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CHAPTER 9: SERVICE PROCESSES - Coggle Diagram
CHAPTER 9: SERVICE PROCESSES
1. The Nature Of Services
Service Package
Facilitating goods
Information
Supporting facility
Explicit services
Implicit services
An Operational Classification of Services
Customer contact refers to the physical presence of the customer in the system.
Creation of service refers to the work process involved in providing the service itself.
The Service Triangle
Support Systems
Employees
The Service Strategy
2. Designing Service Organizations
Managing Customer-Introduced Variability
Standard approach i
s to treat this as a trade-off between cost and quality
Five types of Variability
Capability variability
Effort variability
Request variability
Arrival variability
Subject preference variability
Applying Behavioral Science to Service Encounters
Segment the pleasure; combine the pain.
Let the customer control the process.
The front end and the back end of the encounter are not created equal.
Pay attention to norms and rituals.
People are easier to blame than systems.
Let the punishment fit the crime in service recovery.
The Service-System Design Matrix
Service encounters
Face-to-face loose specs.
Face-to-face total customization.
Face-to-face tight specs
Phone contact
Internet and on-site technology
Mail contact
Production efficiency
decreases with more customer contact.
Low contact
allows the system to work more efficiently.
Strategic Uses of the Matrix
Clarifying exactly which combination of service delivery the firm is providing.
Permitting comparison of how other firms deliver specific services.
Enabling systematic integration of operation and marketing strategy.
Indicating life cycle changes as the firm grows.
Virtual Service
Pure virtual customer contact: eBay, SecondLife
Mixed virtual and actual customer contact: Youtube, Wikipedia
Service Guarantees as Design Drivers
Make it clear that you are happy for customers to invoke the guarantee.
Avoid complexity or legalistic language.
Do not quibble or wriggle when a customer invokes the guarantee.
Involve the customer as well as employees in the design.
Any guarantee is better than no guarantee.
3. Service Blueprinting and fail-safing
The flowchart
of a service process, emphasizing what is visible and what is not visible to the customer.
An approach to this problem is the application of poka-yokes—procedures that block the inevitable mistake from becoming a service defect.
4. Three Contrasting Service Designs
Three Contrasting Service Designs
The Self-service approach
The Personal-attention approach
The Production-line approach
Seven Characteristics of a Well-Designed Service System
It is structured so that consistent performance by its people and systems is easily maintained.
It provides effective links between the back office and the front office so that nothing falls between the cracks.
It is robust.
It manages the evidence of service quality in such a way that customers see the value of the service provided.
It is user-friendly.
It is cost-effective.
Each element of the service system is consistent with the operating focus of the firm