We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byDimitri Poppy
Modified about 1 year ago
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 1 Chapter 8: Designing and Managing Service Processes Services Marketing 7e, Global Edition
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 2 Overview of Chapter 8 1. Flowcharting Customer Service Processes 2. Blueprinting Services to Create Valued Experiences and Productive Operations 3. Service Process Redesign 4. The Customer as Co-Producer 5. Self-Service Technologies
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 3 1. Flowcharting Customer Service Processes
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 4 Flowcharting Service Delivery Helps to Clarify Product Elements Technique for displaying the nature and sequence of the different steps in delivery service to customers Offers way to understand total customer service experience Shows how nature of customer involvement with service organizations varies by type of service: People processing Possession processing Mental Stimulus processing Information processing
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 5 Flowcharts for People and Possession Processing Services (physical, 可見，不可見，核心利益 )
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 6 Flowcharts for Mental Stimulus and Information Processing Services (intangible, information, less active role)
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 7 2. Blueprinting Services to Create Valued Experiences and Productive Operations
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 8 Developing a Blueprint Developing a Blueprint (building vs. services) Identify all key activities in creating and delivering service Define “big picture” before “drilling down” to obtain a higher level of detail Advantages of Blueprinting Distinguish between “frontstage” and “backstage”, e.g., 會計師事務 所常疏忽前台表演 Clarify interactions and support by backstage activities and systems, e.g., 牙醫師，病人，接待 都要檢視劇本，增、減、調整作業 Identify potential fail points; take preventive measures; prepare contingency
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 9 Key Components of a Service Blueprint Jane Kingman-Brundage, 1989 高級餐廳的雙人晚餐，食材佔成本 20~30% 9 （ Y 軸：上到下） * 14 （ X 軸：左到右） Objectives: Identify fail points & risks of excessive waits Set service standards Fail-proof process Define standards for frontstage activitiesDefine standards for frontstage activities Specify physical evidence Specify physical evidence Identify principal customer actionsIdentify principal customer actions Line of interaction Line of interaction Support processes involving other personnelSupport processes involving other personnel Support processes involving ITSupport processes involving IT
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 10 Key Components of a Service Blueprint （上到下） 1. Define standards for frontstage activities 2. Specify physical evidence 3. Identify principal customer actions 4. Line of interaction 5. Frontstage actions by frontline personnel 6. Line of visibility 7. Backstage actions by customer contact personnel 8. Support processes involving other personnel 9. Support processes involving IT Defin e stand ards for front stage activi ties Spec ify physi cal evide nce Identi fy princi pal custo mer actio ns Line of inter actio n Supp ort proc esse s invol ving other pers onnel Supp ort proc esse s invol ving IT
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 11 Blueprinting the Restaurant Experience: A Three-Act Performance （左到右 : 3 acts, 14 steps ） Act 1: Prologue and Introductory Scenes （第一印象很重要） Act 2: Delivery of Core Product （太快、太慢都不好） Cocktails, seating, order food and wine, wine service Potential fail points: Menu information complete? Menu intelligible? Everything on the menu actually available? Mistakes in transmitting information a common cause of quality failure Customers may not only evaluate quality of food and drink, but how promptly it is served or serving staff attitudes Act 3: The Drama Concludes （盡量快） Remaining actions should move quickly and smoothly, with no surprises at the end Customer expectations: accurate, intelligible and prompt bill, payment handled politely, guest are thanked for their patronage
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 12 Blueprinting the Restaurant Experience: 9 * 14 的左上方， 完整圖見附件
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 13 Improving Reliability of Processes Through Fail-Proofing Identify 1. F: fail points, 2. W: delay, Analysis of reasons for failure reveals opportunities for failure-proofing to reduce/eliminate future errors Poka-Yoke technique, TQM fail-safe methods, prevent errors in manufacturing process, e.g., service employees: 外科醫師托盤凹槽，餐廳圓、方杯墊。 customers: ATM 警示音，飛機化妝室警示燈。
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 14 Setting Service Standards and Targets Service providers set standards for each step sufficiently high to satisfy and even delight customers What is not measured is not managed. Must be expressed in ways that permit objective measurement First impression is important Shape and control customers' expectation. For high-contact service, the concluding step is important Performance targets – specific process and team performance targets for which staff are responsible for
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 15 Setting Standards and Targets for Customer Service Processes Responsiveness Reliability Competence Accessibility Courtesy Communication Credibility Confidentiality Listening to the customer Processing time to approve applications Creates a Base to Measure Customer Satisfaction 24 hours Define Service Quality Goals for Staff 80% of all applications in 24 hours Define/Process Departmental Service Goals
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page Redesigning Service Processes
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 17 Why Redesign? Revitalizes process that has become outdated, e.g., Singapore's Libraries: RFID, smart bookshelves Changes in external environment make existing practices obsolete and require redesign of underlying processes Rusting occurs internally Natural deterioration of internal processes; creeping bureaucracy; evolution of spurious, unofficial standards Symptoms: - Extensive information exchange - Data that is not useful - High ratio of checking control activities to value-adding activities
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 18 Why Redesign? “Institutions are like steel beams—they tend to rust. What was once smooth and shiny and nice tends to become rusty.” Mitchell T. Rabkin, MD, former president of Boston’s Beth Israel Hospital
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 19 Why Redesign? Redesign aims to achieve these performance measures: Reduced number of service failures Reduced cycle time from customer initiation of a service process to its completion Enhanced productivity Increased customer satisfaction
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 20 Process Redesign: Approaches and Potential Benefits e.g., Amazon combined 1, 2, 3. Streamline front-end and back-end processes of services Improve productivity and customer satisfaction 1. Eliminating non- value-adding steps Increase in productivity and service quality Lower costs and perhaps prices Enhance technology reputation Differentiates company 2. Shifting to self- service Improve convenience for customers Productivity can be improved by eliminating expensive retail locations Increase customer base 3. Delivering direct service
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 21 Process Redesign: Approaches and Potential Benefits Involves grouping multiple services into one offer, focusing on a well-defined customer group A better fit to the needs of target segment Increase productivity with customized service Increase per capita service use 4. Bundling services Focus on tangible elements of service process (facilities and equipment) Increase convenience Enhance satisfaction and productivity of frontline staff Cultivate interest in customers 5. Redesigning physical aspects of service process
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page The Customer as Co- Producer
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 23 Levels of Customer Participation High – Customer works actively with provider to co-produce the service, e.g., 婚姻、減肥諮商，管理顧問，復健 Service cannot be created without customer’s active participation Customer can jeopardize quality of service outcome Medium – Customer inputs required to assist provider, e.g., 髮廊 Provide needed information and instructions Make some personal effort; share physical possessions Low – Employees and systems do all the work Involves standardized work
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 24 Customers as Partial Employees Customers can influence productivity and quality of service processes and outputs Customers not only bring expectations and needs but also need to have relevant service production competencies For the relationship to last, both parties need to cooperate with each other
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 25 Managing Customers Recruit customers that possess the competency to perform the necessary tasks Recruitment and Selection Are customers aware of their roles and equipped with the required skills? Job Analysis Information required for them to perform their roles via instructions or video demonstration Education and Training Ensure that they will be rewarded for good performance Motivate For sub-par performances, improve customer training or change the role or process Appraise Last resort: if customer is non compliant consider termination of the relationship Ending
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page Self-Service Technologies
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 27 Self-Service Technologies (SSTs) SSTs are the ultimate form of customer involvement where customers undertake specific activities using facilities or systems provided by service supplier Customer’s time and effort replace those of employees Information-based services lend selves particularly well to SSTs Used in both supplementary services and delivery of core product
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 28 Self-Service Technologies (SSTs) Many companies and government organizations seek to divert customers from employee contact to Internet-based self- service Disadvantages: Anxiety and stress experienced by customers who are uncomfortable with using them Some see service encounters as social experiences and prefer to deal with people Advantages: Time and Cost savings Flexibility Convenience of location Greater control over service delivery High perceived level of customization
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 29 What Aspects of SSTs Please or Annoy Customers? Key weakness: Few firms incorporate service recovery systems such that customers are still forced to make telephone calls or personal visits People love SSTs when…People hate SSTs when… SST machines are conveniently located and accessible 24/7– often as close as the nearest computer! Obtaining detailed information and completing transactions can be done faster than through face-to-face or telephone contact SSTs fail – system is down, PIN numbers not accepted, etc. Customers themselves mess up– forgetting passwords; failing to provide information as requested; simply hitting wrong buttons
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 30 Putting SSTs to Test by Asking a Few Simple Questions Does the SST work reliably? Firms must ensure that SSTs are dependable and user-friendly Is the SST better than interpersonal alternatives? Customers will stick to conventional methods if SST doesn’t create benefits for them If it fails, what systems are in place to recover? Always provide systems, structures, and technologies that will enable prompt service recovery when things fail
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 31 Managing Customer’s Reluctance to Change Increasing customer’s participation level in a service can be difficult Marketing communications to be used to: Prepare customer for change Explain the rationale and benefits What customers need to do differently in the future
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 32 Summary Service blueprinting can be used to design a service and create a satisfying experience for customers Blueprinting a restaurant (or other service) can be a three- act performance Prologue and introductory scenes Delivery of the core product Conclusion of the drama
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 33 Summary Service standards and targets are different and can be used to evaluate performance Service process redesign reduces service failure and enhances productivity When the customer is a co-producer, issues to consider are Levels of customer participation Self-service technologies (SST) Psychological factors in customer co-production Aspects of SST that please or annoy customers
Learning Objectives 7.1 Describe the organizing process and how formal and informal organizations differ. 7.2 Identify some common types of organizational.
Learning Objectives 5.1 Define customer service and identify the managers role in customer service. 5.2 Describe the importance of each of the key components.
Learning Objectives 6.1 Explain the importance of mission, vision, and value statement and how they set the foundation for the planning process. 6.2 Describe.
The Sales Process 2.08 Allows the firm to immediately respond to the needs of the prospect Allows the firm to immediately respond to the needs of the.
PLANNING THE AUDIT Individual audits must be properly planned to ensure: Appropriate and sufficient evidence is obtained to support the auditors opinion;
What Managers Do Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals Managerial Activities Make decisions.
Unit 2: Managing a business People in business Improving organisational structures Chapter 19.
Prepared and Presented By Sally Al-Gazzar September 2013.
Learning Objectives 8.1 Discuss the managers role in human resource management as it regards staffing, training, and employee performance appraisal. 8.2.
PowerPoint to accompany Sessions 3, 4 & 5 Manage Quality Customer Service with Sue Cameron.
Skills for Successful Supervision Presenter: Nicole McPherson Shaw Date: February 14 – 16, 2012 Georgia Department of Human Services.
Project Management Dr. Anbang Qi Prof. of International Business School of Nankai University.
OPERATIONS MANAGEMENT +. Introduction ………………………………………………….
The Project Cycle Management Course presented by Simon Pluess World Alliance of YMCAs.
Coaching: Tapping Into Your Employees Potential. 2 Objectives After this workshop you will be able to: Set the groundwork for productive coaching sessions.
Competence is the demonstrated ability to apply knowledge and/or skills and, where relevant, personal attributes. A certification scheme contains.
E-Marketing, 3rd edition Judy Strauss, Adel I. El-Ansary, and Raymond Frost Chapter 2: Strategic E-Marketing © Prentice Hall 2003.
Knowledge in implementing/managing the IS/IT project CASE-The Brose Group Implements Page
ISO INTRODUCTION In the present day, environmental matter is not limited only in one country or specific area. The environmental impact effects.
Direct Time study: Selecting and timing the job First step in time study is to select the job to be studied. There is always a reason why a particular.
Learning Objectives 9.1 Describe leading as a management function and explain how it differs from leadership. 9.2 Discuss the types of power a manager.
Management Information Systems MANAGING THE DIGITAL FIRM, 12 TH EDITION GLOBAL EDITION BUILDING INFORMATION SYSTEMS Chapter 13 VIDEO CASES Case 1: IBM:
DMEM Centre for Strategic Manufacturing Team Performance Measurement Jill MacBryde & Kepa Mendibil Centre for Strategic Manufacturing University of Strathclyde,
Taking the Mystery Out Of Mystery Shopping Created for the MSPA by Mark Michelson. 1 st MSPA President MSPA Hall of Fame Inductee.
MGMT14 marketing U U … mnm institute … makes sense.
Sheryl Abelew MSN RN. Chapter 5 Initiating and Implementing Change.
Implementation processes and internal marketing: Making it happen Lecture 11.
Dr. Chen, Electronic Commerce Pearson/Prentice Hall & Dr. Chen, Electronic Commerce Chapter 14 E-Commerce Strategy and Global EC.
1.00 UNDERSTAND COMMUNICATION SKILLS, STRATEGIC MANAGEMENT, EMOTIONAL INTELLIGENCE, AND PROFESSIONAL DEVELOPMENT Ms. Salim.
ICAA5151B GATHER DATA TO IDENTIFY BUSINESS REQUIREMENTS.
© 2016 SlidePlayer.com Inc. All rights reserved.