Class: SERVICES MARKETING

CORN LL Date: 05/01/ 2021

NOT S  
Topic: Chap 11 Employees’ roles in service
delivery

    Student Name    
    Bui Anh Huy    
             
    Main Ideas / Key Words Notes    
Service Culture  Corporate culture: The pattern of shared values and
beliefs that give the members of an organization
meaning, and provide them with the rules for behavior
in the organization.
 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.
- The key focus is on customer-contact service employees
because:
The critical roles of Service employee  They are the service.
Ex: In services like haircutting, personal trainers, child care,
limousine services, counseling, and legal services, the contact
employee provides the entire service singlehandedly. => Invest
in the employees means directly invest in the service
improvement.
 They are the organization in the customer’s eyes.
Ex: Employees of a health clinic—from the professionals who
provide the service to the receptionists and office staff—
represent the firm to the client, and everything these
individuals do or say can influence perceptions of the
organization.
 They are the brand.
Ex: The primary image that a customer has of the firm is
formed by the interactions the customer has with the
employees of that firm. A customer sees Edward Jones as a
How physical evidence affect customer good provider of financial services if the employees she
experience interacts with are knowledgeable, understanding, and
       
    concerned about her financial situation and goals.    
 They are marketers.
Ex: Bank tellers are often called on to cross-sell bank products,
a departure from the traditional teller role of focusing on
operational functions only.

The service triangle

 Making promises: 
 Understanding customer needs
 Managing expectations
Strategic roles of the servicescape  Traditional marketing communications
 Sales and promotion
 Advertising
 Internet and web site communication
Keeping promises: 
 Service delivery
o Reliability, responsiveness, empathy, assurance,
tangibles, recovery, flexibility
 Face-to-face, telephone & online interactions
 The Customer Experience
 Customer interactions with sub-contractors or
business partners
 The “moment of truth”
Enabling promises: 
 Hiring the right people
 Training and developing people to deliver service
 Employee empowerment
 Support systems 
 Appropriate technology and equipment
 Rewards and incentives
Ways to use the service triangle: 
 Overall Strategic Assessment:
 How is the service organization doing on all
Service profit supply chain 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?

Boundary-spanning roles

 Satisfied employees make for satisfied customers.

 A climate for service and a climate for employee well-
being are highly correlated with overall customer
 perceptions of service quality.
 Frontline service employees are referred to as
boundary spanners because they operate at the
organization’s boundary.
 They serve a critical function in understanding,
filtering, and interpreting information and resources to
and from the organization and its external
constituencies.
Emotional labor:
 The labor that goes beyond the physical or mental skills
needed to deliver quality service.
 Often requires suppression of true feelings
Many sources of potential conflict:
 Person/role
Conflict between what they are asked to do and their own
personalities, orientations, or values.
 Organization/client
Conflict between the organization and the customers. 
 Interclient
Conflict occurs for boundary spanners when incompatible
expectations and requirements arise from two or more
customers.
Quality/productivity tradeoffs:
Ex: Verizon employees in Florida were frustrated by the firm’s
requirement that a service call to a customer not go beyond a
certain amount of time, regardless of whether the issue was
resolved. That is, employees felt the firm’s customer service
priorities revolved around efficiencies, not solving a
customer’s problems. They eventually went on strike to get
management to reconsider their service processes, and
customers subsequently communicated their appreciation.
Strategies for Delivering Service Quality
through People

Hire the right people:

 Compete for the best people
Firms that think of recruiting as a marketing activity
will address issues of market (employee) segmentation,
product (job) design, and promotion of job availability in ways
that attract potentially long-term employees.
 Hire for service competencies and service
inclination
Service competencies are the skills and knowledge
necessary to do the job.
Service inclination—their interest in doing service-
related work—which is reflected in their attitudes toward
service40 and orientation toward serving customers and fellow
 employees.
 Be the preferred employer
Develop people to deliver service quality:
 Train for technical and interactive skills
 Empower employees
 Promote teamwork
Potential benefits and cost of empowerment: 
 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
 Costs:
 Potentially greater dollar investment in
selection and training
 Higher labor costs
 Potentially slower or inconsistent service
delivery
 May violate customers’ perceptions of fair play

       
       
    
   
             
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