5. Service Delivery Austria

7/28/2019 5. Service Delivery Austria

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12-1

The Services Marketing Triangle


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12-2

Aligning the Triangle

Organizations that seek to provide

consistently high levels of service excellence

will continuously work to align the three

sides of the triangle.

Aligning the sides of the triangle is anongoing process.


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12-3

Services Marketing TriangleApplications Exercise

Focus on a service organization. In the context

you are focusing on, who occupies each of the

three points of the triangle?

How is each type of marketing being carried out

currently?

Are the three sides of the triangle well aligned?

Are there specific challenges or barriers in any of

the three areas?


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12-4

Making Promises

Understanding customer needs

Managing expectations

Traditional marketing communications

Sales and promotion

Advertising

Internet and web site communication


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12-5

Keeping Promises

Service delivery

Reliability, responsiveness, empathy, assurance,

tangibles, recovery, flexibility

Face-to-face, telephone & online

interactions

The Customer Experience

Customer interactions with sub-contractors

or business partners

The moment of truth


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12-6

Enabling Promises

Hiring the right people

Training and developing people to deliver

serviceEmployee empowerment

Support systems

Appropriate technology and equipmentRewards and incentives


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12-7

The Service Profit Chain


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12-8

Human Resource Strategies for DeliveringService Quality through People


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12-9

Inverted Services Marketing Triangle


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12-10

Levels of Customer Participation acrossDifferent Services


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12-11

Services Production Continuum


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12-12

Customers as Productive Resources

customers can be thought of as partial

employees

contributing effort, time, or other resources to the

production process

customer inputs can affect organizations

productivity

key issue:

should customers roles be expanded? reduced?


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12-13

Customers as Contributors toService Quality and Satisfaction

Customers can contribute to:

their own satisfaction with the service

by performing their role effectively

by working with the service provider

the quality of the service they receive

by asking questions by taking responsibility for their own satisfaction

by complaining when there is a service failure


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12-14

Strategies for Enhancing CustomerParticipation


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Strategies for EnhancingCustomer Participation

Define customers jobs helping oneself

helping others

promoting the company

Recruit, educate, and reward customers recruit the right customers

educate and train customers to perform effectively

reward customers for their contributions

avoid negative outcomes of inappropriate customerparticipation

Manage the customer mix


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12-16

Characteristics of Service that Increasethe Importance of Compatible Segments


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12-17

Service Provider Participants

service principal (originator)

creates the service concept

(like a manufacturer)

service deliverer (intermediary)

entity that interacts with the customer in the

execution of the service (like a distributor/wholesaler)


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12-18

Services Intermediaries

Franchisees service outlets licensed by a principal to deliver a unique

service concept it has created e.g., Jiffy Lube, Blockbuster, McDonalds

Agents and Brokers representatives who distribute and sell the services of

one or more service suppliers e.g., travel agents, independent insurance agents

Electronic Channels all forms of service provision through electronic means

e.g., ATMs, university video courses, TaxCut software


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12-19

Benefits and Challenges forFranchisers of Service


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12-20

Benefits and Challenges forFranchisees of Service


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Benefits and Challenges in DistributingServices through Agents and Brokers


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12-22

Benefits and Challenges in ElectronicDistribution of Services


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12-23

Common Issues Involving Intermediaries

conflict over objectives and performance

difficulty controlling quality and consistencyacross outlets

tension between empowerment and control

channel ambiguity


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12-24

Managing Demand andCapacity

The Underlying Issue: Lack of Inventory Capability

Capacity Constraints

Demand Patterns

Strategies for Matching Capacity and Demand

Yield Management: Balancing Capacity Utilization,

Pricing, Market Segmentation, and Financial

ReturnWaiting Line Strategies: When Demand and

Capacity Cannot Be Matched

Chapter

15

McGraw-Hill/Irwin Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.


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Variations in Demand Relative to Capacity


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Strategies for Shifting Demand to MatchCapacity


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12-27

Strategies for Adjusting Capacity to MatchDemand


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Issues to Consider in Making WaitingMore Tolerable

Unoccupied time feels longer than occupied time.

Preprocess waits feel longer than in-process waits.

Anxiety makes waits seem longer.

Uncertain waits seem longer than known, finitewaits.

Unexplained waits seem longer than explainedwaits.

Unfair waits feel longer than equitable waits. The more valuable the service, the longer the

customer will wait.

Solo waits feel longer than group waits.

5. Service Delivery Austria

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