Post on 20-Dec-2015
DELIVERING AND DELIVERING AND PERFORMING SERVICEPERFORMING SERVICEChapter 11Chapter 11
Donna J. Hill, Ph.D.
Services Marketing
Fall 2000
CUSTOMER
COMPANY
Provider GAP 3Provider GAP 3
Service DeliveryGAP 3
Customer-Driven Service Designs and
Standards
Part 4 Opener
Service EmployeesService Employees They are the service offering ---(limousine driver, architect,
hairstylist, massage therapist)
They are the firm in the customer’s eyes They are marketers (customizing services, accommodating
customers, developing sales opportunities)
Importance is evident in The Services Marketing Mix (People) The Service-Profit Chain (companies that exhibit high levels of employee
satisfaction will be more successful than companies that have low levels of employee
satisfaction)
The Services Triangle
Service Quality Dimensions Service Quality Dimensions Heavily Influenced by PeopleHeavily Influenced by People
Responsiveness Assurance Empathy Reliability Tangibles
Service EmployeesService Employees Who are they?
“boundary spanners” What are these jobs like?
emotional labor( delivering smiles, making eye contact, showing sincere interest, and engaging in friendly conversations with customers who are
essentially strangers) many sources of potential conflict
person/role organization/client interclient quality/productivity
Customer Contact Personnel: Customer Contact Personnel: A Boundary Spanning Role A Boundary Spanning Role
Links an organization or business with its environment through interaction between the two
Figure 11-3Figure 11-3
Boundary Spanners Interact Boundary Spanners Interact with Both Internal with Both Internal and External Constituentsand External Constituents
Internal Environment
External Environment
Figure 11-4Figure 11-4
Sources of Conflict for Sources of Conflict for Boundary-Spanning WorkersBoundary-Spanning Workers
• Person vs. Role
• Organization vs. Client
• Client vs. Client
• Quality vs. Productivity
Person-RolePerson-RoleConflictConflict
1. Inequality dilemma2. Dress codes3. Inability to control Relationship 1. Screen applicants
2. Provide instructions and training3. Develop procedure for employees to complain
Organization-Client Organization-Client ConflictConflict
Two-boss dilemma
1. Instruct employees in policies and goals of firm.2. Empower employees.3. Support employees’ decisions.
Customers ConflictsCustomers Conflicts
1. Serving customers in turn.2. Serving many customers at the same time
1. Provide instruction.2. Analyze policies.3. Negotiate.4. Instruct in roles.5. Educate new customers.6. Teach people skills to employees.
Quality-Productivity Quality-Productivity TradeoffsTradeoffs
1.Quantity versus quality tradeoff.2. Serving many customers at the same time
1. Where on the continuum.2. Use of technology.
Dealing with ConflictDealing with Conflict Avoidance of
contact. Psychological
withdrawal. Direct
confrontation. Retaliation.
Figure 11-5 Figure 11-5
Human Resource Strategies for Closing GAP 3Human Resource Strategies for Closing GAP 3
Customer-oriented Service Delivery
Hire theRight People
ProvideNeeded Support
Systems
Retain theBest
People
DevelopPeople to
DeliverServiceQuality
Compete
for
the B
est
People
Hire for Service
Competencies and Service Inclination
Provide Supportive Technology
and Equipment
Tre
at
Em
plo
ye
es
a
s
Cu
sto
me
rs
Em
po
we
r E
mp
loy
ee
s
Be the Preferred
Employer Train for
Technical and
Interactive
Skills
Prom
ote
Team
wor
k
Measure
Internal
Service
Quality
Develop Service-
oriented Internal
Processes
Mea
sure
and
R
ewar
d S
tron
g S
ervi
ce
Pro
vide
rs
Include
Em
ployees in
the
Com
pany’s
Vision
Service Competency and Service Competency and InclinationInclination
Inclination (social sensitivity, helpfulness, courtesy, trustworthiness) Role Playing Simulation Problem solving Group interviews Personality tests
Competency (skill in doing job) certification, tests, degrees, etc.
Empowerment means having:Empowerment means having: Authority to make
decisions Willingness to use it Organizational
support Allows for
Divergence
Empowerment is not:Empowerment is not:
Workforce reduction free reign to do
whatever you want a substitute for quality
design problems
ContingenciesContingencies Basic business strategy
differentiation and customization vs. standardization
ties to customers long term relationship
technology nonroutine or complex
business environment unpredictable
types of people in the organization high growth, social, strong interpersonal skills
Why Controversial?Why Controversial?
Poorly understood Poorly designed Threatening to middle managers There are real benefits, costs, and
tradeoffs It is not always appropriate
Definitions of EmpowermentDefinitions of Empowerment
Bowen and Lawler Sharing 4 commodities with front-line
employees information about organization’s performance rewards, linked to organization’s performance knowledge that allows workers to understand
and contribute to organization’s performance power to make decisions that influence
organization’s performance
EmpowermentEmpowerment
Benefits: -quicker responses -employees feel more
responsible -employees tend to
interact with warmth/enthusiasm
-empowered employees are a great source of ideas
-positive word-of-mouth from customers
Drawbacks: greater investments in
selection and training higher labor costs slower and/or
inconsistent delivery may violate customer
perceptions of fair play “giving away the store”
(making bad decisions)