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Establishment of service culture

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Establishment of service culture

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Establishment of service culture

  1. 1. Welcome to The 1st step of internal marketing Establishment of Service Culture Rina Suprina, M.Hum, M.SiPar Ivan Prasetya M.Par
  2. 2. The Internal Marketing Process Establishment of a Service Culture
  3. 3. An internal marketing program flows out of a service culture • a service marketing program is doomed to failure if its organizational culture doesn’t support serving customers Establishment of a Service Culture
  4. 4. Establishment of a Service Culture An internal marketing program requires a strong commitment from management
  5. 5. A major barrier to most internal marketing programs is middle management • managers have been trained to watch costs, increase profits • reward systems are based on achieving certain cost levels Establishment of a Service Culture
  6. 6. Establishment of a Service Culture If management expects employee attitudes to be positive toward customers, management must have a positive attitude toward the customer & employees.
  7. 7. Establishment of a Service Culture Too often, organizations hire trainers to come in for a day to get their customer-contact employees excited about providing high- quality customer service.
  8. 8. Establishment of a Service Culture The effect is usually short lived because the organizations do little to support the customer- contact employees • managers tell receptionists to be helpful & friendly, yet often the receptionists are understaffed
  9. 9. Establishment of a Service Culture Management must develop a service culture: a culture that supports customer service through policies, procedures, reward systems, and actions.
  10. 10. Establishment of a Service Culture An organizational culture is the pattern of shared values & beliefs giving members of an organization meaning, providing them with rules for behavior in the organization.
  11. 11. Establishment of a Service Culture A strong culture helps organizations in two ways • it directs behavior • it gives employees a sense of purpose & makes them feel good about their company
  12. 12. Establishment of a Service Culture Culture serves as glue to hold an organization together, and when an organization has a strong culture, the organization & employees act as one.
  13. 13. Establishment of a Service Culture A strong service culture influences employees to act in customer-oriented ways and is the first step toward developing a customer-oriented organization.
  14. 14. Establishment of a Service Culture Developing a customer-oriented organization requires a commitment from management of both time and financial resources. • management must be committed to these changes, they do not result from a memorandum sent by the CEO
  15. 15. Establishment of a Service Culture In some companies, including Hyatt, McDonald’s, and Hertz, management spends time working alongside customer-contact employees serving customers. • this makes it clear management doesn’t want to lose touch with operations and cares about employees & customers
  16. 16. Establishment of a Service Culture A service culture & internal marketing program can’t be developed without the support of management.
  17. 17. Establishment of a Service Culture Organizations cannot expect their employees to develop a customer-oriented attitude if it is not visibly supported by company management.
  18. 18. tab Weak Culture The Internal Marketing Process
  19. 19. Weak Culture In firms that have weak corporate cultures, there are few or no common values and norms. • employees are often bound by policies & regulations that may make no sense from a customer service perspective
  20. 20. Weak Culture Employees become insecure about making decisions outside the rules and regulations.
  21. 21. Weak Culture Because there are no established values, employees do not know how the company wants them to act. • they spend time trying to figure out how to behave
  22. 22. Weak Culture When they come up with a solution, they must get a supervisor’s permission before applying it.
  23. 23. Weak Culture Supervisors, in turn, may feel the need to pass the responsibility upward. • during the decision process, the guest is kept waiting
  24. 24. Weak Culture In a company with a strong service culture, employees know what to do, and they do it. • customers receive a quick response to their questions & quick solutions to their problems
  25. 25. Weak Culture When you come into contact with an organization that has a strong service culture, you recognize it right away.
  26. 26. Figure 10-2 Turning the organizational structure upside down. Turning the Organizational Structure Upside Down The Internal Marketing Process tab
  27. 27. • Conventional organizational structure is triangular. • In a hotel the chief executive officer (CEO) & chief operating (COO) officer are at the peak • The general manager is next level, followed by department heads, supervisors, line employees & customers
  28. 28. tab • The problem with a conventional organizational structure is that everyone is working for their boss. • everyone is concerned with satisfying people above them and very little attention is paid to the customer Turning the Organizational Structure Upside Down
  29. 29. Turning the Organizational Structure Upside Down • When a company has a service culture, the organizational chart is turned upside down. • customers are now at the top of the organization, and corporate management is at the bottom
  30. 30. Turning the Organizational Structure Upside Down • In this type of organization, everyone is working to serve the customer.
  31. 31. Turning the Organizational Structure Upside Down • In a hotel with a conventional organizational structure, if any employee makes a mistake, they hope their supervisor never finds out about it. • they may even try to cover it up because they know if their supervisor finds out, they may be reprimanded tab
  32. 32. Turning the Organizational Structure Upside Down • When you turn the organization upside down, everyone works to serve the guest.
  33. 33. Turning the Organizational Structure Upside Down • When you have a conventional organizational structure, everyone works to please the boss.

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