Employees Roles in Service Delivery

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Employees’ Roles in Service Delivery

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Presentation transcript:

Employees Roles in Service Delivery Chapter 12

Importance of Service Employees Directly linked to Gap 3 discussed in chapter 2 – the most difficult gap to fill. Service Employees: Are the service – e.g., hair cutting, personal training Are the organization in the customer’s eyes Are the brand – e.g., a flight attendant, Are the marketers – most service firms look to build relationships with their customers

Service Designs and Standards Provider Gap 3 CUSTOMER COMPANY Service Delivery Service Performance Gap Customer-Driven Service Designs and Standards

The Services Marketing Triangle Figure 12.3 Internal Marketing Interactive Marketing External Marketing Customers Employees “Enabling the promise” “Delivering the promise” “Making the promise” Company (Management) Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler

Using the Service Marketing Triangle Overall Strategic Assessment Specific Service Implementation How is the service organization doing on all three sides of the triangle? Where are the weaknesses? What are the strengths? 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?

Services Marketing Triangle Applications Exercise In small groups 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?

The Service Profit Chain Figure 12.5 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.

What are their tasks/jobs like? Service Employees Who are they? “boundary spanners”, providing a link between external customers and internal operations of the organization What are their tasks/jobs like? emotional labor many sources of potential conflict person/role conflict organization/client conflict Inter-client conflict quality/productivity tradeoffs

Human Resource Strategies for Delivering Service Quality through People Figure 12.7 Hire for service competencies and service inclination Compete for the best people Be the preferred employer Measure and reward strong service performers Train for technical and interactive skills Hire the right people Customer- Oriented Service Delivery Develop people to deliver service quality Treat employees as customers Retain the best people Empower employees Include employees in the company’s vision Provide needed support systems Promote teamwork Develop service-oriented internal processes Measure internal service quality Provide supportive technology and equipment

Human Resource Strategies Applications Exercise Look at Figure 12.6. Think of examples of companies you are familiar with that follow each of the four key strategies in the model. In what particular areas do they excel (i.e. if they hire the right people, do they compete to be the preferred employer?)