Employees' role in services.ppt

7/25/2019 Employees' role in services.ppt

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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

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Employees' role in services.ppt