Chapter 8 Designing and Managing Service Process

7/24/2019 Chapter 8 Designing and Managing Service Process

1/33

Slide by Lovelock, Wirtz and Chew 2009 Essentials of Services Marketin Cha!ter " # $ae

CHAPTER 8

DesigningandManagingService Processes


2/33


Overview of Chapter 8

Flowcharting Service Delivery

Blueprinting Services to Create Valued Experiencesand Productive Operations

Service Process Redesign

The Custoer as Co!Producer

Sel"!Service Technologies


3/33


Flowcharting

Service Delivery


4/33


Flowcharting Service DeliverHelps to Clarif Prod!ct Ele"ents

Techni#ue "or displaying the nature andse#uence o" the di""erent steps in deliveryservice to custoers

O""ers way to understand total custoerservice experience

Shows how nature o" custoer involveentwith service organi$ations varies %y type o"service&

People processing

Possession processing

'ental Stiulus processing

(n"oration processing


5/33Slide by Lovelock, Wirtz and Chew 2009 Essentials of Services Marketin Cha!ter " # $ae

Si"ple Flowchart for Deliver of aPeople#Processing Service $Fig. 8.2a)



Si"ple Flowchart for Deliver of aPossession#Processing Service $Fig. 8.2b)



Si"ple Flowchart for Deliver of a MentalSti"!l!s Processing Service $Fig. 8.2c)



Si"ple Flowchart for Deliver of an%nfor"ation#Processing Service $Fig. 8.2d)



Blueprinting Services to

Create Valued

Experiences andProductive Operations


10/33Slide by Lovelock, Wirtz and Chew 2009 Essentials of Services Marketin Cha!ter " # $ae "

Developing a Blueprint

(denti"y )ey activities in creating and delivering service

De"ine *%ig picture+ %e"ore *drilling down+ to o%tain ahigher level o" detail

,dvantages o" Blueprinting

Distinguish %etween *"rontstage+ and *%ac)stage+

Clari"y interactions %etween custoers and sta""- andsupport %y %ac)stage activities and systes

(denti"y potential "ail points. ta)e preventive easures.prepare contingency

Pinpoint stages in the process where custoercoonly have to wait

&l!eprinting


11/33Slide by Lovelock, Wirtz and Chew 2009 Essentials of Services Marketin Cha!ter " # $ae "

'e Co"ponents of a Service &l!eprint

/0 De"ine standards "or "ront!stage activities

10 Speci"y physical evidence

20 (denti"y ain custoer actions

30 4ine o" interaction 5custoers and "ront!stage personnel6

70 Frontstage actions %y custoer!contact personnel

80 4ine o" visi%ility 5%etween "ront stage and %ac)stage6

90 Bac)stage actions %y custoer contact personnel

:0 Support processes involving other service personnel

;0 Support processes involving (T

- Identify fail points and risks of excessive waits

- Set service standards and do failure-proofing


12/33

&l!eprinting The Resta!rant E(perience) A


13/33

Slide by Lovelock, Wirtz and Chew 2009 Essentials of Services Marketin Cha!ter " # $ae "

&l!eprinting The Resta!rant E(perience) AThree#Act Perfor"ance

,ct /& (ntroductory Scenes

,ct 1& Delivery o" Core Product

Coc)tails- seating- order "ood and wine- wine service

Potential "ail points& 'enu in"oration coplete< 'enu intelligi%le9o"ten as closeas nearest coputerG

O%taining detailed in"oration and copleting transactions can %e done"aster than through "ace!to!"ace or telephone contact

People in awe o" what technology can do "or the when it wor)s well

People hate SSTs when

SSTs "ail = syste is down- P(? nu%ers not accepted- etc

Poorly designed technologies that a)e service processes di""icult tounderstand and use

they ess up ! "orgetting passwords. "ailing to provide in"oration asre#uested. siply hitting wrong %uttons

C!sto"ers- $*.

,hat Aspects Of SSTs Please Or Anno


29/33

Slide by Lovelock, Wirtz and Chew 2009 Essentials of Services Marketin Cha!ter " # $ae 2

C!sto"ers- $/.

Hey wea)ness o" SSTs& Too "ew incorporate service

recovery systes

Custoers still "orced to a)e telephone calls or personal

visits

P!tting SSTs to Test +


30/33

Slide by Lovelock, Wirtz and Chew 2009 Essentials of Services Marketin Cha!ter " # $ae %

Does the SST work reliably?

Firms must ensure that SSTs are dependable and user-friendly

Is the SST better than interpersonal alternatives?

Customers will stick to conventional methods if SSTdoesnt create benefits for them

If it fails, what systems are in place to recover?

Always provide systems, structures, and technologies thatwill enable prompt service recovery when things go wrong

As2ing a Few Si"ple 3!estions

S!""ar for Chapter 8 4 Designing andM i S i P $*.


31/33


Flowcharting helps clari"y delivery eleents0 (t also shows how nature o"custoer involveent with service organi$ations varies %y type o"service

Service %lueprinting can %e used to design a service and create asatis"ying experience "or custoers0 Hey coponents o" the %lueprintinclude

De"inition o" standards "or each "ront!stage activity

Physical and other evidence "or "ront!stage activities

Principal custoer actions

4ine o" interaction

Front!stage actions %y custoer!contact personnel

4ine o" visi%ility

Bac)stage actions %y custoer!contact personnel

Support processes involving other service personnel

Support processes involving in"oration technology

Managing Service Processes $*.

S!""ar for Chapter 8 4 Designing andM i S i P $/.


32/33


Blueprinting a restaurant 5or other service6 can %e a three!actper"orance

Prologue and introductory scenes

Delivery o" the core product

Conclusion o" the draa

Failure proo"ing can %e designed into service processes to iprove

relia%ility

Service process redesign can %e categori$ed into "ive )inds

Eliinating non!value!adding steps

Shi"ting to sel"!service

Delivering direct service

Bundling services

Redesigning the physical aspect o" service processes

Managing Service Processes $/.

S!""ar for Chapter 8 4 Designing andM i S i P $0.


33/33


Managing Service Processes $0.

Ihen the custoer is a co!producer- issues to consider are

4evels o" custoer participation

Custoers as partial eployees

Ihen deciding to use Sel"!service Technologies 5SSTs6- "irsshould consider

Psychological "actors related to the use o" SSTs

,spects o" SSTs that please or annoy custoers

Documents

Chapter 8 Designing and Managing Service Process