Professional Documents
Culture Documents
Delivering and Performing Service
Delivering and Performing Service
Provider Gap 3
CUSTOMER
Service Delivery
COMPANY
Part 5 Opener
Overview
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 the best service employees.
Service 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. - Christian Gronroos (1990)
Internal Marketing
Enabling the promise
External Marketing
Making the promise
Employees
Interactive Marketing
Delivering the promise
Customers
Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler
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.
Service Employees
Who are they?
boundary spanners
quality/productivity tradeoffs
Internal Environment
Empower employees
Promote teamwork
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
Drawbacks:
potentially greater dollar investment in selection and training higher labor costs potentially slower or inconsistent service delivery may violate customers perceptions of fair play employees may give away the store or make bad decisions
Supervisor
Supervisor
Front-line Employee
Front-line Employee
Front-line Employee
Front-line Employee
Front-line Employee
Front-line Employee
Front-line Employee
Front-line Employee
Customers
Supervisor
Supervisor
Manager
Table 13.1
Source: Adapted from A. R. Hubbert, Customer Co-Creation of Service Outcomes: Effects of Locus of Causality Attributions, doctoral dissertation, Arizona State University, Tempe, Arizona, 1995.
Competitors
Gas Station Illustration 1. Customer pumps gas and pays at the pump with automation 2. Customer pumps gas and goes inside to pay attendant 3. Customer pumps gas and attendant takes payment at the pump 4. Attendant pumps gas and customer pays at the pump with automation 5. Attendant pumps gas and customer goes inside to pay attendant 6. Attendant pumps gas and attendant takes payment at the pump
Customers as Competitors
customers may compete with the service provider internal exchange vs. external exchange internal/external decision often based on:
expertise capacity resources capacity time capacity economic rewards psychic rewards trust control