DELIVERING AND PERFORMING SERVICE

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Provider GAP 3

CUSTOMER

COMPANY

Service Delivery GAP 3 Customer-Driven Service Designs and Standards

Part 4 Opener

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Employees Roles in Service Delivery

The Critical Importance of Service Employees Boundary Spanning Roles Strategies for Closing Gap 3 Service Culture

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Employees Roles in Service Delivery

Illustrate the critical importance of service employees in creating customer satisfaction and service quality Demonstrate the challenges inherent in boundaryspanning roles Provide examples of strategies for creating customer-oriented service delivery Show how the strategies can support a service culture where providing excellent service is a way of life
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The Services Marketing Triangle

Company (Management)
Internal Marketing
enabling promises

External Marketing
setting promises

Employees

Interactive Marketing
keeping promises

Customers

Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler McGraw-Hill/Irwin 2003. The McGraw-Hill Companies. All Rights Reserved

Services Marketing Triangle Applications Exercise

Focus on a service organization. In the context you are focusing on, who occupies each of the three points of the triangle? How is each type of marketing being carried out currently? Are the three sides of the triangle well aligned? Are there specific challenges or barriers in any of the three areas?
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Ways to Use the Services Marketing Triangle

Overall Strategic Assessment
How is the service organization doing on all three sides of the triangle? Where are the weaknesses? What are the strengths?

Specific Service Implementation

What is being promoted and by whom? How will it be delivered and by whom? Are the supporting systems in place to deliver the promised service?

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The Service Profit Chain

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.

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Service Employees
They are the service. They are the organization in the customers eyes. They are the brand. They are marketers. Their importance is evident in:
The Services Marketing Mix (People) The Service-Profit Chain The Services Triangle
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Service Employees
Who are they?
boundary spanners

What are these jobs like?

emotional labor many sources of potential conflict
person/role organization/client interclient quality/productivity
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Boundary Spanners Interact with Both Internal and External Constituents

External Environment

Internal Environment
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Sources of Conflict for Boundary-Spanning Workers

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

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Human Resource Strategies for Closing GAP 3

r fo e t t pe es m B e Co the opl Pe

Hire for Service Competencies and Service Inclination

M Re easu wa re r a Se d Str nd Pe rvi on rfo ce g rm ers

B Pr e th Em efer e pl red oy er

r fo nd ain l a Tr nica tive ch rac Te nte kills I S

Hire the Right People Develop People to Deliver Service Quality

Retain the Best People

CustomerOriented Service Delivery

Provide Needed Support Systems
Provide Supportive Technology and Equipment

Empower Employees

Treat Employees as Customers

e lud es in Inc ye plo e s Em th any mp n Co Visio

De Se velo ori rvice p In ent Pr tern ed oc es al se s

e ur as nal Me ter e In rvic y Se alit Qu

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P Te rom am ot wo e rk

Empowerment
Benefits:
quicker responses employees feel more responsible employees tend to interact with warmth/enthusiasm empowered employees are a great source of ideas positive word-of-mouth from customers

Drawbacks:
greater investments in selection and training higher labor costs slower and/or inconsistent delivery may violate customer perceptions of fair play giving away the store (making bad decisions)

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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.

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