服务管理Encounter.ppt
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服务管理Encounter.ppt
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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.Oftenthisoccursonthenightwhenweeklystoremeetingareheldafterclosingtime.Thisdelaysstartingthemeetingandfurthermoreemployeesareontheclockwaitingforthecustomertoleave.Whatwouldyoudo?
AMYSICECREAMSituationalVignette,6-28,Asanewemployeeatabusystore,youhavebeenroutinelyperformingclean-uptasks(garbageremovalandrestroomcleaning).Companypolicydictatesthatthesearetaskstobeshared.Ithasbecomeclearthattwoemployeesconsistentlyavoidthesejobsinfavorofmorepleasantduties.Howwouldyouhandlethissituation?
AMYSICECREAMSituationalVignette,6-29,EnterpriseRent-A-Car,HowhasEnterpriseRent-A-Car(ERAC)defineditsservicedifferentlythanthatofthetypicalnationalcarrentalcompany?
WhatfeaturesofitsbusinessconceptallowERACtocompleteeffectivelywiththeexistingnationalrentalcarecompanies?
UsetheserviceprofitchaintoexplainthesuccessofERAC.,
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