SUPPLIER REQUIREMENTS MANUAL - Customer Specific Requirements
Listening to Customer Requirements -1
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Transcript of Listening to Customer Requirements -1
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DELIVERING AND PERFORMING SERVICEDELIVERING AND PERFORMING SERVICE
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Key Factors Leading to Provider Gap 3
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Service Culture
“A culture where an appreciation for good service exists, and where giving good service to internal as well as ultimate, external customers, is considered a natural way of life and one of the most important norms by everyone in the organization.”
- Christian Grönroos (1990)
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The Critical Importance of Service Employees
• They are the service.
• They are the organization in the customer’s eyes.
• They are the brand.
• They are marketers.
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The “Power of One”• Every encounter counts
• Employees are the service
• Every employee can make a difference
• Through their actions, all employees shape the brand
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The Services Marketing Triangle
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Aligning the Triangle
• Organizations that seek to provide consistently high levels of service excellence will continuously work to align the three sides of the triangle.
• Aligning the sides of the triangle is an ongoing process.
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The Service Profit Chain
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Service Employees
• Who are they?– “boundary spanners”
• What are these jobs like?– emotional labor– many sources of potential conflict– quality/productivity tradeoffs
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Boundary-Spanning Workers Juggle Many Issues
• Person versus role
• Organization versus client
• Client versus client
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Strategies for Delivering Service Quality through People
• Hire the right people
• Develop people to deliver service quality
• Provide needed support systems
• Retain the best people
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Traditional Organizational Chart
Manager
Supervisor
Front-lineEmployee
Customers
Front-lineEmployee
Front-lineEmployee
Front-lineEmployee
Supervisor
Front-lineEmployee
Front-lineEmployee
Front-lineEmployee
Front-lineEmployee
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Customer-Focused Organizational Chart
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CUSTOMERS’ ROLES IN SERVICE DELIVERY
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Creating Value
• By participating in the service delivery process, customers create value for themselves
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How Customers Widen the Service Performance Gap
• Lack of understanding of their roles
• Not being willing or able to perform their roles
• No rewards for “good performance”
• Interfering with other customers
• Incompatible market segments
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Levels of Customer Participation across Different Services
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Customer Roles in Service Delivery
Productive Resources
Contributors to Quality and Satisfaction
Competitors
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Customers as Productive Resources
• customers can be thought of as “partial employees”– contributing effort, time, or other resources to the production
process
• customer inputs can affect organization’s productivity
• key issue:– should customers’ roles be expanded? reduced?
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Customers as Contributors toService Quality and Satisfaction
• Customers can contribute to:– their own satisfaction with the service• by performing their role effectively• by working with the service provider
– the quality of the service they receive• by asking questions• by taking responsibility for their own satisfaction• by complaining when there is a service failure
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Customers as Competitors
• customers may “compete” with the service provider• “internal exchange” vs. “external exchange”• internal/external decision often based on: – expertise capacity– resources capacity– time capacity– economic rewards– psychic rewards– trust– control
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A Proliferation of Self-Service Technologies
ATMsPay at the pumpAirline check-inHotel check-in, outAutomated car rentalBlood pressure
machinesTax prep softwareSelf-checkout
Online bankingOnline vehicle
registrationOnline auctionsHome and car buying
onlinePackage trackingInternet shoppingIVR phone systemsDistance education
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Importance of Other (“Fellow”) Customersin Service Delivery
• Other customers can detract from satisfaction:– disruptive behaviors– overly demanding behaviors– excessive crowding– incompatible needs
• Other customers can enhance satisfaction:– mere presence– socialization/friendships– roles: assistants, teachers, supporters, mentors
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Strategies for Enhancing Customer Participation
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Strategies for Enhancing Customer Participation
• Define customers’ roles– Helping oneself– Helping others– Promoting the company
• Recruit, educate, and reward customers– Recruit the right customers– Educate and train customers to perform effectively– Reward customers for their contributions– Avoid negative outcomes of inappropriate customer
participation
• Manage the customer mix