Customers’ Roles In Service Delivery

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Customers’ Roles In Service Delivery

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Customers’ Roles In Service Delivery

  1. 1. Customers’ Roles in Service Delivery (Chapter 12) <ul><li>Gap 3 - Service Performance Gap </li></ul><ul><li>Importance of Customers in Service Delivery </li></ul><ul><li>Customers’ Roles </li></ul><ul><li>Strategies for Enhancing Customer Participation </li></ul> - Dwayne D. Gremler
  2. 2. Provider GAP 3  - Dwayne D. Gremler CUSTOMER COMPANY Service Delivery Customer-Driven Service Designs and Standards GAP 3
  3. 3. Key Factors Leading to Provider Gap 3  - Dwayne D. Gremler Service Delivery <ul><li> Key Factors Related to Customers : </li></ul>Customer-Driven Service Designs and Standards GAP 3
  4. 4. Importance of Customers in Service Delivery <ul><li>Co-production </li></ul><ul><li>Levels of customer participation: </li></ul><ul><ul><li>low - </li></ul></ul><ul><ul><li>moderate - </li></ul></ul><ul><ul><ul><li>inputs: </li></ul></ul></ul><ul><ul><li>high - </li></ul></ul><ul><ul><ul><li>customer </li></ul></ul></ul> - Dwayne D. Gremler
  5. 5. Services Production Continuum  - Dwayne D. Gremler
  6. 6. Gas Station Illustration of Services Production Continuum  - Dwayne D. Gremler 1 2 3 4 5 6 1. Customer pumps gas and pays at the pump with automation 2. Customer pumps gas and goes inside to pay attendant 3. Customer pumps gas and attendant takes payment at the pump 4. Attendant pumps gas and customer pays at the pump with automation 5. Attendant pumps gas and customer goes inside to pay attendant 6. Attendant pumps gas and attendant takes payment at the pump
  7. 7. Importance of Other Customers in Service Delivery <ul><li>Other customers can detract from satisfaction </li></ul><ul><li>Other customers can enhance satisfaction </li></ul> - Dwayne D. Gremler
  8. 8. Customer Roles in Service Delivery  - Dwayne D. Gremler (1) Productive Resources (2) Contributors to Quality and Satisfaction (3) Competitors
  9. 9. (1) Customers as Resources <ul><li>“ partial employees” </li></ul><ul><ul><li>contributing </li></ul></ul><ul><li>customer inputs can affect organization’s productivity </li></ul><ul><li>key issue: </li></ul> - Dwayne D. Gremler
  10. 10. (2) Customers as Contributors <ul><li>Customers can contribute to </li></ul><ul><ul><ul><li>by performing their role effectively </li></ul></ul></ul><ul><ul><ul><li>by working with the service provider </li></ul></ul></ul><ul><ul><ul><li>by asking questions </li></ul></ul></ul><ul><ul><ul><li>by taking responsibility for their own satisfaction </li></ul></ul></ul><ul><ul><ul><li>by complaining when there is a service failure </li></ul></ul></ul> - Dwayne D. Gremler
  11. 11. (3) Customers as Competitors <ul><ul><li>psychic rewards </li></ul></ul><ul><ul><li>trust </li></ul></ul><ul><ul><li>control </li></ul></ul> - Dwayne D. Gremler <ul><li>customers may “compete” with the service provider </li></ul><ul><li>“ internal exchange” vs. “external exchange” </li></ul><ul><li>internal/external decision often based on: </li></ul>
  12. 12. Strategies for Enhancing Customer Participation  - Dwayne D. Gremler Recruit, Educate, and Reward Customers Define Customer Jobs Manage the Customer Mix Figure 12-5
  13. 13. Strategies for Enhancing Customer Participation  - Dwayne D. Gremler

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