Employee's role in Service MArketing

8/3/2019 Employee's role in Service MArketing

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- Dwayne D. Gremler

Employees Roles in Service Delivery(Chapter 12)

Gap 3 - Service Performance Gap

( )

Critical Importance of Service Employees

Boundary Spanning Roles

Human Resource Strategies for Closing Gap 3

Service Culture


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CUSTOMER

COMPANYService Delivery

Customer-DrivenService Designs and

Standards

Provider Gap 3

Part 5 Opener

GAP 3


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Service Delivery

Key Factors Related to Employees:

Ineffective Role and role

Poor

Inappropriate

Lack of and

Customer-DrivenService Designs and

Standards

Key Factors Leading to Provider Gap 3

Gap3


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- Dwayne D. Gremler

Organizational Culture

A corporate culture is

the pattern of shared values and beliefs that give the

members of an organization meaning, and providethem with the rules for behavior in the organization


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Service Culture

A culture where an appreciationfor good serviceexists, and where giving good service to internalaswell as ultimate, external customers, is considered anatural way of lifeand one of the most important

norms by everyone in the organization.- Christian Gronroos (1990)

Examples:


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- Dwayne D. Gremler

The Critical Importance of Service Employees

They arethe

They arethe

They arethe

They are

Their importance is evident in: the services

the services

the


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- Dwayne D. Gremler

The Services Marketing Triangle

Internal Marketing

Interactive Marketing

External MarketingEnabling the promise

Delivering the promise

Making the promise

Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip KotlerFigure 12.2


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The Service Profit Chain

Source: An exhibit from J. L. Heskett, T. O. Jones, W. E. Sasser, Jr., and L. A. Schlesinger, Putting the Service-Profit

Chain to Work, Harvard Business Review, March-April 1994, p. 166.Figure 12.3


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Satisfaction

Satisfied employees make for

Some companies contend:

The employee

and the customer .

Examples:

Southwest Airlines

Carlson Travel Group


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- Dwayne D. Gremler

Boundary Spanners

operate at the

link external customers to

front-line or customer-contact personnel

in some industries

in other industries


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Customers ExternalEnvironment

ServiceSupport

InternalEnvironment

Role of Boundary Spanners


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Boundary Spanning Issues

Emotional Labor

labor that

Sources of Conflict

Quality/Productivity Tradeoffs


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Human Resource Strategies for DeliveringService Quality through People

Provideneeded support

systems

Hire the

right people

Retain thebest

people

Developpeople to

deliverservicequality

Hire for servicecompetencies and

serviceinclinationCompete for

the bestpeople

Measure andreward strong

service

performers

Treatemployees

ascustomers

Includeemployees in

thecompanys

vision

Developservice-oriented

internalprocesses

Providesupportivetechnology

and

equipment

Measureinternal service

quality

Promoteteamwork

Empoweremployees

Train fortechnical and

interactive

skills

Be thepreferredemployer

Customer-OrientedServiceDelivery

Figure 12.6

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Human Resource Strategies for ClosingGap 3

hire the right people compete for the

hire for

be the

develop people to deliver quality service

provide empower

promote

provide needed support systems provide proper

measure

develop

retain the best people reward good

include employees in

treat employees as

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D D G l

Employees in Service Delivery:Summary

People provide a sustainable competitive advantage

Focus should be equally based on service quality,

service delivery, and employee well-being

People selection should be dependent upon theorganization and the market it faces

different types of firms have different needs

Data needs to be tracked concerning what customerswant and which HR practices help deliver it to them

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Employee's role in Service MArketing