服务管理Encounter

6-1,McGraw-Hill/Irwin,Copyright2006byTheMcGraw-HillCompanies,Inc.Allrightsreserved.,TheServiceEncounter,Copyright2006byTheMcGraw-HillCompanies,Inc.Allrightsreserved.,McGraw-Hill/Irwin,Chp6,6-3,Chapteroutline,TheserviceencountertriadTheserviceorganizationContactpersonnelThecustomerCreatingacustomerserviceorientationServiceprofitchain,6-4,SUPPLEMENTARYMATERIALS,RobertSimons,ControlinanAgeofEmpowerment,HarvardBusinessReview,March-April1995,pp.80-88.Case:Nordstrom(HBScase9-579-218):Nordstromisaverysuccessfuldepartmentstorethathasdefinedasuperiorlevelofservicefortheentireindustry.Theemployees,whoarechallengedbyapay-for-performancepolicy,areempoweredtodeliverthehighestlevelofservice,buttheyareunderconsiderablepressuretomeetsalesgoals.,6-5,Usetheserviceencountertriadtodescribeaservicefirmsdeliveryprocess.Discusstheroleoforganizationalcontrolsystemsforemployeeempowerment.Prepareabstractquestionsandwritesituationalvignettes.Discusstheroleofcustomerasco-producer.Describehowelementsoftheserviceprofitchainleadtorevenuegrowthandprofitability,LearningObjectives,6-6,Keyterms,Serviceencounter（服务接触）Serviceencountertriad(服务接触三元组合)Culture（文化）Empowerment（授权）Abstractquestioning（抽象提问）Situationalvignette（情景小品）Co-producer（合作生产者）,6-7,.TheServiceEncounterTriad,Serviceencounter（服务接触）：isdefinedastheperiodoftimethatacustomerinteractswithaservice.TheinscapeofserviceencountercustomerContactPersonnelServiceprovidingsystemtangibleevidence,6-8,.TheServiceEncounterTriad,ThekeycharacteristicsofserviceencounterServiceencounterhasaclearpurpose;Theserviceproviderisnotaltruistic;Itisneedntpreacquaintbetweencustomerandserviceprovider;Thescopeoftheserviceencounterislimit;Theinformationexchangingrelatedtotaskshowedobviousdominance;Theroleofcustomerandserviceproviderhasbeendefinedclearly.Thesocialstatusofacustomerorserviceprovidermaybechangedtemporaryinaserviceencounter.,6-9,ServiceOrganization,Efficiencyversussatisfaction,Efficiencyversusautonomy,Customer,ContactPersonnel,Perceivedcontrol,.TheServiceEncounterTriad,Serviceencountertriad(服务接触三元):Atriangledepictingthebalanceofgoalsamongtheserviceorganization,thecontactpersonnel,andthecustomer.,Figure6-1:Theserviceencountertriad,6-10,.TheServiceEncounterTriad,Encounterdominatedbytheserviceorganizationcontactpersonnel-dominatedencountercustomer-dominatedencounterAsatisfactoryandeffectiveserviceencountershouldbalancetheneedforcontrolbyallthreeparticipants.,6-11,.Theserviceorganization,Theserviceorganizationestablishestheenvironmentfortheserviceencounter.Culture（文化）:thesharedbeliefsandvaluesofanorganizationthatguideemployeedecisionmakingandbehaviorinthefirm.SchwartzandDavis(1981)-Cultureisapatternofbeliefsandexpectationssharedbytheorganizationsmembers.Mintzberg(1989)-Cultureisthetraditionsandbeliefsofanorganizationthatdistinguishitfromothers.HoyandMiskel(1991)-Cultureissharedorientationsthatholdtheunittogetherandgiveadistinctiveidentity.Examples:ServiceMaster(ServicetotheMaster),Disney(Choiceoflanguage),6-12,Empowerment（授权）：providingcontactpersonnelwiththetrainingandinformationtomakedecisionsforthefirmwithoutclosesupervision.InvestinpeopleUseITtoenablepersonnelRecruitmentandtrainingcriticalPayforperformanceControlsystemBeliefsystemRestrictionsystemJudgmentsystemInteractionsystem,.TheServiceOrganization,6-13,Thefeatureofcontactpersonnel:flexibility,toleranceforambiguity,abilitytomonitorandchangebehavioronthebasisofsituationalcues,empathyforcustomer.Selection1.AbstractQuestioning(抽象提问):anopen-endedquestionusedtoscreenpotentialemployeesbyrevealingacandidatesabilitytoadaptanduseinterpersonalskills.2.SituationalVignette（情景小品）：aserviceencountersituationthatcantestacandidatesabilityto“thinkonherorhisfeet”andtousegoodjudgment.3.RolePlayingTrainingUnrealisticcustomerexpectationsUnexpectedservicefailure,.ContactPersonnel,6-14,UnrealisticcustomerexpectationsUnexpectedservicefailure1.Unreasonabledemands1.Unavailableservice2.Demandsagainstpolicies2.Slowperformance3.Unacceptabletreatmentofemployees3.Unacceptableservice4.Drunkenness5.Breakingofsocietalnorms6.Special-needscustomerUseservicescripts(服务脚本)totrainforproperresponse,.ContactPersonnel,Table6-1:Difficultieswithinteractionsbetweencustomersandcontact,Aservicescriptisonemethodthatcompaniesmayusetoimprovequality.Suchscriptsprovideaprofessionalandconsistentwayofsolvingcustomerproblems.,6-15,ExpectationsandAttitudesEconomizingcustomer（经济型顾客）Ethicalcustomer（道德型顾客）Personalizingcustomer（个性化顾客）Conveniencecustomer（方便型顾客）CustomerasCo-Producer(合作生产者)Viewingthecustomerasaproductiveresourceintheservicedeliveryprocess,whichrequiresrolestoplay(e.g.,businghisorherlunchtable)andscriptstofollow(e.g.,usinganATM),.TheCustomer,6-16,.Creatingacustomerserviceorientation,SuccessfactorsinfluencingvarioustypesofserviceencountersTable6-2,6-17,.Creatingacustomerserviceorientation,Figure6-3:Relationshipbetweencustomerandemployeeperceptionsofcustomerservice,Customerandemployeeperceptionsofcustomerservice,6-18,Figure6-4:TheSatisfactionMirror,6-19,.ServiceProfitChain,6-20,.ServiceProfitChain,Serviceprofitchainproposesarelationshipthatlinksprofitability,customerloyalty,andservicevaluetoemployeesatisfaction,capability,andproductivity.InternalqualitydrivesemployeesatisfactionEmployeesatisfactiondrivesretentionandproductivityEmployeeretentionandproductivitydrivesservicevalueServicevaluedrivescustomersatisfactionCustomersatisfactiondrivescustomerloyaltyCustomerloyaltydrivesprofitabilityandgrowth,6-21,6-22,TopicsforDiscussion,Howdoesthehistoricalimageofserviceasservitudeaffecttodayscustomerexpectationsandserviceemployeebehavior?Whataretheorganizationalandmarketingimplicationsofconsideringacustomerasa“partialemployee”?Commentonthedifferentdynamicsofone-on-oneserviceandgroupservice.Howdoesuseofa“servicescript”relatetoservicequality?Iftherolesplayedbycustomersaredeterminedbyculturalnorms,howcanservicesbeexported?,6-23,InteractiveExercise,Theclassbreaksintosmallgroupsandeachgroupcomesupwithanexamplefromeachofthefourorganizationalcontrolsystems(i.e.,belief,boundary,diagnostic,andinteractive),6-24,AmysIceCreamonGuadalupe,6-25,AmysIceCream,DescribetheserviceorganizationcultureatAmysIceCream.WhatarethepersonalityattributeoftheemployeeswhoaresoughtbyAmysIceCream?DesignapersonnelselectionprocedureforAmysIceCreamusingabstractquestioning,asituationalvignette,and/orroleplaying.,6-26,Whatwasyourmostrewardingpastexperienceandwhy?Whatareyoulookingforinyournextjob?Whathaveyoudoneinthepasttoirritateacustomer?Whatflavoroficecreambestdescribesyourpersonality?,AMYSICECREAMAbstractQuestions,6-27,Aparticularcustomerhastheirritatinghabitofalwaysshowingupabouttwominutesbeforeclosingandstayinglate.Oftenthisoccursonthenightwhenweeklystoremeetingareheldafterclosingti