Pick two of the principles described by Chase & Dasu and apply them to a NEW service situation (one not discussed in the reading). How might you improve a current consumer situation?

Want to Pertect Your Company's service? Use Behavioral science The next frontier in service management comes from the venerable field of behavioral science, where provocative psychological research sheds light on how customers feel when a company "touches" them. The take-away: five new operating principles. by Richard B. Chase and Sriram Dasu HAT DON'T WE KNOW about service management? For the past 15 years, legions of scholars and practitioners have studied the subject. They've applied queuing theory to bank lines. They've deified well-run call centers. They've measured response times to the tenth decimal point. They've built cults around "moments of truth," "service recovery," and "delighting the customer." It may appear, then, that no stone in the servicemanagement garden has been left unturned, not to mention analyzed, polished, and replaced. Surprisingly little time, however, has been spent examining service encounters from the customer's point of view. Specifically, prac- these encounters, feelings so subtle they probably couldn't be put into words. Want to Perfect Your Company's Service? Want to Perfect Your Company's Service? and Stick to Them Want to Pertect Your Company's service? Use Behavioral science The next frontier in service management comes from the venerable field of behavioral science, where provocative psychological research sheds light on how customers feel when a company "touches" them. The take-away: five new operating principles. by Richard B. Chase and Sriram Dasu HAT DON'T WE KNOW about service management? For the past 15 years, legions of scholars and practitioners have studied the subject. They've applied queuing theory to bank lines. They've deified well-run call centers. They've measured response times to the tenth decimal point. They've built cults around "moments of truth," "service recovery," and "delighting the customer." It may appear, then, that no stone in the servicemanagement garden has been left unturned, not to mention analyzed, polished, and replaced. Surprisingly little time, however, has been spent examining service encounters from the customer's point of view. Specifically, prac- these encounters, feelings so subtle they probably couldn't be put into words. Want to Perfect Your Company's Service? Want to Perfect Your Company's Service? and Stick to Them