Presentation on theme: "Designing and Managing Service Processes"— Presentation transcript:
1Designing and Managing Service Processes Chapter 8
2Flowcharting Service Delivery Technique for displaying the nature and sequence of the different steps in delivery service to customersOffers way to understand total customer service experienceShows how nature of customer involvement with service organizations varies by type of service:People processingPossession processingMental Stimulus processingInformation processing
7Service Blueprinting Service Blueprint A tool for simultaneously depicting the service process, the points of customer contact, and the evidence of service from the customer’s point of view.ServiceBlueprintProcessPoints of contactEvidence
8Service Blueprint What is it? A picture, guide or map that accurately portrays the service system.A service blueprint allows all parties in the service experience to accurately understand and deal with service situations
11Benefits of Service Blueprinting Identifies fail points in the delivery of a serviceTake preventative measuresPrepare contingency plansFacilitates a top down, bottom up approachFacilitates internal communication between departments and SBUsHelps to define customer and employee rolesIdentify potential areas of strengthIdentify bottlenecks.
12Key Components of a Service Blueprint Define standards for front-stage activitiesSpecify physical evidenceIdentify main customer actionsLine of interaction (customers and front-stage personnel)Front stage actions by customer-contact personnelLine of visibility (between front stage and backstage)Backstage actions by customer contact personnelSupport processes involving other service personnelSupport processes involving IT
14Levels of Customer Participation Low or minimal participationConsumer presence required during service deliveryModerate participationConsumer inputs required for service creationHigh involvementConsumer co-creates the service product
15Customers as Service Co-creators Customers can be thought of as “partial employees”:Contributing effort, time, or other resources to the production processCustomer inputs can affect organization’s productivity and quality of service processes and outputs. How?For the relationship to last, both parties need to cooperate with each otherKey issue:Should customers’ roles be expanded or reduced?
19Self-Service Technologies BenefitsSST machines are conveniently located and accessible 24/7—often as close as nearest computer!Obtaining detailed information and completing transactions can be done faster than through face-to-face or telephone contactPeople in awe of what technology can do for them when it works wellDrawbacksSSTs fail – system is down, PIN numbers not accepted, etcPoorly designed technologies that make service processes difficult to understand and usethey mess up - forgetting passwords; failing to provide information as requested; simply hitting wrong buttons
20Customers as Contributors to Service Quality and Satisfaction Customers can contribute to:their own satisfaction with the serviceby performing their role(s) effectivelyby working with the service providerthe quality of the service they receiveby asking questionsby taking responsibility for their own satisfactionby complaining when there is a service failure
21Importance of Other (“Fellow”) Customers in Service Delivery Other customers can detract from satisfaction:disruptive behavioursoverly demanding behavioursexcessive crowdingincompatible needsOther customers can enhance satisfaction:mere presencesocialization/friendshipsroles: assistants, teachers, supporters, mentors
22Strategies for Enhancing Customer Participation Figure 13.3