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Final-Customer Participation in Service Delivery

The document discusses the importance of service employees in delivering quality service and creating customer satisfaction. It describes employees as occupying the central point of the services triangle, with management on one point and customers on the other. It emphasizes that employees are critical to an organization's brand and marketing efforts. The document also discusses strategies for developing and empowering employees to deliver excellent service, as well as the roles and responsibilities of customers in coproducing services.

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Anku Ankush
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117 views29 pages

Final-Customer Participation in Service Delivery

The document discusses the importance of service employees in delivering quality service and creating customer satisfaction. It describes employees as occupying the central point of the services triangle, with management on one point and customers on the other. It emphasizes that employees are critical to an organization's brand and marketing efforts. The document also discusses strategies for developing and empowering employees to deliver excellent service, as well as the roles and responsibilities of customers in coproducing services.

Uploaded by

Anku Ankush
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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the importance of creating a service culture in which providing excellent service to both internal and external customers is a way

of life. the critical importance of service employees in creating customer satisfaction and service quality. the primary channels through which services are delivered to end customers.

Service Culture The Critical Importance of Service Employees Boundary-Spanning Roles Strategies for Delivering Service Quality Through People Customer-Oriented Service Delivery

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)

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

Company (Management)

Internal Marketing
Enabling the promise

External Marketing
Making the promise

Employees
Interactive Marketing
Delivering the promise

Customers

Focus on a service organization. In the context you are focusing on, who occupies each of the three points of the triangle?

How is each type of marketing being carried out currently?


Are the three sides of the triangle well aligned? Are there specific challenges or barriers in any of the three areas?

Overall Strategic Assessment


How is the service

Specific Service Implementation


What is being promoted

organization doing on all three sides of the triangle? Where are the weaknesses? What are the strengths?

and by whom? How will it be delivered and by whom? Are the supporting systems in place to deliver the promised service?

Who are they?


boundary spanners

What are these jobs like?


emotional labor many sources of potential conflict quality/productivity tradeoffs

External Environment

Internal Environment

Person versus role Organization versus client Client versus client Quality vs. Productivity

Hire the Right People


Compete for the Best People Hire for Service Competencies and Service Inclination Be the Preferred Employer

Develop People to Deliver Service Quality


Train for Technical and Interactive Skills Empower Employees Promote Teamwork

Provide Needed support systems

Measure Internal Service Quality Provide Supportive Technology and Equipment Develop Service-Oriented Internal Processes

Retain the best People


Include Employees in the Companys Vision Treat Employees as Customers Measure and Reward Strong Service Performers

Compete for the best people Measure and reward strong service performers

Hire for service competencies and service inclination

Be the preferred employer Train for technical and interactive skills

Hire the right people Develop people to deliver service quality

Treat employees as customers

Retain the best people

CustomerOriented Service Delivery


Provide needed support systems

Empower employees

Include employees in the companys vision Develop service-oriented internal processes

Promote teamwork

Provide supportive technology and equipment

Measure internal service quality

Benefits:

Drawbacks:

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

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

Manager

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

Customers
Front-line Employee Front-line Employee Front-line Employee Front-line Employee Front-line Employee Front-line Employee Front-line Employee Front-line Employee

Supervisor

Supervisor

Manager

Customers Roles in Service Delivery

Lack of understanding of their roles Not being willing or able to perform their roles No rewards for good performance

Interfering with other customers


Incompatible market segments

Other customers can detract from satisfaction:


disruptive behaviors overly demanding behaviors excessive crowding incompatible needs

Other customers can enhance satisfaction:


mere presence

socialization/friendships
roles: assistants, teachers, supporters, mentors

Productive Resources Contributors to Service Quality and Satisfaction

Competitors

customers can be thought of as partial employees


contributing effort, time, or other resources to the

production process

customer inputs can affect organizations productivity

key issue:
should customers roles be expanded? reduced?

Customers can contribute to:


their own satisfaction with the service by performing their role effectively by working with the service provider the quality of the service they receive by asking questions by taking responsibility for their own satisfaction by complaining when there is a service failure

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

These are the services produced entirely by the customer without any direct involvement with the firms employees.
A proliferation of new SSTs. Customer usage of SSTs. Success with SSTs.

Customer Production

Joint Production

Firm Production

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

Define customers jobs


helping oneself
helping others promoting the company

Recruit, educate, and reward customers


recruit the right customers educate and train customers to perform effectively reward customers for their contributions avoid negative outcomes of inappropriate customer participation

Manage the customer mix

Thank you

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