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Part 5

Part 5. DELIVERING AND PERFORMING SERVICE. Provider Gap 3. CUSTOMER. Service Delivery. COMPANY. Service Performance Gap. Customer-Driven Service Designs and Standards. Part 5 Opener. Chapter. 12. Employees’ Roles in Service Delivery. Service Culture

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Part 5

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  1. Part 5 DELIVERING AND PERFORMING SERVICE

  2. Provider Gap 3 CUSTOMER Service Delivery COMPANY Service Performance Gap Customer-Driven Service Designs and Standards Part 5 Opener

  3. Chapter 12 Employees’ Roles in Service Delivery Service Culture The Critical Importance of Service Employees Boundary-Spanning Roles Strategies for Delivering Service Quality Through People Customer-Oriented Service Delivery

  4. Service Culture “A culture where an appreciation for good service exists, and where giving good service to internal as well as ultimate, external customers, is considered a natural way of life and one of the most important norms by everyone in the organization.” - Christian Gronroos (1990) • Integrity, joy, respect • In front of the public – behind the scenes • Hundreds of details

  5. The Critical Importance of Service Employees • They are the service. • They are the organization in the customer’s 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

  6. Figure 12.2The Services Marketing Triangle Company (Management) Internal Marketing External Marketing “Making the promise” “Enabling the promise” Employees Customers Interactive Marketing “Delivering the promise” Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler

  7. 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?

  8. Overall Strategic Assessment How is the service organization doing on all three sides of the triangle? Where are the weaknesses? What are the strengths? Specific Service Implementation What is being promoted and by whom? How will it be delivered and by whom? Are the supporting systems in place to deliver the promised service? Ways to Use the Services Marketing Triangle

  9. Figure 12.3The Service Profit Chain Source: An exhibit from J. L. Heskett, T. O. Jones, W. E. Sasser, Jr., and L. A. Schlesinger, “Putting the Service-Profit Chain to Work,” Harvard Business Review, March-April 1994, p. 166.

  10. Service Quality Dimensions • Reliability • Responsiveness • Assurance • Empathy • Tangibles

  11. 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

  12. Figure 12.4Boundary Spanners Interact with Both Internal and External Constituents External Environment Internal Environment

  13. Figure 12.5Boundary-Spanning Workers Juggle Many Issues • Person versus role • Organization versus client • Client versus client

  14. Customer-OrientedServiceDelivery Figure 12.6Human Resource Strategies for Delivering Service Quality through People Hire for servicecompetencies andserviceinclination Compete forthe bestpeople Be the preferredemployer Measure andreward strongserviceperformers Train fortechnical andinteractiveskills Hire theright people Developpeople todeliverservicequality Treatemployees ascustomers Retain thebestpeople Empower employees Includeemployees inthe company’svision Provideneeded supportsystems Promoteteamwork Developservice-orientedinternalprocesses Measureinternal servicequality Providesupportivetechnology andequipment

  15. Benefits: quicker responses to customer needs during service delivery quicker responses to dissatisfied customers during service recovery employees feel better about their jobs and themselves employees tend to interact with warmth/enthusiasm empowered employees are a great source of ideas great word-of-mouth advertising from customers Drawbacks: potentially greater dollar investment in selection and training higher labor costs potentially slower or inconsistent service delivery may violate customers’ perceptions of fair play employees may “give away the store” or make bad decisions Empowerment

  16. Figure 12.7Traditional Organizational Chart Manager Supervisor Supervisor Front-lineEmployee Front-lineEmployee Front-lineEmployee Front-lineEmployee Front-lineEmployee Front-lineEmployee Front-lineEmployee Front-lineEmployee Customers

  17. Customers Manager Figure 12.8Customer-Focused Organizational Chart Front-lineEmployee Front-lineEmployee Front-lineEmployee Front-lineEmployee Front-lineEmployee Front-lineEmployee Front-lineEmployee Front-lineEmployee Supervisor Supervisor

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