Topic 5 The Service Encounter.

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Information about Topic 5 The Service Encounter.
Business-Finance

Published on January 8, 2009

Author: aSGuest9654

Source: authorstream.com

The Service Encounter : The Service Encounter Learning Objectives : Learning Objectives Exploring the service encounter triad to describe a service firm’s delivery process. Describe features of an organization’s service culture. Understanding the role of information technology in employee empowerment. The role of customer as coproducer. Understanding the concept of a service profit chain and it’s effects on revenue growth and profitability. Moments of Truth : Moments of Truth Each customer contact is called a moment of truth. You have the ability to either satisfy or dissatisfy them when you contact them. A service recovery is satisfying a previously dissatisfied customer and making them a loyal customer. Cycle of Service : Cycle of Service Begin Service Encounter End Service Encounter = MOT The Service Encounter Triad : The Service Encounter Triad Service Organization Efficiency versus satisfaction Efficiency versus autonomy Customer Contact Personnel Perceived control Definitions of Culture : Definitions of Culture Schwartz and Davis (1981) - Culture is a pattern of beliefs and expectations shared by the organization’s 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 distinctive identity. The Service Organization : The Service Organization Culture ServiceMaster (Service to the Master) Disney (Choice of language) Empowerment Invest in people Use IT to enable personnel Recruitment and training critical Pay for performance Contact Personnel : Contact Personnel Selection 1. Abstract Questioning 2. Situational Vignette 3. Role Playing Training Unrealistic customer expectations Unexpected service failure Difficult Interactions with Customers : Difficult Interactions with Customers Unrealistic customer expectations Unexpected service failure 1. Unreasonable demands 1. Unavailable service 2. Demands against policies 2. Slow performance 3. Unacceptable treatment of 3. Unacceptable service employees 4. Drunkenness 5. Breaking of societal norms 6. Special-needs customers Use scripts to train for proper response The Customer : The Customer Expectations and Attitudes Economizing customer Ethical customer Personalizing customer Convenience customer Customer as Co-Producer Service Encounter Success Factors : Service Encounter Success Factors Employee Perceptions of Customer Service at a Branch Bank : Employee Perceptions of Customer Service at a Branch Bank Terrible Terrible Outstanding Outstanding Slide 13: Satisfaction Mirror Higher Customer Satisfaction Slide 14: Service Profit Chain Internal quality drives employee satisfaction Employee satisfaction drives retention and productivity Employee retention and productivity drives service value. Service value drives customer satisfaction. Customer satisfaction drives customer loyalty. Customer loyalty drives profitability and growth. Slide 15: Internal Service Quality Employee Satisfaction Employee Retention Employee Productivity External Service Value Customer Satisfaction Customer Loyalty Revenue Growth Profitability workplace design job design employee selection and development employee rewards and recognition tools for serving customers Service concept: results for customers service designed and delivered to meet targeted customers' needs retention repeat business referral Operating Strategy and Service Delivery System The Links in the Service-Profit Chain The Cycle of Capability : The Cycle of Capability Careful employee and customer selection High-quality training Well-designed support systems Greater latitude to meet customer’s needs Clear limits on expectations of employees Appropriate rewards and recognition Satisfied employees Employee referrals of job candidates Topics for Discussion : Topics for Discussion 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 in regard to perceived control of the service encounter. How does use of a “service script” relate to service quality? If the roles played by customers are determined by cultural norms, how can services be exported?

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