ISO/DTS 19384

ISO #####-#:####(X)/DTS 19384
ISO/TC ###/SC ##/WG # 312
Secretariat: DIN
Date: YYYY-MM-DD2025-10-29
Service excellence—Guidelines — Guidance for the application of
digital approaches to achieve service excellence

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ii
Contents
Foreword . iv
Introduction . v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Basic principles . 2
4.1 Best fit digital approaches . 2
4.2 Security and reliability . 2
4.3 Inclusivity and protection of vulnerable and minors . 2
4.4 Ethical compliance . 3
4.5 Environmental sustainability . 3
4.6 Uniformity and sharing facilitation . 3
5 Model of achieving service excellence with digital approaches . 3
6 Preparation for applying digital approaches to achieve service excellence . 5
6.1 Assessing the necessity and feasibility of applying digital approaches . 5
6.2 Developing and implementing a DAAP . 5
7 Application of digital approaches to achieve service excellence . 6
7.1 General . 6
7.2 Service excellence leadership and strategy . 7
7.3 Service excellence culture and employee engagement . 9
7.4 Creating outstanding customer experiences . 11
7.5 Operational service excellence . 14
8 Evaluating and continuously improving the application of digital approaches . 16
8.1 Evaluating service excellence by applying digital approaches . 16
8.2 Continuous improvement . 19
Annex A (informative) Self-assessment of organizational potential for applying digital
approaches . 21
Annex B (informative) Classification of digital approaches . 23
Annex C (informative) Commonly used digital approaches and relationship with the service
excellence model . 25
Bibliography . 27

iii
Foreword
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iv
Introduction
As competition in the global market becomes fiercer, businesses must strive to bolster their market
competitiveness by offering differentiated services. Consequently, the pursuit of service excellence has gained
paramount importance.
ISO 23592 describes the principles, dimensions, and elements for creating outstanding customer experiences.
The two lower levels of the service excellence pyramid are the basic foundations of implementing service
excellence. ServiceOther standards on service excellence series standards deal with the upper levels, including
Level 3 and Level 4 in the service excellence pyramid shown in Figure 1. , as follows:
— ISO/TS 24082 specifies principles and activities for designing excellent service that achieves outstanding
customer experience.
— ISO/TS 23686 specifies metrics and methods of measuring service excellence performance.
— ISO /TR 7179 provides practices for achieving service excellence. ISO 11367 specifies the service
excellence terminology, principles, and model so that public organizations that deliver services can
provide outstanding experiences to their key stakeholders.
— ISO/TR 7179 provides practices for achieving service excellence.

Figure 1 — Service Excellence Pyramidexcellence pyramid
Amidst the swift expansion of digitalization, companies are increasingly adopting digital approaches to
uncover customer needs, streamline service workflows, and enhance internal structures to deliver excellent
service that delights their customers. However, organizations often feel overwhelmed and uncertain when
leveraging digital approaches to achieve service excellence. They are unsure which digital approaches to
choose, which path to follow, how to evaluate the effectiveness of applying digital approaches in achieving
v
service excellence and enhancing their market competitiveness, and whether the invested costs and efforts
are justified. Besides, the digital experience presentpresents unique challenges as compared to the physical
experience.
This standard aims to provide guidelinesThis document provides guidance for organizations to achieve
service excellence through implementing and using digital approaches. This document complements ISO
23592, ISO/TS 24082, ISO/TS 23686, and ISO 11367. AllIt covers all four dimensions of the service excellence
model defined in ISO 23592 (see Figure 2 will be covered. It is important to note that the). The digital
approaches used to achieve customer delight differ from those used to achieve customer satisfaction (levels
Levels 1 and 2). However, customer delight cannot be achieved without the foundation of customer
satisfaction. It is challenging to completely separate the digital approaches used for customer delight from
those used for customer satisfaction. It is therefore the task of companiesorganizations to ensure the selection
of suitable digital approaches that not only ensure customer satisfaction, but also generate customer delight.

Figure 2 — Service excellence model
vi
Service excellence—Guidelines — Guidance for the application of
digital approaches to achieve service excellence
1 Scope
This document specifies the guidelines forgives guidance on applying ISO 23592, including principles, models,
and specific application methods, to achieve service excellence by implementing and using digital approaches.
This document applies to organizations having or planning to have digital approaches to achieve service
excellence.
This document is applicable to organizations having, or planning to have, digital approaches to achieve service
excellence.
2 Normative references
The following documents are referred to in the text in such a way that some or all their content constitutes the
requirements of this document. For dated references, only the edition cited applies. The latest edition of the
referenced document (including any amendments) applies for undated references.
ISO 23592, Service excellence — Principles and model
SO/TS 24082 Service excellence — Designing excellent service to achieve outstanding customer experiences
ISO/TS 23686 Service excellence — Measuring service excellence performance
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminology databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https://www.iso.org/obp
— IEC Electropedia: available at https://www.electropedia.org/
3.1
service excellence
capabilities of an organization to consistently deliver excellent services (3.2.)
[SOURCE: ISO 23592:2021, 3.1, modified — Note 1] to entry deleted.]
3.2
excellent service
output of an organization with a high level of service provision performed between the organization and the
customer (3.4) to achieve outstanding customer experiences (3.5) that lead to customer delight.
[SOURCE: ISO 23592:2021, 3.2], modified — Note 1 to entry deleted.]
3.3
digital approach
method that utilizes digital technologies, tools, and processes to address, manage, or enhance various
activities and tasks of a particular domain.
3.4
customer
person or organization that can or does receive a product or a service that is intended for or required by
thisthe person or organization.
Note: 1 to entry: Users can be from inside or outside the organization.
[SOURCE: ISO 23592:2021, 3.4], modified — Note 1 to entry changed from “A customer can be internal or
external to the organization”. Example deleted.]
3.5
customer experience
perception by a customer (3.4) about their interaction with an organization, its products or services
Note 1 to entry: An interaction is related to a customer journey or the whole relationship with an organization, its
products, systems, services or related networks. Interaction can be directly related or indirectly related to the
organization. If a customer uses a product, system or service it can be referred to as a user experience for each interaction.
[SourceSOURCE: ISO 23592:2021, 3.6]
4 Basic principles
4.1 Best fit digital approaches
Organizations should include digital approaches tailored to their specific needs and circumstances to achieve
service excellence, make organizational improvements, and address risks and challenges. Adaptability shows
an organizational capability to flexibly adjust strategies when facing new environments, tasks, or challenges,
to better cope and achieve expected goals of service excellence by using various approaches, including tailored
digital approaches. When implementing new digital solutions, it is important to ensure that they integrate
seamlessly with existing infrastructure and systems. Attention should also be paid to the long-term
adaptability of digital technologies.
4.2 Security and reliability
When applying digital approaches to enhance the customer experience, organizations should take effective
measures to ensure the security and reliability of services. In addition, a particular focus should be on ensuring
data security while using digital approaches (e.g.,. software, algorithm, etc.) ).
Example: UserFor example, user data from a game should be stored in encrypted form and not shared with
other agencies without the user’s consent.
4.3 Inclusivity and protection of vulnerable and minors
Digital approaches should be designed with inclusivity in mind, ensuring equitable access for people lacking
digital skills (e.g.,. elders, children, people with disabilities) and those with limited access to digital
infrastructure. Furthermore, they should also factor in provisions for protecting vulnerable groups or minors.
Example1: SomeFor example, some seniors are not familiar with digital systems. In such cases, organizations
should make the help system of the digital system clearer, user-friendly, and intuitive, providing step-by-step
guidance and easily understandable instructions. This will assist seniors in navigating and using the system
effectively, thereby helping them achieve outstanding experiences.
Example2: AgeAs another example, age-gating tools needs toshould be incorporated by online gaming and
content platforms to restrict access to harmful/adult content to minors.
4.4 Ethical compliance
The organizationOrganizations should follow the basic ethics of services by using digital approaches,
including, but not limited to avoid, avoiding discrimination based on gender, race, or religion.
4.5 Environmental Sustainabilitysustainability
Efforts should be made to apply digital approaches to minimize the environmental impact by reducing
unnecessary physical interactions and optimizing service processes. BesidesAlso, it is equally important to
think about how the digital approaches themselves can be designed more environmentally friendly (“green
IT”), which should adapt to sustainable development.
4.6 Uniformity and sharing facilitation
Organizations should adopt industry-standard digital terminology and information coding practices to
facilitate seamless integration and collaboration across different information systems. It is important to
consider compatibility issues with different devices and platforms to ensure ease of use for all users.
5 Model of achieving service excellence with digital approaches
The Service Excellence Digital Approach Modelservice excellence digital approach model (SEDAM), illustrated
in Figure 3, provides a framework for applying digital approaches to achieve service excellence.
OrganizationsThe organization should evaluate the necessity and feasibility of digital approaches based on
theirits service requirements and existing technological infrastructure. If digital approaches are deemed
necessary, the organization should devise a Digital Approach Application Programdigital approach application
programme (DAAP) and prepare for its execution. The organization should then adhere to the DAAP and
appropriately use digital approaches in the four dimensions and nine elements of the service excellence model
defined by ISO 23592 to achieve service excellence. Finally, the organization should evaluate the effectiveness
of the digital approach'sapproach’s application to determine whether it is suitable, beneficial, and adequately
used. Based on this evaluation, the organization should make improvements as needed.
Figure 3 — The — Service Excellence Digital Approach Modelexcellence digital approach model
6 Preparation for applying digital approaches to achieve service excellence
6.1 Assessing the necessity and feasibility of applying digital approaches
6.1.1 Need for the application of digital approaches on service excellence strategy
OrganizationsThe organization should assess the impact of digital approaches on theirits overall development
strategy for achieving service excellence and an outstanding customer experience, ensuring that the proposed
digital approach aligns with the organization'sits broader digital strategy. Annex AAppendix A lists commonly
used questions for reference in implementing digital approaches to achieving service excellence and an
outstanding customer experience. OrganizationsThe organization should:
— analysinganalyse the impact of applying digital approaches on the service excellence strategy,
examiningexamine the overall development trends within the industry, and assessingassess how the
introduction of digital approaches maycan influence its core business, strategic direction, and service
excellence;
— analysinganalyse the impact of the application of digital approaches on outstanding customer experience,
conducting customer and demand research, and analysinganalyse technology development trends to
assess whether digital approaches can help achieve outstanding customer experiences.
6.1.2 6.1.2 Foundations of using digital approaches to achieve service excellence
OrganizationsThe organization should assess the internal and external resources and the foundation for using
digital approaches to achieve service excellence and outstanding customer delight. It includes two parts,
including:
a) thean analysis of digital development infrastructure, such as talent reserves, existing digital facilities,
internal and external technical support, and available financial support;
b) thean analysis of digital capabilities to achieve excellent services, such as:
1) the ability to collect customer data and integrate data from different channels;
2) the ability to analyse the customer data and find out the customer’s current and future needs;
3) the ability to create personalized service solutions;
4) intelligent interaction and timely response capabilities;
5) intelligent user experience monitoring capabilities;
6) intelligent management capabilities of internal platforms;
7) digital openness capabilities;
8) data security and customer privacy protection capabilities.
6.2 DevelopDeveloping and implementimplementing a Digital Approach Application
Program (DAAP)
OrganizationsThe organization should define objectives and strategies, and develop a plan for a Digital
Approach Application Program (DAAP), and implement it. OrganizationsThe organization should:
a) Definedefine objectives and strategies, including:
1) clarificationsclarification of needs, overall goals, and objectives for introducing digital approaches to
achieve service excellence;
2) clarificationsclarification of strategies aligning with the four dimensions and nine elements defined
in ISO 23592 for service excellence for specific business areas;
3) Key Performance Indicatorskey performance indicators (KPIs) to measure the effectiveness of digital
approach applications;
4) determination of the overall period of implementing DAAP.;
b) Developdevelop an implementation plan, including:
1) specific goals to be achieved at each stage;
2) resources required at each stage;
3) selection of digital approaches, with a particular focus on delivering an outstanding customer
experience;
4) risk management and mitigation plan, especially focused on the protection of customer privacy and
data security.;
c) Prepareprepare for the implementation of the DAAP, including:
1) establishing an internal development team or a department dedicated to implementing the DAAP;
2) clarifying the DAAP team to facilitate a thorough understanding;
3) communicating the DAAP effectively to all relevant stakeholderstakeholders;
4) embedding key elements of the DAAP into annual or seasonal strategic planning documents;
5) ensuring support systems.
7 Application of digital approaches to achieve service excellence
7.1 General
The organization should implement the DAAP and adopt digital approaches to achieve service excellence. The
central task is to apply digital approaches to the four dimensions and nine elements outlined in ISO 23592.
Annex B provides a classification of digital approaches.
Annex C provides a list of commonly used digital approaches and their relationship with each element of the
service excellence model.
7.2 Service excellence leadership and strategy
7.2.1 Service excellence vision, mission, and strategy
7.2.1.1 Development ofDeveloping a mission, vision, mission and strategy to achieve service
excellence
OrganizationsThe organization should adopt digital approaches to support the development and
implementation of theirits vision, mission, and strategy, thereby achieving service excellence. Appropriate
practices include:
— applying digital approaches to seek and analyse customer inputs, and customer behaviour, ;
— identifying customer pain points, and differentiated development opportunities, (e.g. by using the value
proposition canvas tool.”);
— applying digital approaches to integrate employee feedback, service process data (such ase.g. response
time, complaint rate),) and operational indicators for a better evaluation of current service delivery
metrics and gaps;
— applying digital approaches to analyse market needs and help formulate strategic goals of service
excellence;
— applying intelligent software (such as artificial intelligence (AI) analysis tools) to simulate “brainstorming”
and generate a variety of service excellence strategies or vision and mission descriptions under the
scenario deduction;
— applying online collaboration tools and digital voting to remotely collect feedback from branch or cross-
departmental employees on service excellence vision, mission, and strategies to build consensus.
7.2.1.2 Communication ofCommunicating the vision, mission, and strategy
OrganizationsThe organization should develop and disseminate service excellence strategies including online
collaboration platforms and virtual workshops. Appropriate practices include:
— spreading the vision and mission of service excellence to society through websites, apps, mini programs,
and a customer service platform;
— delivering the vision and mission of service excellence to stakeholders through supply chain systems and
digital management platforms;
— promoting the wide dissemination of the vision, mission, and strategy of service excellence within the
organization through online learning, virtual games, online seminars, and storytelling;
— using cloud sharing and synchronous update software to ensure that team members have access to the
latest strategic documents;
— using online collaborative editing documents and instant messaging tools to collect employees'employees’
feedback on the organization’s service excellence vision, mission, and strategy in real time;
— using digital approaches to assist in breaking down the service excellence strategies into several
measurable goals and achieve effective monitoring of the goals through the virtual management platform.
7.2.2 Service excellence leadership and management requirements
7.2.2.1 OrganizationsGeneral
The organization should use digital approaches to improve service excellence, leadership, and management.
7.2.2.17.2.2.2 a)  Enhancing leadership through digital approaches
OrganizationsThe organization should leverage digital approaches to empower managers at every
echelonlevel of the hierarchy, championing service excellence and inspiring them to prioritize its seamless
delivery. Appropriate practices include:
— holding virtual seminars and setting up online courses to increase the attention of managers at all levels
to service excellence;
— integrating service excellence-related performance indicators into the organization'sorganization’s digital
management system, so that managers can monitor the implementation progress of service excellence
strategies and goals in real time;
— cultivating a data-informed culture of excellence, empowering managers to make strategic decisions
grounded in real-time insights and analytics;
— strengthening risk management brought about by digital approaches, and evaluating the specific impact
of the use of digital approaches on service excellence performance;
— establishing digital interaction and dialogue mechanisms between managers at all levels and customers.
7.2.2.27.2.2.3 b) Creating a collaborative environment through digital approaches
OrganizationsThe organization should digitally facilitate team collaboration and develop effective digital
management systems, creating a positive working environment where employees can deliver an outstanding
customer experience. Appropriate practices include:
— transforming the service excellence strategy into operational goals and plans through digital management
systems that can be operated by departments, teams, and employees, so that everyone can fully recognize
its impact on service excellence;
— communicating operational goals to stakeholders through digital procurement systems and external
information systems, ensuring that their services align with the organization’s service excellence
objectives;
— developing a service excellence promotion programprogramme for employees and achieving it through
online learning platforms and internal experience sharing platforms.
7.2.2.37.2.2.4 c) Driving employee empowerment and full participation through digital approaches
OrganizationsThe organization should establish a data-driven decision-making system to achieve service
excellence, empower employees, and provide them with the motivation and ability to deliver services that
exceed customer expectations, thereby enabling customers to enjoy a personalized and outstanding customer
experience. Appropriate practices include:
— embedding empowerment modules in service systems through digital approaches, defining the scope of
employee autonomy, and supporting employees in realizing their service potential;
— monitoring employee behaviorbehaviour within the defined autonomy scope through digital approaches
and taking necessary measures for service behaviorsbehaviours that exceed the scope;
— timely listening to employees’ opinions and suggestions on empowerment matters;
— regularly evaluating the benefits and risks (e.g.,. immature handling of power by employees leads to
decision-making confusion and resource waste) of empowerment and making adjustments as necessary.
7.3 Service excellence culture and employee engagement
7.3.1 Service excellence culture
OrganizationsThe organization should utilize online platforms, social media, and other tools to foster the
creation and dissemination of a service excellence culture. Appropriate practices include:
— producing vivid manuals and videos of service excellence culture through digital approaches;
— embedding training programsprogrammes of service excellence culture into the organization’s employee
promotion plans and disseminating them through online learning;
— developing digital interactive tools to establish communication channels between managers and
employees to ensure that the service excellence culture is accurately conveyed;
— using social media platforms to share success stories and spread the organization’s service excellence
culture.
7.3.2 Employee engagement
7.3.2.1 General
OrganizationsThe organization should utilize digital approaches to foster employee engagement in delivering
exceptional services, ensuring that employees possess the necessary skills and motivation to consistently
provide an outstanding customer experience, ultimately making customers delighted.
7.3.2.17.3.2.2 ApplyApplying digital approaches to empower employee recruitment and skill
improvement.
OrganizationsThe organization should apply digital approaches to promote the recruitment and skill
improvement of new employees. Appropriate practices include:
— developing a digital recruitment system with tools to find, test, and select new hires with the best service
attitude and cultural fit;
— establishing a clear onboarding plan with a digital human resource management system to facilitate
employee co-creation of excellent service;
— building digital learning platforms/modules, providing digital training courses, supporting employees to
train anytime, and anywhere, and ensuring that they can provide the necessary excellent service skills;
— providing training on service provision for different service scenarios through digital simulation
approaches;
— using digital approaches to measure the effectiveness of employee training.
7.3.2.27.3.2.3 ConductConducting feedback of customers at an employee or team level with digital
approaches
Organizations should regularly seek customer experience feedback by using digital approaches, such as online
platforms and digital surveys, to establish a correct understanding of customer experience and ensure that
the experience perceived by customers is consistent with the understanding of customer experience by
organizational management. Appropriate practices include:
— useusing digital approaches (such as online surveys) to conduct customer experience surveys and listen
to the voice of customers;
— leverageleveraging digital approaches to organize and analyzeanalyse frequently received customer
feedback;
— utilizeutilizing digital approaches to conduct comparative analysis of customer feedback from different
time periods and regions, and analyzeanalyse the reasons and trends behind the changes;
— useusing digital approaches to promptly convey customer feedback to employees.
7.3.2.37.3.2.4 c) Digital Constructing a digital evaluation and acknowledgement system construction.
OrganizationsThe organization should leverage digital methods to evaluate employees, reward positive
service behaviors,behaviours and discipline negative ones. By doing this, organizationsthe organization can
set up an effective recognition or acknowledgmentacknowledgement system. Appropriate practices include:
— extract key performance indicators (extracting KPIs) that reflect employees'employees’ service
behaviorsbehaviours automatically through the business management system, such as Customer
Satisfaction Scorecustomer satisfaction score (CSAT), Net Promoter Scorenet promoter score (NPS),
Customer Retention Rate, Customer Effort Scorecustomer retention rate, customer effort score (CES),
Employee Satisfaction, Cost Reduction Rate, Process Completion Time,employee satisfaction, cost
reduction rate, process completion time and Employee Turnover Rateemployee turnover rate; these
metrics should reflect support for the organization's organization’s vision, mission, vision, strategy, and
culture of service excellence, with user experience-related metrics as the core focus;
— conductconducting intelligent evaluations of excelentexcellent service performance for
employees/teams.;
Example: EXAMPLE 1 The business system automatically selects the employee/team with the highest
customer ratings for the month based on real data;.
— widely disseminate employees'disseminating employees’ good behaviorsbehaviours in providing
excellent services through digital approaches;
Example: organizations can record employees'EXAMPLE 2 The organization creates short videos about
employees’ good behaviorsbehaviour in providing excellent service into short videos and promotepromotes these
videos within the organizationinternally.
— establishestablishing an online reward system to enable online application, sharing, and display of
rewards and recognitions.
7.3.2.47.3.2.5 d) EstablishEstablishing an agile and efficient employee feedback mechanism
OrganizationsThe organization should use digital approaches to collect employee feedback to promote active
employee participation. Appropriate practices include:
— setsetting up a digital feedback platform to allow employees to provide feedback to the management in a
timely manner;
— conductconducting employee surveys relyingthat rely on digital approaches to analyze employees'analyse
employees’ expectations and suggestions for delivering excellent services;
— buildbuilding an employee social platform to facilitate interaction and communication among employees;
— utilizeutilizing collaboration tools to carry out online voting and discussions, making employees feel that
their opinions are valued;
— allowallowing employees to provide feedback on the usability of digital approaches as internal customers
and offer suggestions for service improvement.
7.4 Creating outstanding customer experiences
7.4.1 Understanding customer needs, expectations, and desires
7.4.1.1 OrganizationGeneral
The organization should refer to the methods and processes outlined in 7.3.1 of ISO 23592:2021, 7.3.1, as well
as 5.3 and 5.4 of ISO/TS 24082.:2021, 5.3 and 5.4. By leveraging digital approaches, organizationsthe
organization should deepen theirits understanding of customers'customers’ needs, expectations, and
preferences. The organization should provide users with trusted, relevant, and easy-to-use measures to
protect their privacy. For more recommendations in this regard, organizations can refer to ISO 31700-1 and
ISO 22458.
7.4.1.17.4.1.2 a) CollectCollecting customer data
OrganizationsThe organization should introduce digital approaches to collect customer data, such as
preferences, comments, expectations, complaints, suggestions, and compliments. Appropriate practical
practices include:
— introducing a real-time feedback system so that customers can provide comments and suggestions on the
service at any time;
— introducing a customer relationship management (CRM) system (CRM) to collect customer feedback;
— leveraging digital questionnaires and online survey tools to gain insight into customer needs and
expectations;
— using social media software to understand society’s views and expectations of service products.
7.4.1.27.4.1.3 b) AnalyseAnalysing customer data to understand customer needs, expectations, and
desires
OrganizationsThe organization should analyse customer data to understand customer potential needs,
expectations, and desires. Appropriate practices include:
— using artificial intelligenceAI technology (such as Large Language Modellarge language models) to
analyzeanalyse interview contents, explore potential customer needs, and analyzeanalyse their
expectations that have not been clearly expressed;
— understanding customer preferences and needs based on customer behaviorbehaviour data generated by
business systems, such as purchase records, click-through rates, and search behavior; behaviour;
— understanding customer emotions by using sentiment analysis.
7.4.1.37.4.1.4 c) DetermineDetermining design orientation and unique value propositions
OrganizationsThe organization should use digital approaches to transform customer needs into service
products, determining design orientation and unique value propositions. Appropriate practices include:
— using digital approaches to track and analyzeanalyse changes in customer needs proactively across
different periods and regions, and assess future development trends;
— using intelligent tools to assist in gap analysis and converting customers’ clearly expressed and unclearly
expressed needs into service needs based on customer data;
— using digital approaches to conduct Kano model analysis better and determine the quality of excellent
services that are attractive (pleasant) to customers.
7.4.2 Designing and renewing outstanding customer experience
7.4.2.1 OrganizationsGeneral
The organization should adopt digital approaches to designing excellent services, committed to providing
customers with an outstanding customer experience.
7.4.2.2 a) OrganizationsDesigning a personalized user experience
The organization should design a personalized user experience through digital approaches. Appropriate
practices include:
— using computer tools and software to assist in the drawing of service blueprints and customer journey
maps, recognizing customer emotions, achieving user segmentation, and establishing user portrait;
— collaborating with customers through digital approaches to design personalized, excellent service based
on the target customer’s service experience;
— using virtual reality (VR), augmented reality (AR),) and other technologies to preview the customer
experience;
— using digital approaches to test service prototypes, analysing the emotional differences that different
solutions maycan bring to customers, and choosing a design solution based on simulation results;
— monitoring customer experience metrics with web and app analytics;
— using a digital design platform to create a consistent customer experience across all channels both online
and offline,;
— designing digital elements that enhance the in-person experience, ensuring that customers enjoy a
seamless transition between online interactions and offline services.
NOTE Phygital (a combination of physical and digital) can be used to create outstanding service experiences.
Example: EXAMPLE In the retail context, retailers attempt to appeal to customers through a combination of
virtual and offline elements, using digital technologies such as smart mirrors, VR, and AR.
7.4.2.3 b) OrganizationsDeveloping effective data points
The organization should develop effective data points. Appropriate practices include:
— collecting customer experience-related data and avoiding assigning too many invalid data points, which
can lead to increased operational costs;
— strengthening customer privacy protection and data security.
7.4.2.4 c) OrganizationsEstablishing excellent service standards and digital promotion
The organization should establish excellent service standards and digital promotion. Appropriate practices
include:
— converting the completed excellent service plan into internal service standards;
— using digital approaches to promote excellent service standards and making them widely known to
employees.
7.4.2.5 d) Organizations Integrating deployment
The organization should integrate deployment within the organization and localized micro innovation.
Appropriate practices include:
— establishestablishing a database of excellent service for large institutions and organizations with multiple
branches, enabling online access for all branches and encouraging them to carry out localized
transformation and innovation based on their characteristics;
— promoting communication among branches to share experiences in delivering excellent service through
online meetings/workshops.
7.4.3 7.4.3 Service innovation management
7.4.3.1 General
Customer needs and technological levels are constantly changing. OrganizationsThe organization should
foster a culture of innovation and change at the organizational level through digital approaches, continually
improving these approaches to optimize the innovation environment, reduce innovation costs, and achieve
sustained service innovation.
7.4.3.2 a) OrganizationsImproving the internal environment and processes
The organization should utilize digital approaches to cultivate an innovative internal environment and
streamline theirits innovation processes. Appropriate practices include:
— continuously improving digital business systems and creating a sensitive, efficient, and collaborative
innovation culture;
— holding excellent service design workshops through online collaboration platforms;
— capturing innovative ideas anytime through instant messaging;
— timely sharing of industry frontiers and digital technology trends, seizing innovation opportunities;
— collecting innovative ideas and improvement proposals through online collaboration platforms;
— promoting the structuring of innovation processes through digital management systems.
7.4.3.3 b) OrganizationsEngaging stakeholders and establish
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