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ADVANTAGE
Report
Submitted by: Aneesh Mahajan (2654) Harshavardhan Tumma (2657) K Siva chandra lochan (2661) Suresh Kumar Sankoju (2631)
Frontstage actions by customer-contact personnel Line of visibility (between front stage and backstage) Backstage actions by customer contact personnel Support processes involving other service personnel Support processes involving IT Example: The Restaurant Experience
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 Fail Proofing: 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: o The encounter o Understanding and anticipating their roles o Selecting the correct service or transaction
o 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 Process Redesign: Approaches and Potential Benefits Eliminating non-value-adding steps o Simplify front-end and back-end processes with goal of focusing on benefitproducing part of service encounter o Get rid of non-value adding steps o Improve productivity and customer satisfaction Shifting to self-service o Increase in productivity and service quality o Lower costs o Enhance technology reputation o Differentiates company Delivering direct service o Bring service to customers instead of bringing customers to service firm o Improve convenience for customers o Productivity can be improved if companies can eliminate expensive retail locations o Increase customer base Bundling services o Involves grouping multiple services into one offer, focusing on a well-defined customer group o Often has a better fit to the needs of target segment o Increase productivity o Add value for customers through lower transaction costs o Customize service
o Increase per capita service use Redesigning physical aspects of service processes o Focus on tangible elements of service process; include changes to facilities and equipment to improve service experience o Increase convenience o Enhance the satisfaction and productivity of frontline staff o Cultivate interest in customers o Differentiate company
5. Self-Service Technologies
Ultimate form of customer involvement o Customers undertake specific activities using facilities or systems provided by service supplier o Customers time and effort replace those of employees e.g. Internet-based services, ATMs, self-service gasoline pumps
o Used in both supplementary services and delivery of core product e.g. eBay no human auctioneer needed between sellers and buyers
Many companies seek to encourage customers to serve themselves using Internetbased self-service o Challenge: getting customers to try this technology SSTs advantages o Time savings o Cost savings o Flexibility o Convenience of location o Greater control over service delivery o High perceived level of customization SSTs disadvantages o Anxiety and stress experienced by customers who are uncomfortable with using them o Some see service encounters as social experiences and prefer to deal with people People love SSTs when o SST machines are conveniently located and accessible 24/7often as close as nearest computer! o Obtaining detailed information and completing transactions can be done faster than through face-to-face or telephone contact o People in awe of what technology can do for them when it works well People hate SSTs when o SSTs fail system is down, PIN numbers not accepted, etc
o
Poorly designed technologies that make service processes difficult to understand and use
they mess up - forgetting passwords; failing to provide information as requested; simply hitting wrong buttons
Emotional Labor
The act of expressing socially desired emotions during service transactions (Hochschild, The Managed Heart)
Performing emotional labor in response to societys or managements display rules can be stressful
Good HR practice emphasizes selective recruitment, training, counseling, strategies to alleviate stress
Cycle of Failure
Cycle of Mediocrity
Cycle of Success
Recruitment
The right people are a firms most important asset: take a focused, marketing -like approach to recruitment Clarify what must be hired versus what can be taught Clarify nature of the working environment, corporate values and style, in addition to job specs Ensure candidates have/can obtain needed qualifications Evaluate candidates fit with firms culture and values Fit personalities, styles, energies to the appropriate jobs
Select And Hire the Right People: (1) Be the Preferred Employer Create a large pool: Compete for Talent Market Share
What determines a firms applicant pool? Positive image in the community as place to work Quality of its services The firms perceived status There is no perfect employee Different jobs are best filled by people with different skills, styles or personalities Hire candidates that fit firms core values and culture
Product/Service Knowledge Staffs product knowledge is a key aspect of service quality Staff need to be able to explain product features and to position products correctly
Employees seek to deepen skills, like working with others, and are good at group processes
Motivate and Energize the Frontline Use the full range of available rewards effectively, including:
Job content Feedback and recognition Goal accomplishment