Archive for July, 2010

The difference between China and the United States can be felt on the street, Thunderbird Professor Roe Goddard, Ph.D., said July 22, 2010, during the third installment of a four-part BRIC series organized by Thunderbird Executive MBA faculty and staff. “You go to China, and they are very optimistic,” Goddard said. “It’s just a happier place to be. You come here, and everybody is depressed.” Goddard shared the platform with Thunderbird Professor Mary Teagarden, Ph.D., another scholar with expertise in China. | Podcast: Roe Goddard and Mary Teagarden (48:31)

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Services companies struggling to close the gap between their customers’ expectations and perceived experiences need to look at four areas where blunders occur, Thunderbird Professor Sundaresan Ram, Ph.D., said June 30. “If perceptions exactly match expectations, then the gap is zero, and you have an ideal service,” Ram said. “The problem is, expectations can be a moving target.” Ram said the Services Gap Model points to four crucial points in the process where companies can gain or lose ground. The first is the expectations gap, which occurs when customers arrive with unrealistic expectations. The second is the knowledge gap, which occurs when people designing the service do not know what their customers want. The third is the design gap, which occurs when a services company designs the wrong thing. The fourth is the delivery gap, which occurs when a services provider fails to deliver a service as promised. “I do not know any services organization where the gap is zero,” Ram said. “But if we can get it as close to zero as possible, then we have done a good job.” His comments came during a Thunderbird staff meeting, where Ram presented research on ways to improve customer service perceptions among students and other stakeholders at Thunderbird. | Podcast: Services Gap Model (30:24)

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Any customer service organization is only as good as its weakest employee, Thunderbird Professor Sundaresan Ram, Ph.D., said June 30 at Thunderbird School of Global Management in Glendale, Arizona. “People who deal with others one-one-one create your brand,” said Ram, an associate professor of global marketing. “If the person does not belong in the front line dealing with customers, move him to the back office.” Ram said effective service delivery hinges on four components: 1. Hiring the right people, 2. Motivating them (through competitive pay and other perks, such as flexible hours.), 3. Training them, and 4. Consulting them. “Service delivery is always done in real time, in the face of the customer,” Ram said. “There is no room for error.” The comments came during a Thunderbird staff meeting, where Ram presented research on ways to improve customer service perceptions among students and other stakeholders at Thunderbird. | Podcast: Four Keys to Effective Customer Service Delivery (4:30)

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The fastest way for any customer service organization to build its brand is to admit a problem and then fix it, Thunderbird Professor Sundaresan Ram, Ph.D., said June 30 at Thunderbird School of Global Management in Glendale, Arizona. “We should not be afraid to say we are having problems,” said Ram, an associate professor of global marketing. “There is no service business without a problem.” He said businesses that disappoint their customers and then recover actually create stronger brand loyalty than businesses that keep their customers happy from the beginning. “The customer sees that you really care,” Ram said. “Service recovery is the fastest way to build your brand.” However, companies should not get into the habit of messing up. “Even the most disloyal customer will forgive you once,” Ram said. “The second time it happens, you have problems.” The comments came during a Thunderbird staff meeting, where Ram presented research on ways to improve customer service perceptions among students and Thunderbird Corporate Learning clients. | Podcast: Turning Your Weaknesses into Strengths (1:19)

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Leaders with big ideas to change the world face a tough choice early in their careers. Or at least they think they do. If they want to make money and help themselves, they must choose the business sector. If they want to improve the planet and help others, they must choose the social sector. Historically, the paths do not cross. But lately the line between for-profit and not-for-profit has blurred. New cooperation and competition at the interface between the sectors has led to fascinating solutions to complex global problems at the base of the pyramid. Thunderbird President Ángel Cabrera, Ph.D., discusses the trend April 29, 2010, during the second annual American Express Emerging Social Sector Leadership Program developed at Thunderbird. Audio: Innovation at the Interface (20:20)

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