11 Delivering & Performing Service Final

8/3/2019 11 Delivering & Performing Service Final

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McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved

DELIVERING AND

PERFORMING

SERVICE




CUSTOMER

COMPANYService Delivery

GAP 3

Customer-DrivenService Designs and

Standards

Part 4 Opener

Provider GAP 3




Employees’ Roles

in Service Delivery

• The Critical Importance of Service

Employees• Boundary Spanning Roles• Strategies for Closing Gap 3

• Service Culture




Employees’ Roles in Service Delivery

• Illustrate the critical importance of serviceemployees in creating customer satisfaction andservice quality

• Demonstrate the challenges inherent in boundary-spanning roles

• Provide examples of strategies for creatingcustomer-oriented service delivery

• Show how the strategies can support a serviceculture where providing excellent service is a wayof life




The Services Marketing Triangle

InternalMarketing

Interactive Marketing

ExternalMarketing

Company(Management)

CustomersEmployees

enabling promises

keeping promises

setting promises

Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler




Services Marketing Triangle

Applications Exercise

• 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?


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Ways to Use the

Services Marketing Triangle

• Overall Strategic

Assessment

– How is the service

organization doing on all

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?



The Service Profit Chain

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

• They are the service.

• They are the organization in the customer’s 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



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



Boundary Spanners Interact with Both

Internal and External Constituents

Internal Environment

External Environment



Sources of Conflict for

Boundary-Spanning Workers

• Person vs. Role

• Organization vs. Client

• Client vs. Client

• Quality vs. Productivity



Customer-

Oriented

Service

Delivery

Hire the

Right People

ProvideNeeded Support

Systems

Retain the

Best

People

Develop

People to

Deliver

Service

Quality

C o m p

e t e f o r

t h e B

e s t

P e o p l e

Hire for

Service

Competenciesand Service

Inclination

Provide

Supportive

Technology

and Equipment

T r e a t

E m p l o y e e s

a s

C u s t o m e r s

Empower

Employees

B e t h e P r e f e r r e d

E m p l o y e r

T r a i n f o

r

T e c h n i c a l a

n d

I n t e r a c t i v

e

S k i l l s

P r o m

o t e

T e a m w

o r k

M e a s u

r e

I n t e r n

a l

S e r v i

c e

Q u a l i t

y

D e v e l o p S e r v i c e -

o r i e n t e d I n t e r n a l

P r o c e s s e s

M e a s u

r e a n d

R e w

a r d S t

r o n g

S e r v i c e

P

e r f o

r m e r s

I n c l u d

e

E m p

l o y e e s i n

t h e

C o m p

a n y

’ s

V i s i o n

Human Resource Strategies for Closing GAP 3



Empowerment

• Benefits:

– quicker responses

– employees feel more

responsible

– employees tend to interact

with warmth/enthusiasm

– empowered employees are a

great source of ideas

– positive word-of-mouth

from customers

• Drawbacks:

– greater investments in

selection and training

– higher labor costs

– slower and/or inconsistent

delivery

– may violate customer

perceptions of fair play

– “giving away the store”

(making bad decisions)



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 themost important norms by everyone in the

organization.”

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11 Delivering & Performing Service Final