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CUSTOMER

COMPANYService Delivery

GAP 3

Customer-DrivenService Designs and

Standards

Part 4 Opener

Provider GAP 3

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Employees Roles in Service Delivery

Illustrate the critical importance of service employees increating customer satisfaction and service quality

Demonstrate the challenges inherent in boundary-

spanning roles

Provide examples of strategies for creating customer-oriented service delivery

Show how the strategies can support a service culturewhere providing excellent service is a way of life

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The Services Marketing Triangle

InternalMarketing

Interactive Marketing

ExternalMarketing

Company(Management)

CustomersEmployees

enablingpromises

keeping promises

settingpromises

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

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Ways to Use the

Services Marketing Triangle

Overall Strategic

Assessment

How is the serviceorganization doing on all

three sides of the

triangle?

Where are the

weaknesses? What are the strengths?

Specific Service

Implementation

What is being promotedand by whom?

How will it be delivered

and by whom?

Are the supporting

systems in place todeliver the promised

service?

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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.

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Service Employees

They are the service.

They arethe 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

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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

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Boundary Spanners Interact with Both

Internal & External Constituents

Internal Environment

External Environment

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Sources of Conflict for

Boundary - Spanning Workers

Person vs. Role

Organization vs. Client

Client vs. Client

Quality vs. Productivity

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Customer-

Oriented

Service

Delivery

Hire the

Right People

ProvideNeeded Support

Systems

Retain the

Best

People

Develop

People to

Deliver

Service

Quality

Hire forService

Competenciesand ServiceInclination

ProvideSupportive

Technology

andEquipment

Treat

Employees

as

Customers

Empower

Employees

Human Resource Strategies for Closing GAP 3

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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)

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Service Culture

A culture where an appreciation for

good service exists, and where givinggood service to internal as well as

ultimate, external customers, is

considered a natural way of life & oneof the most important norms by

everyone in the organization.

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Figure 12.7

Traditional Organizational

ChartManager

Supervisor

Front-line

Employee

Customers

Front-line

Employee

Front-line

Employee

Front-line

Employee

Supervisor

Front-line

Employee

Front-line

Employee

Front-line

Employee

Front-line

Employee

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Figure 12.8

Customer-FocusedOrganizational Chart

Manager

Supervisor

Front-line

Employee

Customers

Front-line

Employee

Front-line

Employee

Front-line

Employee

Supervisor

Front-line

Employee

Front-line

Employee

Front-line

Employee

Front-line

Employee