McGraw-Hill © 2000 The McGraw-Hill Companies

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SMSM

McGraw-Hill © 2000 The McGraw-Hill Companies

Part 4

DELIVERING AND PERFORMING SERVICE

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SM

CUSTOMER

COMPANY

Provider GAP 3Provider GAP 3

Service DeliveryGAP 3

Customer-Driven Service Designs and

Standards

Part 4 Opener

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SMSM

McGraw-Hill © 2000 The McGraw-Hill Companies

Chapter 11

EMPLOYEES’ ROLES IN SERVICE DELIVERY

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SMObjectives for Chapter 11:Objectives for Chapter 11:

Employees’ Roles in Employees’ Roles in Service DeliveryService Delivery

• Illustrate the critical importance of service employees in creating customer satisfaction and service quality

• Demonstrate the challenges inherent in boundary-spanning roles

• Provide examples of strategies for creating customer-oriented service delivery

• Show how the strategies can support a service culture where providing excellent service is a way of life

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SM Service EmployeesService Employees

• They are the service

• They are the firm in the customer’s eyes

• They are marketers

• Importance is evident in– The Services Marketing Mix (People)– The Service-Profit Chain– The Services Triangle

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SM Service EmployeesService 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

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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

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SMFigure 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

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SM

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

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SM Service CultureService 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.”