Expert answer:Read PPT and answer questions
Answer & Explanation:There are 2 chapter, you need to read each PPT and answer the questions.You don’t need to use APA format! Just answer the question! Chapter 11 Slides.pptx After reading Chapter Eleven, answer the following question:Discuss the four sources of conflict for boundary-spanning service workers.Chapter 12 Slides.pptx After reading Chapter Twelve, answer the following question:Describe what an organization needs to do first to develop strategies for addressing customer involvement in service delivery.
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McGraw-Hill/Irwin
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Part 5
DELIVERING AND
PERFORMING
SERVICE
11-2
Provider Gap 3
CUSTOMER
COMPANY
Service delivery
Customer-driven
service designs and
standards
Gap 3: The
Service
Performance Gap
11-3
Key Factors Leading to Provider Gap 3
11-4
Chapter
Employees’ Roles in Service
Delivery
11
▪ Service Culture
▪ The Critical Importance of Service Employees
▪ Boundary-Spanning Roles
▪ Strategies for Delivering Service Quality Through
People
▪ Customer-Oriented Service Delivery
11-5
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
11-6
The Critical Importance of 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
11-7
The Service Marketing Triangle
11-8
The Service Marketing Triangle
Company
(Management)
Internal Marketing
“Enabling the promise”
Providers
External Marketing
Interactive Marketing
“Making the
promise”
Customers
“Delivering the promise”
Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler
11-9
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.
11-10
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?
11-11
Making Promises
▪ Understanding customer needs
▪ Managing expectations
▪ Traditional marketing communications
▪ Sales and promotion
▪ Advertising
▪ Internet and web site communication
11-12
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”
11-13
Enabling Promises
▪ Hiring the right people
▪ Training and developing people to deliver
service
▪ Employee empowerment
▪ Support systems
▪ Appropriate technology and equipment
▪ Rewards and incentives
11-14
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?
11-15
The Service Profit Chain
11-16
Boundary Spanners Interact with Both Internal
and External Constituents
11-17
Boundary-spanning Roles
▪ Boundary spanners:
▪ Provide a critical link between the external customer
environment and the internal operations of the
organization
▪ Serve a critical function in understanding, filtering,
interpreting information and resources to and from
the organization and its external constituencies
▪ High stress!!!
11-18
Boundary-spanning Roles
▪ What are these jobs like?
▪ Emotional labor
▪ The labor that goes beyond the physical or mental skills
needed to deliver quality service.
▪ Often requires suppression of true feelings
▪ Many sources of potential conflict
▪ person/role
▪ organization/client
▪ interclient
▪ Quality/productivity tradeoffs
11-19
Strategies for Delivering Service Quality through
People
11-20
Strategies for Delivering Service Quality
through People
▪ Hire the right people
▪ Compete for the best people
▪ Hire for service competencies and service inclination
▪ Be the preferred employer
▪ Develop people to deliver service quality
▪ Train for technical and interactive skills
▪ Empower employees
▪ Promote teamwork
11-21
Benefits and Costs of 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
▪ Costs:
▪ 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
11-22
Strategies for Delivering Service Quality
through People (continued)
▪ Provide needed support systems
▪ Measure internal service quality
▪ Provide supportive technology and equipment
▪ Develop service-oriented internal processes
▪ Retain the best people
▪ Include employees in the company’s vision
▪ Treat employees as customers
▪ Measure and reward strong service performers
11-23
Traditional Organizational Chart
Manager
Supervisor
Front-line
Employee
Front-line
Employee
Front-line
Employee
Supervisor
Front-line
Employee
Front-line
Employee
Front-line
Employee
Front-line
Employee
Front-line
Employee
Customers
11-24
Customer-Focused Organizational Chart
11-25
Inverted Services Marketing Triangle
11-26
McGraw-Hill/Irwin
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
Customers’ Roles in Service
Delivery
12
▪ The Importance of Customers in Service
Cocreation and Delivery
▪ Customers’ Roles
▪ Self-Service Technologies—The Ultimate in
Customer Participation
▪ Strategies for Enhancing Customer Participation
12-2
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
12-3
Customer Participation across Different Services
12-4
Importance of Other (“Fellow”) Customers
in 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
12-5
Customer Roles in Service Delivery
Productive Resources
Contributors to
Service Quality and
Satisfaction
Competitors
12-6
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?
12-7
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
12-8
Customers as Competitors
▪ Customers may “compete” with the service provider
▪ “Internal exchange” vs. “external exchange”
▪ Internal/external decision often based on:
▪ Expertise capacity
▪ Resource capacity
▪ Time capacity
▪ Economic rewards
▪ Psychic rewards
▪ Trust
▪ Control
12-9
A Proliferation of Self-Service Technologies
ATMs
Pay at the pump
Airline check-in
Hotel check-in, out
Automated car rental
Blood pressure
machines
Tax prep software
Self-checkout
Online banking
Online vehicle
registration
Online auctions
Home and car buying
online
Package tracking
Internet shopping
IVR phone systems
Distance education
12-10
Service Production Continuum
12-11
Strategies for Enhancing Customer Participation
12-12
Strategies for Enhancing Customer Participation
▪ Define customers’ roles
▪ 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
12-13
Compatibility Management
“a process of first attracting homogeneous
consumers to the service environment, then
actively managing both the physical
environment and customer-to-customer
encounters in such a way as to enhance
satisfying encounters and minimize
dissatisfying encounters” (Martin and Pranter 1989)
12-14
Characteristics of Service that Increase the
Importance of Compatible Segments
12-15
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