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Ⅲ

III

of

the

book

focuses

on

managing

the

interface

between

customers

and

the service organization. It begins with design of an effective service delivery Process,

Charpter

represents a series of actions and can be decomposed

into such steps as

"wait

for seat

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anaging the Customer Interface

CHAPTER 8

Designing and Managing Service Processes

CHAPTER 9Balancing Demand and Productive Capacity

CHAPTER 10

Crafting the Service Environment

specifying

how

operating

end

delivery

systemslink

together

to

create

the

promised

value

8

Designing and Managing Service Processes

The new frontier of competitive advantage is the customer interface.

Making yours a winner will re

quire the right people and, increasingly,The right

machines-on the front lines.JEFFREY RAYPORT AND BERNARD JAWORSKI

rows

to

be

announced,

give

agent

boarding

pass

forverification,

walk

down

etway

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CHAPTER 11

Managing People for Service Advantage

Readings

Kung-Fu Service Development at Singapore Airlines

Loizos Heracleous, Jochen Wirtz, and Robert Johnston

proposition.

Customers

are

often

actively

involved

in

service

creation,especially

if

they

are

Ultimately, only one thing really matters in service encounters-

the customer’

s

erceptions of what occurred.

RICHARD B. CHASE AND SRIRAM DASU

Processesare

the

architecture

of

,

enter aircraft, let flight attendant verify boarding pass, find seat, stow carry-on bag, sit

down."

A key characteristic of service blueprinting

is

that

it distinguishes between what

customers

experience"front-stage"and

the

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Stephan H. Haeckel, Lewis R Carbone, and Leonard L. Berry

in

markets

with

widely

fluctuating

demand

levels

is

to

balance

the

level

and

create

the

value

proposition

that

has

been

promised

to

customers.

In

high-contact

services,

called

the

line

of

visibility

.

Operationally

oriented

businesses

are

sometimes

so

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timing

of

customer

demand

against

available

productive

capacity

.

customers

themselves

are

an

integral

part

of

the

operation

and

the

process

becomes

focused

on

managing

backstage

activities

that

they

neglect

the

customer's

purely

front-stage

perspective.

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provide

clues

to

positioning

strategy

and

service

quality

.

People

are

a

defining

result

in

slow,

frustrating,

and

poor-

qualityservice

delivery

.

Similarly,

poor

processes

make

and

Managing

Service

Processes

233

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element

of

many

services.

Effective

management

of

frontline

employees

is

key

to

delivering

it

difficult

for

front-line

staff

to

do

their

obs

well,

result in low productivity

, and increase the risk of service failures.

One

but

may

lack clear standards

for

hosting a

meeting with clients or how staff

members

should answer the telephone.

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customer

satisfaction,

productivity

,

and

competitive

advantage.

of

the

distinctive

characteristics

of

many

services

is

the

way

in

which

the

Service blueprints clarify the interactions between customers and employees, and

how

these

are

supported

by

backstage

activities

and

systems.

By

clarifying

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O O

*

? B | |

QQ

VIP

DO PPT TXT PDF X S

?

?

?

| | | | |

×

customer

is

involved

in

their

creation

and

delivery

.

All

too

often,

however,

interrelationships

among

employee

roles,

operational

processes,

information

technology

,

and

customer

inter actions,

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service

design and operational execution seems to ignore the customer perspective, with each

step in the process being handled as a discrete event rather than being integrated into a

seamless process.

In

this

chapter,

we

emphasize

the

importance

for

service

blueprints

can

facilitate

the

integration

of

marketing,

operations,

and

human

resource

management

within

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marketers

of

understanding

how

service

processes

work

and

where

customers

fit

within

the

a

firm.

Although

there's

no single, required

way to prepare a service blueprint, we recommended that a

consistent

approach

be

used

within

any

one

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operation. Specifically, we address the following questions:

1. How can service blueprinting be

used to design a service and create a satisfying

experience for customers?

232

organization.

To

illustrate

blueprinting

later

in

this

chapter,

we

adapt

and

simplify

an

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approach

proposed

by

Jane

Kingman-Brundage.3

Blueprinting also gives managers the opportunity to identify potential

ail points

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in

the

process,

points

where

there

is

a

significant

risk

of

things

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going

wrong

and

diminishing

service

quality

.

When

managers

are

aware

of

these

[ ]ChristopherLovelock chapter 8

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fail

points,

they

are

better able to take preventive

measures, prepare contingency plans, or both. They can

also pinpoint stages in the process at which customers commonly have to wait. Armed

with this knowledge, marketing and operational specialists can then develop

standards

for

execution

of

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[ ] p p _

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each

activity,

including

times

for

completion

of

a

task,

maximum

wait times between tasks, and scripts to guide interactions between staff members and

customers.

Creating a Script for Employees and Customers

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can

itself

help to

identify potential or existing problems

in a specific service process.

3