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SQ Lecture Five : Promoting and Educating Customers & Designing and Managing Service Processes (Chaps 7 and 8)
- 1. JAN 2013 Semester 1 Service Quality MKTG 1268 Lecture Five • Promoting Services and Educating Customers (Chapter 7) • Designing and Managing Service Processes (Chapter 8)
- 2. This lecture: 2 YET another heavy lecture week. Two chapters involved (7and 8) This week focus on two Ps Promotions Process By the end of this lecture we would have pretty much finished most of the elements of the Services Marketing Mix. This puts you in a good position to complete your project ahead of schedule (hopefully)!
- 3. 3 Chapter Seven Promoting Services and Educating Customers
- 4. Overview of Chapter 7 4 Role of Marketing Communications Challenges of Service Communications Marketing Communications Planning The Marketing Communications Mix The Role of Corporate Design
- 5. The role of MC in services 5
- 6. Position and Differentiates the Service 6 Persuade target customers that their service product offers the best solution Marketing communications not only attracts new customers but also to maintain contact with existing customers and build relationships Used to convince target customers about firm‘s superior performance on determinant attributes
- 7. Communications are used to differentiate the service 7
- 8. Help Customers to Evaluate Service Offerings 8 Customers may have difficulty distinguishing one firm from another Provide tangible clues related to service performance Some performance attributes lend themselves better to advertising than others e.g., Airlines Firm‘s expertise is hidden in low-contact services Need to illustrate equipment, procedures, employee activities that take place backstage
- 9. Promote Contributions of Service Personnel and Backstage Operations 9 Frontline personnel are central to service delivery in high-contact services Make the service more tangible and personalized Show customers work performed behind the scenes to ensure good delivery To enhance trust, highlight expertise and commitment of employees Advertisements must be realistic Messages help set customers‘ expectations Service personnel should be informed about the content of new advertising campaigns or brochures before launch
- 10. Communications are used to promote the contributions of backstage personnel 10
- 11. Add value through Communication Content 11 Information and consultation adds value to service product Information needed about kinds of services, the place and time of availability, and cost of such services And the specific features, functions and service benefits that come with these services
- 12. Facilitate Customer Involvement in Production 12 Customers are actively involved in service production; they need training to perform well Show service delivery in action Television and videos engage viewer e.g., Dentists showing patients videos of surgical procedures before surgery Streaming videos on web and podcasts are new channels to reach active customers
- 13. Stimulate or Dampen Demand to Match Capacity 13 Live service performances are time-specific and can‘t be stored for resale at a later date Advertising and sales promotions can change timing of customer use Examples of demand management strategies: Reducing usage during peak demand periods Stimulating demand during off-peak period
- 14. Challenges of services communications 14 Overcoming the challenges of intangibility Overcoming the challenges of managing promises and expectations Educating customers Managing internal marketing communications
- 15. Problems of Intangibility 15 May be difficult to communicate service benefits to customers, especially when intangible Intangibility creates 4 problems: Abstractness No one-to-one correspondence with physical objects Generality Items that comprise a class of objects, persons, or events Non-searchability Cannot be searched or inspected before purchase Mental impalpability Customers find it hard to grasp benefits of complex, multidimensional new offerings
- 16. Using marketing communications to portray the intangible concepts of a service – private banking 16
- 17. Overcoming Problems of Intangibility 17 To overcome intangibility Use tangible cues in advertising Use metaphors to communicate benefits of service offerings Any other strategies to consider?
- 18. Use of Metaphors in Advertising of a Service 18
- 19. Advertising Strategies for Overcoming Intangibility (Table 7.1) 19 19
- 21. Checklist for Marketing Communications Planning: The “5 Ws” Model 21 Who is our target audience? What do we need to communicate and achieve? How should we communicate this? Where should we communicate this? When do communications need to take place?
- 22. Target Audience: 3 Broad Categories 22 Prospects Employ traditional communication mix because prospects are not known in advance Users More cost effective channels Employees Secondary audience for communication campaigns through public media Shape employee behavior Part of internal marketing campaign using company- specific channels
- 23. Common Educational and Promotional Objectives in Service Settings (1) 23 Create memorable images of specific companies and their brands Build awareness/interest for unfamiliar service/brand Compare service favorably with competitors‘ offerings Build preference by communicating brand strengths and benefits Reposition service relative to competition Reduce uncertainty/perceived risk by providing useful info and advice
- 24. Common Educational and Promotional Objectives in Service Settings (2) 24 Provide reassurance (e.g., promote service guarantees) Encourage trial by offering promotional incentives Familiarize customers with service processes before use Teach customers how to use a service to best advantage Stimulate demand in off-peak, discourage during peak Recognize and reward valued customers and employees
- 25. Service Insights 7.1 : UPS Repositions Itself to Deliver (read page 197 of the text) 25
- 26. 26 Marketing Communications Mix for Services
- 27. Marketing Communications Mix for Services (Fig. 7.10a) 27 27
- 28. The marketing communications mix 28 Communications originate from different sources: Messages transmitted through traditional marketing channels. Messages transmitted through the Internet. Messages transmitted through service delivery channels. Messages originating from outside the organisation.
- 29. Sources of Messages Received by Target Audience (Fig. 7.10b) 29 29
- 30. Messages through Traditional Marketing Channels: Advertising 30 Build awareness, inform, persuade, and remind Challenge: How stand out from the crowd? Yankelovitch study shows 65% of people feel ―constantly bombarded‖ by ad messages; 59% feel ads have little relevance TV, radio broadcasts, newspapers, magazines, Internet, many physical facilities, transit vehicles--all cluttered with ads Effectiveness remains controversial Research suggests that less than half of all ads generate a positive return on their investment
- 31. Messages through Traditional Marketing Channels: Public Relations 31 PR/Publicity involves efforts to stimulate positive interest in an organization and its products through third parties e.g., press conferences, news releases, sponsorships Corporate PR specialists teach senior managers how to present themselves well at public events, especially when faced with hostile questioning Unusual activities can present an opportunity to promote company‘s expertise e.g., FedEx – safely transported two giant pandas from Chengdu, China, to the National Zoo in Washington, D.C. in a FedEx aircraft renamed FedEx PandaOne.
- 32. Use of effective public relations – Fedex transporting two giant pandas 32
- 33. Messages through Traditional Marketing Channels: Direct Marketing (1) 33 Mailings, recorded telephone messages, faxes, email Potential to send personalized messages to highly targeted microsegments Need detailed database of information about customers and prospects
- 34. Messages through Traditional Marketing Channels: Direct Marketing (2) 34 Advance in on-demand technologies empower consumers to decide how and when they prefer to be reached, and by whom e.g. email spam filters, pop-up blockers, podcasting Permission Marketing goal is to persuade customers to volunteer their attention Enables firms to build strong relationships with customers e.g., People invited to register at a firm‘s website and specify what type of information they like to receive via email
- 35. Messages through Traditional Marketing Channels: Sales Promotion 35 Defined as ―Communication that comes with an incentive‖ Should be specific to a time period, price, or customer group Motivates customers to use a specific service sooner, in greater volume with each purchase, or more frequently Interesting sales promotions can generate attention and put firm in favorable light (especially if interesting results publicized) e.g. SAS International Hotels – If a hotel had vacant rooms, guests over 65 years old could get a discount equivalent to their years When a guest announced his age as 102 and asked to be paid 2% of the room rate in return for staying the night, he received it— and got a game of tennis with the general manager!
- 36. Messages through Traditional Marketing Channels: Personal Selling 36 Interpersonal encounters educate customers and promote preferences for particular brand or product Common in b2b and infrequently purchased services Many b2b firms have dedicated salesforce to do personal selling Customer assigned to a designated account manager For services that are bought less often, firm‘s representative acts as consultant to help buyers make selection Face-to-face selling of new products is expensive— telemarketing is lower cost alternative
- 37. Messages through Traditional Marketing Channels: Trade Shows 37 Popular in b2b marketplace Stimulate extensive media coverage Many prospective buyers come to shows Opportunity to learn about latest offerings from wide variety of suppliers Sales rep who usually reaches four to five potential customer per day may be able to get five qualified leads per hour at a show
- 38. Internet Marketing Offers Powerful Opportunities 38 Supplement traditional marketing channels at a reasonable cost Should be part of an integrated, well- designed communications strategy Can market through the company‘s own website or through online advertising
- 39. Messages through Internet: Company‟s Website 39 The web is used for a variety of communication tasks Creating consumer awareness and interest Providing information and consultation Allowing two-way communication with customers through email and chat rooms Encouraging product trial Allowing customers to place orders Measuring effectiveness of advertising or promotional campaigns Innovative companies look for ways to improve the appeal and usefulness of their sites
- 40. Effective use and promotion of a company website – easyJet has painted its address on each of its aircraft 40
- 41. Messages through Internet: Online Advertising (1) 41 Banner advertising Placing advertising banners and buttons on portals such as Yahoo or CNN and other firms‘ websites Draw online traffic to the advertiser‘s own site Web sites often include advertisements of other related, but non competing services Example: Advertisements for financial service providers on Yahoo‘s stock quotes page
- 42. Advantages and limitations of banner advertising 42 Easy for advertisers to measure how many visits to its own website are generated by click-throughs Limitations Obtaining many exposures does not necessarily lead to increase in awareness, preference, or sales Fraudulentclick-throughs designed to boost apparent effectiveness
- 43. Messages through Internet: Online Advertising (2) 43 Search engine advertising Reverse broadcast network: search engines let advertisers know exactly what consumer wants through their keyword search Can target relevant messages directly to desired consumers Several advertising options: Pay for targeted placement of ads to relevant keyword searches Sponsor a short text message with a click-through link Buy top rankings in the display of search results
- 44. Service Insights 7.3 : New Media and Their Implications for Marketing Communications (read pages 206-207) 44
- 45. Moving from Impersonal to Personal Communications 45 There used to be a difference between personal and impersonal communication Technology has created a gray area between the two Direct mail and email can be personalized Electronic recommendation agents can also personalize communications With advances of on-demand technologies, consumer are increasingly empowered to decide how and when they like to be reached (see Service Insights 7.4)
- 46. Messages through Service Delivery Channels 46 Service outlets Can be through banners, posters, signage, brochures, Frontline employees Communication from frontline staff can be for the core service or supplementary elements New customers in particular need help from service personnel video screens, audio etc. Self-service delivery points ATMs, vending machines and websites are examples
- 47. Messages Originating from Outside the Organization (1) 47 Word of Mouth (WOM) Recommendations from other customers viewed as more credible Strategies to stimulate positive WOM: Having satisfied customers providing comments Using other purchasers and knowledgeable individuals as reference Creating exciting promotions that get people talking Offering promotions that encourage customers to persuade their friend to purchase Developing referral incentive schemes
- 48. Messages Originating from Outside the Organization (2) 48 • Blogs – A new type of online WOM Communications about customer experiences influence opinions of brands and products Some firm have started to monitor blogs as form of market research and feedback • Twitter Becoming increasingly popular – fastest-growing social networking service • Media Coverage Compares, contrasts service offerings from competing organizations Advice on ―best buys‖
- 49. 49
- 50. Ethical Issues in Communication 50 Advertising, selling, and sales promotion all lend themselves easily to misuse Communication messages often include promises about benefits and quality of service delivery. Customers are sometimes disappointed Why were their expectations not met? Poor internal communications between operations and marketing personnel concerning level of service performance Over promise to get sales Deceptive promotions Unwanted intrusion by aggressive marketers into people‘s personal lives
- 51. The Role of Corporate Design (1) 51 Many service firms employ a unified and distinctive visual appearance for all tangible elements e.g. Logos, uniforms, physical facilities Provide recognition and strengthen brand image e.g., BP‘s bright green-and yellow service stations Especially useful in competitive markets to stand out from the crowd and be instantly recognizable in different locations e.g. Shell‘s yellow scallop shell on a red background MacDonald‘s ―Golden Arches‖
- 52. Shell and McDonald‟s are two prominent brand symbols 52
- 53. The Role of Corporate Design (2) 53 How to stand out and be different? Use colors in corporate design Use names as central element in their corporate designs Use trademarked symbol rather than name as primary logo Create tangible recognizable symbols to connect with corporate brand names
- 54. Summary of Chapter 7 – Promoting Services and Educating Customers (1) 54 Marketing communications has specific roles Position and differentiate service Help customer evaluate offerings and highlight differences that matter Promote contribution of personnel and backstage operations Add value through communication content Facilitate customer involvement in production Stimulate or dampen demand to match capacity Communicating services presents both challenges and opportunities Overcome problems of intangibility--use metaphors to communicate value proposition
- 55. Summary of Chapter 7 – Promoting Services and Educating Customers (2) 55 Communication planning involves knowing (5Ws) Who is our target audience? What do we need to communicate and achieve? How should we communicate this? Where should we communicate this? When do communications need to take place? Marketing communications originate from within the organization through marketing and production channels
- 56. Summary of Chapter 7 – Promoting Services and Educating Customers (3) 56 Marketing communications channels include Advertising Public relations Direct marketing Sales promotion Personal selling Tradeshows Internet
- 57. Summary of Chapter 7 – Promoting Services and Educating Customers (4) 57 Production channels include Front-lineemployees and call center staff Service outlets Self-service delivery points Marketing communications originating from outside organization include Word of mouth Blogs and online ratings Media editorial Corporate design strategies are part and parcel of communication mix
- 58. Sample Practice Exam Essay Question: Many services are highly intangible. This creates several issues and challenges for the marketer. Describe the four problems of intangibility , as well as explain (at least) six different advertising / communication strategies used to overcome the ‗intangibility problem‘ 58
- 59. Can use this diagram from the Text (Table 7.1) to respond to the exam question 59 59
- 60. Sample Practice Exam Essay Question: After working as an employee in a luxury spa business and saving for many years, you finally have enough capital and technical skills to start up your own spa. As a new business, you need to communicate your service to potential target customers. Explain the challenges you might face in communicating your service to the target market? What are the advertising strategies you can use to overcome these challenges? 60
- 61. Sample Practice Exam Essay Question: List, explain and give examples of: Four different roles of marketing communications, and The three sources of communication messages categorized under ‗production channels‘ for an insurance provider OR a bank 61
- 62. Marketing Communications – Practice Questions 1. Explain what is distinctive about marketing communications strategy for services 2. Why is it more difficult for a service provider to market services than for a manufacturing firm to market physical goods? 62
- 63. 1. Role of marketing communications in services • The role of marketing communication in services is to help promote and educate the value proposition that the firm is offering. Position and differentiate their services from the competitors Help customers to evaluate service offerings and highlight the differences that make a difference for the customer (highlight one’s competitive advantage) Promote the contribution of service personnel and backstage operations Add value through communication content Facilitate customer involvement in production Stimulate or dampen demand to match capacity 63
- 64. 2. Challenges of marketing communications in services • Since services are about performances rather about objects, it can be difficult to communicate the benefits to customers. This is especially true when it involves tangible actions to customers or their possessions. • Some of the challenges that service companies face are: Problems with intangibility—this will include: generality, non-searchability, abstractness and mental impalpability Overcoming the problems of intangibility—this can be rectified with the use of tangible cues and metaphors to overcome the problems of intangibility • Refer to Table 7.1 that discusses the advertising strategies for overcoming intangibility 64
- 65. Marketing Communications – Practice Questions 3. Recommend which elements of the marketing communication mix you would use for each of the following scenarios: i. A newly established hair salon in Clementi Mall ii. An established restaurant facing declining patronage because of new competition. iii. A small law firm serving mostly business clients. 65
- 66. Application of marcom for different kinds of services… • Each of these businesses requires different communications objectives to match its specific situation. You should start by developing objectives for each service. From here you can then determine which marketing communications mix elements might be most appropriate for meeting these objectives. 66
- 67. Application of marcom for different kinds of services… • The hairdresser needs to build a clientele, none of whom will have previous experience with the salon. Hence, providing information and obtaining trial are key challenges. A geographically specific communications campaign will therefore be appropriate. Local newspapers and radio might be appropriate media. Perhaps the printed ads could include a coupon for a reduced price to encourage trial. Advertising in the Yellow Pages should also be considered. 67
- 68. Application of marcom for different kinds of services… • The restaurant needs to win back former customers and attract new ones. Advertising will have something to talk about to this first group if there have been changes in the menu, décor, prices, or hours of service. If the restaurant has a list of customer’s names, addresses, and phone numbers, it might consider a direct mail campaign or even telemarketing. Otherwise, local media such as radio, cable TV, and newspapers may be needed. New customers may be addressed in similar ways to the hairdresser. In addition, they can place listings in tourist brochures if this is a tourist area. 68
- 69. Application of marcom for different kinds of services… • The accounting firm may choose to publicize client testimonials in local business newspapers and magazines. Organizing seminars on accounting practices, new accounting developments and inviting representatives from major business organizations would increase the awareness about the firm. Advertising about the firm, using billboards, at the commercial centers of the city may attract attention of a large segment of target audience. 69
- 70. Marketing Communications – Practice Questions 4. What roles do personal selling, advertising and public relations play in i. attracting new customers to a service business ii. retaining existing customers. 70
- 71. Roles of different tools of Marcom • Advertising play a role in attracting new customers to a service business by providing information about a company and the benefits its services can offer to customers. • • Personal selling is most often used in business marketing, where sales calls play a large role in securing new corporate clients about a supplier’s products. • Public relations are widely used communications tactics in both the corporate and consumer arenas to build up the brand name of the company. 71
- 72. 72 Chapter Eight Designing and Managing Service Processes
- 73. Overview of Chapter 8 73 Flowcharting Service Delivery Use Blueprinting to Document and Manage Service Processes Service Process Redesign The Customer as Co-Producer Self-Service Technologies (SST)
- 74. Flowcharting Service Delivery Helps to Clarify Product Elements 74 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: Refer back to Chapter One People processing Possession processing Mental Stimulus processing Information processing
- 75. Simple Flowchart for Delivery of a People- 75 Processing Service (Fig. 8.1a) Key insight: customer must be physically present in order to benefit from the facilities of the motel 75
- 76. Simple Flowchart for Delivery of a 76 Possession-Processing Service (Fig. 8.1b) Key insight: role of customer is limited. Need to trust the technician to do a good job. 76
- 77. Can you do a service blueprint for a weather forecasting service? 77
- 78. 78 Simple Flowchart for Delivery of a Mental Stimulus Processing Service (Fig. 8.1c) Key insight: action is intangible and role of customer is less active. Need to have some time costs in order to pay attention. Advertising revenues help to maintain the TV station. 78
- 79. 79 Simple Flowchart for Delivery of an Information-Processing Service (Fig. 8.2d) Key insight: insurance is also an intangible action but it takes more time and mental effort. 79
- 80. 80 BLUEPRINTING SERVICES TO DOCUMENT AND MANAGE SERVICE PROCESSES
- 81. The role of flowcharting and blueprinting 81 Flowcharting provides a service organisation with the means of managing and controlling individual parts of the service delivery system; identifying weak points and opportunities for improving or enhancing the efficiency and productivity of the system; and preventing service failures.
- 82. Blueprinting Developing a Blueprint Identify 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 ―front-stage‖ and ―backstage‖ Clarify interactions between customers and staff, and support by backstage activities and systems Identify potential fail points; take preventive measures; prepare contingency Pinpoint stages in the process where customer commonly have to wait 82
- 83. Key Components of a Service Blueprint 83 1. Define standards for front-stage activities 2. Specify physical evidence 3. Identify main customer actions 4. Line of interaction (customers and front-stage personnel) 5. Front-stage actions by customer-contact personnel 6. Line of visibility (between front stage and backstage) 7. Backstage actions by customer contact personnel 8. Support processes involving other service personnel 9. Support processes involving IT - Identify fail points and risks of excessive waits - Set service standards and do failure-proofing
- 84. Identifying problems with a service process : example handing long queues 84
- 85. Setting service standards and targets : customer expectations and ability to delivery consistency 85
- 86. Blueprinting the Restaurant 86 Experience: Act 1 (Fig. 8.5) Read up the full version on pages 234 -237 of the text 86
- 87. Blueprinting the Restaurant Experience: Act 2 (Fig. 8.5) 87
- 88. Blueprinting the Restaurant Experience: Act 3 (Fig. 8.5) 88
- 89. Blueprinting the Restaurant Experience: Act 4 (Fig. 8.5) 89
- 90. Blueprinting The Restaurant Experience: A Three-Act Performance 90 Act 1: Introductory Scenes Act 2: Delivery of Core Product 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 – e.g. bad handwriting; poor verbal communication Customers may not only evaluate quality of food and drink, but how promptly it is served, serving staff attitudes, or style of service Act 3: The Drama Concludes Remaining actions should move quickly and smoothly, with no surprises at the end Customer expectations: accurate, intelligible and prompt bill, payment handled politely, guests are thanked for their patronage
- 91. The Stage or “Servicescape” 91
- 92. Improving Reliability of Processes by Failure Proofing. Identify „Fail Points‟ 92 Identify fail points Analysis of reasons for failure often reveals opportunities for failure proofing to reduce/eliminate future risk of errors Need fail-safe methods for both employees and customers Have poka-yokes to ensure service staff do things correctly, as requested, or at the right speed Customer poka-yokes focus on preparing the customer for: The encounter Understanding and anticipating their roles Selecting the correct service or transaction See Service Insights 8.1 – Framework to prevent customer failures
- 93. “no room for error” Use of poka-yoke in medical surgery 93
- 94. Setting Service Standards and Targets 94 First impression is important Affects customer‘s evaluations of quality during later stages of service delivery as customer perceptions of service experiences tend to be cumulative For low-contact service, a single failure committed front stage is relatively more serious than in a high-contact service
- 95. 95
- 96. “Institutions are like steel beams—they tend to rust. What was once smooth 96 and shiny and nice tends to become rusty.” Mitchell T. Rabkin MD, formerly president of Boston’s Beth Israel Hospital SERVICE PROCESS REDESIGN
- 97. Service Process Redesign 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, formerly president of Boston’s Beth Israel Hospital 97 © Pearson Education South Asia Pte Ltd 2013. All rights reserved
- 98. Why Redesign? 98 Revitalizes process that has become outdated Changes in external environment make existing practices obsolete and require redesign of underlying processes Creation of brand-new processes to stay relevant
- 99. Health care systems and hospital services can be redesigned to better meet customer (patient) needs 99
- 100. Why Redesign? 100 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 or control activities to value-adding activities - Increased exception processing - Customer complaints about inconvenient and unnecessary procedures
- 101. Service Process Redesign to Improve Both Quality and Productivity 101 Read the Service Insight 8.3 on page 245 Its about our national library : Process Redesign in Singapore Libraries
- 102. Process Redesign: Approaches and Potential Benefits • Examining service blueprint with key stakeholders • Eliminating non-value-adding steps Simplify front-end and back-end processes with goal of focusing on benefit-producing part of service encounter Get rid of non-value adding steps Improve productivity and customer satisfaction • Shifting to self-service Increase in productivity and service quality Lower costs Enhance technology reputation Differentiates company 102 © Pearson Education South Asia Pte Ltd 2013. All rights reserved
- 103. 103 THE CUSTOMER AS CO-PRODUCER
- 104. Levels of Customer Participation (1) 104 Customer Participation Actions and resources supplied by customers during service production and/or delivery Includes mental, physical, and even emotional inputs
- 105. Levels of Customer Participation (2) 105
- 106. Low versus high participation from customers in a service 106
- 107. High customer participation (medical service) 107
- 108. Customers as Service Co-Creators 108 Customers can influence productivity and quality of service processes and outputs Customers not only bring expectations and needs, they also need to have relevant service production competencies Customers also need to be recruited as they are ―partial employees‖. Firms need to get those with the skills to do the tasks For the relationship to last, both parties need to cooperate with each other
- 111. Self-Service Technology (purchase of train tickets) 111
- 112. Self-Service Technologies (SSTs) 112 Many companies and government organizations seek to divert customers from employee contact to Internet- based self-service Advantages: Disadvantages: Psychological Factors Related to Use of Time and Cost savings Anxiety and stress experienced by Flexibility customers who are Convenience of location uncomfortable with using them SSTs Greater control over service delivery Some see service encounters as social High perceived level of experiences and prefer customization to deal with people
- 113. What Aspects Of SSTs Please Or Annoy Customers? 113 © Pearson Education South Asia Pte Ltd 2013. All rights reserved
- 114. Frustration with some SSTs 114
- 115. Putting SSTs to Test by Asking a Few Simple Questions 115 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 go wrong 115
- 116. Managing Customer‟s Reluctance to Change 116 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
- 117. There needs to be speedy service recovery if technology fails 117
- 118. Summary for Chapter 8 – Designing and Managing Service Processes (1) 118 Flowcharting helps clarify delivery elements. It also shows how nature of customer involvement with service organizations varies by type of service Service blueprinting can be used to design a service and create a satisfying experience for customers. Key components of the blueprint include Definition of standards for each front-stage activity Physical and other evidence for front-stage activities Principal customer actions Line of interaction Front-stage actions by customer-contact personnel Line of visibility Backstage actions by customer-contact personnel Support processes involving other service personnel Support processes involving information technology
- 119. Summary for Chapter 8 – Designing and Managing Service Processes (2) 119 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 Failure proofing can be designed into service processes to improve reliability Service process redesign can be categorized into five kinds Eliminating non-value-adding steps Shifting to self-service Delivering direct service Bundling services Redesigning the physical aspect of service processes
- 120. Summary for Chapter 8 – Designing and Managing Service Processes (3) 120 When the customer is a co-producer, issues to consider are Levels of customer participation Customers as partial employees When deciding to use Self-service Technologies (SSTs), firms should consider Psychological factors related to the use of SSTs Aspects of SSTs that please or annoy customers
- 121. Sample Practice Exam Essay Question: • You are about to open a cafeteria business. To ensure that all your service staff understands the service process you have designed for your business, you have decided to develop a blueprint to identify key activities in creating and delivering your service. • How would you explain the advantages of your blueprint to your service staff? • What are the key components of a service blueprint? • Present the service blueprint that you have developed for your cafeteria business. 121
- 122. Sample Practice Exam Essay Question: read the following case study and answer the question (next page) 122
- 123. Question for the exam case study: • Suggest how restructured hospitals can reduce the bed crunch using the following service process redesign strategies a) Getting rid of non-value added steps b) Redesign the physical aspects of the service process c) Offering direct service 123
- 124. Sample Practice Exam Essay Question: a) What are SSTs? b) Give two examples of how SST have replaced traditional forms of delivery of core products, and two examples of how SST have replaced traditional forms of delivery of supplementary services c) What are some of the advantages and disadvantages of SSTs? 124
- 125. Another Sample Practice Exam Essay Question on SSTs: (a) Identify and describe three clearly different uses of Self-Service Technologies (SSTs). Give real-life examples of each. (12 marks) (b.) What are the benefits of SSTs for customers and the service organization? (8 marks) 125
- 126. To understand the impact of SSTs, go back to the Flower of Service Model (Fig 5.14) 126 Which aspects of the Core and Supplementary Service 126 Elements should (should not) be offered using SSTs?
- 127. Categories and Examples of SSTs in use Telephone/ Interactive Interface Voice Online Interactive Video Purpose Response Internet Kiosks CD *Package *Phone banking tracking *ATMs Customer *Flight Status *Account *Hotel Service *Order Status Information checkouts *Telephone *Retail *Phone Banking Purchasing banking *Prescription *Financial *Flight Status Transactions refills Institutions *Order Status *Tax *Blood preparation *Internet info pressure software search machines *TV/CD *Info telephone *Distance 127 *Tourist based 127 Self-Help lines Learning information training
- 128. Service Human Machine Electronic Industry Contact Assisted Service Service Banking Teller ATM Online banking (Core) (Core services) Grocery Checkout clerk Self-checkout Online order/ station pickup (Supp ) Airlines Ticket agent (Supplementary) Check-in kiosk E- boarding pass (Supplementary) (Supplementary) Restaurants Waitress Vending machine Online order/ delivery Movie theater Ticket sale Kiosk ticketing Pay-for-view (Supplementary) (Core services) Book store Information Stock-availability Online books clerk terminal (Supp) (Core services) Education Teacher Computer tutorial Distance learning (Core services) (Core services) 128
- 129. Psychological Factors Related to the use of SSTs • SSTs advantages SSTs disadvantages – Time savings • Anxiety and stress experienced by – Cost savings customers who are uncomfortable with – Flexibility using them – Convenience of location • Some see service encounters as social – Greater control over experiences and prefer service delivery to deal with people – High perceived level of customization • SST technologies break downs – SST not always reliable. 129 129