Boundary spanners collect information from the external environment and provide it to their organization. They face conflicts between their own values and job roles, between customer requests and organizational rules, and between serving multiple customers. Key strategies for organizations to ensure quality service through boundary spanners include hiring people with the right competencies and attitudes, developing their service skills through training and empowerment, providing supportive technology and processes, and retaining top performers by treating employees well.

1. SERVICE MARKETING-
BOUNDARY-SPANNING ROLE
BY
VIGNESHWARI C
SONA SCHOOL OF MANAGEMENT

3. BOUNDARY-SPANNING ROLE

4. MAIN PURPOSE
 Information transfer and
representation
 Boundary Spanners collect the
information from external environment and give
information to the organization.

5. WHO ARE BOUNDARY SPANNERS?

6. EMOTIONAL LABOR
 Emotional labor is a form of emotional regulation
wherein the workers are expected to display certain
emotions as part of their job, and to promote
organizational goals.
 The intended effects of these emotional displays are
on other, targeted people, who can be clients,
customers, subordinates or co-workers

7. SOURCE OF CONFILCT

8. Person
vs
Role
Organization
vs
Client
Client
Vs
Client
Quality
vs
Productivity

9. PERSON/ROLE CONFLICT
 In some situations, boundary spanners feel conflict
between what they are asked to do and
their own personalities, orientations,
or values.
 The subordinate feeling to role;
to smile when feeling miserable.

10. ORGANIZATION/CLIENT CONFLICT
Two-boss dilemma
 Disagreement that arise when customer
requests services that violate rules of
organization
 Violations can be simple, like a request for a second
bread roll in a restaurant

11. INTERCLIENT CONFLICTS
 This conflict arise when the service
provider is serving customers in turn
(a ticket agent, a doctor)
 Serving many customer simultaneously
(teacher, entertainers).

12. QUALITY/PRODUCTIVITY
TRADEOFFS
 Quantity versus quality tradeoff.
“ A Doctor is expected to deliver caring, quality,
individualized service to her patients but at the
same time to serve a certain number of patients
within a specified time frame”.
 Serving many customers at the same time

13. STRATEGIES FOR
DELIVERING SERVICE
QUALITY THROUGH
PEOPLE

14. STRATEGIES FOR DELIVERING SERVICE
QUALITY THROUGH PEOPLE
 “A complex combination of strategies is needed to
ensure that service employees are willing and able
to deliver quality services and that they stay
motivated to perform in customer-oriented, service-
minded ways”.
 To build a customer-oriented, service-minded
workforce, companies must
 hire the right people
 develop people to deliver service quality
 provide the needed support systems
 retain the best people

15. Customer-
oriented
Service
Delivery
Hire the
Right People
Provide
Needed Support
Systems
Retain the
Best
People
Develop
People to
Deliver
Service
Quality
Hire for
Service
Competencies
and Service
Inclination
Provide
Supportive
Technology
and
Equipment
Treat
Employees
as
Customers
Empower
Employees
HumanResourceStrategies
forDeliveringServiceQuality
throughPeople

16. HIRE THE RIGHT PEOPLE
 Compete for the best people
 Hire for service competencies and service inclination
 Be the preferred employer

17. DEVELOP PEOPLE TO DELIVER
SERVICE QUALITY
 Train for technical and interactive skills
 Empower employees
 Promote teamwork

18. PROVIDE NEEDED
SUPPORT SYSTEMS
 Measure internal service quality
 Provide supportive technology and equipment
 Develop service-oriented internal processes

19. RETAIN THE BEST PEOPLE
 Include employees in the company’s vision
 Treat employees as customers
 Measure and reward strong service performers