Summary

This document is a study guide for a marketing course, with chapters on service delivery and the roles of physical evidence and customers. It includes sections on the relevance of physical evidence, roles of servicescape, and the Bitner's Servicescape Framework. It also covers employee roles and human resource strategies, customer roles in service delivery, and managing demand and capacity.

Full Transcript

Chapter 10: Physical Evidence & Servicescape Relevance of Physical Evidence - Physical evidence: The environment in which service is delivered & where the firm and customer interact, and any tangible commodities that facilitate or communication of the service - Facility exte...

Chapter 10: Physical Evidence & Servicescape Relevance of Physical Evidence - Physical evidence: The environment in which service is delivered & where the firm and customer interact, and any tangible commodities that facilitate or communication of the service - Facility exterior: e.g., exterior design, signage, parking, landscape, surrounding environment - Facility interior: e.g., interior design, equipment, signage, layout, air quality/temperature - Other tangibles: e.g., business cards, stationary, billing statements, reports, employee dress, uniforms, brochures, virtual servicescapes Roles of Servicescape - Package: Convey image to consumers what is “inside” = visual metaphor for intangible service > manage expectations (e.g., Chinese restaurant decor) - Facilitator: Aiding the performance/service delivery (e.g., airport directional signs, waiting areas) - Socializer: Convey expectations (communicate expected roles to both customers & employees = socialization) (e.g., trash cans in fast food restaurants) - Differentiator: Differentiate between competitors & customers = reflect/signal target market (e.g., Motel 6 vs. Ritz Carlton hotel rooms) Bitner’s Servicescape Framework for Understanding Environment-User Relationships in Service Organizations Chapter 11: Employees’ Roles in Service Delivery Boundary-Spanners - Employees that interact directly with customers, bridging the gap between an organization and its external environment - Conflict? - Person/role (e.g., “Customer is always right”) - Inter-client - Organization/client (two-bosses dilemma) - Quality/productivity trade offs - Emotional labor: Labor beyond physical or mental skills needed to deliver quality service; occurs when there is a gap between the way frontline staff feel inside & the emotions that management requires them to display to customers - Genuine emotion - Surface acting: Modify behavior but not internal feelings (can lead to burnout!); suppress felt emotions, fake unfelt emotions - Deep acting: Modify internal feelings to modify behavior; attempt to experience real feelings Human Resource Strategies for Closing Gap 3 - Hire the right people - Competence for the best people - Service Competencies + Service Inclination = Right People - Service competencies: Skills & knowledge necessary for job - Service inclination: Interest in doing service-work (attitudes/values) - Right people: Disposition, Extra, Affinity, Communication, Individual Consideration, Competence - *What makes outstanding service performers cannot necessarily be taught; it is the qualities that are part of person’s personality! - Tools: - Multiple, structured interviews - Observe behavior - Personality tests - Realistic previews of the job - Be the preferred employer - Beyond money, strategies include extensive training, career and advancement opportunities, excellent internal support, incentives, quality goods/services - Develop people to deliver service quality - Train for technical and interactive skills - Promote teamwork: Enhances ability and inclination to provide great service - Empower employees: Giving employees the desire, skills, tools, and authority to serve customer - Develop people to deliver service quality - Measure internal support systems - Develop service-oriented internal processes - Provide supportive technology and equipment - Retain the best people - Include employees in company vision - Treat employees as customers - “feel valued and meet needs” - Measure and reward strong service performers Chapter 12: Customers’ Roles in Service Delivery Co-Production - = Customer participation - Consumer participates in the performance of the various activities performed in one or more of the stages of service provision Customer Roles in Service Delivery Process - Productive resources - Customers enact the role of “partial employees”; contribute time, effort, & other resources to production process - Inputs can affect org. productivity (+/-) - Contributes to quality and (their own) satisfaction - Quality of service they receive - Taking responsibility for own satisfaction - Asking questions; complaining when service failure happens - Customers’ contribution quality - Outcome quality (= what they did) - Interaction quality (= how they did it) - Own satisfaction with service - Performing role effectively - Working with service provider - Competitors - Customers may “compete” with service provider - Internal exchange vs. external exchange Three Determinants That Impact Customer’s Effectiveness in Performing Role - Ability: - Do I have what it takes to perform role expected of me? - Do I think I could learn? - Motivation: - What’s in it for me performing as expected? - Do I value these rewards? - Rewards allocated fairly? - Role clarity: - What exactly am I supposed to do? - Do I need to do things precisely, or can I exercise my own discretion? - When, in what sequence, are behaviors supposed to be enacted? Strategies for Enhancing Customer Participation Chapter 13: Managing Demand & Capacity Factors That Contribute to Capacity Constraints - Time, labor, equipment, facilities - Optimal vs. maximum capacity Demand Strategies (Shifting Demand to Match Capacity) Capacity Strategies (Shifting Capacity to Match Demand) Factors That Impact Perceptions of Waiting Times - More strongly influenced by subjective component than objective component - Cognitive: Evaluation of waiting time - Affective: Reaction - stress, boredom Strategies to Manage Waiting - Employ operational logic - Reflect modifying operations - Adjust queuing system (multiple, single, take a #) - Establish reservation process - Differentiate waiting customers - Importance of customer - Urgency of job (ER, air conditioning) - Duration of transaction - Payment of premium price - Make waiting fun, or tolerable Psychology of Waiting - Unoccupied time feels longer than occupied time - In-process waits feel longer than pre-/post-process waits - Anxiety makes waits feel longer (forgotten?) - Uncertain waits feel longer than known, finite waits - Unexplained waiting times are longer than explained waiting times - Unequitable waits are longer than equitable waits - Familiar waits are shorter than unfamiliar waits - The more important, the longer customer waits - Individual waits feel longer than group waits Chapter 14: Integrated Services Marketing Communication Integrated Services Marketing Communications (ISMC) - Strategy that carefully integrates all external and internal communication channels to present a consistent message to customers Approaches for Managing Service Promises - Strong service brands (brands are heuristics = shortcuts) - Enable customers to visualize and understand intangible products - Reduce perceived monetary, social, safety risks when buying services - Become surrogate for firm Approaches for Managing Customer Expectations - Make realistic promises - Offer service guarantee - Offer choices - Create tier-value service offerings - Communicate (teach) criteria and levels of service effectiveness Approaches for Managing Customer Education - Prepare customers for service process - Confirm performance to standards and expectations - Clarify expectations after sale - Teach customers to avoid peak demand periods and seek slow periods Approaches for Managing Internal Marketing Communication - Create effective vertical communications - Sell the brand inside the company - Create effective upward and horizontal communication - Align back-office/support staff with external customers through interaction + measurement - Create cross-functional teams of sales/service/OR people when developing new services or engaging in service improvements - Maintain a customer focus throughout all functions

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