服务管理Encounter.ppt

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.,