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Part 4

DELIVERING AND PERFORMING SERVICE

传递与执行服务

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CUSTOMER

COMPANYService Delivery

GAP 3

Customer-Driven Service Designs and

Standards

Part 4 Opener

Provider GAP 3

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Chapter

12 Employees’ Roles in Service Delivery 服务传递中的员工角色

• The Critical Importance of Service Employees 服务员工的重要性

• Boundary Spanning Roles 跨边界角色• Strategies for Closing Gap 3 缩小差距三的策略

• Service Culture 服务文化

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Figure 11.2

The Services Marketing Triangle服务营销三角形

Internal Marketing

内部营销

Interactive Marketing

互动营销

External Marketing

外部营销

Company公司

Customers顾客

Employees员工

enablingpromises

keeping promises

settingpromises

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Service Employees服务员工

• How important are service employees?

• 服务员工有多重要？

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MYSTERY SHOPPER REPORT

Standard Comments

Main line answered within 3 rings

The hotel’s main line was answered in 6 rings by a staff

1. Greeting includes hotel’s name

2. Greeting includes offer assistance

3. Greeting is clear and audible

"Good afternoon …"The last portion of the greeting was mumbled and unclear.

Staff opens vehicle door by the time paid driver / in good time for guest to exit

As the taxi came to a stop, no staff opened the car door as none were in sight.

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Service Employees服务员工

• They are the service.

• They are the organization in the customer’s eyes.

• They are the brand.

• They are marketers.

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Service Employees服务员工

• Their importance is evident in:– The Services Triangle 服务三角– The Services Marketing Mix (People) 服务营销组合• Product, price, place, promotion, people, process,

physical evidence

– The Service-Profit Chain 服务利润链

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Figure 11.3

The Service Profit Chain服务利润链

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.

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Service Employees

• Who are they?

– “boundary spanners”

–夸边界角色–组织使者

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Figure 11.4

Boundary Spanners Interact with Both Internal and External Constituents

Internal Environment

External Environment

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Service Employees

• What are these jobs like?

– emotional labor 情感工作者– many sources of potential conflict

–潜在冲突的来源

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讨论

• 一位服务员工来信：

• 有些顾客总是看不起我们，说起话来十分伤人自尊心，而且常常不负责任地指责我们。人与人之间不是平等的吗？

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Figure 11.5

Sources of Conflict for Boundary-Spanning Workers

• Person vs. Role 个人角色冲突

• Organization vs. Client 组织与顾客冲突

• Client vs. Client 顾客与顾客冲突

• Quality vs. Productivity 质量与生产力的平衡

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Customer-Oriented Service Delivery

Hire theRight People

ProvideNeeded Support

Systems

Retain theBest

People

DevelopPeople to

DeliverServiceQuality

Compete

for

the B

est

People

Hire for Service

Competencies and Service Inclination

Provide Supportive Technology

and Equipment

Tre

at

Em

plo

ye

es

a

s

Cu

sto

me

rs

Em

po

we

r E

mp

loy

ee

s

Be the Preferred

Employer Train for

Technical and

Interactive

Skills

Prom

ote

Team

wor

k

Measure

Internal

Service

Quality

Develop Service-

oriented Internal

Processes

Mea

sure

and

R

ewar

d S

tron

g S

ervi

ce

Per

form

ers

Include

Em

ployees in

the

Com

pany’s

Vision

Figure 11.6 Human Resource Strategies for Closing GAP 3

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Human Resource Strategies for Closing GAP 3缩小差距三的人力资源战略

• Hire the Right People 雇佣正确的员工

• compete for the best people 竞争最好的人员• hire for service competencies and service inclination 兼顾服务能力与意愿• be the preferred employer 成为受人欢迎的雇主

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Human Resource Strategies for Closing GAP 3缩小差距三的人力资源战略

• Develop people to deliver service quality•为提供优质服务开发员工

• Train for technical and interactive skills 进行技术和沟通训练• Empower employees 授权员工• Promote teamwork 促进团队工作

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Human Resource Strategies for Closing GAP 3

• Provide needed support systems•提供支持系统

• Develop service-oriented internal processes•提供以服务为主的内部程序• Provide supportive technology and equipment 提供支持技术与设备• Measure internal service quality•衡量内部服务质量

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Human Resource Strategies for Closing GAP 3

• Retain the best people 留住最好的员工

• Include employees in the company’s vision•将员工纳入愿景• Treat employee as customers•将员工当做顾客• Measure and reward strong service performers 奖励最好的员工

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Service Culture

• “A breakthrough manager need a cheer-leader.”– A professor from Harvard University

A breakthrough employee need

a cheer-leader.

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Service Culture

“A culture where an appreciation for good service exists, and where giving good service to internal as well as ultimate, external customers, is considered a natural way of life and one of the most important norms by everyone in the organization.”

“鼓励优质服务的存在，给与内部和外部最终顾客优质服务，并把这种文化当做自然而然的生活方式和每个人最重要的行为标准。”