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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

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Service Delivery

ServicePerformance Gap

Customer-DrivenService Designs and

Standards

Provider Gap 3

Part 5 Opener

CUSTOMER

COMPANY

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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

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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

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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.

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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)

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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

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The Power of One

Every encounter counts

Employees are the service

Every employee can make a difference

Through their actions, all employees shapethe brand

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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.

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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.

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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?

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Making Promises

Understanding customer needs

Managing expectations

Traditional marketing communications

Sales and promotion

Advertising

Internet and web site communication

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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

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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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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?

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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.

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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

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Boundary-Spanning Workers Juggle ManyIssues

Person versus role

Organization versus client

Client versus client

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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

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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

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Seattles CLICK!

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Traditional Organizational Chart

Manager

Supervisor

Front-lineEmployee

Customers

Front-lineEmployee

Front-lineEmployee

Front-lineEmployee

Supervisor

Front-lineEmployee

Front-lineEmployee

Front-lineEmployee

Front-lineEmployee

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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

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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

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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

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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.