Professional Documents
Culture Documents
Part 5
McGraw-Hill/Irwin
Provider Gap 3
CUSTOMER
COMPANY
Service Delivery Service Performance Gap Customer-Driven Service Designs and Standards
Part 5 Opener
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
12
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Service Culture
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. - Christian Gronroos (1990)
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Figure 12.2
Internal Marketing
Enabling the promise
External Marketing
Making the promise
Employees
Interactive Marketing
Delivering the promise
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Customers
2006 The McGraw-Hill Gronroos, and Philip reserved. Source: Adapted from Mary Jo Bitner, Christian Companies, Inc. All rights Kotler
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Figure 12.3
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.
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Service Employees
Who are they?
boundary spanners
quality/productivity tradeoffs
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Figure 12.4
Internal Environment
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc. All rights reserved.
Figure 12.5
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Figure 12.6
Compete for the best people Measure and reward strong service performers
Empower employees
Promote teamwork
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Empowerment
Benefits: quicker responses to customer needs during service delivery quicker responses to dissatisfied customers during service recovery employees feel better about their jobs and themselves employees tend to interact with warmth/enthusiasm empowered employees are a great source of ideas great word-of-mouth advertising from customers
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Drawbacks: potentially greater dollar investment in selection and training higher labor costs potentially slower or inconsistent service delivery may violate customers perceptions of fair play employees may give away the store or make bad decisions
Figure 12.7
Supervisor
Supervisor
Front-line Employee
Front-line Employee
Front-line Employee
Front-line Employee
Front-line Employee
Front-line Employee
Front-line Employee
Front-line Employee
Customers
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Figure 12.8
Customers
Front-line Employee Front-line Employee Front-line Employee Front-line Employee Front-line Employee Front-line Employee Front-line Employee Front-line Employee
Supervisor
Supervisor
Manager
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