GB/T 42185-2022 English PDF

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GB/T 42185-2022: Service excellence - Principles and model
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Basic data

Standard ID: GB/T 42185-2022 (GB/T42185-2022)
Description (Translated English): Service excellence - Principles and model
Sector / Industry: National Standard (Recommended)
Classification of Chinese Standard: A12
Classification of International Standard: 03.080.01
Word Count Estimation: 22,227
Date of Issue: 2022-12-30
Date of Implementation: 2022-12-30
Issuing agency(ies): State Administration for Market Regulation, China National Standardization Administration

GB/T 42185-2022: Service excellence - Principles and model

---This is a DRAFT version for illustration, not a final translation. Full copy of true-PDF in English version (including equations, symbols, images, flow-chart, tables, and figures etc.) will be manually/carefully translated upon your order.
ICS 03.080.01 CCSA12 National Standards of People's Republic of China Quality Service Principles and Models Serviceexcelence-Principles and model Posted on 2022-12-30 2022-12-30 implementation State Administration for Market Regulation Released by the National Standardization Management Committee

table of contents

Preface I Introduction II 1 Scope 1 2 Normative references 1 3 Terms and Definitions 1 4 Relevance and benefits of quality service2 5 Principles of Quality Service 3 6 Premium Service Model 4 7 Elements of the Quality Service Model 4 7.1 Quality Service Leadership and Strategy 4 7.1.1 Quality Service Vision, Mission and Strategy 4 7.1.2 Leadership and management requirements5 7.2 Quality Service Culture and Employee Engagement7 7.2.1 Quality Service Culture 7 7.2.2 Employee Involvement8 7.3 Create the Ultimate Customer Experience 9 7.3.1 Understanding customer needs, expectations and wishes9 7.3.2 Design and update the ultimate customer experience 10 7.3.3 Service Innovation Management 12 7.4 Quality service implementation 13 7.4.1 Manage efficient processes and organizational structures related to customer experience13 7.4.2 Monitoring quality service behaviors and outcomes14 Reference 16

foreword

This document is in accordance with the provisions of GB/T 1.1-2020 "Guidelines for Standardization Work Part 1.Structure and Drafting Rules for Standardization Documents" drafting. This document is equivalent to ISO 23592.2021 "Principles and Models of Quality Service". Please note that some contents of this document may refer to patents. The issuing agency of this document assumes no responsibility for identifying patents. This document is proposed and managed by the National Service Standardization Technical Committee (SAC/TC264). This document is drafted by. China National Institute of Standardization, New Dazheng Property Group Co., Ltd., Shanghai Shizhuang Information Technology Co., Ltd., Beijing Hongcheng Innovation Technology Co., Ltd., Beijing Yanjing Beer Co., Ltd., Beijing Huayou Service Co., Ltd., Capital Airport Group Co., Ltd. The company Beijing Daxing International Airport, Zhejiang Provincial People's Hospital, Guangdong Power Grid Co., Ltd. Customer Service Center, Chengdu Yunda Zhiye Technology Co., Ltd. Co., Ltd., Inner Mongolia Mengniu Dairy (Group) Co., Ltd., Xi'an Rongjun General Standardization Research Institute Co., Ltd., Chengdu Vinos Standardization Technology Consulting Co., Ltd., Jiangsu Leer Environmental Technology Co., Ltd., Beijing CRRC High-Tech Co., Ltd., Zhejiang Finance and Economics University, China Academy of Civil Aviation Science and Technology, China Association for Standardization, Beijing Academy of Science and Technology, China Jiliang University, Jian Yu (Shanghai) Information Services Ltd. The main drafters of this document. Zheng Juaner, Cao Lili, Zhou Xingyao, Liu Wenbo, Kong Ying, Huang Ping, Geng Chao, Liu Junge, Hao Ling, Tian Chuan, Wang Nana, Gao Wentian, Wang Zhenhua, Xie Guangjun, He Huan, Qin Hao, Jian Donglin, Yi Zhi, Shang Wentuo, Bai Mingyue, Wang Shan, Xu Yajun, Jiang Kexin, Jiang Xiaoli, Zhang Xiyun, Xu Yuexiang, Zhang Chunyuan, Geng Jie, Zeng Yi, Ma Libo, Zhang Xiaolin, Li Hongtao, Hou Fei, Liu Na, Jin Zongzhen, Cao Lingxia, Zhao Bo, Cai Huali, Liu Zongwu, Liu Jianbing, Peng Peng, Dai Zhixi, Xing Xinzhu, Chen Ting.

Introduction

In today's highly competitive world, globalization, digitalization and the increase in the variety of products and services have given customers more consumption choices, Customer expectations are constantly changing. Every purchase behavior of customers and contact with customers is a critical moment of service. Organizations often claim to conduct their business activities with a customer focus. However, in the market competition environment, the customer-centered management of the entire Organizations that organize and serve customers will thrive. For organizations, only the basic services and products expected by customers Products, has been unable to obtain the best customer satisfaction. To be successful and ahead of competitors, by providing the ultimate, differentiating services Experience to impress customers is very necessary. This is also the goal of premium service. This document sets out the principles, elements and sub-elements for creating an exceptional customer experience. The foundation of realizing high-quality service is the high-quality service pyramid the two lower levels (see Figure 1). Levels 1 and 2 are about meeting customer expectations and delivering on promises, and customer satisfaction can be achieved. customer sense The perceived core service value proposition (Level 1) is the organization’s commitment to fulfillment, and customer feedback management (Level 2) can solve problems and inquiries. The above two levels are described in standards such as ISO 9001, ISO 10002 and IEC.20000-1.This document addresses the upper layers, including. --- Personalized high-quality service provision (level 3); --- Surprise high-quality service provision (level 4). Organizations establish emotional connection with customers through these two levels of service, and then make customers happy. Strong brand image, attractive to new and old customers Gravity, as well as competitive advantage, can have a positive impact on business. Personalized high-quality service supply (level 3) can make customers feel warm, sincere, personalized, tailor-made and create value Serve. Customers generate emotional experience through value realization. Surprise High-quality service delivery (Level 4) brings tailored service that surprises and delights customers beyond customer Anticipation can be realized by providing unexpected extreme customer experience. Moreover, there are various ways to achieve service that impresses customers. Effect. The Quality Service Pyramid explains to managers and employees why an organization should focus on Level 2) and providing high-quality service that exceeds customer expectations (Levels 3 and 4). Figure 1 Quality Service Pyramid This document defines the basic terms of quality service, describes the relevant principles and establishes a quality service model. It provides for subsequent standard It provides a comprehensive framework to enable subsequent standards to more fully describe the basic elements of the quality service model. ---ISO /T S24082 provides the principles and practices of designing high-quality services, expounding the "creating the ultimate customer service" in the high-quality service model The content of "customer experience". Therefore, it is related to the content in 7.3 of this document. ---ISO /T S23686 provides a set of indicators and methods applicable to internal and external service organizations to measure high-quality service performance, especially It is the influencing factor and substantive influence of ultimate customer experience and customer pleasure, which covers all aspects of the high-quality service model, and The content in 7.4 of this document is relevant. Quality Service Principles and Models

1 Scope

This document specifies the terminology, principles and models of quality service in order to obtain the ultimate customer experience and service effects that impress customers sustainably. fruit. This document is not concerned with basic customer service provision, but with high-quality service provision. This document applies to all organizations that provide services, such as commercial organizations, public service organizations and not-for-profit organizations.

2 Normative references

This document has no normative references.

3 Terms and Definitions

The following terms and definitions apply to this document. 3.1 Excellent serviceserviceexcelence The ability of an organization to provide high-quality services on a sustainable basis. Note. Capability is reflected in the four dimensions, nine elements and their interactions in the quality service model. 3.2 high quality service excellentservice It is the high-level service output provided by the organization to customers, so that customers can obtain the ultimate customer experience and impress customers. Note. High-level service output refers to personalized high-quality service supply (level 3) and surprising high-quality service supply in the high-quality service pyramid (Level 4). 3.3 co-creation Stakeholders are actively involved in service design, delivery and innovation. 3.4 customer customer An individual or organization that can or actually accepts a product or service offered to it, or at its request. EXAMPLE. Consumer, principal, end user, patient, beneficiary and purchaser. Note. Users can be from inside or outside the organization. [Source. ISO 9000.2015, 3.2.4, with modifications] 3.5 customer delight customerdelight A positive emotional experience experienced by customers with a sense of high value or exceeding expectations (or both). Note. More emotion (such as surprise) can enhance the customer experience. 3.6 customer experience customer experience Perceptions formed by customers during their interactions with an organization and its products or services. NOTE. "Interaction" relates to the customer journey, or the overall relationship with an organization, product, system, service or related network. Interactions can be directly or indirectly related to organizational close. If a customer uses a product, system or service, it can be referred to as the user experience per interaction. ......

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