Delivering and Performing Service
-
Upload
imnotactive -
Category
Documents
-
view
270 -
download
0
Transcript of Delivering and Performing Service
-
7/30/2019 Delivering and Performing Service
1/32
McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-1
1-1
POKOK BAHASAN / SAP
1. Introduksi Manajemen Pelayanan2. Pengembangan Konsep Jasa3. Perilaku Konsumen4. Saluran Distribusi Jasa melalui Saluran Fisik & Elektronik5. Manajemen Harga & Pendapatan6. Promosi dan Edukasi Pelanggan7. Mengelola Desain Jasa
8. UTS
9. Mengembangkan Permintaan dan Produktivitas Kapasitas10. Mengkreasikan Lingkungan Pelanggan11. Mengelola Tenaga Kerja guna Memperoleh Keunggulan Bersaing12. Membina Hubungan dan Membangun Loyalitas Pelanggan13. Meningkatkan Kualitas & Produktivitas Pelanggan14. Presentasi15. Presentasi
16. UAS
-
7/30/2019 Delivering and Performing Service
2/32
-
7/30/2019 Delivering and Performing Service
3/32
McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-3
Service Delivery
ServicePerformance Gap
Customer-DrivenService Designs and
Standards
Provider Gap 3
Part 5 Opener
CUSTOMER
COMPANY
-
7/30/2019 Delivering and Performing Service
4/32
McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-4
-
7/30/2019 Delivering and Performing Service
5/32
McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-5
Service Delivery
Customer-Driven ServiceDesigns and Standards
Deficiencies in human resource policiesIneffective recruitmentRole ambiguity and role conflictPoor employee-technology job fit
Inappropriate evaluation and compensation systemsLack of empowerment, perceived control, and teamwork
Customers who do not fulfill rolesCustomers who lack knowledge of their roles and responsibilitiesCustomers who negatively impact each other
Problems with service intermediariesChannel conflict over objectives and performance
Channel conflict over costs and rewardsDifficulty controlling quality and consistencyTension between empowerment and control
Failure to match supply and demandFailure to smooth peaks and valleys of demandInappropriate customer mixOverreliance on price to smooth demand
Key Factors Leading to Provider Gap 3
Gap
3
Figure 2.4
-
7/30/2019 Delivering and Performing Service
6/32
McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-6
Employees Roles in ServiceDelivery
Service Culture
The Critical Importance ofService
EmployeesBoundary-Spanning Roles
Strategies for Delivering Service Quality
Through PeopleCustomer-Oriented Service Delivery
Chapter
12
-
7/30/2019 Delivering and Performing Service
7/32
McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-7
Objectives for Chapter 12:Employees Roles in Service Delivery
Demonstrate the importance of creating a service culturein which providing excellent service to both internal andexternal customers is a way of life.
Illustrate the pivotal role of service employees in creatingcustomer satisfaction and service quality.
Identify the challenges inherent in boundary-spanningroles.
Provide examples of strategies for creating customer-oriented service delivery through hiring the right people,developing employees to deliver service quality,providing needed support systems, and retaining thebest service employees.
-
7/30/2019 Delivering and Performing Service
8/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-8
Service Culture
A culture where an appreciation for good
service exists, and where giving goodservice to internal as well as ultimate,external customers, is considered a naturalway of life and one of the most importantnorms by everyone in the organization.
- Christian Grnroos (1990)
-
7/30/2019 Delivering and Performing Service
9/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-9
The Critical Importance of ServiceEmployees
They are the service.
They are the organization in the customers eyes.
They are the brand.
They are marketers.
Their importance is evident in: the services marketing mix (people)
the service-profit chain
the services triangle
-
7/30/2019 Delivering and Performing Service
10/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-10
The Power of One
Every encounter counts
Employees are the service
Every employee can make a difference
Through their actions, all employees shapethe brand
-
7/30/2019 Delivering and Performing Service
11/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-11
The Services Marketing Triangle
Internal Marketing
Interactive Marketing
External Marketing
Company(Management)
CustomersProviders
Enabling the promise
Delivering the promise
Making the promise
Figure 12.1Source: Adapted from Bitner, 1995; Grnroos, 2000; Kotler and Keller, 2006.
-
7/30/2019 Delivering and Performing Service
12/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-12
Aligning the Triangle
Organizations that seek to provideconsistently high levels of service excellencewill continuously work to align the threesides of the triangle.
Aligning the sides of the triangle is anongoing process.
-
7/30/2019 Delivering and Performing Service
13/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-13
Services Marketing TriangleApplications Exercise
Focus on a service organization. In the contextyou are focusing on, who occupies each of thethree points of the triangle?
How is each type of marketing being carried outcurrently?
Are the three sides of the triangle well aligned?
Are there specific challenges or barriers in any ofthe three areas?
-
7/30/2019 Delivering and Performing Service
14/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-14
Making Promises
Understanding customer needs
Managing expectations
Traditional marketing communications
Sales and promotion
Advertising
Internet and web site communication
-
7/30/2019 Delivering and Performing Service
15/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-15
Keeping Promises
Service delivery
Reliability, responsiveness, empathy, assurance,tangibles, recovery, flexibility
Face-to-face, telephone & onlineinteractions
The Customer Experience
Customer interactions with sub-contractorsor business partners
The moment of truth
-
7/30/2019 Delivering and Performing Service
16/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-16
Enabling Promises
Hiring the right people
Training and developing people to deliver
serviceEmployee empowerment
Support systems
Appropriate technology and equipmentRewards and incentives
-
7/30/2019 Delivering and Performing Service
17/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-17
Ways to Use theServices Marketing Triangle
Overall StrategicAssessment
How is the service
organization doing on allthree sides of thetriangle?
Where are the
weaknesses? What are the strengths?
Specific ServiceImplementation
What is being promoted
and by whom? How will it be delivered
and by whom?
Are the supporting
systems in place todeliver the promisedservice?
-
7/30/2019 Delivering and Performing Service
18/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-18
The Service Profit Chain
Figure 12.2 Source: An exhibit from J. L. Heskett, T. O. Jones, W. E. Sasser, Jr., and L. A. Schlesinger, Putting theService-Profit Chain to Work, Harvard Business Review72 (March-April 1994), p. 166.
-
7/30/2019 Delivering and Performing Service
19/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-19
Service Employees
Who are they?
boundary spanners
What are these jobs like? emotional labor
many sources of potential conflict
person/role
organization/client
interclient
quality/productivity tradeoffs
-
7/30/2019 Delivering and Performing Service
20/32
-
7/30/2019 Delivering and Performing Service
21/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-21
Boundary-Spanning Workers Juggle ManyIssues
Person versus role
Organization versus client
Client versus client
-
7/30/2019 Delivering and Performing Service
22/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-22
Human Resource Strategies for DeliveringService Quality through People
Provideneeded support
systems
Hire the
right people
Retain thebest
people
Developpeople to
deliverservicequality
Hire for servicecompetencies and
serviceinclinationCompete for
the bestpeople
Measure andreward strong
service
performers
Treatemployees
ascustomers
Includeemployees inthe
companysvision
Developservice-oriented
internalprocesses
Providesupportivetechnology
and
equipment
Measureinternal service
quality
Promoteteamwork
Empoweremployees
Train fortechnical and
interactive
skills
Be thepreferredemployer
Customer-OrientedServiceDelivery
Figure 12.4
-
7/30/2019 Delivering and Performing Service
23/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-23
Empowerment
Benefits: quicker responses to
customer needs duringservice delivery
quicker responses todissatisfied customers duringservice recovery
employees feel better abouttheir jobs and themselves
employees tend to interactwith warmth/enthusiasm
empowered employees are agreat source of ideas
great word-of-mouth
advertising from customers
Drawbacks: potentially greater dollar
investment in selection andtraining
higher labor costs potentially slower or
inconsistent service delivery
may violate customers
perceptions of fair play
employees may give awaythe store or make bad
decisions
-
7/30/2019 Delivering and Performing Service
24/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-24
Seattles CLICK!
-
7/30/2019 Delivering and Performing Service
25/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-25
Traditional Organizational Chart
Manager
Supervisor
Front-lineEmployee
Customers
Front-lineEmployee
Front-lineEmployee
Front-lineEmployee
Supervisor
Front-lineEmployee
Front-lineEmployee
Front-lineEmployee
Front-lineEmployee
-
7/30/2019 Delivering and Performing Service
26/32McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-26
Customer-Focused Organizational Chart
Manager
Supervisor
Front-lineEmployee
Customers
Front-lineEmployee
Front-lineEmployee
Front-lineEmployee
Supervisor
Front-lineEmployee
Front-lineEmployee
Front-lineEmployee
Front-lineEmployee
Figure 12.5
-
7/30/2019 Delivering and Performing Service
27/32
McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-27
-
7/30/2019 Delivering and Performing Service
28/32
McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-28
-
7/30/2019 Delivering and Performing Service
29/32
McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-29
-
7/30/2019 Delivering and Performing Service
30/32
McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-30
Inverted Services Marketing Triangle
Internal Marketing
Interactive Marketing
External Marketing
Company
(Management)
CustomersProviders
Enabling the promise
Delivering the promise
Making the promise
Figure 12.6
-
7/30/2019 Delivering and Performing Service
31/32
McGraw-Hill/Irwin 2009 The McGraw-Hill Companies, All Rights Reserved
12-31
The grocery chain paid over $54 millionfor college scholarships for 17,500+employees over the past 20 years.
Wegmans did not hesitate to sendcheese manager Terri Zodarecky on aten-day sojourn to cheesemakers inEurope.
The firm gives employees flexibility to
deliver great customer satisfaction.
How can this be justified?
How Employee Satisfaction DrivesProductivity and Customer Satisfaction atWegmans
-
7/30/2019 Delivering and Performing Service
32/32
12-32
How does this affect performance?
Wegmans labor costs are 15-17% ofsales, compared with 12% for industry.
But annual turnover is just 6% (19% forsimilar grocery chains).
20% of employees have 10+ years ofservice. This in an industry where turnover
costs can exceed annual profits bymore than 40%.
Wegmans operating margins are7.5%, double what the big grocersearn.
Sales per square foot are 50% higherthan industry average.