服务营销. (英文原版) .Christopher Lovelock.chapter 8百度文库

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.[].Christopher Lovelock.chapter 8
(8)|779|170|
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http://wenku.baidu.com/view/9b6dba6fb84ae45c3b358c7f[09/01/2015 04:12:26]
.[].Christopher Lovelock.chapter 8_
III
of
the
book
Charpter
focuses
on
managing
the
interface
between
representsaseriesofactionsandcanbedecomposed
customers
intosuchstepsas
and
"wait
theserviceorganization.ItbeginswithdesignofaneffectiveservicedeliveryProcess,
forseat
specifying
rows
how
to
operating
be
end
announced,
delivery
give
ManagingtheCustomerInterface
DesigningandManagingServiceProcesses
systems
agent
link
boarding
CHAPTER8
together
pass
DesigningandManagingServiceProcesses
Thenewfrontierofcompetitiveadvantageisthecustomerinterface.
to
for
CHAPTER9
Makingyoursawinnerwillre
create
verification,
BalancingDemandandProductiveCapacity
quiretherightpeopleand,increasingly,Theright
the
walk
CHAPTER10
machinespromised
onthefrontlines.
down
CraftingtheServiceEnvironment
JEFFREYRAYPORTANDBERNARDJAWORSKI
value
jetway
CHAPTER11
,
proposition.
ManagingPeopleforServiceAdvantage
Ultimately,onlyonethingreallymattersinserviceencountersCustomers
enteraircraft,letflightattendantverifyboardingpass,findseat,stowcarry-onbag,sit
Readings
thecustomer
are
down."
KungFuServiceDevelopmentatSingaporeAirlines
s
often
Akeycharacteristicofserviceblueprinting
perceptionsofwhatoccurred.
actively
is
RICHARDB.CHASEANDSRIRAMDASU
involved
that
in
itdistinguishesbetweenwhat
service
customers
creation,
Processes
experience
especially
are
"front
stage"
if
the
and
they
architecture
the
LoizosHeracleous,JochenWirtz,andRobertJohnston
are
of
activities
GettingMorefromCallCenters
acting
of
services.
as
employees
They
coand
describe
producers,
and
support
the
the
processes
method
process
"backstage,"
and
becomes
wherecustomerscan'tseethem.
sequence
their
Betweenthe
inwhichserviceoperating
experience.
systemswork,specifying
two
KeithA.GilsonandDeepakK.Khandelwal
A
howthey
lies
HowtoLeadtheCustomerExperience
related
what
linktogether
task
is
to
in
create
called
markets
the
the
with
value
widely
proposition
line
fluctuating
that
of
demand
has
visibility
levels
.been
StephanH.Haeckel,LewisRCarbone,andLeonardL.Berry
is
promised
Operationally
to
oriented
customers.
balance
businesses
the
In
are
level
highsometimes
contact
and
services,
so
timing
customers
focused
of
themselves
on
customer
are
managing
an
demand
backstage
against
integral
activities
available
part
that
productive
of
they
capacity
the
neglect
.the
operation
and
customer's
the
purely
process
frontstage
becomes
perspective.
Thenextstepsinvolvetwoelementsofthe8Psthatareparticularlyimportantin
their
Accounting
highexperience.
firms,
contact
services.
Badly
for
Physical
designed
instance,
service
processes
often
environments
are
have
help
likely
elaborately
to
documentedproceduresandstandardsforhowtoconductanaudit,
engineer
annoy
customers'
customers
Chapter
service
because
8
they
experiences
and
often
Designing
provide
result
and
clues
in
Managing
to
slow,
Service
positioning
frustrating,
Processes
strategy
and
and
poor
quality
service
quality
delivery
233
.
People
Similarly,
are
poor
a
processes
defining
make
it
element
difficult
of
many
for
but
services.
front-line
may
Effective
staff
lackclearstandards
management
to
for
of
do
hostinga
frontline
their
meetingwithclientsorhowstaff
employees
jobs
members
is
well,
shouldanswerthetelephone.
key
resultinlowproductivity
to
,andincreasetheriskofservicefailures.
delivering
One
customer
of
satisfaction,
the
Serviceblueprintsclarifytheinteractionsbetweencustomersandemployees,and
productivity
distinctive
how
,
characteristics
these
and
of
are
competitive
many
supported
advantage.
services
by
is
backstage
the
activities
way
and
in
systems.
which
By
the
clarifying
customer
is
interrelationships
involved
among
in
employee
their
roles,
creation
operational
and
processes,
delivery
information
.
technology
68
999
,All
120
2014
2014O2O
2014
2014
too
and
240
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Lovelock.chapter
.[].Christopher
DOC
PPT
TXT
PDF
XLS
0
?
however,
interactions,
| | | | |
service
blueprints
designandoperationalexecutionseemstoignorethecustomerperspective,witheach
can
stepintheprocessbeinghandledasadiscreteeventratherthanbeingintegratedintoa
facilitate
seamlessprocess.
the
In
integration
this
of
chapter,
marketing,
we
operations,
emphasize
and
the
human
importance
resource
for
management
service
within
marketers
a
of
firm.
understanding
Although
how
there's
service
nosingle,required
processes
waytoprepareaserviceblueprint,werecommendedthata
work
consistent
and
approach
where
be
customers
used
fit
within
within
any
the
one
operation.Specifically,weaddressthefollowingquestions:
organization.
1.Howcanserviceblueprintingbe
To
usedtodesignaserviceandcreateasatisfying
illustrate
experienceforcustomers?
blueprinting
later
in
this
chapter,
we
232
adapt
and
simplify
an
approach
proposed
by
Jane
KingmanBrundage.
3
Blueprintingalsogivesmanagerstheopportunitytoidentifypotential
failpoints
in
the
process,
points
where
there
is
a
significant
risk
of
things
going
wrong
and
diminishing
service
quality
.
When
managers
are
aware
of
these
fail
points,
they
are
betterabletotakepreventive
measures,preparecontingencyplans,orboth.Theycan
alsopinpointstagesintheprocessatwhichcustomerscommonlyhavetowait.Armed
withthisknowledge,marketingandoperationalspecialistscanthendevelop
standards
for
execution
of
each
activity,
including
times
for
completion
of
a
task,
maximum
waittimesbetweentasks,andscriptstoguideinteractionsbetweenstaffmembersand
customers.
CreatingaScriptforEmployeesandCustomers
A
wellplanned
script
should
provide
a
full
description
of
the
service
encounter
and
can
itself
helpto
identifypotentialorexistingproblems
inaspecificserviceprocess.

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