services emp
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8/8/2019 Services Emp
http://slidepdf.com/reader/full/services-emp 1/13
Part 4
DELIVERING AND PERFORMING
SERVICE
8/8/2019 Services Emp
http://slidepdf.com/reader/full/services-emp 2/13
CUSTOMER
COMPANYService Delivery
GAP 3
Customer-DrivenService Designs andStandards
Part 4 Opener
Provider GAP 3
8/8/2019 Services Emp
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Employees’ Rolesin Service Delivery
• The Critical Importance of ServiceEmployees
• Boundary Spanning Roles• Strategies for Closing Gap 3• Service Culture
8/8/2019 Services Emp
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The Services Marketing Triangle
InternalMarketing
Interactive Marketing
ExternalMarketing
Company(Management)
CustomersEmployees
enabling promises
keeping promises
setting promises
Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler
8/8/2019 Services Emp
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Ways to Use theServices Marketing Triangle
Overall StrategicAssessment
How is the serviceorganization doing on allthree sides of thetriangle?Where are theweaknesses?What are the strengths?
Specific ServiceImplementation
What is being promotedand by whom?How will it be deliveredand by whom?Are the supportingsystems in place todeliver the promisedservice?
8/8/2019 Services Emp
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The 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.
8/8/2019 Services Emp
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Service EmployeesThey are the service.They are the organization in the customer’seyes.They are the brand.They are marketers.
Their importance is evident in:The Services Marketing Mix (People)The Service-Profit ChainThe Services Triangle
8/8/2019 Services Emp
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Service EmployeesWho are they?
“boundary spanners”
What are these jobs like?emotional labor many sources of potential conflict
person/role
organization/clientinterclientquality/productivity
8/8/2019 Services Emp
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Boundary Spanners Interact with BothInternal and External Constituents
Internal Environment
External Environment
8/8/2019 Services Emp
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Sources of Conflict for Boundary-Spanning Workers
• Person vs. Role
• Organization vs. Client
• Client vs. Client
• Quality vs. Productivity
8/8/2019 Services Emp
http://slidepdf.com/reader/full/services-emp 11/13
Customer-OrientedServiceDelivery
Hire theRight People
ProvideNeeded SupportSystems
Retain theBest
People
DevelopPeople to
Deliver ServiceQuality
C o m p
e t e f o r
t h e B e
s t
P e o p
l e
Hire for Service
Competenciesand ServiceInclination
ProvideSupportiveTechnology
and Equipment
Treat
Employees
as
Customers E
mpower
Employees
B e t h e P r e f e r r e d
E m p l o y e r T r a i n
f o r
T e c h
n i c a l a
n d
I n t e r a c t i v e
S k i l l s
P r o m
o t e
T e a m w
o r k
M e a s u r
e
I n t e r n a
l
S e r v i c e
Q u a l i t y
D e v e l o p S e r v i c e -
o r i e n t e d I n t e r n a l
P r o c e s s e s
M e a s u r e a n d
R e w a r d
S t r o n g
S e r v i c e
P e r f o r m
e r s
I n c l u d e
E m p
l o y e e s i n
t h e
C o m p a n y ’ s
V i s i o n
Human Resource Strategies for Closing GAP 3
8/8/2019 Services Emp
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EmpowermentBenefits:
quicker responsesemployees feel moreresponsibleemployees tend tointeract withwarmth/enthusiasmempowered employeesare a great source of ideaspositive word-of-mouthfrom customers
Drawbacks:greater investments inselection and traininghigher labor costsslower and/or inconsistent deliverymay violate customer perceptions of fair play“giving away the store”(making bad decisions)
8/8/2019 Services Emp
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Service Culture“A culture where an appreciation for goodservice exists, and where giving good serviceto internal as well as ultimate, externalcustomers, is considered a natural way of lifeand one of the most important norms byeveryone in the organization.”
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