Service-management-2

  • November 2019
  • PDF

This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA


Overview

Download & View Service-management-2 as PDF for free.

More details

  • Words: 2,460
  • Pages: 57
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 ESPS (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