employees' role in services.ppt
TRANSCRIPT
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Employees' role inservice delivery
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The Services Marketing
Triangle
Internal Marketing
Interactive Marketing
External Marketing
Company(Management)
CustomersEmployees
Enabling the promise
Delivering the promise
Making the promise
Three interlinked groups work together to develop, promote and
deliver services
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Frontline Service Personnel: Sourceof Customer Loyalty and Competitive
dvantage Frontline is an important source of differentiationand competitive advantage. a core part of the product the service firm the brand
Frontline also drives customer loyalty, withemployees playing key role in anticipating customerneeds, customizing service delivery and buildingpersonalized relationships
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!oundary Spanning "oles Boundary spanners link the inside of the organization
to the outside world
Multiplicity of roles often results in service staff havingto pursue both operational and marketing goals
Consider management expectations of restaurantservers deliver a highly satisfying dining experience to their
customers
be fast and efficient at executing operational task of servingcustomers
do selling and cross selling, e.g. !"e have some nice dessertsto follow your main course#
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"ole Stress in the Frontline
$erson vs. %oleConflicts between what &obsre'uire and employee(s own personality and beliefs
)rganization vs. Customer*ilemma whether tofollow company rules or to satisfy customerdemands
Customer vs. CustomerConflicts betweencustomers that demand service staff intervention
3 main causes of role stress:
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Emotional La#or +he labor that goes
beyond the physicaland mental skillsneeded to deliver
'uality service.
!+he act of
expressing sociallydesired emotionsduring servicetransactions#
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Service Culture Corporate Culture
+he pattern of shared values and beliefs thatgive the members of an organization meaning,
and provide them with the rules for behavior inthe organization.
Cannot be developed overnight.
o magic or easy way to sustain a serviceculture.
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$ire the "ight People
The old saying People are your most
important asset is wrong.
The RIGHT people are your most
most important asset.
The old saying People are your most
important asset is wrong.
The RIGHT people are your most
most important asset.
Jim Collins
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"ecruitment +he right people are a firm(s most important asset
take a focused, marketing-like approach torecruitment
Clarify what must be hiredversus what can be taught
Clarify nature of the working environment, corporatevalues and style, in addition to &ob specs
nsure candidates have/can obtain needed
'ualifications valuate candidate(s fit with firm(s culture and values
Fit personalities, styles, energies to the appropriate&obs
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+he )rganizational Culture, $urpose and 0trategy $romote core values, get emotional commitment to strategy
1et managers to teach !why#, !what# and !how# of &ob.
2nterpersonal and +echnical 0kills Both are necessary but neither is sufficient for optimal &ob
performance
$roduct/0ervice 3nowledge 0taff(s product knowledge is a key aspect of service 'uality
0taff need to be able to explain product features and to
position products correctly
Train Service Employees
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Factors Favoring EmployeeEmpo%erment Firm(s strategy is based on competitive differentiation
and on personalized, customized service
mphasis on long-term relationships vs. one-timetransactions
4se of complex and non-routine technologies
nvironment is unpredictable, contains surprises
Managers are comfortable letting employees workindependently for benefit of firm and customers
mployees seek to deepen skills, like working withothers, and are good at group processes
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The &nverted rgani(ationalPyramid
Frontline
Staf
TopMgmt
MiddleMgmt
Legend: = Service encounters, or Moments of Truth.
Traditional
Organizational PyramidInverted Pyramid it! a
Customer " #rontline #ocus
Customer Base
Frontline Staf
Middle Mgmt& Top Mgmt
Support Frontline