ISO/DTS 19387
(Main)Service excellence — Maturity model
Service excellence — Maturity model
This document provides the principles and guidance for a service excellence maturity model (SEMM). This document helps organizations to determine their own maturity level with regard to service excellence as defined in ISO 23592 and gives guidance for future improvements.
Excellence du service — Modèle de maturité
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ISO/TC 312
Service excellence — Maturity
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Reference number
FINAL DRAFT
Technical
Specification
ISO/TC 312
Service excellence — Maturity model
Secretariat: DIN
Excellence du service — Modèle de maturité
Voting begins on:
Voting terminates on:
RECIPIENTS OF THIS DRAFT ARE INVITED TO SUBMIT,
WITH THEIR COMMENTS, NOTIFICATION OF ANY
RELEVANT PATENT RIGHTS OF WHICH THEY ARE AWARE
AND TO PROVIDE SUPPOR TING DOCUMENTATION.
© ISO 2025
IN ADDITION TO THEIR EVALUATION AS
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO
LOGICAL, COMMERCIAL AND USER PURPOSES, DRAFT
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
INTERNATIONAL STANDARDS MAY ON OCCASION HAVE
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
TO BE CONSIDERED IN THE LIGHT OF THEIR POTENTIAL
or ISO’s member body in the country of the requester.
TO BECOME STAN DARDS TO WHICH REFERENCE MAY BE
MADE IN NATIONAL REGULATIONS.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: +41 22 749 01 11
Email: copyright@iso.org
Website: www.iso.org
Published in Switzerland Reference number
ii
Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Principles of assessing service excellence maturity and defining improvement . 2
4.1 General .2
4.2 Principles .2
4.2.1 Objective .2
4.2.2 Data management and analysis integrity .2
4.2.3 Transparency . . .2
4.2.4 Benchmarking . .2
4.2.5 Dynamic .2
4.2.6 Continual improvement.2
4.2.7 Integrated .3
5 Service excellence maturity model . 3
5.1 General .3
5.2 Service excellence maturity assessment table .3
5.3 Methodology .4
6 Developing a service excellence maturity assessment table . 5
6.1 General .5
6.2 Guidance to determine purposes .5
6.3 Guidance to select requirements .6
6.3.1 General .6
6.4 Guidance to define criteria and evidence of service excellence maturity levels .6
6.4.1 General .6
6.4.2 Description or definition of the criteria .6
6.4.3 Definition of the evidence .6
7 Performing a service excellence maturity assessment and developing improvement(s) . 7
7.1 General .7
7.2 Guidance for service excellence maturity assessment .7
7.3 Guidance for improvement .7
7.3.1 Analysis for improvement .7
7.3.2 Implementation of improvement .8
7.3.3 Continual improvement of the service excellence maturity assessment .8
Annex A (informative) Example of how to complete the service excellence maturity assessment
table . 9
Bibliography .11
iii
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee
has been established has the right to be represented on that committee. International organizations,
governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely
with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types
of ISO document should be noted. This document was drafted in accordance with the editorial rules of the
ISO/IEC Directives, Part 2 (see www.iso.org/directives).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent
rights in respect thereof. As of the date of publication of this document, ISO had not received notice of (a)
patent(s) which may be required to implement this document. However, implementers are cautioned that
this may not represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO’s adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 312, Excellence in service.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
iv
Introduction
The principles and model for service excellence are given in ISO 23592, which can be applied to all
service organizations and names the necessary elements to successfully run service excellence within an
organization. However, it does not provide specific guidance on assessing, implementing and continuously
improving service excellence.
When a company decides to develop the organization in the direction of service excellence, it must do so
efficiently and effectively. As a precondition, the organization should be equipped with effective tools to
gauge the maturity level of service excellence. The maturity model enables continual improvement by
describing the practices and processes required at each level of service excellence. Using it allows the
opportunity for organizations to reliably and sustainably achieve the desired level of performance.
This document describes a service excellence maturity model (SEMM) and a standardized approach for
the assessment and improvement using the SEMM. A SEMM helps all stakeholders to identify and better
understand the maturity level of service excellence and its contribution to the service organization. It helps
them in setting targets for improvement that will guide investments and helps them to identify gaps in
current levels of service excellence.
[6][7]
Research has shown that up to 70 % to 75 % of all transformation programs in companies fail. Specifically,
in the context of service excellence, various hurdles (e.g. lack of mindset, poor internal coordination) stand
in the way of a successful implementation. Accordingly, a change management or transformation concept
must accompany implementation, for which ISO/TS 19390 can be used. An essential supporting component
is the valid mapping of the organization’s performance concerning the dimensions and elements of the
service excellence model. For organizations to implement service excellence efficiently and effectively, it is
helpful to have a measure to judge the current level of maturity of service excellence relative to desired
future improvements. This is where the maturity model is useful. A maturity model describes the practices
and processes needed at each level to reliably and sustainably achieve a corresponding level of desired
performance. A SEMM aims to make service excellence measurable, assign the organization's current
situation to a specific maturity level, and help organizations not only to fulfil the service expectations, but
also to exceed them.
The SEMM conceptually consists as a series of five levels, each of which builds off the levels shown in
F
...
ISO/AWI TSDTS 19387:202#(E)
ISO/TC 312/WG 1
Secretariat: DIN
Date: 2024-112025-05-20
Service Excellence excellence — Maturity Modelmodel
Excellence du service — Modèle de maturité
WD stage
Warning for WDs and CDs
This document is not an ISO International Standard. It is distributed for review and comment. It is subject to
change without notice and may not be referred to as an International Standard.
Recipients of this draft are invited to submit, with their comments, notification of any relevant patent rights of
which they are aware and to provide supporting documentation.
A model manuscript of a draft International Standard (known as “The Rice Model”) is available at
© ISO #### – All rights reserved
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication
may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying,
or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO
at the address below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: + 41 22 749 01 11
E-mail: copyright@iso.org
Website: www.iso.org
Published in Switzerland
ii
Contents
Foreword . iv
Introduction . v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Principles of assessing service excellence maturity and defining improvement . 2
4.1 General . 2
4.2 Principles . 2
5 Service excellence maturity model. 3
5.1 General . 3
5.2 Service excellence maturity assessment table . 4
5.3 Methodology . 5
6 Developing a service excellence maturity assessment table . 7
6.1 General . 7
6.2 Guidance to determine purposes . 7
6.3 Guidance to select requirements . 7
6.4 Guidance to define criteria and evidence of service excellence maturity levels . 7
7 Performing a service excellence maturity assessment and developing improvement(s) . 8
7.1 General . 8
7.2 Guidance for service excellence maturity assessment . 9
7.3 Guidance for improvement . 9
Annex A (informative) Example of how to complete the service excellence maturity assessment
table . 12
Bibliography . 14
iii
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee has been
established has the right to be represented on that committee. International organizations, governmental and
non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the
International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types of
ISO documentsdocument should be noted. This document was drafted in accordance with the editorial rules
of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent rights
in respect thereof. As of the date of publication of this document, ISO had not received notice of (a) patent(s)
which may be required to implement this document. However, implementers are cautioned that this may not
represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO’s adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 312, Excellence in service.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www.iso.org/members.html.
iv
Introduction
ISO/TC 312 has published its basic standard ISO 23592 - Service The principles and model for service
excellence — Principles and model are given in 2021. This general standardISO 23592, which can be applied
to all service organizations and namenames the necessary elements to successfully run service excellence
within an organization. However, it does not provide specific guidance on assessing, implementing and
continuously improving service excellence.
When a company decides to develop the organization in the direction of service excellence, it have tomust do
so efficiently and effectively. As a precondition, the organization should be equipped with effective tools to
gauge the maturity level of service excellence. The maturity model enables continual improvement by
describing the practices and processes required at each level of service excellence. Using it allows the
opportunity for organizations to reliably and sustainably achieve the desired level of performance.
This document describes a service excellence maturity model (SEMM) and a standardized approach for the
assessment and improvement using the SEMM. A SEMM helps all stakeholders to identify and better
understand the maturity level of service excellence and its contribution to the service organization. It helps
them in setting targets for improvement that will guide investments and helps them to identify gaps in current
levels of service excellence.
[6][7
Research has shown that up to 70 % to 75 percent % of all transformation programs in companies fail. (e.g.
]
Blanchard 2010 and McKinsey 2020). Specifically, in the context of service excellence, various hurdles (e.g.,.
lack of mindset and, poor internal coordination) stand in the way of a successful implementation. Accordingly,
a change management or transformation concept must accompany itimplementation, for which ISO/AWI
TS 19390 can be used. An essential supporting component is the valid mapping of the organization’s
performance concerning the dimensions and elements of the service excellence model. For organizations to
implement service excellence efficiently and effectively, it is helpful to have a measure to judge the current
level of maturity of service excellence relative to desired future improvements. This is where the maturity
model comes into play.is useful. A maturity model describes the practices and processes needed at each level
to reliably and sustainably achieve a corresponding level of desired performance. A service excellence
maturity model (SEMM) aims to make service excellence measurable, assign the organization's current
situation to a specific maturity level, and help organizations not only to fulfil the service expectations, but also
to exceed them.
The SEMM conceptually consists as a series of five levels, each of which builds off the levels shown in Figure 1.
The details are described in clause 5.1.
When an organization is at an initial level, it has a comparatively high number of dissatisfied customers. This
proportion decreases the higher the maturity level of the organization. Additionally, the proportion of satisfied
customers increases. As the organization develops towards the highest level (level Level 5), the number of
delighted customers increases.
v
Figure 1 — Five levels of service excellence maturity model (a SEMM)
To promote continual improvement, it is important to make decisions based on a systematic overall picture of
the requirements defined in ISO 23592 to live service excellence.
In sum, thereThere are three purposes for which a SEMM can be used. First, :
a) it can be used to analyse the difference between the current state and future states of service excellence
in a service organization or service unit. Second, ;
b) such a gap analysis and thereofits resulting action plan can be used to start into a service excellence
implementation. Third, ;
a)c) an assessment based on the SEMM can also be used to compare different service organizations or service
units.
Therefore, this document describes a service excellence maturity model (SEMM). The value of this document
would be in givingSEMM. It gives guidance in assessing maturity levels to improve the service excellence
approach of a service organization. To promote continual improvements, it is important to make decisions
based on a systematic overall picture of service excellence. Therefore, this document provides a systematic
framework for assessment, the SEMM, which includes the five levels of maturity in the four dimensions and
nine elements of service excellence. In addition, the assessment of the maturity levels can be used as a starting
point for implementing service excellence.
While all four dimensions of the service excellence model should be assessed, assessment is focused on the
upper two levels of the service excellence pyramid (see Figure 2figure 2),), specifically, the individual excellent
service provision (level Level 3) and the surprisingly excellent service provision (level Level 4) that contribute
to customer delight and, subsequently, to improved financial/non-financial results. As it is described in
ISO 23592 (:2023, p. v),Introduction, the service excellence pyramid is intended to be used to explain to
managers and employees why an organization has tomust focus on both fulfilling the promises (Levels 1
and 2) and exceeding customer expectations by delivering excellent services (Levels 3 and 4). Its logic is based
on a categorization of the factors required to achieve not only customer satisfaction, but also customer delight
and thus service excellence. Accordingly, the service excellence pyramid is not based on a maturity model
approach.
vi
NOTE Source: ISO 23592:2023, Figure 1.
Figure 2 — Service excellence pyramid [ISO 23592]
vii
Service Excellence excellence — Maturity Modelmodel
1 Scope
This document provides theestablishes principles for and gives guidance foron using a service excellence
maturity model (SEMM). It applies
This document is applicable to all organizations delivering services, such as commercial organizations,
manufacturing companies, public services and not-for-profit organizations. In accordance with ISO 23592, it
intends tocan help organizations to determine their own maturity level with regard to service excellence. It
also offers guidance for future improvements and can be used for internal and external audits.
An organization can decide for itself whether the whole service excellence model with its four dimensions and
nine elements or only selected dimensions and elements should beare assessed and improved.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
re
...
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