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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