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8/3/2019 11 Delivering & Performing Service Final
http://slidepdf.com/reader/full/11-delivering-performing-service-final 1/15
McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
DELIVERING AND
PERFORMING
SERVICE
8/3/2019 11 Delivering & Performing Service Final
http://slidepdf.com/reader/full/11-delivering-performing-service-final 2/15
McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
CUSTOMER
COMPANYService Delivery
GAP 3
Customer-DrivenService Designs and
Standards
Part 4 Opener
Provider GAP 3
8/3/2019 11 Delivering & Performing Service Final
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McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
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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McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
Employees’ Roles in Service Delivery
• Illustrate the critical importance of serviceemployees in creating customer satisfaction andservice quality
• Demonstrate the challenges inherent in boundary-spanning roles
• Provide examples of strategies for creatingcustomer-oriented service delivery
• Show how the strategies can support a serviceculture where providing excellent service is a wayof life
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McGraw-Hill/Irwin ©2003. The McGraw-Hill Companies. All Rights Reserved
The Services Marketing Triangle
InternalMarketing
Interactive Marketing
ExternalMarketing
Company(Management)
CustomersEmployees
enabling promises
keeping promises
setting promises
Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler
8/3/2019 11 Delivering & Performing Service Final
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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?
8/3/2019 11 Delivering & Performing Service Final
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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?
8/3/2019 11 Delivering & Performing Service Final
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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.
8/3/2019 11 Delivering & Performing Service Final
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Service Employees
• They are the service.
• They are the organization in the customer’s 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
8/3/2019 11 Delivering & Performing Service Final
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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
8/3/2019 11 Delivering & Performing Service Final
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Boundary Spanners Interact with Both
Internal and External Constituents
Internal Environment
External Environment
8/3/2019 11 Delivering & Performing Service Final
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Sources of Conflict for
Boundary-Spanning Workers
• Person vs. Role
• Organization vs. Client
• Client vs. Client
• Quality vs. Productivity
8/3/2019 11 Delivering & Performing Service Final
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Customer-
Oriented
Service
Delivery
Hire the
Right People
ProvideNeeded Support
Systems
Retain the
Best
People
Develop
People to
Deliver
Service
Quality
C o m p
e t e f o r
t h e B
e s t
P e o p l e
Hire for
Service
Competenciesand Service
Inclination
Provide
Supportive
Technology
and Equipment
T r e a t
E m p l o y e e s
a s
C u s t o m e r s
Empower
Employees
B e t h e P r e f e r r e d
E m p l o y e r
T r a i n f o
r
T e c h n i c a l a
n d
I n t e r a c t i v
e
S k i l l s
P r o m
o t e
T e a m w
o r k
M e a s u
r e
I n t e r n
a l
S e r v i
c e
Q u a l i t
y
D e v e l o p S e r v i c e -
o r i e n t e d I n t e r n a l
P r o c e s s e s
M e a s u
r e a n d
R e w
a r d S t
r o n g
S e r v i c e
P
e r f o
r m e r s
I n c l u d
e
E m p
l o y e e s i n
t h e
C o m p
a n y
’ s
V i s i o n
Human Resource Strategies for Closing GAP 3
8/3/2019 11 Delivering & Performing Service Final
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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)
8/3/2019 11 Delivering & Performing Service Final
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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 themost important norms by everyone in the
organization.”