服务管理Encounter.ppt

服务管理Encounter.ppt

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McGraw-Hill/IrwinCopyright2006byTheMcGraw-HillCompanies,Inc.Allrightsreserved.1TheServiceEncounterTheServiceEncounterCopyright2006byTheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinChp6ChapteroutlineChapteroutlineTheserviceencountertriadTheserviceorganizationContactpersonnelThecustomerCreatingacustomerserviceorientationServiceprofitchain3SUPPLEMENTARYMATERIALSSUPPLEMENTARYMATERIALSRobertSimons,ControlinanAgeofEmpowerment,HarvardBusinessReview,March-April1995,pp.80-88.Case:

Nordstrom（HBScase9-579-218）:

Nordstromisaverysuccessfuldepartmentstorethathasdefinedasuperiorlevelofservicefortheentireindustry.Theemployees,whoarechallengedbyapay-for-performancepolicy,areempoweredtodeliverthehighestlevelofservice,buttheyareunderconsiderablepressuretomeetsalesgoals.4Usetheserviceencountertriadtodescribeaservicefirmsdeliveryprocess.Discusstheroleoforganizationalcontrolsystemsforemployeeempowerment.Prepareabstractquestionsandwritesituationalvignettes.Discusstheroleofcustomerasco-producer.DescribehowelementsoftheserviceprofitchainleadtorevenuegrowthandprofitabilityLearningObjectivesLearningObjectives5KeytermsKeytermsServiceencounter（服务接触）Serviceencountertriad（服务接触三元组合）Culture（文化）Empowerment（授权）Abstractquestioning（抽象提问）Situationalvignette（情景小品）Co-producer（合作生产者）6.TheServiceEncounterTriadTheServiceEncounterTriadServiceencounter（服务接触）：

isdefinedastheperiodoftimethatacustomerinteractswithaservice.TheinscapeofserviceencountercustomerContactPersonnelServiceprovidingsystemtangibleevidence7.TheServiceEncounterTriadTheServiceEncounterTriadThekeycharacteristicsofserviceencounterServiceencounterhasaclearpurpose;Theserviceproviderisnotaltruistic;Itisneedntpreacquaintbetweencustomerandserviceprovider;Thescopeoftheserviceencounterislimit;Theinformationexchangingrelatedtotaskshowedobviousdominance;Theroleofcustomerandserviceproviderhasbeendefinedclearly.Thesocialstatusofacustomerorserviceprovidermaybechangedtemporaryinaserviceencounter.8ServiceOrganizationEfficiencyversussatisfactionEfficiencyversusautonomyCustomerContactPersonnelPerceivedcontrol.TheServiceEncounterTriadTheServiceEncounterTriadpServiceencountertriad（服务接触三元）:

Atriangledepictingthebalanceofgoalsamongtheserviceorganization,thecontactpersonnel,andthecustomer.Figure6-1:

Theserviceencountertriad9.TheServiceEncounterTriadTheServiceEncounterTriadEncounterdominatedbytheserviceorganizationcontactpersonnel-dominatedencountercustomer-dominatedencounterpAsatisfactoryandeffectiveserviceencountershouldbalancetheneedforcontrolbyallthreeparticipants.10.TTheserviceorganizationheserviceorganizationTheserviceorganizationestablishestheenvironmentfortheserviceencounter.Culture（文化）:

thesharedbeliefsandvaluesofanorganizationthatguideemployeedecisionmakingandbehaviorinthefirm.SchwartzandDavis（1981）-Cultureisapatternofbeliefsandexpectationssharedbytheorganizationsmembers.Mintzberg（1989）-Cultureisthetraditionsandbeliefsofanorganizationthatdistinguishitfromothers.HoyandMiskel（1991）-Cultureissharedorientationsthatholdtheunittogetherandgiveadistinctiveidentity.Examples:

ServiceMaster（ServicetotheMaster）,Disney（Choiceoflanguage）11Empowerment（授权）：

providingcontactpersonnelwiththetrainingandinformationtomakedecisionsforthefirmwithoutclosesupervision.InvestinpeopleUseITtoenablepersonnelRecruitmentandtrainingcriticalPayforperformanceControlsystemBeliefsystemRestrictionsystemJudgmentsystemInteractionsystem.TheServiceOrganizationTheServiceOrganization12Thefeatureofcontactpersonnel:

flexibility,toleranceforambiguity,abilitytomonitorandchangebehavioronthebasisofsituationalcues,empathyforcustomer.Selection1.AbstractQuestioning（抽象提问）:

anopen-endedquestionusedtoscreenpotentialemployeesbyrevealingacandidatesabilitytoadaptanduseinterpersonalskills.2.SituationalVignette（情景小品）：

aserviceencountersituationthatcantestacandidatesabilityto“thinkonherorhisfeet”andtousegoodjudgment.3.RolePlayingTrainingUnrealisticcustomerexpectationsUnexpectedservicefailure.ContactPersonnelContactPersonnel13UnrealisticcustomerexpectationsUnexpectedservicefailure1.Unreasonabledemands1.Unavailableservice2.Demandsagainstpolicies2.Slowperformance3.Unacceptabletreatmentofemployees3.Unacceptableservice4.Drunkenness5.Breakingofsocietalnorms6.Special-needscustomerUseservicescripts（服务脚本）totrainforproperresponse.ContactPersonnelContactPersonnelTable6-1:

DifficultieswithinteractionsbetweencustomersandcontactAservicescriptisonemethodthatcompaniesmayusetoimprovequality.Suchscriptsprovideaprofessionalandconsistentwayofsolvingcustomerproblems.14ExpectationsandAttitudesEconomizingcustomer（经济型顾客）Ethicalcustomer（道德型顾客）Personalizingcustomer（个性化顾客）Conveniencecustomer（方便型顾客）CustomerasCo-Producer（合作生产者）Viewingthecustomerasaproductiveresourceintheservicedeliverypr