CEO Focus

In today's product homogeneity, companies tend to differentiate themselves by enhancing service management to bring high-quality experience and increase customer loyalty. The core of service management is the customer touch-points. Firms should identify all possible customer touch-points in the service process and try to meet customers’ expectations at each of them. Firms can  use RATER Model to measure the service quality gap in five aspects: reliability, assurance, tangibility, empathy and responsiveness; while the Quality of Service Gap model can help systematically analyze the root causes of service quality issues from the market to the internal and from internal to consumer, including Knowledge Gap, Standard Gap, Delivery Gap, Communication Gap and Perception Gaps. Prof. Poon's advice: "The core of Quality of Service Gap model is the Perception Gap, to narrow which we need to focus on the other four gaps, improve customer satisfaction by optimizing the service experience to build customer loyalty on the company or brand."   Download PDF

Innovation is from the perspective of "improvement". Do not limit your thinking to your experience or knowledge of industry you are in, instead think out boundary and comprehensively. When innovative thinking incubates new products/services and needs to introduce them to the market, the application of “ACLAH” helps set goals for different stages. A is Aware: let customers know the existence of innovative products/services; C is comprehension: Help customers understand them; L is like: customers will like if products/services have benefits. A is action: Customer takes action to use the them. H is habitual: customer has loyalty to your products/services. In the process of continuous innovation, company lead customers from Awareness to Habituality, forming a virtuous circle for the firm to grow continuously.   Prof. Larry's advice: STOT Model for innovative thinking: STOP when deciding to follow the old ways; THINk that it is the opportunity for innovation; Out-boundary thinking; TRY and act! on.    Download PDF

Employer brand reflects an employer's reputation as a place to work. To build its brand, while keeping the business growth, an employer can start with corporate culture, providing employees with career development opportunities and taking corporate social responsibilities. When an employer's business is leading the market with good reputation, it becomes attractive; besides, management should build positive working atmosphere and can lead the team with personal power, with such a sense of belonging can be enhanced among employees who then will work harder and even speak for their employer willingly. Therefore, employer branding requires the joint efforts of companies, management and employees. Prof. Larry's advice: Employer branding indeed takes resources but will benefit a firm from recruitment of the right candidates as well as effective employee engagement and retention. Download PDF