lecture 7 Flashcards
Determinants of GAP 2
Bad standardization of behavior and actions
Absence of formal process and quality standards
Not enough attention for the consumer
New Service deveopment (New or adjustments)
areb ased on new technologies (easier for younger customers than older customers)
use hard measures (how long do people have to wait to access someone at the call center)
Soft measures (can be friendliness or emphathy) (not used as much, cause its harder)
designing Service performance indices
Result from customer defined service standards:
Identify important standards and measures, determinne performance, determine weight of standards and measures
Calculate SPI
SPI formula
sum of (weight * performance)
SPI example: Federal express
Right day late delivers (1 importance)
Wrong day late delivery (5 importance)
Lost packages (10 imporetance)
Abandoned calls (1 importance etc)
Importance performance matrix
High performance low importance (de-emphasize)
High performance high importance (maintain leverage)
Low performance low importance (ignore)
Low performance high importance (improve trouble)
Lecture doesnt really agree. There is a high correlation between correlation and importance
Importance performance matrix revised:
Four lines leading to a 3x3 grid. Low is around a 7 and high is 10 instead of the other way
(dis)advantages of SPI
Easy to interpret
Overall view with clear picture for company
Easy and cheap
Disadvantages:
Influence of importance
Performance - importance correlation
Average scores (no segment)
choice of axis
Service blueprinting:
design and redesign of services
View 0 from the organization
Limits = start - finish of client transaction
content = all steps
level = competitive distinctions
Sequence = left-Right
Blueprint symbols
not standardized and doesnt matter just make a legend
Complexity and divergence (things to think about during process (blueprint))
Complexity (number of steps weighted by their difficulty)
Divergence (extent of personnel discretion to fulfill client desires /solve client problems
E.g. Complex service (hotel) but not very divergent (standardized jobs)
High diverse (painter) not very complex (just painting)
Conveyor belt (low complex and low divergent)
Service delivery process strategic options (Decrease divergence:
)
–> standardization
+Higher volume
+Lower costs price
+franchise (easier ot franchise)
-inflexibility
-customizaiton
-personal freedom (mcdonalds)
service delivery process strategic options (increase divergence)
Customization
+higher price margin
+flexibility
-Difficult to manage,control and distribute
-higher demand pers.
e.g. private banking or hairstylist
Service delivery process strategic options (decrease complexity)
Specialization and limitation
+increased efficienty
+Easy to control
+Less complex
+perceived quality
-limited product
-expensive
E.g. self service gas station
Blueprint construct steps
1) Identify the service and customer group
2) Identify the components in the sequence
3) construct blueprint for each component
4) Determine lines of interaction and visibility
5) Show physical evidence (icons)
Gap 3
Customer driven service designs and stardards to Service deliveryD
Determinants of gap 3
Ineffective recruitment
Role ambiguity and role conflict
Poor employee-technology job fit
Inappropriate evaluation and compensation systems
Lack fo empowerment and team work
Control in services marketing
Should you standardize services or customize service delivery
Service personnel conflicts
1) personnel - organization conflict
2) personnel - customer conflict
3) personnel -personnel conflict
4) Customer -customer conflict
These result in
5) The service personnel conflict
a. Multiple demands conflict
b. Impression - expression conflict
1) Personnel - organization conflict
Incongruence between employee service orientation and perceived management orientation to service (employee wants to do something during the service but management doesnt think its a good idea)
This leads to Role ambiguity and role conflict
Which leads to dissatisfaction, feelings of frustration and intentions to quit
Role conflict
The simultaneous occurrence of two (or more) sets of pressures such that the compliance with one would make more difficult compliance with the other
Role ambiguity
When a person does not have enough access to sufficient information to perform his or her role as an employee (what do I do and how do I get judged)
Control model paradigm
Formalize everything, make clear rules and regulations.
Based on assumption that hierarchy and mechanistic bureaucracy will enhance productivity and quality
Formalization: the extent to which rules procedures, instructions and communications are written
Efficient operations, increased quality
Unable to adapt to changing conditions
(cant get my burger without pickles)
Involvement model paradigm
Employees are able to serve customers in the way they want: empowerment
Customer contact employees are capable of coordination and control of service quality
Empowerment: the reverse of doiong things by the book
People have to be competent and you have to give them the control
Benefits and costs of empowerment
Benefits: Faster response to customer desire
Faster resonse to dissatisfied customers
more true warmth and enthusiasm
Source of service ideas
Positive WOM of customers
Costs: Large investment in selection and training
Higher labor costs
Possible slower and inconsistent service
Potential for feelings of unjustified treatment
Potential for bad decisions and “give aways”
Behavior based evaluation
Involves evaluating employees on the basis of how they behavor or act rather than on the basis of the measurable outcomes (outcome based evaluation) they achieve
Commitment, teamwork, friendliness (long term effects) This is harder to measure
No environmental (behavior based evaluation isnt influenced by environment) influences (profit versus behavior)
E.g. covid made sales go down, does that mean im a bad salesperson? during christmas time I make a lot of money sellings stuff, am I a great salesperson
Interrelations (formalization and empowerment)
Formalization helps rule ambiguity (lowers it) but, higher formalization increases role conflict
If there is a lot of empowerment there is a lower role conflict, however for role ambiguity it becomes more difficult; it will be less clear for employees however for some people that like that it may even be more clear.
Personnel -customer conflicts
Power and status asymmetry:
Subordinate service roles (operates and follows)
E.g. cleaning lady or taxi driver
Professional service role (advices leads)
E.g. financial manager
Terretorial rights:
As a professor, a student won’t sit in his chair.
A cleaning lady may block a room she is cleaning
Multiple demands conflict:
Conflict is a function of
status and power similarities between demand senders
Heterogeneity in customer characteristics and preferences
Impression - expression conflict
Services is selling emotions
Services, you are in direct contact with personell
Different kinds of labor:
Physical labour (No contact)
Mental labour (no contact)
Emotional labour (contact), therefore you must coordinate your thoughts and feelings. e.g. be happy
Representation of emotions (emotional labor vs eep acting)
Surface acting = expression without impression (from the body)
Deep acting = expression through impression (from the mind (true method acting))
Impression - expression confict: emotional conflict
Emotional conflict = inconsistnecy of impression and expression
Impression but no expression
Expression but no impression
Service personnel responses to conflict
1) resist customer control of interaction
a) Behavioral control
Avoid/Ignore physical contact, reacting
b) Cognitive control
Withdraw and automatic behavior, overact, rejecting
2) take control of interaction with customer:
a) Behavioral control
Physical control
Throug hleadership, educating the client
Indirect control through rewards, incentives
B) cognitive control: Control through anticipation
3) Conspire with the customer against the orgnaization
