Upload
jakob-anderton
View
232
Download
1
Tags:
Embed Size (px)
Citation preview
Service Innovation and Design
• Challenges of Service Innovation and Design
• New Service Development Processes
• Types of Service Innovations
• Stages in Service Innovation and Development
• Service Blueprinting
• High-Performance Service Innovations
ChapterChapter
99
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Risks of Relying on Words Alone to Describe Services
Oversimplification
Incompleteness
Subjectivity
Biased Interpretation
Types of Service Innovations
• major or radical innovations• start-up businesses• new services for the currently served market• service line extensions• service improvements• style changes
New Service Development Process
- Business strategy development or review
- New service strategy development- Idea generation-Concept development & evaluation- Business analysis- Service development & testing- Market testing- Commercialization
New Service Strategy Matrix for Identifying Growth Opportunities (Fig. 9-2)
Markets
Offerings Current Customers New Customers
Existing Services Share Building Mkt. Development
New Services Service Development Diversification
Service Blueprinting
Service Blueprint Components
Customer Actions
line of interaction
Visible Contact Employee Actions
line of visibility
Invisible Contact Employee Actions
line of internal interaction
Support Processes
Building a Service Blueprint
Application of Service Blueprints
• New Service Development– concept development– market testing
• Supporting a “Zero Defects” Culture– managing reliability– identifying empowerment issues
• Service Recovery Strategies– identifying service problems– conducting root cause analysis– modifying processes
Uses of Blueprints
• Service Marketers– creating realistic
customer expectations:• service system design• promotion
• Operations Management– rendering the service as
promised:• managing fail points• training systems• quality control
• Human Resources Management– empowering the human
element:• job descriptions
• selection criteria
• appraisal systems
• System Technology– providing necessary tools:
• system specifications
• personal preference databases
Benefits of Service Blueprinting• Provides a platform for innovation.• Recognizes roles and interdependencies among
functions, people, and organizations.• Facilitates both strategic and tactical innovations.• Transfers and stores innovation and service knowledge.• Designs moments of truth from the customer’s point of
view.• Suggests critical points for measurement and feedback
in the service process.• Clarifies competitive positioning.• Provides understanding of the ideal customer
experience.
Common Issues in Blueprinting(Exhibit 9.4)
• Clearly defining the process to be blueprinted• Clearly defining the customer or customer
segment that is the focus of the blueprint• Who should “draw” the blueprint?• Should the actual or desired service process be
blueprinted?• Should exceptions/recovery processes be
incorporated?• What is the appropriate level of detail?• Whether to include time & cost on the blueprint
Tangible Cues or Indicators of Quality
• Exterior and Interior Design
• Presentation of Food/Drinks
• Appearance of Staff
• Cleanliness of Tables, Utensils
• Cleanliness of Restrooms
• Location of Restaurant
• Appearance of Surrounding Customers
Possibility of Standardization
• Hostess Greeting
• Pre-Prepared Sauces (Mild, Medium and Hot)
• Time Standards
• Food and Drink Quality Standards
• Bill Standards
Potential Fail Points and Fixability
• Bar– train to make drinks; create ample seating space for wait area overflow
• Food– revise food presentation; create quality control checks to ensure order is
correct before delivering to customer• Staff
– training; set number of times to check-in on customers; behavioral and attitude guidelines; dress code
• Billing– standards for when to bring bill, how to deliver, when to pick-up, how
quickly to process transaction; ensure one fortune cookie per customer• Cleanliness
– standards for amount of time it takes to clear and clean tables; regular restroom checks
Customer-Defined ServiceStandards
• Factors Necessary for Appropriate Service Standards
• Types of Customer-Defined Service Standards
• Development of Customer-Defined Service Standards
ChapterChapter
1010
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Standards are based on the most important customerexpectations and reflect the customer’s view of these expectations.
Customer-Defined
Standards
Customer-Defined
Standards
Company-Defined
Standards
Company-Defined
Standards
SOURCESCustomer ExpectationsCustomer Process BlueprintCustomer Experience Observations
SOURCESProductivity ImplicationsCost ImplicationsCompany Process BlueprintCompany View of Quality
Service Standards
SOFT STANDARDS AND MEASURESOpinion-based measures that cannot be observed and must be collected bytalking to customers (perceptions, beliefs)
HARD STANDARDS AND MEASURESThings that can be counted, timed,or observed through audits (time,numbers of events)
Hard vs. Soft Standard
What Customers Expect: Getting to Actionable Steps
Process for Setting Customer-Defined Standards
Hard (Mostly) Service Standards at Ford
• Appointment available within one day of customer’s requested service day
• Write-up begins within four minutes• Service needs are courteously identified,
accurately recorded on repair order and verified with customer
• Service status provided within one minute of inquiry
• Vehicle serviced right on first visit• Vehicle ready at agreed-upon time• Thorough explanation given of work done,
coverage and charges
Physical Evidence and the Servicescape
• Physical Evidence
• Types of Servicescapes
• Strategic Roles of the Servicescape
• Framework for Understanding Servicescape Effects on Behavior
• Guidelines for Physical Evidence Strategy
ChapterChapter
1111
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Elements of Physical Evidence
Facility exterior: design, signage, parking, landscape …
Facility interior: design, equipment, layout, atmospherics, ...
Other tangibles: business cards, stationery, billing statements, reports, web pages, …
Roles of the Servicescape• Package
– conveys expectations – influences perceptions
• Facilitator– facilitates the flow of the service delivery process
• provides information (how am I to act?)• facilitates the ordering process (how does this work?)• facilitates service delivery
• Socializer– facilitates interaction between:
• customers and employees• customers and fellow customers
• Differentiator– sets provider apart from competition in the mind of the consumer
Guidelines for Physical Evidence Strategy
• Recognize the strategic impact of physical evidence.
• Blueprint the physical evidence of service.
• Clarify strategic roles of the servicescape.
• Assess and identify physical evidence opportunities.
• Be prepared to update and modernize the evidence.
Part 5
DELIVERING AND PERFORMING SERVICE
DELIVERING AND PERFORMING SERVICE
Key Causes of Provider Gap 3
Employees’ Roles in ServiceDelivery
• Service Culture
• The Critical Importance of Service Employees
• Boundary-Spanning Roles
• Strategies for Delivering Service Quality Through People
• Customer-Oriented Service Delivery
ChapterChapter
1212
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
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 Grönroos (1990)
The Critical Importance of Service Employees
• Every encounter counts• Employees are the service.• Every employee can make a difference• They are the organization in the customer’s eyes.• They are the brand.• They are marketers.• Through their actions, all employees shape the brand
• Their importance is evident in:– the services marketing mix (people)– the service-profit chain– the services triangle
The Services Marketing Triangle
Aligning the Triangle
• Organizations that seek to provide consistently high levels of service excellence will continuously work to align the three sides of the triangle.
• Aligning the sides of the triangle is an ongoing process.
Making Promises
• Understanding customer needs
• Managing expectations
• Traditional marketing communications
• Sales and promotion
• Advertising
• Internet and web site communication
Keeping Promises
• Service delivery– Reliability, responsiveness, empathy, assurance,
tangibles, recovery, flexibility
• Face-to-face, telephone & online interactions
• The Customer Experience
• Customer interactions with sub-contractors or business partners
• The “moment of truth”
Enabling Promise Keeping
• Hiring the right people
• Training and developing people to deliver service
• Employee empowerment
• Support systems
• Appropriate technology and equipment
• Rewards and incentives
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?
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 tradeoffs
Boundary Spanners Interact with Both Internal and External Constituents
Human Resource Strategies for Delivering Service Quality through People
The grocery chain paid over $54 million for college scholarships for 17,500+ employees over the past 20 years.
Wegmans did not hesitate to send cheese manager Terri Zodarecky on a ten-day sojourn to cheese makers in Europe.
The firm gives employees flexibility to deliver great customer satisfaction.
How can this be justified?
How Employee Satisfaction Drives Productivity and Customer Satisfaction at Wegmans
How does this affect performance?
• Wegmans’ labor costs are 15-17% of sales, compared with 12% for industry.
• But annual turnover is just 6% (19% for similar grocery chains).
• 20% of employees have 10+ years of service. • This in an industry where turnover costs can exceed annual
profits by more than 40%. • Wegmans’ operating margins are 7.5%, double what the big
grocers earn. • Sales per square foot are 50% higher than industry average.
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
Traditional Organizational Chart
Manager
Supervisor
Front-lineEmployee
Customers
Front-lineEmployee
Front-lineEmployee
Front-lineEmployee
Supervisor
Front-lineEmployee
Front-lineEmployee
Front-lineEmployee
Front-lineEmployee
Customer-Focused Organizational Chart
Customers’ Roles in ServiceDelivery
• The Importance of Customers in Service Cocreation and Delivery
• Customers’ Roles
• Self-Service Technologies—The Ultimate in Customer Participation
• Strategies for Enhancing Customer Participation
ChapterChapter
1313
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
How Customers Widen the Service Performance Gap
• 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
Importance of Other (“Fellow”) Customersin Service Delivery
• 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
Customer Roles in Service Delivery
Productive Resources
Contributors to Service Quality and Satisfaction
Competitors
Customers as Productive Resources
• customers can be thought of as “partial employees”– contributing effort, time, or other resources to the
production process
• customer inputs can affect organization’s productivity
• key issue:– should customers’ roles be expanded? reduced?
Customers as Contributors to Service Quality and Satisfaction
• 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 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
Strategies for Enhancing customer Participation
• 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
• Service Distribution
• Direct or Company-Owned Channels
• Franchising
• Agents and Brokers
• Electronic Channels
• Common Issues Involving Intermediaries
• Strategies for Effective Service Delivery Through Intermediaries
ChapterChapter
1414Delivering Service ThroughIntermediaries & Electronic Channels
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Service Provider Participants
• Service principal (originator)– creates the service concept
• (like a manufacturer)
• Service deliverer (intermediary)– entity that interacts with the customer in the
execution of the service• (like a distributor/wholesaler)
Services Intermediaries• Franchisees
– service outlets licensed by a principal to deliver a unique service concept it has created
• e.g., Jiffy Lube, Blockbuster, Holiday Inns, McDonald’s
• Agents and Brokers– representatives who distribute and sell the services of
one or more service suppliers• e.g., travel agents, independent insurance agents
• Electronic Channels– all forms of service provision through electronic
means• e.g., ATMs, university video courses, Tax Prep software
Benefits and Challenges for Franchisors of Service
Benefits• Leveraged business
format for greater expansion & revenues
• Consistency in outlets• Knowledge of local
markets• Shared financial risk &
more working capital
Challenges• Difficult to maintain &
motivate franchisees• Highly publicized
disputes & conflicts• Intermediaries control
customer relationship
Benefits and Challenges forFranchisees of Service
Benefits• An established business
format• International, national, or
regional brand marketing• Minimized risk of starting
a business• Poorly capitalized or
managed franchisor
Challenges• Encroachment of other
outlets into franchised territories
• Disappointing profits & revenues
• Lack of perceived control over operations
• High fees
Benefits and Challenges in Distributing Services through Agents and Brokers
Benefits• Reduced selling &
distribution costs• Intermediary’s
possession of skills & knowledge
• Wide representation• Knowledge of local
markets• Customer choice
Challenges• Loss of control over
pricing• Representation of
multiple service principals
Benefits and Challenges in Electronic Distribution of Services
Benefits• Consistent delivery of
standardized services• Customer convenience• Wide distribution• Customer choice & ability
to customize• Quick customer feedback
Challenges• Price competition• Inability to customize• Lack of consistence due
to customer involvement• Changes in customer
behavior• Security concerns• Competition from
widening geographics
Common Issues Involving Intermediaries
• conflict over objectives and performance
• difficulty controlling quality and consistency across outlets
• tension between empowerment and control
• channel ambiguity
Strategies for Effective Service Delivery Through Intermediaries
• Control Strategies:– Measurement– Review
• Partnering Strategies:– Alignment of goals– Consultation and
cooperation
• Empowerment Strategies:– Help the intermediary
develop customer-oriented service processes
– Provide needed support systems
– Develop intermediaries to deliver service quality
– Change to a cooperative management structure
Managing Demand and Capacity
ChapterChapter
1515
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Causes of Failure to Deliver Service
• Inventory and demand don’t match
• Capacity is often fixed• Service characteristics: perishability,
simultaneous production and consumption
• Demand often can’t be controlled or predicted
• Result: Lost business or wasted capacity
• Can’t ever be regained or resold
Results of Mismatch
• Demand is either above or below capacity
• Excess demand – turn customers away
• Demand above optimal capacity - resources are stretched in the short term
• Excess capacity - resources underutilized, often sends the wrong message
Variations in Demand Relative to Capacity
Source: C. Lovelock, “Getting the Most Out of Your Productive Capacity,” in Product Plus (Boston: McGraw Hill, 1994), chap. 16, p. 241.
Understanding Capacity Constraintsand Demand Patterns
Capacity Constraints– Time (accounting, medical,
consulting…)
– Labor (law firm, post office…)
– Equipment (telecom, utilities, delivery service…)
– Facilities (hotels, hospitals, schools…)
– Optimal versus maximum use of capacity
Demand Patterns– Predictable cycles– Random demand
fluctuations– Demand patterns by
market segment
Demand versus Supply
Source: C. H. Lovelock, “Classifying Services to Gain Strategic Marketing Insights,” Journal of Marketing 47, (Summer 1983): 17.
Strategies for Shifting Demand to Match Capacity
• Use signage to communicate busy days and times.
• Offer incentives to customers for usage during non-peak times.
• Take care of loyal or “regular” customers first.
• Advertise peak usage times and benefits of non-peak use.
• Charge full price -- no discounts.
• Use advertising to increase business from current market segments.
• Modify service offering to appeal to new market segments.
• Offer discounts or price reductions.
• Modify hours of operation.• Bring the service to the
customer.
Demand Too High Demand Too LowShift Demand
More Strategies for Adjusting Capacity to Match Demand
Challenges and Risks in UsingYield Management
Yield Management: Maximizing profit from available capacity by manipulating pricing to gain business at different times, and from differing market segments. Yield = Actual Revenue (capacity used x average
price)/Potential Revenue (total capacity x maximum price)
Revenue Management: Maximizing profits from the sale of all goods and services offered by the service firm
Problems: • Customer alienation• Employee morale problems• Incompatible incentive and reward systems• Lack of employee training• Inappropriate organization of the yield management function
Waiting Line Strategies
• Employ operational logic– modify operations– adjust queuing system
• Establish a reservation process• Differentiate waiting customers
– importance of the customer– urgency of the job– duration of the service transaction– payment of a premium price
• Make waiting fun, or at least tolerable
The Psychology of Waiting Lines• Unoccupied time feels longer than occupied time.• Preprocess waits feel longer than in-process waits.• Anxiety makes waits seem longer.• Uncertain waits seem longer than known, finite waits.• Unexplained waits seem longer than explained waits.• Unfair waits feel longer than equitable waits.• The more valuable the service, the longer the customer
will wait.• Solo waits feel longer than group waits.
Part 6
MANAGING SERVICE PROMISES
MANAGING SERVICE PROMISES
Pricing of Services
• Ways in which Service Prices are Different for Consumers
• Approaches to Pricing Services
• Pricing Strategies that Link to the Four Value Definitions
ChapterChapter
1717
McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Some Issues in Service Prices
• Customers often lack reference prices for service
• Service variability limits knowledge
• Providers are unwilling to estimate prices
• Individual customer needs vary
• Collection of price information by customers is difficult
• Prices are not visible
The Role of Non-monetary Price
• Time costs• Search costs• Convenience costs• Psychological costs
Three Basic Marketing Price Structures and Challenges for Services
Four Customer Definitions of Value
Pricing Strategies When the Customer Defines Value as Low Price
Pricing Strategies When the Customer Defines Value as Everything Wanted in a Service
Pricing Strategies When the Customer Defines Value as Quality for the Price Paid
Pricing Strategies When the Customer Defines
Value as All that Is Received for All that Is Given
MKT 356 Services Marketing
End of Slides, Spring 2010