Questions and Answers
Which method can be used to reduce demand during peak times?
What is a method to adjust capacity to meet demand?
Which of the following is NOT a factor that makes customers competitors?
What is a strategy to increase demand to match capacity?
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Which component is NOT part of the Marketing Triangle?
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What primarily causes gap three in service delivery?
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Which of the following is an example of deficiencies in human resource policies?
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What issue arises when customers do not fulfill their roles in service delivery?
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Which of the following describes boundary spanners?
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What is an essential factor for getting the best employees?
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What does emotional labour refer to in the context of boundary spanners?
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What is the purpose of educating customers in the context of demand management?
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Which action represents a way to adjust capacity during periods of low demand?
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What is one of the factors that can make customers competitors?
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Which of the following strategies involves modifying service delivery timing?
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What is a way to differentiate service offerings to increase demand?
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What is a common issue arising from deficiencies in human resource policies?
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Which of the following is a consequence of customers not fulfilling their roles?
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What describes the term 'boundary spanners' in a service context?
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What factor contributes to gap three in service delivery related to supply and demand?
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Which of the following is NOT recommended to get the best employees?
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What type of conflict may boundary spanners experience while interacting with clients?
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Study Notes
Gap Three in Service Delivery
- Gap three arises from a mismatch between customer-driven service design and the actual service delivery.
- Key factors influencing gap three include:
- Deficiencies in human resource policies such as role ambiguity and role conflict.
- Customers not fulfilling their roles, often due to a lack of knowledge.
- Problems with service intermediaries, specifically in controlling quality and consistency.
- Failure to match supply and demand, exemplified by over-reliance on pricing strategies.
Boundary Spanners
- Frontline employees, known as boundary spanners, operate at the organization's boundary.
- They encounter several challenges, including:
- Emotional labor, requiring management of personal feelings in professional interactions.
- Person/role conflict, where personal ideals clash with job requirements.
- Organization/client conflict, resulting from differing expectations between the organization and clients.
- Interclient conflict, stemming from competition or disagreement among clients.
- Quality/productivity trade-offs where maintaining service quality may reduce efficiency.
Recruiting and Retaining Top Employees
- Strategies for attracting and retaining high-quality employees:
- Compete to hire the best talent available.
- Prioritize hiring for competence and skill.
- Establish a reputation as a preferred employer.
- Provide training in both technical and interpersonal skills.
- Empower employees to take initiative in their roles.
- Encourage and promote teamwork across the organization.
- Ensure necessary support systems are in place for employees.
- Measure and reward internal service quality to motivate staff.
- Equip employees with supportive technology and resources.
Marketing Triangle
- The marketing triangle involves three key components:
- Interactive marketing, focusing on the direct engagement between employees and customers.
- External marketing, which encompasses promotions and advertising to attract customers.
- Internal marketing, aimed at ensuring employees are informed and motivated to deliver quality service.
Factors Making Customers Competitors
- Customers can become competitors based on various factors:
- Expertise capacity and resource capacity enhance their ability to perform tasks typically done by service providers.
- Time capacity available to engage with services can influence customer involvement.
- Economic capacity determines the financial ability to invest in alternatives.
- Psychic rewards reflect personal satisfaction gained from participating as active consumers.
- Trust influences the level of reliance customers place on organizations.
- Control over their interactions leads customers to take on more active roles.
Strategies for Demand and Capacity Management
- Shifting demand to align with capacity can be achieved through:
- Reducing demand during peak times by clear communication with customers and modifying service timing and locations.
- Increasing demand through customer education, varying facilities' uses, service offerings, and pricing strategies.
- Adjusting capacity to meet demand by:
- Temporarily increasing capacity and employing part-time workers.
- Cross-training employees for versatility.
- Outsourcing activities when necessary.
- Renting or sharing facilities and equipment for better resource utilization.
- Scheduling maintenance and renovations during slow periods to optimize operational efficiency.
Gap Three in Service Delivery
- Gap three arises from a mismatch between customer-driven service design and the actual service delivery.
- Key factors influencing gap three include:
- Deficiencies in human resource policies such as role ambiguity and role conflict.
- Customers not fulfilling their roles, often due to a lack of knowledge.
- Problems with service intermediaries, specifically in controlling quality and consistency.
- Failure to match supply and demand, exemplified by over-reliance on pricing strategies.
Boundary Spanners
- Frontline employees, known as boundary spanners, operate at the organization's boundary.
- They encounter several challenges, including:
- Emotional labor, requiring management of personal feelings in professional interactions.
- Person/role conflict, where personal ideals clash with job requirements.
- Organization/client conflict, resulting from differing expectations between the organization and clients.
- Interclient conflict, stemming from competition or disagreement among clients.
- Quality/productivity trade-offs where maintaining service quality may reduce efficiency.
Recruiting and Retaining Top Employees
- Strategies for attracting and retaining high-quality employees:
- Compete to hire the best talent available.
- Prioritize hiring for competence and skill.
- Establish a reputation as a preferred employer.
- Provide training in both technical and interpersonal skills.
- Empower employees to take initiative in their roles.
- Encourage and promote teamwork across the organization.
- Ensure necessary support systems are in place for employees.
- Measure and reward internal service quality to motivate staff.
- Equip employees with supportive technology and resources.
Marketing Triangle
- The marketing triangle involves three key components:
- Interactive marketing, focusing on the direct engagement between employees and customers.
- External marketing, which encompasses promotions and advertising to attract customers.
- Internal marketing, aimed at ensuring employees are informed and motivated to deliver quality service.
Factors Making Customers Competitors
- Customers can become competitors based on various factors:
- Expertise capacity and resource capacity enhance their ability to perform tasks typically done by service providers.
- Time capacity available to engage with services can influence customer involvement.
- Economic capacity determines the financial ability to invest in alternatives.
- Psychic rewards reflect personal satisfaction gained from participating as active consumers.
- Trust influences the level of reliance customers place on organizations.
- Control over their interactions leads customers to take on more active roles.
Strategies for Demand and Capacity Management
- Shifting demand to align with capacity can be achieved through:
- Reducing demand during peak times by clear communication with customers and modifying service timing and locations.
- Increasing demand through customer education, varying facilities' uses, service offerings, and pricing strategies.
- Adjusting capacity to meet demand by:
- Temporarily increasing capacity and employing part-time workers.
- Cross-training employees for versatility.
- Outsourcing activities when necessary.
- Renting or sharing facilities and equipment for better resource utilization.
- Scheduling maintenance and renovations during slow periods to optimize operational efficiency.
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Description
This quiz explores Gap Three in service delivery, which emphasizes the disparity between customer-driven service design and the actual service delivery. Participants will learn about the factors affecting this gap, including human resource policy deficiencies and customer roles. Test your understanding of the challenges in service marketing and management.
