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- Dwayne D. Gremler
Employees Roles in Service Delivery(Chapter 12)
Gap 3 - Service Performance Gap
( )
Critical Importance of Service Employees
Boundary Spanning Roles
Human Resource Strategies for Closing Gap 3
Service Culture
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- Dwayne D. Gremler
CUSTOMER
COMPANYService Delivery
Customer-DrivenService Designs and
Standards
Provider Gap 3
Part 5 Opener
GAP 3
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Service Delivery
Key Factors Related to Employees:
Ineffective Role and role
Poor
Inappropriate
Lack of and
Customer-DrivenService Designs and
Standards
Key Factors Leading to Provider Gap 3
Gap3
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- Dwayne D. Gremler
Organizational Culture
A corporate culture is
the pattern of shared values and beliefs that give the
members of an organization meaning, and providethem with the rules for behavior in the organization
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- Dwayne D. Gremler
Service Culture
A culture where an appreciationfor good serviceexists, and where giving good service to internalaswell as ultimate, external customers, is considered anatural way of lifeand one of the most important
norms by everyone in the organization.- Christian Gronroos (1990)
Examples:
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- Dwayne D. Gremler
The Critical Importance of Service Employees
They arethe
They arethe
They arethe
They are
Their importance is evident in: the services
the services
the
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- Dwayne D. Gremler
The Services Marketing Triangle
Internal Marketing
Interactive Marketing
External MarketingEnabling the promise
Delivering the promise
Making the promise
Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip KotlerFigure 12.2
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- Dwayne D. Gremler
The Service Profit Chain
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.Figure 12.3
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Satisfaction
Satisfied employees make for
Some companies contend:
The employee
and the customer .
Examples:
Southwest Airlines
Carlson Travel Group
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- Dwayne D. Gremler
Boundary Spanners
operate at the
link external customers to
front-line or customer-contact personnel
in some industries
in other industries
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- Dwayne D. Gremler
Customers ExternalEnvironment
ServiceSupport
InternalEnvironment
Role of Boundary Spanners
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Boundary Spanning Issues
Emotional Labor
labor that
Sources of Conflict
Quality/Productivity Tradeoffs
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- Dwayne D. Gremler
Human Resource Strategies for DeliveringService Quality through People
Provideneeded support
systems
Hire the
right people
Retain thebest
people
Developpeople to
deliverservicequality
Hire for servicecompetencies and
serviceinclinationCompete for
the bestpeople
Measure andreward strong
service
performers
Treatemployees
ascustomers
Includeemployees in
thecompanys
vision
Developservice-oriented
internalprocesses
Providesupportivetechnology
and
equipment
Measureinternal service
quality
Promoteteamwork
Empoweremployees
Train fortechnical and
interactive
skills
Be thepreferredemployer
Customer-OrientedServiceDelivery
Figure 12.6
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- Dwayne D. Gremler
Human Resource Strategies for ClosingGap 3
hire the right people compete for the
hire for
be the
develop people to deliver quality service
provide empower
promote
provide needed support systems provide proper
measure
develop
retain the best people reward good
include employees in
treat employees as
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D D G l
Employees in Service Delivery:Summary
People provide a sustainable competitive advantage
Focus should be equally based on service quality,
service delivery, and employee well-being
People selection should be dependent upon theorganization and the market it faces
different types of firms have different needs
Data needs to be tracked concerning what customerswant and which HR practices help deliver it to them