Institute Faculty

What will Happen Next? Technology Creates New Winners and Losers

Gary Bridge, PhD.

R. Gary Bridge, PhD.
Currently, Managing Director Snow Creek Advisors LLC Formerly SVP and Global Lead Internet Business Solutions Group Cisco Systems, Inc.
Cisco Systems
Snow Creek Advisors LLC

Digitization (“computerization”), the fifth wave of the Industrial Revolution, is changing every sector of business, creating vast new opportunities and wealth, while simultaneously displacing some workers and companies. This session:

  • Identifies the emerging technologies that promise the most productivity gains for service companies
  • Shows how technology enables service personalization and increases profits
  • Illustrates how location awareness technology changes service delivery
  • Describes how data analytics – “Big Data” – increases efficiency and effectiveness, creates new services, and enables new business models (for instance, product companies becoming service companies)
  • Explains how the “Internet of Things” will be far bigger than the internet we know today
  • Identifies the industries where incumbents are most vulnerable to new entrants’ innovations and why the attackers win about 90% of the time
  • Describes the three phases of innovation, highlights the points where failures most often occur, and illustrates how successful companies create a culture of innovation
  • Recommends 25 things you can do immediately to embed technology in your operations

The Journey to Customer Centricity

Terry Cain

Terry Cain
Vice President, Global Customer Engagement
Avnet, Inc.

Many companies are coming to the realization that one of the few ways they can truly differentiate themselves today is through providing a better experience for their customers than their competitors. And our research indicates that most companies have a segment of their employees who understand this, and deliver great service every day. We call them "Heroes." However, we also know that it takes an entire organization to deliver a great customer experience on a consistent basis, and just one employee can derail that experience.

This session focuses on how Avnet is moving from Heroes to a Culture of Customer Service Excellence, where every employee understands their role in delivering a consistently great customer experience, whether they are a front-line employee interfacing with customers every day, or in the back office.

Service Blueprinting: Building Services from the Customer's Point of View

Amy Ostrom

Amy Ostrom, PhD.,
PetSmart Chair in Service Leadership
Professor and Chair, Department of Marketing

Center for Services Leadership
W. P. Carey School of Business
Arizona State University

Time and money are often spent revamping business processes, yet they still do not meet the needs of the fi rm or customers. Why? Because the customer’s perspective is left out. Amy will describe the components of service blueprints, outline the design steps, and help you learn how to apply blueprinting to your company. Service Blueprinting:

  • Injects the customer’s experience and point of view
  • Helps address the unique challenges of delivering intangible services
  • Brings cross-unit and cross-functional teams together
  • Provides a common understanding of “what we offer”

Excelling at Service(s) by Closing the Gaps

Mary jo Bitner

Mary Jo Bitner
Edward M. Carson Chair in Service Marketing
Professor and Co-Executive Director

Center for Services Leadership
W. P. Carey School of Business
Arizona State University

All businesses are service businesses – whether they recognize it or not. And the most successful ones have figured out how to align their marketing, operations and people strategies around the customer. Yet, most firms are not quite there, or are just beginning their services transformation. You will learn a process for closing the gaps between where you are and where you want to be on your services journey through:

  • Knowing what your customers expect
  • Designing, delivering and measuring based on customer expectations
  • Delivering quality service every time
  • Matching what you promise with what you actually do

Can You Copy the Inimitable? Lessons Learned from the Four Seasons Culture

David E. Bowen
David E. Bowen, PhD.
The G. Robert & Katherine Herberger Chair in Global Management
Thunderbird School of Global Management

Four Seasons has built an organizational culture that provides a valued and unique experience to customers. That culture is difficult, arguably impossible, for competitors to copy. However, Four Seasons answered a set of questions all could try to tackle in pursuit of a culture that drives a wonderful customer experience:

  • What values do we all need to share to be successful?
  • How do we build sharing of these values so that all behave consistent with them?
  • Can we build a culture that is both strong and flexible?
  • If we are “global,” how do we manage possible “clashes” between our organizational culture and different country cultures?
  • What is my role, personally, in building our culture?

Overcoming Barriers to Change Within the Organization

Douglas Olsen

Douglas Olsen, PhD.
SLI Faculty Director, Associate Professor of Marketing
W. P. Carey School of Business
Arizona State University

Every change initiative presents barriers – both from adoption on the client side and even from within our own organization. Change requires that these issues be systematically addressed. This session will consider these forces in light of the Comprehensive Change Model, developed by the presenter in his book The 5 Laws of Innovation Success: Generating Critical Momentum for Products, Services and Ideas. Specifically, this session will examine:

  • Identifying the three different levels of value communication
  • Decreasing the stability associated with the existing system
  • Reducing the fear/uncertainty surrounding the new offering

Service Recovery: Fixing the Customer and Fixing the Problem

Dwayne Gremler, PhD.,
Professor of Marketing
College of Business Administration
Bowling Green State University

In all service contexts – whether customer service, consumer services, or business-to-business services – service failure is inevitable. Failure is inevitable for the best of firms with the best of intentions, even for those with world-class service systems. Research has shown that resolving customer problems effectively has a strong impact on customer satisfaction, loyalty, word-of-mouth communication, and bottom-line performance. Excellent service recovery is really a combination of a variety of strategies, which generally fall into two general types that will be examined in this session. One type includes the actions taken by the firm to restore the relationship with the customer – that is, to “fix the customer.” The second type is the actions taken to correct the problem and, ideally, to prevent it from recurring – that is, to “fix the problem.”

What It "Really" Takes To Grow Share

Timothy Keiningham, PhD.
New York Times bestselling author of the book The Wallet Allocation Rule

Growth is the common goal of every organization. Sustainable growth begins with understanding customers’ needs and wants well. That is why many companies devote time and money to improving the customer experience. Unfortunately, the commonly used metrics to measure and manage the customer experience – such as customer satisfaction and Net Promoter Score (NPS) – don’t link to what matters most: share of wallet (i.e., the percentage of spending in a category that customers give to a brand). Without this linkage, it is virtually impossible to make efforts to improve the customer experience pay off. Hear about a revolutionary approach for winning the battle for a share of your customers’ hearts backed by research published in the Harvard Business Review and MIT Sloan Management Review. The Wallet Allocation Rule® provides managers with a definitive way to drive beyond traditional customer satisfaction and NPS to achieve goals for profitability, market share and growth.

The Disruption of Interruption: How Digital Channels Have Changed the Customer Journey for Services

Bret Giles
Professor of Practice, Department of Marketing
W. P. Carey School of Business
Arizona State University

What started as a veritable land grab of digital real estate, measuring impressions and traditional marketing metrics, quickly evolved into an era marked bilaterally by lead generation and channel effi ciency on one side, and engagement through social media and content on the other. Yet none of this captures some of greatest disruption in communication created by our digital world: moving from marketing through interruption of people’s lives to marketing through improvement of people’s lives. While many services still rely on status quo strategies, real winners are emerging and growing quickly by leveraging technology and digital media to bring genuine, true alignment between the goals of the brand and the needs of the people the brand serves.

Service Branding

Detra Montoya, PhD.,
Clinical Associate Professor
W. P. Carey School of Business
Arizona State University

Marketers understand the importance of creating long-term relationships with customers, and developing strong customer relationships through product branding has been the standard for brand marketing. However, the service sector accounts for nearly 80% of the U.S. economy, and creating strong customer relationships with service brands is essential to maintaining a competitive advantage in the marketplace. This session will provide insights into how a service fi rm can create, maintain, and grow customer-based brand equity and build strong service brand relationships. Successful branding is the ability to communicate a unique value proposition to a target market, and this spans both products and services.

Pricing Services For Profits – Mastering the Free-to-Fee Transition

Wolfgang Ulaga

Wolfgang Ulaga
Research Professor & Co-Executive Director,
Center for Services Leadership (CSL)

W. P. Carey School of Business
Arizona State University

How to make the most of pricing your field services? Too many companies miss opportunities of generating more revenues and profits through better pricing of B2B services. More often than not, suppliers leave money on the table by providing a host of value-adding services free-of-charge to their customers or by not charging adequately for the value created. In this session, we first report on real-life examples of our work with companies to turn around free services into profit engines. We then explore how conscious choices of price presentation formats can substantially raise customers’ willingness-to-pay and help firms capture more value when selling B2B services. Finally, we’ll derive the key success factors best-practice firms need to master when pricing services for profits.

Services Leadership Institute Faculty Director

Douglas Olsen

Douglas Olsen, PhD.,
SLI Faculty Director and Associate Professor of Marketing
W. P. Carey School of Business
Arizona State University

Prior to joining ASU, Professor Olsen served both as a professor and as the Associate Dean of MBA Programs at the University of Alberta. Douglas has been active in both graduate and undergraduate programs and teaches marketing strategy, research methodology and marketing communication. He has been an instructor in a broad range of executive development programs related to business strategy as well as public consultation. Over the past two decades, his dedication to teaching has been recognized with numerous awards for instructional excellence. On a pragmatic level, Douglas has been actively involved in consultation to both government and private enterprise and currently serves on the Scientific Advisory Committee for Leger Research. His research has been presented at over 30 conferences in Canada, the United States, Europe, South America and Australia. He is a member of the Association for Consumer Research and the American Marketing Association.