服务管理Encounter

1、6-1,McGraw-Hill/Irwin,Copyright 2006 by The McGraw-Hill Companies, Inc. All rights reserved.,The Service Encounter,Copyright 2006 by The McGraw-Hill Companies, Inc. All rights reserved.,McGraw-Hill/Irwin,Chp6,6-3,Chapter outline,The service encounter triad The service organization Contact personnel

2、The customer Creating a customer service orientation Service profit chain,6-4,SUPPLEMENTARY MATERIALS,Robert Simons, Control in an Age of Empowerment, Harvard Business Review, March-April 1995, pp. 80-88. Case: Nordstrom (HBS case 9-579-218): Nordstrom is a very successful department store that has

3、defined a superior level of service for the entire industry. The employees, who are challenged by a pay-for-performance policy, are empowered to deliver the highest level of service, but they are under considerable pressure to meet sales goals.,6-5,Use the service encounter triad to describe a servi

4、ce firms delivery process. Discuss the role of organizational control systems for employee empowerment. Prepare abstract questions and write situational vignettes. Discuss the role of customer as co-producer. Describe how elements of the service profit chain lead to revenue growth and profitability,

5、Learning Objectives,6-6,Key terms,Service encounter（服务接触） Service encounter triad(服务接触三元组合) Culture （文化） Empowerment（授权） Abstract questioning（抽象提问） Situational vignette（情景小品） Co-producer（合作生产者）,6-7,. The Service Encounter Triad,Service encounter（服务接触）：is defined as the period of time that a customer

6、 interacts with a service. The inscape of service encounter customer Contact Personnel Service providing system tangible evidence,6-8,. The Service Encounter Triad,The key characteristics of service encounter Service encounter has a clear purpose; The service provider is not altruistic; It is neednt

7、 preacquaint between customer and service provider; The scope of the service encounter is limit; The information exchanging related to task showed obvious dominance; The role of customer and service provider has been defined clearly. The social status of a customer or service provider maybe changed

8、temporary in a service encounter.,6-9,Service Organization,Efficiency versus satisfaction,Efficiency versus autonomy,Customer,Contact Personnel,Perceived control,. The Service Encounter Triad,Service encounter triad(服务接触三元): A triangle depicting the balance of goals among the service organization, t

9、he contact personnel, and the customer.,Figure 6-1: The service encounter triad,6-10,. The Service Encounter Triad,Encounter dominated by the service organization contact personnel-dominated encounter customer-dominated encounter A satisfactory and effective service encounter should balance the need

10、 for control by all three participants.,6-11,. The service organization,The service organization establishes the environment for the service encounter. Culture（文化）: the shared beliefs and values of an organization that guide employee decision making and behavior in the firm. Schwartz and Davis (1981

11、) - Culture is a pattern of beliefs and expectations shared by the organizations members. Mintzberg (1989) - Culture is the traditions and beliefs of an organization that distinguish it from others. Hoy and Miskel (1991) - Culture is shared orientations that hold the unit together and give a distinc

12、tive identity. Examples: ServiceMaster (Service to the Master), Disney (Choice of language),6-12,Empowerment（授权）：providing contact personnel with the training and information to make decisions for the firm without close supervision. Invest in people Use IT to enable personnel Recruitment and trainin

13、g critical Pay for performance Control system Belief system Restriction system Judgment system Interaction system,. The Service Organization,6-13,The feature of contact personnel: flexibility, tolerance for ambiguity, ability to monitor and change behavior on the basis of situational cues, empathy f

14、or customer. Selection1. Abstract Questioning(抽象提问): an open-ended question used to screen potential employees by revealing a candidates ability to adapt and use interpersonal skills.2. Situational Vignette（情景小品）：a service encounter situation that can test a candidates ability to “think on her or hi

15、s feet” and to use good judgment. 3. Role Playing TrainingUnrealistic customer expectationsUnexpected service failure,. Contact Personnel,6-14,Unrealistic customer expectations Unexpected service failure 1. Unreasonable demands 1. Unavailable service 2. Demands against policies 2. Slow performance 3

16、. Unacceptable treatment of employees 3. Unacceptable service 4. Drunkenness 5. Breaking of societal norms 6. Special-needs customer Use service scripts (服务脚本) to train for proper response,. Contact Personnel,Table 6-1: Difficulties with interactions between customers and contact,A service script is

17、 one method that companies may use to improve quality. Such scripts provide a professional and consistent way of solving customer problems.,6-15,Expectations and Attitudes Economizing customer（经济型顾客） Ethical customer（道德型顾客） Personalizing customer（个性化顾客） Convenience customer（方便型顾客） Customer as Co-Pro

18、ducer(合作生产者) Viewing the customer as a productive resource in the service delivery process, which requires roles to play (e.g., busing his or her lunch table) and scripts to follow (e.g., using an ATM),. The Customer,6-16,. Creating a customer service orientation,Success factors influencing various

19、types of service encounters Table 6-2,6-17,. Creating a customer service orientation,Figure 6-3: Relationship between customer and employee perceptions of customer service,Customer and employee perceptions of customer service,6-18,Figure 6-4: The Satisfaction Mirror,6-19,. Service Profit Chain,6-20,

20、. Service Profit Chain,Service profit chain proposes a relationship that links profitability , customer loyalty, and service value to employee satisfaction, capability, and productivity. Internal quality drives employee satisfaction Employee satisfaction drives retention and productivity Employee re

21、tention and productivity drives service value Service value drives customer satisfaction Customer satisfaction drives customer loyalty Customer loyalty drives profitability and growth,6-21,6-22,Topics for Discussion,How does the historical image of service as servitude affect todays customer expecta

22、tions and service employee behavior? What are the organizational and marketing implications of considering a customer as a “partial employee”? Comment on the different dynamics of one-on-one service and group service. How does use of a “service script” relate to service quality? If the roles played

23、by customers are determined by cultural norms, how can services be exported?,6-23,Interactive Exercise,The class breaks into small groups and each group comes up with an example from each of the four organizational control systems (i.e., belief, boundary, diagnostic, and interactive),6-24,Amys Ice C

24、ream on Guadalupe,6-25,Amys Ice Cream,Describe the service organization culture at Amys Ice Cream. What are the personality attribute of the employees who are sought by Amys Ice Cream? Design a personnel selection procedure for Amys Ice Cream using abstract questioning, a situational vignette, and/o

25、r role playing.,6-26,What was your most rewarding past experience and why? What are you looking for in your next job? What have you done in the past to irritate a customer? What flavor of ice cream best describes your personality?,AMYS ICE CREAMAbstract Questions,6-27,A particular customer has the irritating habit of always showing up about two minutes before closing and staying late. Often this occurs on the night when weekly store meeting are held after closing time. This delays