Course Syllabus Page 1

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1 Course Syllabus Page 1 Managing Client Relations and Customer Experience Management Instructor Information Management 728 Spring 2014, Mod II Name: Bernie Jaworski Fac.Support: Bernadette Lambeth Office Phone: (909) Phone: (909) bernie.jaworski@cgu.edu bernadette.lambeth@cgu.edu Office Location: Burkle 208 Location: Burkle Upper East End Office Hours: By appointment Teaching Assistant: Office: To be determined Phone: Course Schedule Semester: Spring 2014 Meeting day and time: Monday Evening, 7pm to 10pm Module II: March 24 to May 5 Course Location: xx Course Description This course covers an emerging area of management practice the nature and quality of the customer experience. Increasingly, Fortune 500 firms are appointing Chief Customer Experience Officers. Sometimes these appointments report directly to the CEO, at other times they report to the Chief Marketing Officer, and at times they report into the quality function. Regardless of the reporting structure, the notion that the customer experience is a key ingredient of a firm s competitive advantage is not in doubt. The purpose of this course is to explore the meaning of customer experience, provide an overview of methods/tools to map the customer experience, and provide a deep dive exploration into related key customer metrics (e.g., net promoter school, customer service). We will use a combination of cases, frameworks, and processes to explore these issues.

2 Course Syllabus Page 2 The course is organized into five broad themes: What is customer experience? How does a firm track or map the customer experience? How does a firm measure customer satisfaction, customer loyalty, and net promoter score? What is the nature of customer service? What is quality customer service? How does one build a customer centric organization? Texts and Cases There is no required book for this class. Required Cases: 1. Singapore Airlines: Customer Service Innovation (Harvard ) 2. Royal Reels Enhancing Customer Experience for Slot Machines and Beyond (Kellogg, KEL 723) 3. Starbucks: Delivering Customer Service (Harvard ) 4. Aggreko (A): Measuring Customer Satisfaction with Net Promoter Score (IMD ) 5. Tetra Pak (A) The Challenge of Intimacy with a Key Customer (IMD ) 6. Tetra Pak (B): The Customer Satisfaction Initiative (IMD ) 7. Zappos.com 2009: Clothing, Customer Service, and Company Culture (Harvard ) Required Readings: 1. Christopher Meyer and Andre Swager (2007), Understanding the Customer Experience, Harvard Business Review, February. (Reprint R0702G) 2. Alex Rawson, Evan Duncan, and Conor Jones (2013), The Truth About Customer Experience, Harvard Business Review, September. Reprint R1309G) 3. Berry, Leonard L, Louis P. Carbone, and Stephen Haekel (2002), Managing the Total Customer Experience. MIT Sloan Management Review. Spring (Reprint # SMR082) 4. Rayport, Jeffrey and Bernard J. Jaworski (2004), Best Face Forward, Harvard Business Review, December (Reprint # R041213)

3 Course Syllabus Page 3 Learning Objectives Comprehend the basic conceptual models of customer experience management. Understand how to track the end-to-end customer experience from pre-purchase, during purchase, and post-purchase. Apply the tracking approach to a specific firm. Understand the basic measurements of customer satisfaction, customer loyalty and net promoter score. Understand how to assess the nature of customer service. Understand the basic approaches to building a customer-centered organization. Course Organization Week 1: Customer Experience Frameworks Week 2: Mapping Customer Experience Journeys Week 3: Customer Satisfaction and Loyalty Week 4: Net Promoter Score Week 5: Building Customer-Centered Organizations Week 6: Customer Service Week 7: Final Presentations Course Assignment and Grading Grading will be determined by three measures. The first measure is participation. Since this is an elective class you will have had several classes at the Drucker School that rely on heavy class participation. My sense is that you now have a solid idea of what constitutes outstanding class participation. If you would like more information, please see me after class or during office hours. The second measure is a group assignment (see below for description). This will be split into a grade for written assignment and a second grade for the group presentation. Participation 50% Group Written Assignment 35% Group Presentation 15%

4 Course Syllabus Page 4 Letter Grade Grade Point Description Learning Outcome A 4.0 Complete mastery of course material and additional insight beyond course Insightful B 3.0 Complete mastery of course material Proficient Gaps in mastery of the course material; not at C 2.0 level expected by the program Developing U 0.0 Unsatisfactory Ineffective Group Assignment: Mapping a Customer Experience In week two of the class we will review specific frameworks to map the pre, during and post customer experience. For your group assignment, you will be asked to use one of these frameworks to analyze an end-to-end customer experience for a particular firm. This will include a map of the pre, during, and post customer experience and the touchpoints along the way. You will be asked to: Attendance 1. Identify all the touchpoints with the customer prior to, during, and post the purchasing experience. 2. Identify the 5 most significant pain points during this entire process. 3. Recommend a solution for each of these pain points. I will review the specific process to follow during Week 2 of the class. With respect to this assignment: 1. Form your groups. Group size of 3-5 students. 2. Identify the firm whose customer experience you would like to map. 3. Approve firm selection with instructor by Week Complete assignment by May 5 th. 5. Be prepared for a 10 minute group presentation May 5 th. Students are encouraged to attend all classes. As a matter of courtesy, if you are unable to attend class, you must the Professor before class. If you miss more than one class in a 7-week course or two classes in a 14-week course, you will be marked as absent for the entire course (no exceptions) and will need to retake the course.

5 Course Syllabus Page 5 Scientific and Professional Ethics The work you do in this course must be your own. Feel free to build on, react to, criticize, and analyze the ideas of others but, when you do, make it known by referencing your sources. You must explicitly acknowledge when your work builds on someone else's ideas, including ideas of classmates, professors, and authors you read. If you ever have questions about drawing the line between others' work and your own, ask the course professor who will give you guidance. While we encourage students to form study groups, any piece of individual assessment must be completed independently. Recycling assignments submitted by students in your class, students in other classes, or students who have previously taken the class or recycling assignments you find in external sources such as the Internet will not be tolerated and will automatically receive a grade of zero. You will also face possible expulsion from the program. Students with Disabilities Claremont Graduate University is committed to offering auxiliary aids and services to students with verifiable disabilities, in compliance with section 504 of the Rehabilitation Act of 1973 and Title II of the Americans with Disabilities Act of To ensure that individual needs are addressed, students with disabilities are encouraged to contact the Dean of Students. Prior to First Class Prepare Singapore Air (see below and read two articles. See readings below in Week 1. Late Assignments and Exceptions No late assignments will be accepted.

6 Course Syllabus Page 6 COURSE SCHEDULE AND PREPARATION ASSIGNMENTS FOR EACH SESSION Week One: Customer Experience Frameworks Monday, March 24 th, 7-10 pm Read the following: 1. Christopher Meyer and Andre Swager (2007), Understanding the Customer Experience, Harvard Business Review, February. (Reprint R0702G) 2. Alex Rawson, Evan Duncan, and Conor Jones (2013), The Truth About Customer Experience, Harvard Business Review, September. Reprint R1309G. Prepare Case Study Questions: Singapore Airlines 1. What is the customer service strategy of SIA? 2. What is nature of the customer experience that they are delivering? 3. Can they create a competitive advantaged based on the customer experience? 4. What do you think of their customer satisfaction measurement approach? 5. What is their challenge of the ever rising customer expectations? 6. How does the SIA culture support the customer experience? 7. Should they go forward with (or cancel) the new flat be orders for Raffles class? Week Two: Mapping Customer Experience Journeys Monday, March 31 st 7-10 pm Read Articles: 1. Berry, Leonard L, Louis P. Carbone, and Stephen Haekel (2002), Managing the Total Customer Experience. MIT Sloan Management Review. Spring (Reprint # SMR082) 2. Rayport, Jeffrey and Bernard J. Jaworski (2004), Best Face Forward, Harvard Business Review, December (Reprint # R041213) Prepare Case Study Questions: Royal Reels 1. As a result of the crisis in 2002, what was Gedman s goal for Royal Reeds? 2. What motivated his purchase of DDS?

7 Course Syllabus Page 7 3. What information did the Royal Reels team use in developing its business strategy? 4. What impact did the purchase of DDS have on the company? 5. Use the numbers provided in case exhibits to make observations about the ways in which you think the purchase of DDS did (or did not) allow the company to accomplish the goals it set for itself? 6. Did Royal Reel s entry into the market for online games and apps allow the company to better achieve its goals? If so, how? Week Three: Customer Satisfaction and Loyalty Monday, April 7 th 7-10 pm Prepare Case Study: Starbucks 1. What accounts for Starbuck s success in early 90 s? 2. What is so compelling about the Starbuck s experience? 3. What is its brand image? 4. Why have customer satisfaction scores declined? 5. Has service declined or is it a measurement issue? 6. How has Starbucks changed from 1992 to 2002? 7. Describe the ideal Starbucks customer from a profitability standpoint. What would it take to ensure that this customer is highly satisfied? 8. How valuable is a highly satisfied customer to Starbucks? 9. Should Starbucks make the $40 million investment in the stores? What s the goal of this investment? 10. Is it possible for a mega-brand to have a great customer experience? Week Four: Net Promoter Score Monday, April 14 th 7-10 pm Prepare Case Study: Aggreko (A) and (B) In the (A) case Simon Lyons introduces Net Promoter Score to his CEO and the executive team. While the CEO is somewhat supportive, Lyons is surprised that the executives do not immediately embrace it. He agrees with the CEO to undertake some piloting. The (B) case documents the results of two pilots. Please consider the following questions: 1. What learning should Bruce Pool (Regional Manager, Southwest US)) extract from the pilot? 2. Do you think Bruce Pool will recommend wider adoption of NPS at Aggreko? Why? What are the pros and cons?

8 Course Syllabus Page 8 3. As the Executive Committee of Aggreko (globally) what issues must they address if they are to implement NPS more widely? Identify a few key issues and make recommendations. Week Five: Building Customer-Centered Organizations Monday, April 21 st 7-10 pm Prepare Case Study: Tetra Pak (A) 1. What are the important features of the Italian milk market? 2. What is Tetra Pak s strategy toward this market? 3. How well did Tetra Pak diagnose Pontero s market share problems? 4. How viable is Fortina s enriched milk solution? Why did Pontero reject it? 5. What, if anything, should Tetra Pak propose to Pontero next? Week Six: Customer Service Monday, April 28 th 7-10 pm Prepare Case Study: Zappos 1. What is the culture of Zappos? 2. What do they look for in hiring new employees? 3. What is nature of the customer experience? 4. How do the operations support the customer experience? 5. What do you think of the Amazon merger? 6. Can they sell head to toe? 7. What are you key concerns about the future? Week Seven Final Presentations Monday, May 5 th 7-10 pm