HTT170 CHAPTER 2.pdf
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CONTRIBUTING TO THE SERVICE CULTURE 2.1 DEFINING A SERVICE CULTURE Service Culture service environment is made up of various factors, including the values, beliefs, norms, A rituals, and practices of a group or organization. Communicated by employees through - App...
CONTRIBUTING TO THE SERVICE CULTURE 2.1 DEFINING A SERVICE CULTURE Service Culture service environment is made up of various factors, including the values, beliefs, norms, A rituals, and practices of a group or organization. Communicated by employees through - Appearance - Interaction with customers - Knowledge, skill, andattitude Culture also includes a company’s products and services - Customer-centric organization term used to describe service providers or organizations that put their A customers first and spend time, effort, and money identifying and focusing on the needs of current and potential customers. Efforts are focused on building long-term relationships and customer loyalty rather than simply selling a product or service and moving onto the next customer. TYPICAL HIERARCHICAL ORGANIZATION . 1 enior management S 2. Middle management 3. Supervisors/team leaders 4. Frontline service provider 5. Customer CUSTOMER-CENTRIC ORGANIZATION . 1 ustomer C 2. Frontline service provider 3. Supervisor/team leader 4. Middle management 5. Senior management ELEMENTS OF SUCCESSFUL SERVICE CULTURE ervice philosophy or mission S Employee roles and expectations Policies and procedures Management support Products and services Motivators and rewards Training Delivery systems 1. Service philosophy or mission Driven from the top U pper management sets the tone Mission statement Vision statement 2. Employees roles and expectations RUMBA:criteria used to establish and measure employeeperformance goals. ealistic R Understandable Me asurable Believable Attainable Qualifications and competencies are needed. road general knowledge of products and services B Interpersonal communication skills Motivation Initiative Integrity Positive, customer-focused, “can-do” attitude Loyalty Team spirit Creativity Time management skills EMPLOYEE ROLES IN SMALLER RETAIL AND SERVICE ORGANIZATIONS Continually update knowledge and skills. Strive to deliver a level of service equal to that of bigger organizations Churn rate Provide excellent customer service. EMPLOYEE ROLES IN NONPROFIT ORGANIZATIONS nowledge of the organization K Interpersonal communication skills Positive, customer-focused attitude Motivation to succeed Commitment to others Time management skills 3. Policies and procedures R espond to policy customer requests and satisfy needs efficiently An organization’s return policy affects a customer’s purchase decision When making a commitment to the customer, establish an environment that supports it 4. Products and services T ype and quality of products and services contribute to the organizational culture Reputable products help build loyalty and positive press substandard products and services will result in adverse consequences 5. Motivators and rewards P eople work better when their performance is recognized and rewarded Types of rewards Internal recognition Public recognition Contests and games Employee activities 6. Management support S trive for improvement Look for a strong mentor in your organization Potege Avoid complacency Look for opportunities to grow professionally CHARACTERISTICS OF AN EFFECTIVE MENTOR illingness to be a mentor W Enthusiastic Characteristics Trustworthy Patient Creative thinker Self-confident Good problem solver CHARACTERISTICS OF A SUCCESSFUL PROTEGE nthuthisiasm E Openness to feedback Adaptability Willingness to ask questions Self-confidence Commitment to working with a mentor Desire to improve and grow 7. Employee empowerment G iving decision-making and problem-resolution authority to lower-level employees in an organization. Make employees feel trusted, respected, and like an integral part of organization. 8. Training H elps employee know what is expected of them and how to fulfill those expectations. Supports customer service. Training and skill level will determine an employee’s worth in the event of a downsizing. 2.2 ESTABLISHING A SERVICE STRATEGY now the customers and how to attract and keep them. K Periodically, conduct an inspection of company systems and practices. Determine how internal and external needs are addressed. Continually re-evaluate the role based on daily experiences. When in doubt, approach coworkers or supervisors for guidance. 2.3 CUSTOMER-FRIENDLY SYSTEMS Typical System Components A dvertising Complaint or problem resolution Service Delivery System ransportation modes T Location Technology Direct or indirect delivery D irectcontact - customers interact directly withpeople. Indirectsystem - customer needs are met primarilywith self-service through technology integrated with internet services. Third-party delivery (outsourcing/offshoring) T ypically, they are noncore positions Can save company money but has a downside Direct contact Indirect contact Face to face Toll-free telephone numbers Bank tellers Automated teller machines or online banking reservations Online computers, smartphones, or tablet reservations Front desk staff On-screen, in-room television checkout and bill viewing Lawyers Telephone tip lines or e-mail Cashiers Self-service check-out cash registers Supermarket clerks Online ordering and delivery Towing dispatchers In-car navigation and notification systems Tools for service measurement mployee focus groups E Mystery shoppers Walk-through audits Customer comment cards Customer focus groups Management inspections 2.4 ELEVEN STRATEGIES FOR PROMOTING A POSITIVE SERVICE CULTURE . Partner with customers 1 2. Explore the organization’s vision 3. Demonstrate ethical behavior 4. Identify and improve service skills 5. Become an expert on the organization 6. Help communicate the culture and organizational vision to customers ona daily basis 7. Demonstrate commitment 8. Treat vendors and suppliers as customers 9. Share resources 10.Work with, not against, customers 11.Provide service follow-up 2.5 SEPARATING AVERAGE COMPANIES FROM EXECELLENT COMPANIES Factors that determine excellence xecutives spend time with the customers and also talk to frontline service providers E Customer feedback is regularly asked for and acted upon Innovation and creativity are encouraged and rewarded Benchmarking is done with similar organizations Technology is frequently updated and effectively used The status quo is not acceptable Partnerships with customers and suppliers are common Employees are provided with guidelines and empowered to aim for customer satisfaction 2.6 WHAT CUSTOMER WANTS ersonal recognition P Courtesy Timely service Professionalism Enthusiastic service Patience Empath
