MBA 2013 introduction to the s model
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1) The document discusses a model for managing services called the "S" model. The model focuses on customer satisfaction, value for customers, delivery, and employee satisfaction to create value for the firm. 2) The model examines how providing value to customers through quality, variety, and other factors can increase customer satisfaction and loyalty over time. 3) It also explores how focusing on employee satisfaction, value, and loyalty through training, compensation and culture can improve service delivery and the customer experience.
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MBA 2013 introduction to the s model
- 2. Service Innovation & Management The “S” Model MBA Fausto García
- 3. Agenda 1 • About Services Services vs. Products Service Concept & Service Package • Our “S” Model of Services
- 4. Business Week, May 17, 2004
- 5. "Our customers increasingly want solutions to their document problems . . . they want us to bring together consulting, services, systems, products, and support to help them be more productive" Paul Allaire, Chairman Xerox (2004)
- 6. Why this interest in Services? When products become commodities… …Services offer new growth opportunities
- 7. What is a Service ? • Deeds, processes and performances • Almost always supported by facilitating goods • From which is not easy to make a clear distinction (Zeithaml and Bitner, 1996 ; Berry and Parasuman 1991)
- 8. The Service Strategy Performance Priorities • Treatment of the customer • Speed and convenience of service delivery • Price • Variety • Unique skills that constitute the service offering The Customer The Systems The People
- 9. Agenda 1.1 • About Services Services vs. Products Service Concept and Service Package • The “S” Model of Services
- 10. Services vs. Products • Intangibility • Variability • In Services, Delivery and Production are contemporary • Services are perishable
- 11. What is Service Quality? Efficient customer satisfaction… = - Satisfaction = Perception – Expectations The way in which customer perceptions overcome expectations…
- 12. Agenda 1.2 • About Services Services vs. Products Service Concept and Service Package • The “S” Model of Services
- 13. Service Concept • Defines the how and the what of service design • Key role in design and development • Links customer needs and a firm’s strategic intent • Applies to design planning and recovery design processes Susan Meyer Goldstein, Robert Johnston, Joann Duffy, Jay Rao,2002
- 14. Service Package • Many times, the Service Concept requires the additional definition of a group of components (products and services) Cleaning Services check –in activities Flight from A to B Luggage Logistic Information Personnel relations towards the client Comfort Services during the flight
- 16. Agenda • About Services Services vs. Products Service Concept and Service Package • The “S” Model of Services
- 17. “S” Our “S” Model for Service Management
- 18. Customer Satisfaction Value for Customers Culture & Leadership General Model Customer Fidelization Delivery Value for the Firm Model for Service Design and for building Delivery Capabilities Value for Employee Employee Fidelization Employee Satisfaction Value Explicitation Quality and Conformance Barriers for leaving Service
- 19. General Model • Profitability • Positioning • Growth Value for the Firm
- 20. General Model High Retention (Loyalty) Low Hostage Apostle Terrorist Mercenary Low Customer Fidelization Value for the Firm High Satisfaction How do we generate Loyalty ?
- 21. Customer Satisfaction Value for Customers General Model Customer Fidelization Value for the Firm Base Product + Complementary Services Cost + • • • • • Response Flexibility Reliability Availability Variety Barriers for Access Management Decisions • • • • • Access Contact Safety Status / Image Education
- 22. Define Strategy and Value for Customers High People Focus Contact time Customization Discretion Front/Back office Process Focus People / Equipment Contact time Medium Customization Discretion Front/Back office Process / Product Equipment Focus Contact time Low Customization Discretion Back office Product focus Professional Services Management Consultancy Field Service Bank - Corporate Service Shops Hotel Rental Service Retail Bank – Retail Mass Services Tobacco News retailer Transportation # Customer Processed by a typical unit per day Tinnila and Vepsalainen (1995)
- 23. Customer Satisfaction Value for Customers General Model Customer Fidelization Delivery Value for the Firm Employee Fidelization
- 25. Customer Satisfaction Value for Customers General Model Customer Fidelization Delivery • Autonomy • Selection, Training, Development • Valuation and Recognition • Communication Channels • Level of Commitment (participation) Employee Satisfaction Value for the Firm Employee Fidelization
- 26. Customer Satisfaction Value for Customers General Model Customer Fidelization Salary + Professional Development + Ambience + Image Time + Effort Delivery Value for Employee Value for the Firm Employee Fidelization Employee Satisfaction
- 27. Customer Satisfaction Value for Customers Culture & Leadership General Model Customer Fidelization Delivery • Clear and known direction Value • Personal commitment for Employee • Support and fulfillment Employee Satisfaction Value for the Firm Employee Fidelization