Final Exam Flashcards
How to deliver service quality through people
Hire the right people
Develop people
Provided needed support systems
Retain the best people
What goes into hiring the right people?
Compete for the best people
Hire service competencies and service inclination
Be the perfect employer
What goes into developing people to deliver service quality
Train for for interactive skills
Empower employees
Promote teamwork
What goes into provide needed support
Measure internal service quality
Provide supportive equipment
Develope service oriented internal process
What goes into retina the best employees
Include employees in the companies vision
Treat employees as customers
Reward strong performance
What goes into the service triangle
External marketing
Interactive marketing
Internal marketing
External marketing define
Anything that communicates to the customer before service delivery. They make the promises
Interactive marketing define
Where promises are kept or broken by people who represent the company
Internal marketing
This involves recruiting, training, motivating, and rewarding employees to keep promises
Service culture define
An appreciation for good service exists and giving good services is a natural way of life
Corporate culture
Shared values that give members of an organization meaning and provides rules
What’re the service quality dimensions
Reliability Responsiveness Assurance Empathy Tangibles
What do boundary spanners do?
Provide a link between external customer and enviroment and the internal operations of the organization
They understand, filter, and interpret info
Emotional labor
Labor beyond physical or mental skills such as smoking, making eye contact, showing interest
How to manage emotional labor
Screen for EL abilities Teach emotional skills Fashion the work enviroment Allow employees to vent Give employees a break Hand off demanding customers
What’re the sources of conflict
Person / role
Organization/ client
Interclient
Organization/client conflict
Conflict between the organization and individual customer (who does the employee serve?)
Internal marketing define
Strategies for enabling service promises
it is important to fire for service competencies and service inclination
Service competencies skills to do the job
Service inclination interest in doing service related work
Low lever of customer participation
All that is required is the customers physical presence Ex: symphony Service is standard Service is provided regardless Payment is the only input
Moderate level of participation
Requires inputs such as information, effort, or physical possessions
(CPA needs info to do taxes, haircuts)
Provision of service requires customer service
High level of participation
Cocreate the service, they have important roles that affect the service outcome
(Weight reduction program, marriage counseling)
Service cannot be created apart from the customer
How fellow customers influence the experience of others (negatively)
Disruptive behavior
Causing delays
Crowding
Incompatible needs
How customers influence each other positively
Providing important service related information( schedules)
Having enjoyable conversations
Serving as someone to complain with
Customers roles
As productive resources
As contributors to satisfaction
As competitors
Customers as productive resources
Customers as employees they are used to in the service creation processes (ex: family in the ICU, check-in)
Customers as contributors to quality, satisfaction, and value
When customers contribute to the service they get more value out of it
Customer as competitors
Decisions to produce yourself depends on Expertise Resources Time Economic rewards Physcic rewards Trust control
Self service technologies define
Service produced entirely by the customer without any direct involvement with the firm
The service production continuum( value creation sphere)
Far left= customer production
Middle= joint production
Far right = firm production
Causes for SST
Cost saving
Customer demand
Open up geographic , socioeconomic, and lifestyle markets
Strategies for enhancing customer participation
Define customers roles
Recruit, educate, and reward customers
Manage the customer mix
Customers roles and tasks
Helping oneself (IKEA)
Helping others (mentors)
Promoting the company (WOM)
Individual differences: not everyone wants to participate
Compatibility management
Process of managing multiple and sometimes conflicting segments
How to implement compatibility management
Attracting maximally homogenous groups of customers(market to similar customers)
Customer codes of conduct
Compatible clusters (grouping people together so that they are less likely to interact, opposite ends of hotel)
Training employees to observe customer to customer interactions
How does the customer widen the service performance gap?
They don't know their roles Unable to perform role Not rewarded Other customers interfere Market segments are incompatible
Excess demand
Demand exceeds capacity, customers are turned away
Demand exceeds optimum capacity
No one is turned away, but the quality of the service may suffer
Optimal capacity
Demand and supply are balanced at the best possible level
Excess capacity
Everything is underutilized
What are constraints on capacity
Time
Labor
Equipment
Facilities
Demand patterns
Predictable cycles (UPS knows it’s peak season)
Random demand fluctuations
(Weather, health related issues, natural disasters)
Market segment (Walk ins usually happen Monday's, so appointments are moved to later the week)
Solutions for capacity demand constraints (2)
Shifting demand to match capacity
Adjust capacity to match fluctuations in demand
How to reduce demands during peak time
Encourages customers to use service away from when demand is high by…
Communication with customers Modify timing and location of delivery Incentives for nonpeak usage Set priorities (serve loyal customers first) Charge full price during busy time
How to increase demand to match capacity
Educate customers
Vary how the facility is used
Very the service offering (stadiums delivering food)
Differentiate the price
How to adjust capacity to meet demands (2)
Increase capacity temporarily
Adjust use of resources
How to increase capacity temporarily
Stretch people, facilities Use part time employees Cross train employees Outsource activities Rent or share facilities
How to adjust use of resources
Schedule downtime
Perform maintenance renovations
Schedule vacations/ employee training
Modify or move facilities
Yield management
The goal is to produce the best possible financial return from a limited available capacity
Yielded management = revenue management
Allocates the fixed capacity of a service provider(seats) to match the demand in market segments (business traveler) to maximize revenue
Yield management is good for service firms when..
Fixed capacity Perishable inventory Different market segments Low marginal sales Product is sold in advance Fluctuation demand Price sensitive customers
Challenges uses yield management
Loss of competitive focus
Customer alienation
Overbooking
Incompatible incentives and reward systems
Queue configuration
Refers to the number of queues, their locations, spatial requirements, and effect on customer behavior
Different types of queues
Multiple queue
Single queue
Take a number
Waiting in lines strategy
Employ operational logic (queue configuration)
Establish reservation process
Differentiate waiting customers (queue discipline)
Making waiting more pleasurable
How to differentiate waiting customers
First come first serve Importance of customer Urgency of job Duration of the transaction Payment of a premium price
How to make waiting more pleasurable
Unoccupied time feels longer
Preprocess waits feel longer than in process waits (Disney saying you’re almost there)
Anxiety makes waits longer
Unexplained waits feel longer
Unfair waits
More valuable the service, longer they’ll wait
Solo waits feel longer
When did Caron and Stevenson present
Oct 2
When did prince and ransom present?
Oct 4
When did Hester and Whitfield present
Oct 4
When did blames and Calvert present
Oct 9th
Coley and mienhield present?
Oct. 9
Madden and Sullivan
Oct. 11
Wilson and vandekamp
Gardner and Shelton present
Oct 16
Morgan and pharr
October 18th
Turner and woodly
Bomba and Todd
Oct 23
Keelehagan and Wilson
Oct 25
Pierce and dean
Saveille and seibert
Oct 30
Smith and taylor
Taranto and thockmorton
Nov. 1st
