In turn, the candidate will likely be more engaged and remain at the organization long-term. The hiring manager will love to hear responses like this. I have used your software for many years and am consistently impressed with the innovation and developments made in the space.
I also appreciate your dedication to education, providing your customers with free demos to learn how to use your products effectively. I would love to be a part of this innovative team and use my skills to continue the groundbreaking work you are doing here.
Explanation: The candidate directly refers to the quality of the company's products here, which is flattering for the hiring manager to hear. As a user of the products, this candidate demonstrates that they are already knowledgeable about what the company does, and how much they want to be a part of the team.
I've seen your company consistently listed as one of the top places to work. I've read employee testimonials and heard of your enthusiasm for encouraging employee growth through education, training, and vast resources.
I already know that engaged employees produce better work, and that is evident in the most recent campaign you created.
I would love to join your innovative team, continue to create great work, and grow within the company by learning new skills. Explanation: Speaking to the reputation of the company is something that the hiring manager will love, as they are working hard to make their company a better place to work and getting recognized for their efforts is something they will like to hear.
It's important to take it a step further than just speaking to what's in it for the candidate. This response is excellent at then highlighting what the employee can bring — through experience and innovation — and continue to develop. I have a friend that works in the accounting department, and he told me that the culture here is top notch and that management supports continuing education and learning on the job while rewarding hard work.
Based on his assessment and encouragement, I think that I would fit in perfectly with the team here to make an immediate impact.
Explanation: By already knowing somebody who works at the company, the candidate has an automatic leg up because they can speak to direct perks that their colleague referenced. By demonstrating that there is a built-in network, the hiring manager might be more likely to hire this person because they know the employee will be happy at their company.
Though I enjoyed the challenges of traveling to meet customers in many different locations, I look forward to establishing relationships with some local contacts and offering them my focused efforts. I have used your company's products for years and can give strong testimonials from experience.
Find jobs. Company reviews. Find salaries. Upload your resume. Sign in. Why employers ask "What can you contribute to this company? How to answer "What can you contribute to this company? Example answers. Example 1: Administrative assistant. Example 2: Project manager. Example 3: Salesperson. Resolving customer queries as quickly as possible is a cornerstone of good customer service. Customers understand that more complex queries take time to resolve.
You should, too. That means they want to feel like more than just a ticket number. Customers want to interact with a person — not a company. How about their interests or hobbies? Can you make them laugh? Your customers are the most integral part of your business, and they come before products or profit. Treat them like they are the center of your world — because they are. So, get to know your customers. Humanize them. Humanize yourself.
Recall if you can the last time you checked in with an agent at the full-service counter. Chances are you witnessed the agent complete a dizzying sequence of keystrokes. It would not seem reasonable to expect customers to perform these same steps, and so when the check-in role was transferred to customers, it was dramatically simplified. By contrast, think of the self-service supermarket checkout. Here customers are asked not only to do what trained employees have done previously but also to shoulder the additional responsibility of fraud prevention through a complicated process of weighing bags.
Asking customers to perform more-complicated tasks than higher-skilled employees contributes to the disarray and anxiety that surrounds these checkout lines. Customers also have a great deal of discretion in their operational activities, usually far more than employees. When a company introduces a new process that it wants employees to use, it can simply issue a mandate.
When customers are involved, transitions like this can be significantly more complicated. Look at Zipcar, the popular car-sharing service. To keep costs low, its service model depends on customers to clean, refuel, and return cars in time for the next user.
Motivating employees to perform these tasks would be routine; motivating customer-operators has required a complex, evolving mix of rewards and penalties. Which behaviors do you want? And which techniques will most effectively influence behavior? These techniques can be divided into two basic categories: instrumental the carrots and sticks we commonly see play out as discounts and late fees and normative the use of shame, blame, and pride to motivate us to return shopping carts and pick up trash even when no one is looking.
Successful service companies have a working plan that incorporates all four elements of service design. Within each of those areas, however, it is hard to spot any best practice. This is because the whole business depends more on the interconnection of the four than on any one element. The fact that the clinic has specialty centers focusing on diabetes, for example, or cardiac care is not exceptional in itself.
Step back from the details, however, and the bigger picture emerges. Attracting the highest-severity patients means that doctors will always face a challenging environment in need of innovative solutions.
Organizing into disease centers rather than narrower, more traditional lines of specialization such as kidneys or blood sets the stage for cross-disciplinary collaboration—and thus for novel perspectives—within those centers.
Removing productivity incentives gives doctors license to spend time on innovation, which is enhanced by their close work with specialists from other fields. The particular choices made on methods, processes, and personnel are the right ones for the Cleveland Clinic because they complement one another and come together in a smoothly operating system. Any service company, no matter how long established, can benefit from a review of its operations using the framework laid out in this article.
And at the highest level, it underscores two very important principles of service design. First, there is no such thing as a good idea in isolation; there is only a good idea in the context of a specific service model. Second, it is folly to attempt to be all things to all customers. The success or failure of a service business comes down to whether it gets four things right or wrong—and whether it balances them effectively.
Are customers happily choosing to perform work without the lure of a discount or just trying to avoid more-miserable alternatives? Have jobs been designed realistically, given employee selection, training, and motivation challenges?
The first point notes the importance of fit, mentioned earlier as a key strength of the Cleveland Clinic. At the clinic, management knows that extensions to its core business must be examined closely for their fit with its existing service model. Progressive made this mistake when it decided to venture into the home insurance market. No question, there is money to be made in home insurance, as innumerable firms have shown. Recall that Progressive is justifiably proud of its analytics advantage, which enables it to effectively size up the risk that a given policyholder will file a claim.
Unfortunately, that kind of actuarial prowess is not as central to making a profit on insuring homes. Home insurers rise or fall on the management of their investment portfolios—and that is a relative weakness of Progressive. Firms typically lose money on the insurance but make money investing prepaid premiums. The fit, in retrospect, was a bad one. It should have been seen that way early on. Just as common a failing is the misguided desire to be all things to all people.
Instead, firms should design their service models for more targeted excellence by being specific things to specific people. Great service companies are, almost without exception, very clever about selecting their customers. Commerce Bank, from its beginnings in , knew it should stake out its own claim on the market. I had no capital, no brand name, and I had to search for a way to differentiate from the other players.
Not only does it serve just patients experiencing a certain type of ailment, it has the luxury of operating on otherwise healthy people. It has skimmed the cream of the market. Inevitably, companies that attempt to be all things to all people begin to struggle when upstart competitors like Shouldice start picking off profitable niches.
How do incumbents react when a focused entrant appears on the scene? The incumbent perceives the entrant as a nonthreat. Next comes a sense of loss as profitable customers start to defect. The new competitor may win on a few dimensions of value and take certain customers away, but there are still many other segments to serve! Finally, the larger threat reveals itself. Spotted in time, the threat of focused competitors can be met effectively. Is there a troubling area of competitive activity on your radar screen?
Benchmarks of absolute difference can fool managers into believing that the threat is not imminent. But when a new competitor improves faster than you do, the gap soon closes. Once you learn the threat is real, explore your potential advantages. The threat needs to be addressed with humility. If anything, overstate the fact that it is not, and proceed from that assumption to craft a competitive response. However, some incumbents have managed to compete effectively with their more-focused rivals, and there is much to learn from their experience.
Instead they pursued multiple niches with optimized service models—each designed to achieve excellence on some dimensions at the expense of inferior performance on others.
The secret to success in a multifocused firm is the ability to benefit from having various service models under one house umbrella. This benefit often comes in the form of shared services that is, internal service providers , which enable a firm to generate economies of scale and economies of experience across its service models.
Effectiveness at utilizing shared services to the advantage of the individual service models can determine the success of a multifocused firm. Highly focused firms are the bane of big, established companies. Because they laser-target certain customer segments, they are able to optimize their service models. The service quality they provide, using specialized employees and a customized product set, is potent.
By contrast, incumbent firms typically attract a mix of customers, hire and develop a variety of employees, and—as a result of excellent, well-intentioned suggestions from both groups—are rampant product proliferators. The shared services architecture can be seen in multifocused corporations across industries—from Yum Brands, a collection of five fast-food companies, to Omnicom, which consists of hundreds of companies in the interactive-marketing space, to GE, which seems to have no limit on the markets it can enter.
Each corporation has created distinct service models for distinct customer operating segments and gauges the overall benefit of the models by assessing how much they gain from one another.
What determines whether a company has assembled the right portfolio of service models?
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