understanding service products consumers and markets

By the end of this chapter, the reader should be able to:LO 5 Know how to attract, select and hire the right people for service jobs.LO 6 Explain the key areas in which service employees

Services Marketing

Jochen Wirtz Patricia Chew Christopher Lovelock

Essentials of

2nd Edition

Service from the heart

Brief Contents

Part I: Understanding Service Products,

Chapter 5 Distributing Services through Physical and Electronic Channels 122

25

Figure 1.20 Integrated Model of Services Marketing

PART I Understanding Service Products, Consumers, and Markets

Applying the 4 Ps of

Marketing to Services

PART V

Striving for Service Excellence

Designing and Managing the Customer Interface Developing Customer Relationships

PART I

Understanding Service Products, Consumers, and Markets

Part I of this book lays the foundation for studying services and learning how to become an efective services marketer

of service consumption is used to explore how customers search for and evaluate alternative services, make purchase decisions, experience and respond to service encounters, and evaluate service performance competitive advantage for the irm he chapter shows how irms can segment a service market, position their value proposition, and focus on attracting their target segment

PART II

Applying the 4 Ps of Marketing to Services

Part II revisits the 4 Ps of the traditional marketing mix taught in your basic marketing course However, the

4 Ps are expanded to take into consideration the characteristics of services that are diferent from goods elements facilitate and enhance the core service ofering

management considerations

services marketing, much communication is educational in nature to teach customers how to efectively move through service processes

PART III

Designing and Managing the Customer Interface

Part III of the book focuses on managing the interface between customers and the service irm It covers the

efective delivery processes, specifying how the operating and delivery systems link together to create the value proposition Very often, customers are involved in these processes as co-producers, and

27

PART IV

Developing Customer Relationships

PART V

Striving for Service Excellence

11

By the end of this chapter, the reader should be able to:

LO 5 Know how to attract, select and hire the right people for service jobs

LO 6 Explain the key areas in which service employees need training

LO 7 Understand why empowerment is

so important in many frontline jobs

LO 8 Explain how to build high-perfor- mance service delivery teams

LO 9 Know how to motivate and energize service employees so that they will deliver service excellence and productivity

LO 10 Understand the role of service leadership and culture in developing people for service advantage

managing people for

SERVICE ADVANTAGE

Figure 11.1 A waitress’ pride in her professionalism earns her admiration and respect from customers and

LO 1 Explain why service employees are

so important to the success of a

firm

LO 2 Understand the factors that make

the work of frontline staff so

demanding and often difficult

LO 3 Describe the cycles of failure,

mediocrity, and success in HR for

service firms

LO 4 Understand the key elements of

the Service Talent Cycle and know

how to get HR right in service firms

323

Cora Griffith—The Outstanding

Waitress1

Cora Griffith is a waitress for the Orchard Café at the Paper

Valley Hotel in Appleton, Wisconsin She is excellent in her

role, appreciated by first-time customers, famous with her

regular customers, and admired and respected by her

co-workers Cora loves her work and it shows She implements

the following nine rules of success:

1 Treat Customers Like Family First-time customers are

not allowed to feel like strangers Cora smiles, chats,

and includes everyone at the table in the conversation

She is as respectful to children as she is to adults and

makes it a point to learn and use everyone’s name

“I want people to feel like they’re sitting down to

dinner right at my house I want them to feel they’re

welcome, that they can get comfortable, that they can

relax I don’t just serve people, I pamper them.”

2 Listen First Cora has developed her listening skills

to the point that she rarely writes down customers’

orders She listens carefully and provides a customized

service: “Are they in a hurry? Or do they have a special

diet or like their selection cooked in a certain way?”

3 Anticipate Customers’ Wants She refills beverages

and brings extra bread and butter in a timely manner

One regular customer, for example, who likes honey

with her coffee gets it without having to ask “I don’t

want my customers to have to ask for anything, so I

always try to anticipate what they might need.”

4 Simple Things Make the Difference She manages the

details of her service, keeps track of the cleanliness of

the utensils and their correct placement The fold for

napkins must be just right She inspects each plate in

the kitchen before taking it to the table She provides

crayons for small children to draw pictures while

waiting for the meal “It’s the little things that please

the customer.”

5 Work Smart Cora scans all her tables at once, looking

for opportunities to combine tasks “Never do just one

thing at a time And never go from the kitchen to the

dining room empty-handed Take coffee or iced tea

or water with you.” When she refills one water glass,

she refills others When clearing one plate, she clears

others “You have to be organized, and you have to

keep in touch with the big picture.”

Cora makes it an ongoing effort

to improve existing skills and learn new ones

7 Success Is Where her work She finds satisfaction in pleasing her customers, and she enjoys helping other people enjoy Her positive attitude is a positive force in the restaurant “If customers come to the restaurant in a bad mood, I’ll try to cheer them up before they leave.”

Her definition of success: “To be happy in life.”

8 All for One, One for All She has been working with many of the same co-workers for more than eight years The team supports one another on the crazy days when 300 conventioneers come to the restaurant for breakfast at the same time Everyone helps out

The wait staff cover for one another, the managers bus the tables, and the chefs garnish the plates “We are like a little family We know each other very well and we help each other out If we have a crazy day, I’ll go in the kitchen towards the end of the shift and say, ‘Man, I’m just proud of us We really worked hard today.’”

9 Take Pride in Your Work Cora believes in the importance of her work and in the need to do it well “I don’t think of myself as ‘just a waitress’… I’ve chosen

to be a waitress I’m doing this to my full potential, and

I give it my best I tell anyone who’s starting out: take pride in what you do You’re never just an anything, no matter what you do You give it your all … and you do

it with pride.”

Cora Griffith is a success story She is loyal to her employer and dedicated

to her customers and co-workers

She is proud of being a waitress, proud of “touching lives.” Says Cora,

“I have always wanted to do my best

However, the owners really are the ones who taught me how important

it is to take care of the customer and who gave me the freedom to do it

The company always has listened to

my concerns and followed up Had I not worked for the Orchard Café, I would have been a good waitress, but I would not have been the same waitress.”

LO 1

Explain why service employees

are so important to the success

of a firm.

SERVICE EMPLOYEES ARE EXTREMELY IMPORTANT

Highly capable and motivated people are at the center of service excellence and productivity Cora Griin in our Opening Vignette is a powerful demonstration

of a frontline employee delivering service excellence and productivity and, at the same time, having high job satisfaction Many of the topics in Cora Griin’s nine rules of success are the result of good HR strategies for service irms After reading this chapter, you will know how to get HR right in service irms, and how to get satisied, loyal, motivated, and productive service employees

From a customer’s perspective, the encounter with service staf is probably the most important aspect of a service From the irm’s perspective, the service levels, and the way service is delivered by frontline personnel can be an important source of diferentiation as well as competitive advantage But why are service employees so important to customers and the irm’s competitive positioning? his is because the frontline:

u Is a core part of the product Often, service employees are the most visible element of the service hey deliver the service and afect service quality greatly

u Is the service firm. Frontline employees represent the service irm, and, from a

customer’s perspective, they are the irm

u Is the brand. Frontline employees and the service they provide are often a core

part of the brand It is the employees who determine whether the brand promise

is delivered

u Affects sales. Service personnel are often extremely important for generating

sales, cross-sales, and up-sales

u Determines productivity. Frontline employees have heavy inluence on the

productivity of frontline operations

Furthermore, frontline employees play a key role in anticipating customers’ needs, customizing the service delivery (Figure 11.2), and building personalized relationships with customers.2 When these activities are performed efectively, it should lead to customer loyalty he story of Cora Griith and many other success stories of how employees putting in the extra efort have made a diference and strengthen the belief hat highly motivated people are at the core of service excellence.3 Increasingly, they are a key factor in creating and maintaining competitive positioning and advantage

The Frontline in Low-Contact Services

Much research in service management relates to high-contact services However, many services are moving toward using low-contact delivery channels such as call centers, where contact is voice-to-voice rather than face-to-face A growing number

of transactions no longer even involve frontline staf As a result, a large and increasing number of customer-contact employees work by telephone or e-mail, never meeting customers face-to-face So, are frontline employees really that important for such services?

Figure 11.2 Service personnel

represent the firm and often

build personal relationships

Low Customer Turnover

Customer

Loyalty

Continuity in

Relationship with

Customer

High Customer

Satisfaction

Extensive

Training

Employee Satisfaction,

Positive Service Attitude

Repeat Emphasis on Customer Loyalty and Retention

Higher Profit Margins

Broadened Job Designs

Training and Empowerment of Frontline Personnel to Control Quality

Lowered Turnover,

High Service Quality

Above-Average Wages

Intensified Selection Effort Employee Cycle

The Cycle of Success

Some irms take a longer-term view of inancial performance, seeking to prosper by investing in their people in order to create a “Cycle of Success” (Figure 11.11)

As with failure or mediocrity, success applies to both employees and customers Better pay and beneits attract good-quality staf Broadened job scopes are accompanied by training and empowerment practices that allow frontline staf to control quality With more focused recruitment, intensive training, and better wages, employees are likely

to be happier in their work and provide higher-quality service he lower turnover means that regular customers appreciate the continuity in service relationships and are more likely to remain loyal With greater customer loyalty, proit margins tend

to be higher he organization is free to focus its marketing eforts on strengthening customer loyalty through customer retention strategies

A powerful demonstration of a frontline employee working in the Cycle of Success is waitress Cora Griin (featured in the Opening Vignette of this chapter) Even public service organizations in many countries are increasingly working toward creating

333

cost to the public.13

When we look at the three cycles, it is, of course, ideal for irms to be operating

under the conditions in the Cycle of Success However, irms operating under the

other two cycles can still survive if some element of their ofering meets customer

expectations For example, in a restaurant context, customers may be dissatisied

with the service provided by the staf, but if they are willing to accept it because they

like the restaurant’s quality of food, then that element has met their expectations

Nevertheless, for long-run proitability and success, irms should ideally move toward

the Cycle of Success

HUMAN RESOURCE MANAGEMENT—HOW TO

GET IT RIGHT?

Any manager who thinks logically would like to operate in the Cycle of

Success But what strategies will help service irms to move in that direction?

Figure 11.12 shows the Service Talent Cycle, which is our guiding framework for

successful HR practices in service irms We will discuss the recommended practices

one by one in this section

LO 4

Understand the key elements

of the Service Talent Cycle and know how to get HR right in service firms.

Figure 11.12 The Service Talent Cycle

Leadership that

the Entire

Organization on

Supporting the

Frontline

Service Culture

with Passion

for Service and

Productivity

that Inspire,

Energize, and

Guide Service

Providers

3 Motivate and Energize Your People

1 Hire the Right People

2 Enable Your People

the Frontline

Compete for Talent Market Share

to Hire the Right People for the Organization and the

Service Delivery Teams:

Structure

Service Excellence and Productivity

CHAPTER SUMMARY

the success of a service firm because they:

o Are a core part of the service product.

o Represent the service firm in the eyes of

the customer.

o Are a core part of the brand as they deliver

the brand promise.

o Generate sales, cross-sales and up-sales.

o Are a key driver of the productivity of the

frontline operations.

o Are a source of customer loyalty.

o Are the ones who leave an impression

on the customer in those few but critical

low-contact services.

and stressful because they are in boundary

spanning positions which often have:

o Organization/client conflicts.

o Person/role conflict.

o Inter-client conflicts.

o Emotional labor and emotional stress.

frontline employees and customers to describe

how firms can be set up for failure, mediocrity,

and success:

o The Cycle of Failure involves a low pay and

high employee turnover strategy, and as

a consequence results in high customer

dissatisfaction and defections, which

decrease profit margins.

o The Cycle of Mediocrity is typically found

in large bureaucracies, offering job security

but not much scope in the job itself There

is no incentive to serve customers well.

o Successful service firms operate in the

Cycle of Success, where employees are

satisfied with their jobs and are productive,

and as a consequence, customers are

satisfied and loyal High profit margins

allow investment in the recruitment,

development and motivation of the right

frontline employees.

for successful HR strategies in service firms, helping them to move their firms into the cycle

of success Implementing the service talent cycle correctly will give firms highly motivated employees who are willing and able to deliver service excellence and go the extra mile for their customers, and are highly productive at the same time It has four key prescriptions:

o Hire the right people.

o Enable frontline employees.

o Motivate and energize them.

o Have a leadership team that emphasizes and supports the frontline.

select, and hire the right people for their firm and any given service job Best-practice

HR strategies start with recognition that, in many industries, the labor market is highly competitive Competing for talent by being the preferred employer requires:

o That the company be seen as a preferred employer, and as a result, receive a large number of applications from the best potential candidates in the labor market.

o That careful selection ensures new employees fit both job requirements and the organization’s culture Select the best suited candidates using screening tests, structured interviews, and providing realistic job previews.

to:

o Conduct painstaking extensive training on: (1) the organizational culture, purpose, and strategy, (2) interpersonal and technical skills, and (3) product/service knowledge.

respond with flexibility to customer needs and nonroutine encounters and service failures Empowerment and training will give employees the authority, skills, and self-confidence to use their own initiative in delivering service excellence.