Beruflich Dokumente
Kultur Dokumente
McGraw-Hill/Irwin
Provider GAP 3
CUSTOMER
COMPANY
Part 4 Opener
McGraw-Hill/Irwin
McGraw-Hill/Irwin
External Marketing
setting promises
Employees
Interactive Marketing
keeping promises
Customers
Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler McGraw-Hill/Irwin 2003. The McGraw-Hill Companies. All Rights Reserved
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Source: An exhibit from J. L. Heskett, T. O. Jones, W. E. Sasser, Jr., and L. A. Schlesinger, Putting the Service-Profit Chain to Work, Harvard Business Review, March-April 1994, p. 166.
McGraw-Hill/Irwin
Service Employees
They are the service. They are the organization in the customers eyes. They are the brand. They are marketers. Their importance is evident in:
The Services Marketing Mix (People) The Service-Profit Chain The Services Triangle
McGraw-Hill/Irwin 2003. The McGraw-Hill Companies. All Rights Reserved
Service Employees
Who are they?
boundary spanners
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Internal Environment
McGraw-Hill/Irwin 2003. The McGraw-Hill Companies. All Rights Reserved
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B Pr e th Em efer e pl red oy er
Empower Employees
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P Te rom am ot wo e rk
Empowerment
Benefits:
quicker responses employees feel more responsible employees tend to interact with warmth/enthusiasm empowered employees are a great source of ideas positive word-of-mouth from customers
Drawbacks:
greater investments in selection and training higher labor costs slower and/or inconsistent delivery may violate customer perceptions of fair play giving away the store (making bad decisions)
McGraw-Hill/Irwin
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.
McGraw-Hill/Irwin