What are the key things to get right when designing services?

Customer sSatisfaction & Performance mManagement

Or "Customer satisfaction & performance management" - but keep it consistent.

When designing services in order to delight customers in service organizations, one of the key external metrOne of the key external metrics is customer satisfaction when designing services is customer satisfacto please customers in service organizations.

"Delight" sounds a little odd here.

Customer satisfaction is the difference between the customer’s expected and perceived performance of the service (DCU, 2019).

Citations go at the end of the sentence before the period.

(DCU, 2019) TCustomer satisfaction is typically assessed through questionnaires and, surveys, orand mystery shoppers to measure customer satisfaction is the used way to be assessed.

I'm not quite sure what you mean by "mystery shopper." If you leave me a comment explaining further, I can try to help you find a translation (or perhaps someone else will now).

If we know more information about customers' expectations, the more we would know what the firm might need to do to improve their services.

Moreover, through those exactese data and comments, it provides evidence to help managers to make action plans.

From inside of service organizations, tThe key operational performance objective is to achieve consistency of outcome for customers from inside of service organizations (Robert et al., 2016).

(Robert et al., 2016) Customers couldn’t directly knowCustomers cannot know exactly how your organizations workeds, but they canknow how they feel about what you say and what you do.

Therefore, effective performance management is the key factor related toin measuring customer satisfaction, cost-effectiveness, and maximising profit.

Lord Kelvin (1885) stated:” w "When you can measure what you are speaking about, and express it in numbers, you know something about it”" – especially if you can manage your service performance through numeric metrics.

Especially if you can manage your service performance through numeric metrics.

If we further refine how to control performance, we can break it down to the strategic level and operational levels, even societal levels.

Day -to -day operations include quality, speed, dependability, flexibility, and cost.

OThe organization’s strategies include risk and resilience, capital utilization, service and revenue, efficiency and cost, and capability for innovationinnovation capability (DCU, 2019).

(DCU, 2019) In general, we use a balanced scorecard as a framework to develop metrics and cover every aspect of operations.

And then weWe can also can, through benchmarking as an approach to continuously measuring products, quality, and services, we can adapt our operational approach to achieve high-quality performance, to align with advanced market standards, toand maintain the market leadership.

Services need to be a continued improvement to delightimproved continuously to satisfy customers.

Never changed services couldn’t follow the change of the era and aren’t able to satisfyOtherwise, services cannot keep up with changing customer needs.

Then how toHow, then, should we improve the service?

Based on real situations, organizations can choose different improvement strategies: continuous improvementteration or dradical improvementstic change.

The mature approaches include total quality management, six sigma, and business process re-engineering.

In order tTo provide faster and more efficient services, we need to continually improve service system design continually.

For example, through cross-training of employees to request employees to do additional things when they are waiting for the customers, it can reduce setup times, and also create more values for the companystronger company values.

Based on service blueprinting, it’s easy to see which parts will directly serve to customers, which parts are and relate to the internal process.

Lean thinking is original from services, mainly focusing on process improvement.

Not quite sure what you mean by "lean."

Through the lean conceptis strategy, we can synchronize and balance information and workflow, increase total visibility of all components and processes, eliminate waste, and increase flexibility in the use ofusing resources.