environment
• Vol. 9: Managing People for Service
Advantage
• Vol. 10: Managing Customer
Relationships & Building
Loyalty
• Vol. 11: Designing Complaint Handling
& Service Recovery
Contact Strategies
• For orders of individual copies, course adoptions, bulk purchases: sales@wspc.com • Vol. 12: Service Quality & Productivity
• For orders for individual chapters, customized course packs: sales@wspc.com Management
• For adaptions or translation rights, permissions to reprint: rights@wspc.com • Vol. 13: Building a World Class
• For further information see: www.JochenWirtz.com Service Organization
• For questions regarding contents: Jochen Wirtz, jochen@nus.edu.sg. (Assessment Tool)

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