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Digg It - Service Encounters of the Third Kind
What makes a company successful over the long, long term? What characterizes the service relationship between companies and customers who do business together for decades, even generations?
How can your company stay close to your customers even as times change, technologies change and expectations continually rise?
What can you do to ensure your company’s future offers are relevant and valuable in the market?
One powerful step forward is to explore your customers’ future needs and interests by cultivating Service Encounters of The Third Kind. In these unique encounters, your precious and loyal relationships for the future are built by your words and actions – today.
Let’s start by looking closely at Service Encounters
How can your company stay close to your customers even as times change, technologies change and expectations continually rise?
What can you do to ensure your company’s future offers are relevant and valuable in the market?
One powerful step forward is to explore your customers’ future needs and interests by cultivating Service Encounters of The Third Kind. In these unique encounters, your precious and loyal relationships for the future are built by your words and actions – today.
Let’s start by looking closely at Service Encounters
According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
of the First and Second Kinds.
Service Encounters Of The First Kind
In Service Encounters of the First Kind, your company approaches the customer with the most basic of all customer service questions: ‘What do you want (or need)?’
Your customer replies with equal simplicity, ‘I want your product X, by time and date Y, at your listed price Z.’
Your company’s priority and service focus should now be clear: Get the customer’s order right, and get it right the first time!
Campaigns to accomplish this objective are widespread and easy to spot. ‘Do It Right!’, ‘Zero Defects’ and ‘Six Sigma Quality’ are all examples of slogans companies use to focus their workers on getting the basics right, first time, every time.
In this
Service Encounters Of The First Kind
In Service Encounters of the First Kind, your company approaches the customer with the most basic of all customer service questions: ‘What do you want (or need)?’
Your customer replies with equal simplicity, ‘I want your product X, by time and date Y, at your listed price Z.’
Your company’s priority and service focus should now be clear: Get the customer’s order right, and get it right the first time!
Campaigns to accomplish this objective are widespread and easy to spot. ‘Do It Right!’, ‘Zero Defects’ and ‘Six Sigma Quality’ are all examples of slogans companies use to focus their workers on getting the basics right, first time, every time.
In this
; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.
Examples of combination products may in
Examples of combination products may in
kind of encounter, breakdowns in service delivery are bad news. They are to be identified, analyzed, solved and, most of all, eliminated. The service system must be streamlined and standardized in every possible way.
Companies that consistently succeed in this undertaking (delivering X by Y at Z price) earn their reputations in the market as steady and reliable suppliers. This leads, as it should, to customer satisfaction.
Training in these organizations is focused on product knowledge, technical skills, thoroughness, accuracy and adhering to proven procedures.
Marketing consists of powerful efforts to push proven products in the market. The customer is ‘sold to’.
Looking into the management mindset of these first kind
Companies that consistently succeed in this undertaking (delivering X by Y at Z price) earn their reputations in the market as steady and reliable suppliers. This leads, as it should, to customer satisfaction.
Training in these organizations is focused on product knowledge, technical skills, thoroughness, accuracy and adhering to proven procedures.
Marketing consists of powerful efforts to push proven products in the market. The customer is ‘sold to’.
Looking into the management mindset of these first kind
lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.
organizations, we usually find a keen interest in cutting costs, increasing volume and decreasing cycle-time.
This need for speed is important: Competitors are often closing in with similar products, faster delivery and even lower prices. In this kind of competitive situation, profit margins are paper-thin and companies thrive only through continual increases in volume.
So far so good. But if we look into the staff mindset of such an organization, we find a different way of thinking altogether. Frontline service employees, focused on getting it right the first time, trained to carefully follow all procedures, and encouraged by management to achieve more and more results in less and less time, find themselves answering th
This need for speed is important: Competitors are often closing in with similar products, faster delivery and even lower prices. In this kind of competitive situation, profit margins are paper-thin and companies thrive only through continual increases in volume.
So far so good. But if we look into the staff mindset of such an organization, we find a different way of thinking altogether. Frontline service employees, focused on getting it right the first time, trained to carefully follow all procedures, and encouraged by management to achieve more and more results in less and less time, find themselves answering th
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
e phone, opening the mail or meeting the next customer in person thinking to themselves, ‘I hope this customer isn’t a pain in the neck!’
After all, customers with questions and unusual requests generally take more time, lead to more errors and can result in a general slowing down of the whole system.
No wonder so many customer requests for anything out of the ordinary are met with the retort: ‘We don’t do it that way’ or ‘That’s not how our procedures work here.’
Service Encounters Of The Second Kind
In Service Encounters of the Second Kind, your company approaches the customer with a question that goes beyond standard offers of X product at Y time and Z price. Instead of the basic ‘What do you want?’, your service re
After all, customers with questions and unusual requests generally take more time, lead to more errors and can result in a general slowing down of the whole system.
No wonder so many customer requests for anything out of the ordinary are met with the retort: ‘We don’t do it that way’ or ‘That’s not how our procedures work here.’
Service Encounters Of The Second Kind
In Service Encounters of the Second Kind, your company approaches the customer with a question that goes beyond standard offers of X product at Y time and Z price. Instead of the basic ‘What do you want?’, your service re
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.
Combination pro
Combination pro
resentatives now pose a more inviting question: ‘How do you want it?’
Faced with such an open-ended question, the customer naturally replies, ‘I want it the way I want it. I want it special. I want it my way!’
Your company’s service focus must change if you are to deliver what your customer wants just the way your customer wants it. Special products, unique combinations, odd-hour deliveries, different schedules for pricing or payment – all are new challenges for your service team to understand and accomplish.
In Service Encounters of the Second Kind, breakdowns in the service delivery system are to be expected at first – and then overcome. Responsiveness and flexibility become your prime objectives. The organization foc
Faced with such an open-ended question, the customer naturally replies, ‘I want it the way I want it. I want it special. I want it my way!’
Your company’s service focus must change if you are to deliver what your customer wants just the way your customer wants it. Special products, unique combinations, odd-hour deliveries, different schedules for pricing or payment – all are new challenges for your service team to understand and accomplish.
In Service Encounters of the Second Kind, breakdowns in the service delivery system are to be expected at first – and then overcome. Responsiveness and flexibility become your prime objectives. The organization foc
ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
uses on being adaptable, accommodating and open to changing requests.
Your service system improves, not through vigorous efforts to standardize but through your willingness and commitment to customize!
Companies that succeed in this challenging undertaking (giving their customers what they want, when and where they want it and just the way they want it) earn their reputations in the market as quick, responsive and open to ongoing change.
When a company is recognized for welcoming and fulfil-ling unique customer requests, the result is not only customer satisfaction, but a well-deserved and valuable reputation for customer delight.
In these responsive second kind organizations, training programs include active listening
Your service system improves, not through vigorous efforts to standardize but through your willingness and commitment to customize!
Companies that succeed in this challenging undertaking (giving their customers what they want, when and where they want it and just the way they want it) earn their reputations in the market as quick, responsive and open to ongoing change.
When a company is recognized for welcoming and fulfil-ling unique customer requests, the result is not only customer satisfaction, but a well-deserved and valuable reputation for customer delight.
In these responsive second kind organizations, training programs include active listening
easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
creative problem-solving, and attitude-building activities. Staff learn how to find a ‘yes’ for the customer rather than rolling out the standard ‘no’.
Marketing isn’t a broadside of mass advertising. Rather, it’s a selection of specially modified programs gently pushing customized products to key segments of the market. Customers aren’t ‘sold to’ here, they are served.
In the staff and management mindset of these organizations, we find a shared and sincere commitment to ‘bend over backwards’ for the customer.
For example, one adapting company proclaims, ‘We’ll go out of our way for you!’ But this catchy phrase reveals the remnants of a first-kind encounter company being forced into second-kind levels of service. Here
Marketing isn’t a broadside of mass advertising. Rather, it’s a selection of specially modified programs gently pushing customized products to key segments of the market. Customers aren’t ‘sold to’ here, they are served.
In the staff and management mindset of these organizations, we find a shared and sincere commitment to ‘bend over backwards’ for the customer.
For example, one adapting company proclaims, ‘We’ll go out of our way for you!’ But this catchy phrase reveals the remnants of a first-kind encounter company being forced into second-kind levels of service. Here
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
management is essentially saying: ‘We still have our way. But don’t worry, we’ll go out of our way just for you.’
You can see this contrast in the advertising of two fast food restaurant chains. A&W features large posters that read: ‘You’ll love our way!’ (That’s Service Encounters of the First Kind.)
Compare this with the slogan and jingle for Burger King: ‘Have it your way!’ (That’s Service Encounters of the Second Kind.)
At which establishment will you feel more comfortable saying, ‘Two chicken burgers, please. One with extra ketchup and no pickles, and one cooked rare, hold the onions and two packs of mustard on the side.’?
Burger King goes even further with its follow-up campaign: ‘Sometimes You’ve Just Gotta Brea
You can see this contrast in the advertising of two fast food restaurant chains. A&W features large posters that read: ‘You’ll love our way!’ (That’s Service Encounters of the First Kind.)
Compare this with the slogan and jingle for Burger King: ‘Have it your way!’ (That’s Service Encounters of the Second Kind.)
At which establishment will you feel more comfortable saying, ‘Two chicken burgers, please. One with extra ketchup and no pickles, and one cooked rare, hold the onions and two packs of mustard on the side.’?
Burger King goes even further with its follow-up campaign: ‘Sometimes You’ve Just Gotta Brea
and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
the Rules.’ That’s a direct invitation to highly customized Service Encounters of the Second Kind: ‘Have it your way.’
Service Encounters Of The Third Kind
In Service Encounters of the Third Kind, your company welcomes the customer in a manner completely different from the standardized ‘What do you want?’ or customized ‘How do you want it?’.
In a Service Encounter of the Third Kind, your company looks to the customer with interest and patience, and asks the somewhat unlikely question: ‘What do you want to become?’
Most customers, if they are given an opportunity to reflect on this very open-ended question, realize that they are, in fact, still a bit uncertain about the future and will reply, ‘Actually we’re not entire
Service Encounters Of The Third Kind
In Service Encounters of the Third Kind, your company welcomes the customer in a manner completely different from the standardized ‘What do you want?’ or customized ‘How do you want it?’.
In a Service Encounter of the Third Kind, your company looks to the customer with interest and patience, and asks the somewhat unlikely question: ‘What do you want to become?’
Most customers, if they are given an opportunity to reflect on this very open-ended question, realize that they are, in fact, still a bit uncertain about the future and will reply, ‘Actually we’re not entire
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
ly sure yet.’ And then, availing themselves of the sincerity and interest you have shown, might add, ‘Could we talk about it together?’
Your question, and their response, opens the door to a very different and collaborative conversation: a Service Encounter of the Third Kind.
Your company’s focus shifts again as you enter into a new dialogue with customers, seeking to understand and add value to their plans and possibilities for the future. These conversations, held in a mood of mutual discovery, are concerned with much more than just meeting a customer’s existing business requirements. By exploring scenarios and possibilities, you and your customers work together to resolve breakdowns that might emerge only in the futur
Your question, and their response, opens the door to a very different and collaborative conversation: a Service Encounter of the Third Kind.
Your company’s focus shifts again as you enter into a new dialogue with customers, seeking to understand and add value to their plans and possibilities for the future. These conversations, held in a mood of mutual discovery, are concerned with much more than just meeting a customer’s existing business requirements. By exploring scenarios and possibilities, you and your customers work together to resolve breakdowns that might emerge only in the futur
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.
Following aspects would a
Following aspects would a
e.
For example, innovative financial service companies in Japan consistently ask their customers, ‘What do you want to become?’ And customers consistently answer, ‘I want to become a homeowner, and I want to pass the home on to my children.’
But housing prices in Japan have climbed beyond the average customer’s reach. What was the jointly planned and innovative solution? Mortgages with payment terms spanning two generations – and customer relationships that endure beyond a lifetime.
In this third kind of customer service, companies must be willing to adapt, modify and in some cases entirely reinvent the purpose and procedures of their business. Rather than ‘standardize’ or even ‘customize’ existing products and systems,
For example, innovative financial service companies in Japan consistently ask their customers, ‘What do you want to become?’ And customers consistently answer, ‘I want to become a homeowner, and I want to pass the home on to my children.’
But housing prices in Japan have climbed beyond the average customer’s reach. What was the jointly planned and innovative solution? Mortgages with payment terms spanning two generations – and customer relationships that endure beyond a lifetime.
In this third kind of customer service, companies must be willing to adapt, modify and in some cases entirely reinvent the purpose and procedures of their business. Rather than ‘standardize’ or even ‘customize’ existing products and systems,
dd to the challenges in developing combination products:
Which markets to tap where the combination products can do fairly well?
Which combination prod
Which markets to tap where the combination products can do fairly well?
Which combination prod
third-kind companies must make a commitment to ‘customer-ize’ – to become whatever customers need them to become in order to work together in the future.
For example, railroads in America thought they were in the train business many years ago and nearly went bankrupt asking the customer, ‘What type of train car do you want to travel in, where do you want to go to and at what price do you want to travel?’ They built coach cars, dining cars, sleeping cars and more.
But since they never asked the customer, ‘What do you want to become?’, railroad companies did not foresee the need for airborne shipping and travel, and missed evolving into airline companies altogether. Today, government financial support is necessary just to
For example, railroads in America thought they were in the train business many years ago and nearly went bankrupt asking the customer, ‘What type of train car do you want to travel in, where do you want to go to and at what price do you want to travel?’ They built coach cars, dining cars, sleeping cars and more.
But since they never asked the customer, ‘What do you want to become?’, railroad companies did not foresee the need for airborne shipping and travel, and missed evolving into airline companies altogether. Today, government financial support is necessary just to
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
keep American railroads alive.
Companies that do evolve get noticed and earn the respect of customers as relevant, dynamic and constantly changing organizations. They are focused on and committed to the future – not stuck in the success of their past.
Committing to Service Encounters of the Third Kind means you and your customers enter into an intimate and closely linked evolution. As changes in the business environment demand greater innovation, more flexibility and even faster response, you learn to adapt, anticipate and actively support each other.
This association is not based on customer satisfaction or even on customer delight. Instead, the inventive and interactive quality of this relationship is founded on a lev
Companies that do evolve get noticed and earn the respect of customers as relevant, dynamic and constantly changing organizations. They are focused on and committed to the future – not stuck in the success of their past.
Committing to Service Encounters of the Third Kind means you and your customers enter into an intimate and closely linked evolution. As changes in the business environment demand greater innovation, more flexibility and even faster response, you learn to adapt, anticipate and actively support each other.
This association is not based on customer satisfaction or even on customer delight. Instead, the inventive and interactive quality of this relationship is founded on a lev
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
l of customer loyalty that is precious to both parties, and can be vital to a vibrant future.
Competitors can steal away a satisfied customer by offering a little bit more satisfaction, and can even lure away a delighted customer by offering a little more delight. But a loyal customer is one who sees his future emerging in part due to your commitment. ‘Win-win agreements’ and ‘building synergy’ become passwords for communication between your company and your customer. Adding long-term value is a goal you take responsibility for together.
Training programs in third-kind companies highlight the principles of cooperation, collaboration, creativity, invention and design. Real customers and suppliers are featured and included
Competitors can steal away a satisfied customer by offering a little bit more satisfaction, and can even lure away a delighted customer by offering a little more delight. But a loyal customer is one who sees his future emerging in part due to your commitment. ‘Win-win agreements’ and ‘building synergy’ become passwords for communication between your company and your customer. Adding long-term value is a goal you take responsibility for together.
Training programs in third-kind companies highlight the principles of cooperation, collaboration, creativity, invention and design. Real customers and suppliers are featured and included
t?
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
in the real-time training programs.
The customer is no longer sold to, nor simply served. He is genuinely cared for through a conscientious relationship that builds trust and momentum over time.
Your service representatives do not ‘hard-sell’ or ‘push’ their products. Instead, they work closely with customers to ensure that appropriate products are ‘pulled’ from your organization. Customers also influence the development of your organization’s future competencies, capabilities, and commitments.
Staff and management share the same mindset toward the third-kind customer: ‘We make your concerns our concerns.’ And in such an atmosphere of growing trust, your customer can make similar long-term and loyal commitments back to
The customer is no longer sold to, nor simply served. He is genuinely cared for through a conscientious relationship that builds trust and momentum over time.
Your service representatives do not ‘hard-sell’ or ‘push’ their products. Instead, they work closely with customers to ensure that appropriate products are ‘pulled’ from your organization. Customers also influence the development of your organization’s future competencies, capabilities, and commitments.
Staff and management share the same mindset toward the third-kind customer: ‘We make your concerns our concerns.’ And in such an atmosphere of growing trust, your customer can make similar long-term and loyal commitments back to
ping new procedures for reviewing their safety, efficacy and quality.
Professional from academic institutions, pharmaceutical industries, health care indust
Professional from academic institutions, pharmaceutical industries, health care indust
you. The customer comes to count on you, rely on you and evolve with you.
In the fast-food industry, for example, McDonalds is now test-marketing an all-soy ‘veggie burger’. This is in direct response to customers who said, ‘We are becoming more health conscious and we want to eat healthier foods.’
Third-kind insurance companies now reap an ever greater slice of the savings and investment pie. Agents no longer ask the simple question, ‘Do you want whole life, term or endowment?’ Instead leading companies provide their representatives with entirely new categories of investment and insurance products addressing individual concerns and responding to changing needs.
While these are some of the success stories, other compani
In the fast-food industry, for example, McDonalds is now test-marketing an all-soy ‘veggie burger’. This is in direct response to customers who said, ‘We are becoming more health conscious and we want to eat healthier foods.’
Third-kind insurance companies now reap an ever greater slice of the savings and investment pie. Agents no longer ask the simple question, ‘Do you want whole life, term or endowment?’ Instead leading companies provide their representatives with entirely new categories of investment and insurance products addressing individual concerns and responding to changing needs.
While these are some of the success stories, other compani
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
es have missed the importance of third-kind service and teeter dangerously close to the edge of obsolescence.
General Motors, for example, suffered a serious erosion of market share and loyalty before they heard what their customers were saying: ‘We want to become more efficient, more cost conscious, and more environmentally friendly.’ Other companies listened and delivered appropriately designed new cars. Customers responded, giving back profits and gains in market share.
Intricate slide rules were famous for aiding calculation in my father’s day. Manufacturers diligently asked the engineers, ‘How do you want it?’ and built an impressive range of slide rules in response: wooden, plastic, steel, large, pocket-sized, flat
General Motors, for example, suffered a serious erosion of market share and loyalty before they heard what their customers were saying: ‘We want to become more efficient, more cost conscious, and more environmentally friendly.’ Other companies listened and delivered appropriately designed new cars. Customers responded, giving back profits and gains in market share.
Intricate slide rules were famous for aiding calculation in my father’s day. Manufacturers diligently asked the engineers, ‘How do you want it?’ and built an impressive range of slide rules in response: wooden, plastic, steel, large, pocket-sized, flat
.
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
round and double-sided.
But they never asked what customers were ‘becoming’, so didn’t hear their customers’ growing urge for things instantaneous and electronic. The firms that built a wide range of precision slide rules are now gone. Not one slide rule maker is among the calculator and computer manufacturers of today.
From carbon paper to photocopies, buggy whips to stick shifts, typewriters to computers, copper wire to fiber optics, smoke signals to wireless, each evolution begs the question, ‘What happened to those companies?’ Did they make the switch? Did they survive? Did they move from ‘What do you want?’ to ‘What do you want to become?’
In an environment of continually accelerating change, the only certainty we
But they never asked what customers were ‘becoming’, so didn’t hear their customers’ growing urge for things instantaneous and electronic. The firms that built a wide range of precision slide rules are now gone. Not one slide rule maker is among the calculator and computer manufacturers of today.
From carbon paper to photocopies, buggy whips to stick shifts, typewriters to computers, copper wire to fiber optics, smoke signals to wireless, each evolution begs the question, ‘What happened to those companies?’ Did they make the switch? Did they survive? Did they move from ‘What do you want?’ to ‘What do you want to become?’
In an environment of continually accelerating change, the only certainty we
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.
Companies that provide selfless information through particip
Companies that provide selfless information through particip
have is that the future will be different from today. The opportunities for evolution and collaboration with your customers will be endless.
What about your company? Will you gradually go out of business with a standardized service system that provides efficient answers to questions your customers no longer ask?
Or will you change the tone and tenor of your service encounters from the order taker asking, ‘What do you want?’ and the order maker’s, ‘How do you want it?’ to the loyal business partner who patiently and intelligently asks, ‘What do you want to become?’
This change requires a new mindset and new methods for engaging with your customers and suppliers. It’s called Service Encounters of the Third Kind. Learn it
What about your company? Will you gradually go out of business with a standardized service system that provides efficient answers to questions your customers no longer ask?
Or will you change the tone and tenor of your service encounters from the order taker asking, ‘What do you want?’ and the order maker’s, ‘How do you want it?’ to the loyal business partner who patiently and intelligently asks, ‘What do you want to become?’
This change requires a new mindset and new methods for engaging with your customers and suppliers. It’s called Service Encounters of the Third Kind. Learn it
tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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