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Part 4

DELIVERING AND PERFORMING

SERVICE

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CUSTOMER

COMPANYService Delivery

GAP 3

Customer-DrivenService Designs andStandards

Part 4 Opener

Provider GAP 3

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Employees’ Rolesin Service Delivery

• The Critical Importance of ServiceEmployees

• Boundary Spanning Roles• Strategies for Closing Gap 3• Service Culture

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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

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Ways to Use theServices Marketing Triangle

Overall StrategicAssessment

How is the serviceorganization doing on allthree sides of thetriangle?Where are theweaknesses?What are the strengths?

Specific ServiceImplementation

What is being promotedand by whom?How will it be deliveredand by whom?Are the supportingsystems in place todeliver the promisedservice?

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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 EmployeesThey are the service.They are the organization in the customer’seyes.They are the brand.They are marketers.

Their importance is evident in:The Services Marketing Mix (People)The Service-Profit ChainThe Services Triangle

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Service EmployeesWho are they?

“boundary spanners”

What are these jobs like?emotional labor many sources of potential conflict

person/role

organization/clientinterclientquality/productivity

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Boundary Spanners Interact with BothInternal and 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-OrientedServiceDelivery

Hire theRight People

ProvideNeeded SupportSystems

Retain theBest

People

DevelopPeople to

Deliver ServiceQuality

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 ServiceInclination

ProvideSupportiveTechnology

and Equipment

Treat

Employees

as

Customers E

mpower

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

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EmpowermentBenefits:

quicker responsesemployees feel moreresponsibleemployees tend tointeract withwarmth/enthusiasmempowered employeesare a great source of ideaspositive word-of-mouthfrom customers

Drawbacks:greater investments inselection and traininghigher labor costsslower and/or inconsistent deliverymay 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 goodservice exists, and where giving good serviceto internal as well as ultimate, externalcustomers, is considered a natural way of lifeand one of the most important norms byeveryone in the organization.”