McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Part 4 DELIVERING AND PERFORMING SERVICE 传递与执行服务

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved CUSTOMER COMPANY Service Delivery GAP 3 Customer-Driven Service Designs and Standards Part 4 Opener Provider GAP 3

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Chapter 12 Employees’ Roles in Service Delivery 服务传递中的员工角色 The Critical Importance of Service Employees 服务员工的重要性 Boundary Spanning Roles 跨边界角色 Strategies for Closing Gap 3 缩小差距三的 策略 Service Culture 服务文化

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Figure 11.2 The Services Marketing Triangle 服务营销三角形 Internal Marketing 内部营销 Interactive Marketing 互动营销 External Marketing 外部营销 Company 公司 Customers 顾客 Employees 员工 enabling promises keeping promises setting promises

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Service Employees 服务员工 How important are service employees? 服务员工有多重要？

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved MYSTERY SHOPPER REPORT StandardComments Main line answered within 3 rings The hotel’s main line was answered in 6 rings by a staff 1.Greeting includes hotel’s name 2.Greeting includes offer assistance 3.Greeting is clear and audible "Good afternoon …"The last portion of the greeting was mumbled and unclear. Staff opens vehicle door by the time paid driver / in good time for guest to exit As the taxi came to a stop, no staff opened the car door as none were in sight.

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Service Employees 服务员工 They are the service. They are the organization in the customer’s eyes. They are the brand. They are marketers.

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Service Employees 服务员工 Their importance is evident in: –The Services Triangle 服务三角 –The Services Marketing Mix (People) 服务营 销组合 Product, price, place, promotion, people, process, physical evidence –The Service-Profit Chain 服务利润链

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Figure 11.3 The Service Profit Chain 服务利润链 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.

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Service Employees Who are they? –“boundary spanners” – 夸边界角色 – 组织使者

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Figure 11.4 Boundary Spanners Interact with Both Internal and External Constituents Internal Environment External Environment

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Service Employees What are these jobs like? –emotional labor 情感工作者 –many sources of potential conflict – 潜在冲突的来源

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved 讨论 一位服务员工来信： 有些顾客总是看不起我们，说起话来十分伤人 自尊心，而且常常不负责任地指责我们。人与 人之间不是平等的吗？

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Figure 11.5 Sources of Conflict for Boundary-Spanning Workers Person vs. Role 个人角色冲突 Organization vs. Client 组织与顾客冲突 Client vs. Client 顾客与顾客冲突 Quality vs. Productivity 质量与生产力的平衡

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Customer- Oriented Service Delivery Hire the Right People Provide Needed Support Systems Retain the Best People Develop People to Deliver Service Quality Compete for the Best People Hire for Service Competencies and Service Inclination Provide Supportive Technology and Equipment Treat Employees as Customers Empower Employees Be the Preferred Employer Train for Technical and Interactive Skills Promote Teamwork Measure Internal Service Quality Develop Service- oriented Internal Processes Measure and Reward Strong Service Performers Include Employees in the Company’s Vision Figure 11.6 Human Resource Strategies for Closing GAP 3

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Human Resource Strategies for Closing GAP 3 缩小差距三的人力资源战略 Hire the Right People 雇佣正确的员工 compete for the best people 竞争最好的人 员 hire for service competencies and service inclination 兼顾服务能力与意愿 be the preferred employer 成为受人欢迎的 雇主

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Human Resource Strategies for Closing GAP 3 缩小差距三的人力资源战略 Develop people to deliver service quality 为提供优质服务开发员工 Train for technical and interactive skills 进 行技术和沟通训练 Empower employees 授权员工 Promote teamwork 促进团队工作

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Human Resource Strategies for Closing GAP 3 Provide needed support systems 提供支持系统 Develop service-oriented internal processes 提供以服务为主的内部程序 Provide supportive technology and equipment 提供支持技术与设备 Measure internal service quality 衡量内部服务质量

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Human Resource Strategies for Closing GAP 3 Retain the best people 留住最好的员工 Include employees in the company’s vision 将员工纳入愿景 Treat employee as customers 将员工当做顾客 Measure and reward strong service performers 奖励最好的员工

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved Service Culture “A breakthrough manager need a cheer-leader.” – A professor from Harvard University A breakthrough employee need a cheer-leader.

McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. 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.” “ 鼓励优质服务的存在，给与内部和外部最终 顾客优质服务，并把这种文化当做自然而然的 生活方式和每个人最重要的行为标准。 ”