ISO/DTR 7179

Service excellence — Practices for achieving service excellence

Excellence de service — Actions permettant d'atteindre l'excellence de service

General Information

• Status: Not Published
• ICS: 03.080.01 - Services in general
• Technical Committee: ISO/TC 312 - Excellence in service
• Drafting Committee: ISO/TC 312 - Excellence in service
• Current Stage: 5020 - FDIS ballot initiated: 2 months. Proof sent to secretariat
• Start Date: 21-Jul-2023
• Completion Date: 21-Jul-2023

Standards Content (Sample)

ISO/DTR TR 7179:####(E)
ISO /TC 312/WG 2
Secretariat: DIN
Date: 2022-12-262023-07-07
Service excellence — Practices for achieving service excellence

DTRExcellence de service — Actions permettant d'atteindre l'excellence de service
FDIS 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
https://www.iso.org/iso/model_document-rice_model.pdf

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ISO #####-#:####(X)
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ISO/AWI TRDTR 7179:####(X:(E)
© ISO 2023
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
EmailE-mail: [e-mail]
Website: www.iso.orgwww.iso.org
Published in Switzerland









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ISO/AWI TR DTR 7179:####(X:(E)
Contents
Foreword . vii
Introduction. viii
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Methodology and overview of selected organizations . 1
4.1 Methodology . 1
4.2 Overview of selected organizations . 4
5 Practices of service excellence leadership and strategy . 8
5.1 General . 8
5.2 Service excellence vision, mission and strategy . 8
5.2.1 Customer centricity aspect in vision and mission . 8
5.2.2 Humanistic care and strategy for service ecosystem . 9
5.3 Service excellence leadership and management requirement . 10
5.3.1 Management responsibility . 10
5.3.2 Manager’s processes and roles . 11
6 Practices of service excellence culture and employee engagement . 12
6.1 General . 12
6.2 Service excellence culture . 12
6.2.1 Cultural values and learning journey . 12
6.2.2 Cultural values by co-creation and sharing best practices among employees . 13
6.2.3 Framework of deeply understanding BtoB service . 14
6.2.4 Leadership in implementing service excellence culture . 15
6.3 Employee engagement . 16
6.3.1 Blended learning and service excellence academy. 16
6.3.2 Recognition and enhancement of customer centricity . 17
6.3.3 Mechanisms of increasing employee engagement . 18
7 Practices of creating outstanding customer experiences . 19
7.1 General . 19
7.2 Understanding customer needs, expectations and desires . 19
7.2.1 Use of customer experience management platform . 19
7.2.2 Revealing latent customer needs . 20
7.2.3 Touchpoint management and understanding customers . 21
7.2.4 Capturing and monitoring customer feedback to understand customers . 22
7.3 Designing and renewing outstanding customer experiences . 23
7.3.1 Service promise, standard, and recovery excellence . 23
7.3.2 Co-design of the customer experience starting with clarifying service promise . 24
7.3.3 Customer care training and integrated management system . 25
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ISO/AWI TRDTR 7179:####(X:(E)
7.4 Service innovation management . 25
7.4.1 Dedicated time slots for new employees and online user community . 25
7.4.2 Horizontal deployment of service excellence culture through successful case . 26
7.4.3 Appreciating ideas from front-line employees and professional employees . 27
7.4.4 Pursuing personalizing services through the service innovation management . 28
8 Practices of operational service excellence . 29
8.1 General . 29
8.2 Managing customer-experience-related efficient and effective processes and
organizational structure . 29
8.2.1 Partnership and customer-experience-related technologies . 29
8.2.2 Compatibility of operational excellence and excellent service . 30
8.3 Monitoring service excellence activities and results . 31
8.3.1 Use of key performance indicators . 31
8.3.2 Use of various measurement tools . 32
8.3.3 Causal relationship relevant to service excellence effect chain . 32
Annex A (informative) Template of practices for the best possible implementation of service
excellence . 38
Foreword v
Introduction vi
1 Scope 1
2 Normative references 1
3 Terms and definitions 1
4 Methodology and overview of selected organizations 1
4.1 Methodology 1
4.2 Overview of selected organizations 3
5 Practices of service excellence leadership and strategy 8
5.1 General 8
5.2 Service excellence vision, mission and strategy 8
5.2.1 Customer centricity aspect in vision and mission 8
5.2.2 Humanistic care and strategy for service ecosystem 9
5.3 Service excellence leadership and management requirement 10
5.3.1 Management responsibility 10
5.3.2 Manager’s processes and roles 11
6 Practices of service excellence culture and employee engagement 12
6.1 General 12
6.2 Service excellence culture 12
6.2.1 Cultural values and learning journey 12
6.2.2 Cultural values by co-creation and sharing best practices among employees 13
6.2.3 Framework of deeply understanding BtoB service 13
6.2.4 Leadership in implementing service excellence culture 14
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ISO/AWI TR DTR 7179:####(X:(E)
6.3 Employee engagement 15
6.3.1 Blended learning and service excellence academy 15
6.3.2 Recognition and enhancement of customer centricity 16
6.3.3 Mechanisms of increasing employee engagement 17
7 Practices of creating outstanding customer experiences 18
7.1 General 18
7.2 Understanding customer needs, expectations and desires 18
7.2.1 Use of customer experience management platform 18
7.2.2 Revealing latent customer needs 19
7.2.3 Touchpoint management and understanding customers 19
7.2.4 Capturing and monitoring customer feedback to understand customers 20
7.3 Designing and renewing outstanding customer experiences 21
7.3.1 Service promise, standard, and recovery excellence 21
7.3.2 Co-design of the customer experience starting with clarifying service promise 22
7.3.3 Customer care training and integrated management system 24
7.4 Service innovation management 24
7.4.1 Dedicated time slots for new employees and online user community 24
7.4.2 Horizontal deployment of service excellence culture through successful case 25
7.4.3 Appreciating ideas from front-line employees and professional employees 26
7.4.4 Pursuing personalizing services through the service innovation management 27
8 Practices of operational service excellence 28
8.1 General 28
8.2 Managing customer-experience-related efficient and effective processes and organizational
structure 28
8.2.1 Partnership and customer-experience-related technologies 28
8.2.2 Compatibility of operational excellence and excellent service 29
8.3 Monitoring service excellence activities and results 30
8.3.1 Use of key performance indicators 30
8.3.2 Use of various measurement tools 31
8.3.3 Causal relationship relevant to service excellence effect chain 32
Annex A (informative) Template of practices for the best possible implementation of service excellence
36
A.1 General 36

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ISO/AWI TRDTR 7179:####(X:(E)
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).
Field Code Changed
Attention is drawnISO draws attention to the possibility that some of the elementsimplementation of this
document may beinvolve the subjectuse 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. Details of any patent rights identified during the
development of the document will be in the Introduction and/or on the ISO list of patent declarations
received (see www.iso.org/patents).
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’sISO's adherence to the
World Trade Organization (WTO) principles in the Technical Barriers to Trade (TBT), see
www.iso.org/iso/foreword.htmlwww.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.htmlwww.iso.org/members.html.
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ISO/AWI TR DTR 7179:####(X:(E)
Introduction
Today’s organizations, regardless of industries, often aim to build customer loyalty by fulfilling customer
expectations, which is customer satisfaction. However, just achieving customer satisfaction may not be
enough to strengthen customer loyalty continuously. ISO 23592 says that outstanding customer
experiences by individual and surprising excellent service provision resulting in delighted customers
lead to strong customer loyalty. ISO 23592 provides principles and a model of service excellence to
achieve it. Capabilities of organizations to consistently deliver excellent services are specified in the
model. ISO/TS 24082 specifies how to design excellent service.
The purpose of this document is to support all stakeholders to understand how to apply ISO 23592 and
ISO/TS 24082 through case studies of highly acclaimed organizations. 10 organizations from five
countries contributed to providing practices that led to high general recognition. ISO/TC 312 studied how
these practices are related to ISO 23592 and ISO/TS 24082.
In addition, this document indicates potential standardization areas including revisions as a result of a
gap analysis between practices covered and not covered by the existing documents.
The survey framework developed in this document can be helpful for organizations who wish to
analyzeanalyse and improve their service excellence.

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ISO/DTR 7179:(E)
Service excellence — Practices for achieving service excellence
1 Scope
This document provides practices for achieving service excellence. This document can be used when
applying ISO 23592 and ISO/TS 24082.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 23592:2021, Service excellence — Principles and model
ISO/TS 24082:2021, Service excellence— — Designing excellent service to achieve outstanding customer
experiences
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 23592 and ISO/TS 24082 apply.
ISO and IEC maintain terminologicalterminology databases for use in standardization at the following
addresses:
— ISO Online browsing platform: available at https://www.iso.org/obp
Field Code Changed
— — IEC Electropedia: available at http://www.electropedia.org/https://www.electropedia.org/

54 Methodology and overview of selected organizations
5.14.1 Methodology
This document contains suggested practices for the best possible realization of service excellence gleaned
from ten organizations in five different countries. The practices of these highly acclaimed organizations,
which span diverse industries, were collected using the template in Annex AAnnex A to determine their
relevance to each element of the ISO 23592 standard.
— The selected practices were identified based on various combinations of the following criteria: Best-
in-class rating or high reputation in the industry.
— Implementing practices related to all or one of the elements of the ISO 23592 service excellence model
and having a high rating on service excellence-related metrics, e.g. service excellence reputation.
As a result of this survey, the linkages between the practices and each element of ISO 23592 are identified
in Table 1.Table 1.
Table 1 — Relationship between each element and each organization
Org Org
Elements and sub-elements of service Org C Org D Org E Org F Org G Org H OrgIO Org J
excellence model A B rg I
1 - Service excellence leadership and
Split Cells
strategy
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ISO/DTR 7179:(E)
Org Org
Elements and sub-elements of service Org C Org D Org E Org F Org G Org H OrgIO Org J
excellence model A B rg I
1.1 Service excellence vision, mission
and strategy
  a)  Service excellence vision A-1 B-1
  b)  Service excellence A-1 B-1
mission
  c)  Service excellence A-1 B-1
strategy
1.2 Leadership and management
requirements
  a)  Leadership A-2        I-1
  b)  Sharing efforts, defined A-2
responsibilities and objectives
  c)  Employee         I-1
empowerment and engagement
2 - Service excellence culture and
Split Cells
employee engagement
2.1 Service excellence culture
  a)  Defining the service A-3  C-1
excellence culture
  b)  Communicating the A-3         J-1
service
excellence culture
  c)  Implementing the A-3  C-1 D-1      J-1
service excellence culture
2.2 Employee engagement
  a)  Recruitment and     E-1
induction of new employees
  b)  Continuous learning and     E-1
development of employees
  c)  Feedback of customers    D-2
at an employee or team level
  d)  Evaluation and    D-2
assessment of employees
  e)  Recognition or    D-2     I-2
acknowledgement system
  f)  Employee feedback         I-2
mechanism
3 - Creating outstanding customer
Split Cells
experiences
3.1 Understanding customer needs,
expectations and desires
  a)  Scope and depth of         I-3 J-2
listening to customers
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ISO/DTR 7179:(E)
Org Org
Elements and sub-elements of service Org C Org D Org E Org F Org G Org H OrgIO Org J
excellence model A B rg I
  b)  Organization of data      F-1    J-2
acquisition and use
  c)  Adapting to customer   C-2   F-1    J-2
needs, expectations and desires
3.2 Designing and renewing
outstanding customer experiences
  a)  Designing and      F-2
documenting the customer
experience
  b)  Setting organizational   C-3   F-2
service standards and delivering
the service promise
  c)  Deployment of the
customer experience concept
throughout the organization
  d)  Service recovery   C-3      I-4
excellence
3.3 Service innovation management
  a)  Innovation culture   C-4    G-1 H-1  J-3
  b)  Structured innovation   C-4     H-1  J-3
process
4 - Operational service excellence
Split Cells
4.1 Managing customer-experience-
related efficient and effective
processes and organizational
structure
  a)  Managing customer-      G-2
experience-related processes
  b)  Deploying customer- B-2
experience-related technologies
and techniques
  c)  Management of  B-2     G-2
organizational structures and
partnerships
4.2 Monitoring service excellence
activities and results
  a)  Causal relationships A-4       H-2
  b)  Use of performance A-4
indicators
  c)  Use of measurement  B-3      H-2
tools
  d)  Use of metrics on        H-2
operational, tactical and strategic
levels
Note: The notation such as A-1 refers to index of the subset of corresponding organizations’ practices. Each subset is described
in clause 5 – clause 8. Clause 5 to Clause 8.
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ISO/DTR 7179:(E)


5.24.2 Overview of selected organizations
Overview of selected organizations and their services are shown in Table 2. Table 2Table 2. Table 2
includes both Businessbusiness to Businessbusiness (BtoB) and Businessbusiness to Customercustomer
(BtoC) services.
Table 2 — Overview of organizations and services
Org No. Business National Overview
A Credit Germany Org A has been part of the cooperative financial network since 2003 and is the
services expert for consumer finance within the group of cooperative banks in
Germany. Org A’s installmentinstalment loan service is fast, convenient, and
(BtoB and
simple. Org A wants to make the loan process as easy and relaxed as possible,
BtoC)
without unnecessary hurdles. The second product is the simplest
installmentinstalment purchase in Germany and is uniformly designed for e-
commerce, point of sale (PoS), and direct sales.
B Airport China Org B’s airport was officially opened in 2019. Adhering to the “People’s
service Aviation Serving for the People” culture, the airport actively creates a safe,
smooth, convenient, efficient, intimate, and pleasant service experience,
(BtoC)
intending to achieve “departure and arrival with happiness”.
Regarding its services, Org B wants to become the most popular international
aviation hub in the world, and provides safe, collaborative, and efficient
services. Meanwhile, Org B integrates the requirement of service excellence
into its corporate strategy and culture and continues to implement it. It builds
a humanistic airport construction model covering concept, product, and
management systems. Org B also completes the 2025 service strategy with a
“foundation”, “improvement”, and “excellence”. Align with annual service
targets transformed from the service strategy, the targets of departmental
services and performance evaluation have been established year by year.
These actions guaranteed the airport’s excellent services, corporate
development direction, and brand formation.
Org B focuses on passenger experience and launches a series of excellent
service products regarding four aspects. 1) The excellent travel experience:
Org B improves its travel service quality by integrating multimodal
transportation, simplified transfer procedures, full-process paperless travel,
improved baggage tracking services, one-stop contactless passenger service
platform, and simplified passenger security inspection services. 2) The
excellent shopping experience: Org B improves the passengers’ shopping
experience with the collaboration of plenty partners signed. Together with its
partners, cultural and creative products are developed. 3) The excellent
culture: The airport strengthens its cultural and emotional connection with
passengers. 4) The excellent passenger care services: The airport provides
customized services and improves airport barrier-free construction and
humanistic care.
C e-commerce China Org C deploys a mobile application for e-commerce. This application is
service designed for young people who are fashion conscious, like to buy fashion
shoes, clothes, accessories, and other items online, and are keen to share with
(BtoC)
the Internet community. Relying on the strict product selection and quality
standards, excellent service design, professional identification of product
authenticity, and prompt standardized delivery, Org C has grown into the
world’s leading trendy e-commerce company.
The mission of this organization is to meet young people’s aspirations for a
better life. Its vision is to become the most trusted trendy online shopping
community in the world. Its core strategy consists of four parts. The first is
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ISO/DTR 7179:(E)
Org No. Business National Overview
the selection of trendy products. According to the mission, company selects
trendy products that meet the needs of young people. The second is customer
experience. Provide users with an outstanding service experience and set the
benchmark for the excellent service. The third is innovation promotion.
Continue to strengthen the construction of the company’s digitalization and
standardization system to create leading technical specifications for China
and even the world. The fourth is cultural guidance. Help customers to build
cultural confidence and cultivate international trendy brands.
With years of accumulation and precipitation in the field of sports shoes,
clothing and fashion equipment, the company embeds “quality inspection”
and “authenticity identification” when selling goods to ensure good customer
experience. Org C has created the SQC (Supplier Quality Customer) quality
management system and realize the shopping process of “authenticated
before shipped”. The company has also created a 24-hour online
authentication service for all customers (including non-platform buyers) in a
variety of categories. Org C launched an online communication community,
welcoming users to introduce the latest fashion goods, the guides on fashion
goods, and the stories behind them.
With the unique SQC quality management system, Org C is committed to
operation of excellent service.
D ICT-based Japan To address the recent social problem in Japan of a shortage of care workers,
Care Org D developed and operates care support solutions that improve workflows
Support of nursing care facilities. This solution uses aan NIR camera and sensors that
Solution detect minute movements to recognize residents’ behaviour. Those detection
service instruments send notifications and footage to the smartphones of care staff.
This improves work efficiency significantly, such as allowing care staff to
(BtoB)
assess the situation before making decisions on how to respond. They can
also share information with other staff in real time. Org D’s employees with
specialized skills in ICT care continue to support each customer until the
operation using the ICT system is fully established at the nursing care facility.
As an electronic manufacturing company, Org D is working to transform itself
into a “digital company with insight into implicit challenges” that actively
incorporates cutting-edge technologies and digital input/output technologies
that the organization specialized in for social value creation.
Org D’s executive management has demonstrated strong leadership in
building an organizational culture by regularly and actively communicating
top ma
...

FINAL
TECHNICAL ISO/DTR
DRAFT
REPORT 7179
ISO/TC 312
Service excellence — Practices for
Secretariat: DIN
achieving service excellence
Voting begins on:
2023-07-21
Excellence de service — Actions permettant d'atteindre l'excellence de
service
Voting terminates on:
2023-09-15
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.
IN ADDITION TO THEIR EVALUATION AS
Reference number
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO-
ISO/DTR 7179:2023(E)
LOGICAL, COMMERCIAL AND USER PURPOSES,
DRAFT INTERNATIONAL STANDARDS MAY ON
OCCASION HAVE TO BE CONSIDERED IN THE
LIGHT OF THEIR POTENTIAL TO BECOME STAN-
DARDS TO WHICH REFERENCE MAY BE MADE IN
NATIONAL REGULATIONS. © ISO 2023

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ISO/DTR 7179:2023(E)
FINAL
TECHNICAL ISO/DTR
DRAFT
REPORT 7179
ISO/TC 312
Service excellence — Practices for
Secretariat: DIN
achieving service excellence
Voting begins on:
Excellence de service — Actions permettant d'atteindre l'excellence de
service
Voting terminates on:
COPYRIGHT PROTECTED DOCUMENT
© ISO 2023
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.
RECIPIENTS OF THIS DRAFT ARE INVITED TO
ISO copyright office
SUBMIT, WITH THEIR COMMENTS, NOTIFICATION
OF ANY RELEVANT PATENT RIGHTS OF WHICH
CP 401 • Ch. de Blandonnet 8
THEY ARE AWARE AND TO PROVIDE SUPPOR TING
CH-1214 Vernier, Geneva
DOCUMENTATION.
Phone: [phone]
IN ADDITION TO THEIR EVALUATION AS
Reference number
Email: [e-mail]
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO­
ISO/DTR 7179:2023(E)
Website: www.iso.org
LOGICAL, COMMERCIAL AND USER PURPOSES,
DRAFT INTERNATIONAL STANDARDS MAY ON
Published in Switzerland
OCCASION HAVE TO BE CONSIDERED IN THE
LIGHT OF THEIR POTENTIAL TO BECOME STAN­
DARDS TO WHICH REFERENCE MAY BE MADE IN
ii
  © ISO 2023 – All rights reserved
NATIONAL REGULATIONS. © ISO 2023

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ISO/DTR 7179:2023(E)
Contents Page
Foreword .v
Introduction . vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Methodology and overview of selected organizations . 1
4.1 Methodology . 1
4.2 Overview of selected organizations . 4
5 Practices of service excellence leadership and strategy . 8
5.1 General . 8
5.2 Service excellence vision, mission and strategy . 8
5.2.1 Customer centricity aspect in vision and mission . 8
5.2.2 Humanistic care and strategy for service ecosystem . 9
5.3 Service excellence leadership and management requirement. 10
5.3.1 Management responsibility . 10
5.3.2 Manager’s processes and roles . 11
6 Practices of service excellence culture and employee engagement .12
6.1 General .12
6.2 Service excellence culture .12
6.2.1 Cultural values and learning journey .12
6.2.2 Cultural values by co-creation and sharing best practices among employees .13
6.2.3 Framework of deeply understanding BtoB service . 14
6.2.4 Leadership in implementing service excellence culture.15
6.3 Employee engagement . 16
6.3.1 Blended learning and service excellence academy . 16
6.3.2 Recognition and enhancement of customer centricity . 17
6.3.3 Mechanisms of increasing employee engagement . 18
7 Practices of creating outstanding customer experiences .18
7.1 General . 18
7.2 Understanding customer needs, expectations and desires . 19
7.2.1 Use of customer experience management platform . 19
7.2.2 Revealing latent customer needs . 19
7.2.3 Touchpoint management and understanding customers .20
7.2.4 Capturing and monitoring customer feedback to understand customers . 21
7.3 Designing and renewing outstanding customer experiences .22
7.3.1 Service promise, standard, and recovery excellence .22
7.3.2 Co-design of the customer experience starting with clarifying service
promise . 23
7.3.3 Customer care training and integrated management system . 24
7.4 Service innovation management . 25
7.4.1 Dedicated time slots for new employees and online user community .25
7.4.2 Horizontal deployment of service excellence culture through successful
case . 26
7.4.3 Appreciating ideas from front-line employees and professional employees . 27
7.4.4 Pursuing personalizing services through the service innovation
management .28
8 Practices of operational service excellence .29
8.1 General .29
8.2 Managing customer-experience-related efficient and effective processes and
organizational structure .29
8.2.1 Partnership and customer-experience-related technologies .29
iii
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ISO/DTR 7179:2023(E)
8.2.2 Compatibility of operational excellence and excellent service .30
8.3 Monitoring service excellence activities and results . 31
8.3.1 Use of key performance indicators . 31
8.3.2 Use of various measurement tools . 32
8.3.3 Causal relationship relevant to service excellence effect chain .33
Annex A (informative) Template of practices for the best possible implementation of
service excellence .37
iv
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ISO/DTR 7179:2023(E)
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 non­governmental, 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.
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ISO/DTR 7179:2023(E)
Introduction
Today’s organizations, regardless of industries, often aim to build customer loyalty by fulfilling
customer expectations, which is customer satisfaction. However, just achieving customer satisfaction
may not be enough to strengthen customer loyalty continuously. ISO 23592 says that outstanding
customer experiences by individual and surprising excellent service provision resulting in delighted
customers lead to strong customer loyalty. ISO 23592 provides principles and a model of service
excellence to achieve it. Capabilities of organizations to consistently deliver excellent services are
specified in the model. ISO/TS 24082 specifies how to design excellent service.
The purpose of this document is to support all stakeholders to understand how to apply ISO 23592
and ISO/TS 24082 through case studies of highly acclaimed organizations. 10 organizations from five
countries contributed to providing practices that led to high general recognition. ISO/TC 312 studied
how these practices are related to ISO 23592 and ISO/TS 24082.
In addition, this document indicates potential standardization areas including revisions as a result of a
gap analysis between practices covered and not covered by the existing documents.
The survey framework developed in this document can be helpful for organizations who wish to analyse
and improve their service excellence.
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TECHNICAL REPORT ISO/DTR 7179:2023(E)
Service excellence — Practices for achieving service
excellence
1 Scope
This document provides practices for achieving service excellence. This document can be used when
applying ISO 23592 and ISO/TS 24082.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content
constitutes requirements of this document. For dated references, only the edition cited applies. For
undated references, the latest edition of the referenced document (including any amendments) applies.
ISO 23592, Service excellence — Principles and model
ISO/TS 24082, Service excellence — Designing excellent service to achieve outstanding customer
experiences
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 23592 and ISO/TS 24082
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/
4 Methodology and overview of selected organizations
4.1 Methodology
This document contains suggested practices for the best possible realization of service excellence
gleaned from ten organizations in five different countries. The practices of these highly acclaimed
organizations, which span diverse industries, were collected using the template in Annex A to determine
their relevance to each element of the ISO 23592 standard.
— The selected practices were identified based on various combinations of the following criteria: Best-
in-class rating or high reputation in the industry.
— Implementing practices related to all or one of the elements of the ISO 23592 service excellence model
and having a high rating on service excellence-related metrics, e.g. service excellence reputation.
As a result of this survey, the linkages between the practices and each element of ISO 23592 are
identified in Table 1.
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ISO/DTR 7179:2023(E)
Table 1 — Relationship between each element and each organization
Elements and sub-elements of service Org A Org B Org C Org D Org E Org F O r g O r g Org I Org J
excellence model G H
1 ­ Service excellence leadership and
strategy
1.1 Service excellence vision, mission
and strategy
a)  Service excellence vision A­1 B­1
b)  Service excellence mission A­1 B­1
c)  Service excellence strategy A­1 B­1
1.2 Leadership and management
requirements
 a)  Leadership A­2    I­1
 b)  Sharing efforts, defined A­2
responsibilities and objectives
 c)  Employee empowerment and     I­1
engagement
2 ­ Service excellence culture and
employee engagement
2.1 Service excellence culture
a)  Defining the service excel­ A­3 C­1
lence culture
b)  Communicating the service A­3    J­1
excellence culture
c)  Implementing the service A­3 C­1 D­1   J­1
excellence culture
2.2 Employee engagement
 a)  Recruitment and induction of   E­1
new employees
 b)  Continuous learning and   E­1
development of employees
 c)  Feedback of customers at an  D­2
employee or team level
 d)  Evaluation and assessment of  D­2
employees
 e)  Recognition or   D­2  I­2
acknowledgement system
 f)  Employee feedback     I­2
mechanism
3 ­ Creating outstanding customer
experiences
3.1 Understanding customer needs,
expectations and desires
a)  Scope and depth of listening     I­3 J­2
to customers
b)  Organization of data acquisi­   F­1  J­2
tion and use
c)  Adapting to customer needs,  C­2 F­1  J­2
expectations and desires
Note: The notation such as A-1 refers to index of the subset of corresponding organizations’ practices. Each subset is
described in Clause 5 to Clause 8.
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ISO/DTR 7179:2023(E)
TTabablele 1 1 ((ccoonnttiinnueuedd))
Elements and sub-elements of service Org A Org B Org C Org D Org E Org F O r g O r g Org I Org J
excellence model G H
3.2 Designing and renewing out­
standing customer experiences
a)  Designing and documenting   F­2
the customer experience
b)  Setting organizational ser­ C­3 F­2
vice standards and delivering the
service promise
c)  Deployment of the customer
experience concept throughout
the organization
d)  Service recovery excellence C­3   I­4
3.3 Service innovation management
 a)  Innovation culture C­4  G­1 H­1 J­3
 b)  Structured innovation  C­4  H­1 J­3
process
4 ­ Operational service excellence
4.1 Managing customer-experi­
ence-related efficient and effec­
tive processes and organizational
structure
a)  Managing customer-experi­   G­2
ence­related processes
b)  Deploying customer-expe­ B­2
rience­related technologies and
techniques
c)  Management of  B­2  G­2
organizational structures and
partnerships
4.2 Monitoring service excellence
activities and results
 a)  Causal relationships A­4   H­2
 b)  Use of performance A­4
indicators
 c)  Use of measurement tools B­3   H­2
 d)  Use of metrics on operational,    H­2
tactical and strategic levels
Note: The notation such as A-1 refers to index of the subset of corresponding organizations’ practices. Each subset is
described in Clause 5 to Clause 8.
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ISO/DTR 7179:2023(E)
4.2 Overview of selected organizations
Overview of selected organizations and their services are shown in Table 2. Table 2 includes both
business to business (BtoB) and business to customer (BtoC) services.
Table 2 — Overview of organizations and services
Org No. Business National Overview
A Credit Germany Org A has been part of the cooperative financial network since 2003 and is the
services expert for consumer finance within the group of cooperative banks in Germany.
Org A’s instalment loan service is fast, convenient, and simple. Org A wants to
(BtoB and
make the loan process as easy and relaxed as possible, without unnecessary
BtoC)
hurdles. The second product is the simplest instalment purchase in Germany
and is uniformly designed for e-commerce, point of sale (PoS), and direct sales.
B Airport China Org B’s airport was officially opened in 2019. Adhering to the “People’s Aviation
service Serving for the People” culture, the airport actively creates a safe, smooth,
convenient, efficient, intimate, and pleasant service experience, intending to
(BtoC)
achieve “departure and arrival with happiness”.
Regarding its services, Org B wants to become the most popular internation­
al aviation hub in the world, and provides safe, collaborative, and efficient
services. Meanwhile, Org B integrates the requirement of service excellence
into its corporate strategy and culture and continues to implement it. It builds
a humanistic airport construction model covering concept, product, and
management systems. Org B also completes the 2025 service strategy with
a “foundation”, “improvement”, and “excellence”. Align with annual service
targets transformed from the service strategy, the targets of departmental
services and performance evaluation have been established year by year. These
actions guaranteed the airport’s excellent services, corporate development
direction, and brand formation.
Org B focuses on passenger experience and launches a series of excellent ser­
vice products regarding four aspects. 1) The excellent travel experience: Org B
improves its travel service quality by integrating multimodal transportation,
simplified transfer procedures, full-process paperless travel, improved bag­
gage tracking services, one­stop contactless passenger service platform, and
simplified passenger security inspection services. 2) The excellent shopping
experience: Org B improves the passengers’ shopping experience with the
collaboration of plenty partners signed. Together with its partners, cultural
and creative products are developed. 3) The excellent culture: The airport
strengthens its cultural and emotional connection with passengers. 4) The
excellent passenger care services: The airport provides customized services
and improves airport barrier­free construction and humanistic care.
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ISO/DTR 7179:2023(E)
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Org No. Business National Overview
C e­com­ China Org C deploys a mobile application for e-commerce. This application is designed
merce for young people who are fashion conscious, like to buy fashion shoes, clothes,
service accessories, and other items online, and are keen to share with the Internet
community. Relying on the strict product selection and quality standards,
(BtoC)
excellent service design, professional identification of product authenticity,
and prompt standardized delivery, Org C has grown into the world’s leading
trendy e-commerce company.
The mission of this organization is to meet young people’s aspirations for a
better life. Its vision is to become the most trusted trendy online shopping
community in the world. Its core strategy consists of four parts. The first is
the selection of trendy products. According to the mission, company selects
trendy products that meet the needs of young people. The second is customer
experience. Provide users with an outstanding service experience and set
the benchmark for the excellent service. The third is innovation promotion.
Continue to strengthen the construction of the company’s digitalization and
standardization system to create leading technical specifications for China
and even the world. The fourth is cultural guidance. Help customers to build
cultural confidence and cultivate international trendy brands.
With years of accumulation and precipitation in the field of sports shoes,
clothing and fashion equipment, the company embeds “quality inspection”
and “authenticity identification” when selling goods to ensure good customer
experience. Org C has created the SQC (Supplier Quality Customer) quality
management system and realize the shopping process of “authenticated
before shipped”. The company has also created a 24-hour online authentica­
tion service for all customers (including non-platform buyers) in a variety of
categories. Org C launched an online communication community, welcoming
users to introduce the latest fashion goods, the guides on fashion goods, and
the stories behind them.
With the unique SQC quality management system, Org C is committed to op­
eration of excellent service.
D ICT­based Japan To address the recent social problem in Japan of a shortage of care workers,
Care Org D developed and operates care support solutions that improve workflows
Support of nursing care facilities. This solution uses an NIR camera and sensors that
Solution detect minute movements to recognize residents’ behaviour. Those detection
service instruments send notifications and footage to the smartphones of care staff.
This improves work efficiency significantly, such as allowing care staff to assess
(BtoB)
the situation before making decisions on how to respond. They can also share
information with other staff in real time. Org D’s employees with specialized
skills in ICT care continue to support each customer until the operation using
the ICT system is fully established at the nursing care facility.
As an electronic manufacturing company, Org D is working to transform itself
into a “digital company with insight into implicit challenges” that actively
incorporates cutting­edge technologies and digital input/output technologies
that the organization specialized in for social value creation.
Org D’s executive management has demonstrated strong leadership in build­
ing an organizational culture by regularly and actively communicating top
management’s views to the organization. Through the penetration of the or­
ganization’s philosophy and exhaustive efforts to incorporate it into systems,
they have established customer-oriented structures in which customer infor­
mation, including value consensus, can be shared in real time, and individual
departments can take actions that focus on customers.
With the aim of solving social issues, the company is making efforts to imple­
ment those solutions in the community, with executive management playing a
central role in various initiatives, such as engaging the government for reforms
of the insurance system through communication with various organizations
(care facilities for elderly people, community leaders, etc.).
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ISO/DTR 7179:2023(E)
TTabablele 2 2 ((ccoonnttiinnueuedd))
Org No. Business National Overview
E Technical Germany Org E was founded in 2017. Org E is a global and vendor­independent service
service and Swit­ company offering complete managed service solutions and consulting services
zerland for life science, diagnostics, and medical devices. It addresses the emerging
(BtoB)
trend and needs of outsourcing technical services. Org E's leadership team is
comprised of industry experts who have served global corporations, regional
and local companies, and government agencies with consulting, learning,
business process, and outsourcing services for long years.
Important to Org E’s business model is to think outside the box for individual
customers, to tailor service solutions, and to meet the fundamental needs of
any business - whether the customer wants to expand its reach and coverage,
add to its service offerings, provide dedicated or shared technical support,
or serve customers anywhere and on any device. Org E enables customers to
deliver cost-effective service with the highest quality standards. From there,
Org E focuses on implementing a cost-efficient service excellence strategy.
As a strategic and long­term partner, Org E supports the fundamental em­
ployee, customer, and partner relationships that drive customers’ business.
This requires the deployment of serv
...