Peran Service Pada Ekonomi
Oleh: Hafizurrachman dengan Sumber Berasal dari Buku Service Management Oleh: Professor James Fitzsimmons University of Texas at Austin
Model Interaktif pada Perekonomian Extractive sector Business services Customer Infrastructure services Public administration
Trade services Social/personal services
Manufacturing sector
Definisi-Definisi Service A Service is a Time-perishable, Intangible Experience Performed for a Customer Acting in the Role of a Coproducer. James Fitzsimmons Services are deeds, processes, and performances. Valarie Zeithaml & Mary Jo Bitner
Definition of Service Firms Service Enterprises are Organizations that Facilitate the Production and Distribution of Goods, Support Other Firms in Meeting Their Goals, and Add Value to Our Personal Lives. James Fitzsimmons
90 80 70 60 Service
50 40
Manufa cturing
30 20
Agricult ure
10
Year
1990
1970
1950
1930
1910
1890
1870
0 1850
Proportation of total employement
Trends in U.S. Employment by Sector
The Four Realms of an Experience Customer Participation Passive
Active
Absorption Entertainment Education Environmental (Movie) (Language) Relationship
Immersion Esthetic (Tourist)
Escapist (Skydiving)
Role of the Service Manager Entrepreneurial Innovation Capitalizing on Social Trends Management Challenges
The Nature of Services
The Service Process Matrix Degree Degree of Interaction and Customization of labor Intensity Low High
Low
High
Service factory: * Airlines * Trucking * Hotels * Resorts and recreation
Service shop: * Hospitals * Auto repair * Other repair services
Mass service: * Retailing * Wholesaling * Schools * Retail aspects of commercial banking
Professional service: * Doctors * Lawyers * Accountants * Architects
The Service Package Supporting Facility: The physical resources that must be in place before a service can be sold. Examples are golf course, ski lift, hospital, airplane. Facilitating Goods: The material purchased or consumed by the buyer or items provided by the consumer. Examples are food items, auto parts, legal documents, golf clubs.
The Service Package (cont.) Explicit Services: Benefits readily observable by the senses. The essential or intrinsic features. Examples are quality of meal, attitude of the waiter, on-time departure. Implicit Services: Psychological benefits or extrinsic features which the consumer may sense only vaguely. Examples are privacy of loan office, security of a well lighted parking lot
Unique Characteristics of Services
Intangibility: creative advertising, no patient protection, importance of reputation Perishability: cannot inventory, opportunity loss of idle capacity, need to match supply with demand Heterogeneity: customer participation in delivery process results in variability Simultaneity: opportunities for personal selling, interaction creates customer perceptions of quality Customer Participation in the Service Process: attention to facility design but opportunities for co-production
Service Process Orientation Customer as Coproducer Front and Back Office Perspectives Service Profit Chain Focus on Internal and External Customers Quality (perceptions vs expectations) Focus on Both Efficiency and Effectiveness Use IT as Productivity Enabler for Both Internal and External Customers
Strategic Service Classification (Nature of the Service Act) Direct Recipient of the Service Nature of the Service Act
People People’s bodies:
Tangible actions
Physical possessions:
Health care Passenger transportation
Freight transportation Equipment repair and maintenance
Beauty salons Exercise clinics Restaurants Haircutting
Veterinary care Janitorial services Laundry and dry cleaning Landscaping/lawn care
People’s minds: Education
Intangible actions
Things
Broadcasting Information services Theaters Museums
Intangible assets: Banking Legal services Accounting Securities Insurance
Strategic Service Classification (Relationship with Customers) Type of Relationship between Service Organization and Its Customers Nature of “Membership” relationship No formal relationship Service Delivery Insurance Telephone subscription
Continuous delivery of service
Discrete transactions
College enrollment Banking American Automobile association
Radio station Police protection Lighthouse Public Highway
Long-distance phone calls Theater series subscription
Restaurant Mail service
Commuter ticket or transit pass Sam’s Wholesale Club Egghead computer software
Toll highway Movie theater Public transportation
Strategic Service Classification (Customization and Judgment) Extent to Which Service Characteristics Are Customized Extent to Which Personnel Exercise Judgment in Meeting High Low Customer Needs Professional services Surgery Taxi services
High
Low
Education (large classes) Preventive health programs College food service
Beautician Plumber Gourmet restaurant Telephone service Hotel services
Public transportation Routine appliance repair
Retail banking (excl. major loans) Family restaurant
Movie theater Spectator sports Fast-food restaurant
Strategic Service Classification (Nature of Demand and Supply) Extent of Demand Fluctuation over Time Extent to which Supply Is Constrained Peak demand can usually be met without a major delay
Peak demand regularly exceeds capacity
Wide
Narrow
Electricity
Insurance
Natural gas
Legal services
Telephone
Banking
Hospital maternity unit Police and fire emergencies
Laundry and dry cleaning
Accounting and tax preparation
Services similar to those above
Passenger transportation
but with insufficient capacity
Hotels and motels Restaurants
for their base level of business
Strategic Service Classification (Method of Service Delivery) Availability of Service Outlets Nature of Interaction between Customer and Service Organization Customer goes to service organization Service organization comes to customer
Customer and service organization transact at arm’s length (mail or electronic communications)
Single site Theater
Multiple site Bus service
Barbershop
Fast-food chain
Lawn care service
Mail delivery
Pest control service Taxi
AAA emergency repairs
Credit card company
Broadcast network
Local TV station
Telephone company
Open Systems View of Service Operations Service Process Consumer arrivals (input)
Consumer participant Consumer-Provider interface Control
Customer demand Perceived needs Location
Consumer departures ( output)
Communicate by advertising
Criteria Measurement
Monitor
Service operations manager Production function: Alter Monitor and control process Schedule demand Marketing function: supply Interact with consumers Control demand Modify as necessary Define standard Service package Supporting facility Facilitating goods Explicit services Implicit services
Evaluation
Basis of selection
Service personnel Empowerment Training Attitudes
Service Quality
Moments of Truth
Each customer contact is called a moment of truth.
You have the ability to either satisfy or dissatisfy them when you contact them.
A service recovery is satisfying a previously dissatisfied customer and making them a loyal customer.
Dimensions of Service Quality Reliability: Perform promised service dependably and accurately. Example: receive mail at same time each day. Responsiveness: Willingness to help customers promptly. Example: avoid keeping customers waiting for no apparent reason.
Dimensions of Service Quality Assurance: Ability to convey trust and confidence. Example: being polite and showing respect for customer. Empathy: Ability to be approachable. Example: being a good listener. Tangibles: Physical facilities and facilitating goods. Example: cleanliness.
Perceived Service Quality Word of mouth
Service Quality Dimensions Reliability Responsiveness Assurance Empathy Tangibles
Personal needs
Expected service
Perceived service
Past experience
Service Quality Assessment 1. Expectations exceeded ES
PS (Unacceptable quality)
Gaps in Service Quality Word -of-mouth communications
Personal needs
Past experience
Customer Expected service
GAP 5 Perceived service
Service delivery (including pre- and post-contacts)
GAP 1
GAP 3
GAP 4 Translation of perceptions into service quality specifications
Provider
External communications to consumers
GAP 2 Management perceptions of consumer expectations
Classification of Service Failures Server Errors Task: Doing work incorrectly Treatment: Failure to listen to customer Tangible: Failure to clean facilities
Customer Errors Preparation: Failure to bring necessary materials Encounter: Failure to follow instructions Resolution: Failure to learn from experience
Achieving Service Quality
Cost of Quality (Juran)
Service Process Control
Statistical Process Control (Deming)
Unconditional Service Guarantee
Costs of Service Quality Failure costs
Detection costs
Prevention costs
External failure: Customer complaints Warranty charges Liability insurance Legal judgments Loss of repeat service
Process control Peer review Supervision Customer comment card Inspection
Quality planning Training program Quality audits Data acquisition and analysis Preventive maintenance Supplier evaluation Recruitment and selection
Internal failure: Scrap Rework Recovery: Expedite Labor and materials
Service Process Control Customer input
Service process
Resources
Take corrective action Identify reason for nonconformance
Service concept Customer output
Monitor conformance to requirements
Establish measure of performance
Customer Satisfaction
All customers want to be satisfied.
Customer loyalty is only due to the lack of a better alternative
Giving customers some extra value will delight them by exceeding their expectations and insure their return
Expressing Dissatisfaction
Public Action Action
Seek redress directly from the firm Take legal action
Dissatisfaction occurs
Complaint to business, private, or governmental agencies
Private Action Stop buying the product or boycott the seller
No Action
Warn friends about the product and /or seller
Customer Feedback and Wordof-Mouth
The average business only hears from 4% of their customers who are dissatisfied with their products or services. Of the 96% who do not bother to complain, 25% of them have serious problems.
The 4% complainers are more likely to stay with the supplier than are the 96% non-complainers.
About 60% of the complainers would stay as customers if their problems was resolved and 95% would stay if the problem was resolved quickly.
A dissatisfied customer will tell between 10 and 20 other people about their problem.
A customer who has had a problem resolved by a company will tell about 5 people about their situation.
Number of People Told Based on Level of Dissatisfaction average number of people told 30 25 20 15 10 5 0 Slight diss
Annoyed
Very
Ext
Abs
annoyed
annoyed
furious
Action Taken Based on Level of Dissatisfaction 100 Tell friends
80
Complain
60
Make a fuses
40
Not use again Dissuade others
20
Complain against
0 Slightly diss
Annoyed
Very annoyed
Ext annoyed
Abs furlous
Approaches to Service Recovery
Case-by-case addresses each customer’s complaint individually but could lead to perception of unfairness. Systematic response uses a protocol to handle complaints but needs prior identification of critical failure points and continuous updating. Early intervention attempts to fix problem before the customer is affected. Substitute service allows rival firm to provide service but could lead to loss of customer.
Making Customers into Champions easy Champions Active in providing British Airways with information on quality of its services; loyal Remain Loyal
How easy customers feel it is to contact British Airways
Walking wounded Could complain but don’t; not happy but repurchase
Defect Missing in action Defected; non-complaining
Detractors Defected; vocally critical
not easy don’t complain Propensity to contact British Airways
complain
Topics for Discussion How do the five dimensions of service quality differ from those of product quality? Why is measuring service quality so difficult? Illustrate the four components in the cost of quality for a service. Why do service firms hesitate to offer a service guarantee? How can recovery from a service failure be a blessing in disguise?
The Complaint Letter Briefly summarize the complaints and compliments in Dr. Loflin’s letter. Critique the letter of Gail Pearson in reply to Dr. Loflin. What are the strengths and weaknesses of the letter? Prepare an “improved” response letter from Gail Pearson What further action should Gail Pearson take in view of this incident?
Service Strategy
The Strategic Service Concept
Structural: Delivery system (front & back office) Facility design (aesthetics, layout) Location (competition, site characteristics) Capacity planning (number of servers)
Managerial Service encounter (culture, empowerment) Quality (measurement, guarantee) Managing capacity and demand (queues) Information (data collection, resource)
Competitive Environment of Services Relatively Low Overall Entry Barriers Economies of Scale Limited High Transportation Costs Erratic Sales Fluctuations No Power Dealing with Buyers or Suppliers Product Substitutions for Service High Customer Loyalty Exit Barriers
Competitive Service Strategies (Overall Cost Leadership) Seeking Out Low-cost Customers Standardizing a Custom Service Reducing the Personal Element in Service Delivery Reducing Network Costs Taking Service Operations Off-line
Competitive Service Strategies (Differentiation) Making the Intangible Tangible Customizing the Standard Product Reducing Perceived Risk Giving Attention to Personnel Training Controlling Quality
Note: Differentiation in service means being unique in brand image, technology use, features, or reputation for customer service.
Competitive Service Strategies (Focus)
Buyer Group: (e.g. USAA insurance and military officers)
Service Offered: (e.g. Shouldice Hospital and hernia patients)
Geographic Region: (e.g. Austin Cable Vision and TV watchers)
Customer Criteria for Selecting a Service Provider
Availability Convenience Dependability Personalization Price Quality Reputation Safety Speed
(24 hour ATM) (Site location) (On-time performance) (Know customer’s name) (Quality surrogate) (Perceptions important) (Word-of-mouth) (Doing things to people) (Avoid excessive waiting)
Service Purchase Decision Service Qualifier: To be taken seriously a certain level must be attained on the competitive dimension, as defined by other market players. Examples are cleanliness for a fast food restaurant or safe aircraft for an airline. Service Winner: The competitive dimension used to make the final choice among competitors. Example is price.
Service Purchase Decision (cont.)
Service Loser: Failure to deliver at or above the expected level for a competitive dimension. Examples are failure to repair auto (dependability), rude treatment (personalization) or late delivery of package (speed).
Competitive Role of Information in Services Strategic Focus
Competitive Use of Information On-line Off-line (Real time) (Analysis) Creation of barriers to entry: Data base asset: External Reservation system Selling information (Customer) Frequent user club Development of services Switching costs Micro-marketing Revenue generation: Productivity enhancement: Internal Yield management Inventory status (Operations) Point of sale Data envelopment Expert systems analysis (DEA)
The Service Encounter
The Service Encounter Triad Service Organization Efficiency versus autonomy
Efficiency versus satisfaction
Contact Personnel
Customer
Perceived control
Definitions of Culture Schwartz and Davis (1981) - Culture is a pattern of beliefs and expectations shared by the organization’s members. Mintzberg (1989) - Culture is the traditions and beliefs of an organization that distinguish it from others. Hoy and Miskel (1991) - Culture is shared orientations that hold the unit together and give a distinctive identity.
The Service Organization Culture ServiceMaster (Service to the Master) Disney (Choice of language) Empowerment Invest in people Use IT to enable personnel Recruitment and training critical Pay for performance
Organizational Control Beliefs Systems
To contribute
Boundary Systems
To do right Specify and enforce rules To achieve Build clear targets
Risks to be avoided
To create
Strategic Uncertainties
Diagnostic Control Systems Interactive Control Systems
Core values Identify core & mission values
Encourage learning
Critical performance variables
Contact Personnel Selection 1. Abstract Questioning 2. Situational Vignette 3. Role Playing Training Unrealistic customer expectations Unexpected service failure
Difficult Interactions with Customers Unrealistic customer expectations 1. Unreasonable demands 2. Demands against policies 3. Unacceptable treatment of employees 4. Drunkenness 5. Breaking of societal norms 6. Special-needs customers
Unexpected service failure 1. Unavailable service 2. Slow performance 3. Unacceptable service
Use scripts to train for proper response
The Customer Expectations and Attitudes Economizing customer Ethical customer Personalizing customer Convenience customer Customer as Co-Producer
Service Encounter Success Factors Customer
Human
Machine
Service Provider Human Machine Employee selection Interpersonal skills Support technology Engender trust Easy to access Fast response Verification Remote monitoring
User friendly Verification Security Easy to access Compatibility Tracking Verification Security