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services marketing > lecture 7 > Flashcards

lecture 7 Flashcards

1
Q

Determinants of GAP 2

A

Bad standardization of behavior and actions

Absence of formal process and quality standards

Not enough attention for the consumer

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2
Q

New Service deveopment (New or adjustments)

A

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)

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3
Q

designing Service performance indices

A

Result from customer defined service standards:

Identify important standards and measures, determinne performance, determine weight of standards and measures

Calculate SPI

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4
Q

SPI formula

A

sum of (weight * performance)

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5
Q

SPI example: Federal express

A

Right day late delivers (1 importance)

Wrong day late delivery (5 importance)

Lost packages (10 imporetance)

Abandoned calls (1 importance etc)

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6
Q

Importance performance matrix

A

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

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7
Q

Importance performance matrix revised:

A

Four lines leading to a 3x3 grid. Low is around a 7 and high is 10 instead of the other way

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8
Q

(dis)advantages of SPI

A

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

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9
Q

Service blueprinting:

A

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

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10
Q

Blueprint simbols

A

not standardized and doesnt matter just make a legend

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11
Q

Complexity and divergence (things to think about during process (blueprint))

A

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)

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12
Q

Service delivery process strategic options (Decrease divergence:
)

A

–> standardization

+Higher volume
+Lower costs price
+franchise (easier ot franchise)
-inflexibility
-customizaiton
-personal freedom (mcdonalds)

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13
Q

service delivery process strategic options (increase divergence)

A

Customization

+higher price margin
+flexibility
-Difficult to manage,control and distribute
-higher demand pers.

e.g. private banking or hairstylist

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14
Q

Service delivery process strategic options (decrease complexity)

A

Specialization and limitation

+increased efficienty
+Easy to control
+Less complex
+perceived quality

-limited product
-expensive

E.g. self service gas station

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15
Q

Blueprint construct steps

A

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)

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16
Q

Gap 3

A

Customer driven service designs and stardards to Service deliveryD

17
Q

Determinants of gap 3

A

Ineffective recruitment

Role ambiguity and role conflict

Poor employee-technology job fit

Inappropriate evaluation and compensation systems

Lack fo empowerment and team work

18
Q

Control in services marketing

A

Should you standardize services or customize service delivery

19
Q

Service personnel conflicts

A

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

20
Q

1) Personnel - organization conflict

A

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

21
Q

Role conflict

A

The simultaneous occurrence of two (or more) sets of pressures such that the compliance with one would make more difficult compliance with the other

22
Q

Role ambiguity

A

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)

23
Q

Control model paradigm

A

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)

24
Q

Involvement model paradigm

A

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

25
Q

Benefits and costs of empowerment

A

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”

26
Q

Behavior based evaluation

A

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

27
Q

Interrelations (formalization and empowerment)

A

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.

28
Q

Personnel -customer conflicts

A

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

29
Q

Multiple demands conflict:
Conflict is a function of

A

status and power similarities between demand senders

Heterogeneity in customer characteristics and preferences

30
Q

Impression - expression conflict

A

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

31
Q

Representation of emotions (emotional labor vs eep acting)

A

Surface acting = expression without impression (from the body)

Deep acting = expression through impression (from the mind (true method acting))

32
Q

Impression - expression confict: emotional conflict

A

Emotional conflict = inconsistnecy of impression and expression

Impression but no expression

Expression but no impression

33
Q

Service personnel responses to conflict

A

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

services marketing (12 decks)

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