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McGraw-Hill

S. M. Part 4. DELIVERING AND PERFORMING SERVICE. © 2000 The McGraw-Hill Companies. McGraw-Hill. Provider GAP 3. CUSTOMER. Service Delivery. COMPANY. GAP 3. Customer-Driven Service Designs and Standards. Part 4 Opener. S. M. Chapter 11. EMPLOYEES’ ROLES IN SERVICE DELIVERY.

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  1. S M Part 4 DELIVERING AND PERFORMING SERVICE © 2000 The McGraw-Hill Companies McGraw-Hill

  2. Provider GAP 3 CUSTOMER Service Delivery COMPANY GAP 3 Customer-Driven Service Designs and Standards Part 4 Opener

  3. S M Chapter 11 EMPLOYEES’ ROLES IN SERVICE DELIVERY © 2000 The McGraw-Hill Companies McGraw-Hill

  4. Objectives for Chapter 11:Employees’ Roles in Service Delivery • Illustrate the critical importance of service employees in creating customer satisfaction and service quality • Demonstrate the challenges inherent in boundary-spanning 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

  5. Service Employees • They are the service • They are the firm in the customer’s eyes • They are marketers • Importance is evident in • The Services Marketing Mix (People) • The Service-Profit Chain • The Services Triangle

  6. 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

  7. Figure 11-3 Boundary Spanners Interact with Both Internal and External Constituents External Environment Internal Environment

  8. Figure 11-4 Sources of Conflict for Boundary-Spanning Workers • Person vs. Role • Organization vs. Client • Client vs. Client • Quality vs. Productivity

  9. Figure 11-5 Human Resource Strategies for Closing GAP 3 Hire for Service Competencies and Service Inclination Be the Preferred Employer Compete for the Best People Train for Technical and Interactive Skills Measure and Reward Strong Service Providers Hire the Right People Customer- oriented Service Delivery Develop People to Deliver Service Quality Treat Employees as Customers Retain the Best People Empower Employees Include Employees in the Company’s Vision Promote Teamwork Provide Needed Support Systems Develop Service- oriented Internal Processes Measure Internal Service Quality Provide Supportive Technology and Equipment

  10. 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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