Provider GAP 3 CUSTOMER COMPANY Service Delivery GAP 3 Customer-Driven Service Designs and Standards Part 4 Opener
Employees’ Roles in Service Delivery
The critical importance of service employees in creating customer satisfaction and service quality
Demonstrating the challenges inherent in boundary-spanning roles
Examples of strategies for creating customer-oriented service delivery
How the strategies can support a service culture where providing excellent service is a way of life
Figure 11.2 The Services Marketing Triangle Internal Marketing Interactive Marketing External Marketing Company (Management) Customers Employees enabling promises keeping promises setting promises Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler
Services Marketing Triangle Applications Exercise
Focus on Jack’s Bar. 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?
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?
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.
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
Who are they?
What are these jobs like?
many sources of potential conflict
Boundary Spanners Interact with Both Internal and External Constituents Internal Environment External Environment
Sources of Conflict for Boundary-Spanning Workers
Person vs. Role
Organization vs. Client
Client vs. Client
Quality vs. Productivity
Human Resource Strategies for Closing GAP 3 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
employees feel more responsible
employees tend to interact with warmth/enthusiasm
empowered employees are a great source of ideas
positive word-of-mouth from customers
greater investments in selection and training
higher labor costs
slower and/or inconsistent delivery
may violate customer perceptions of fair play
“ giving away the store” (making bad decisions)
“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.”