HTT170 Chapter 2: Defining Service Culture PDF

Summary

This document provides an overview of service culture, focusing on defining it, typical hierarchical and customer-centric organizational structures, elements of successful service culture within different organizational configurations, and strategies to promote a positive service culture. It also explores factors separating average companies from excellent ones, and what customers want in a service encounter.

Full Transcript

‭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

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