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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。”