Week 5 DB Service
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Chapter_12.pptx
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
Customers’ Roles in Service Delivery
The Importance of Customers in Service Cocreation and Delivery
Customers’ Roles
Self-Service Technologies—The Ultimate in Customer Participation
Strategies for Enhancing Customer Participation
Chapter
12
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
Objectives for Chapter 12: Customers’ Roles in Service Delivery
Illustrate the importance of customers in successful service delivery and cocreation of service experiences.
Discuss the variety of roles that service customers play: productive resources for the organization, contributors to and cocreators of value, and competitors.
Explain strategies for involving service customers effectively to increase satisfaction, quality, value, and productivity.
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
How Customers Widen the Service Performance Gap
Lack of understanding of their roles
Not being willing or able to perform their roles
No rewards for “good performance”
Interference with or from other customers
Incompatible market segments
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
Customer Participation across Different Services (Table 12.1)
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Chapter 12-‹#›
Importance of Fellow Customers in Service Delivery
Other customers can detract from satisfaction:
Disruptive behaviors
Overly demanding behaviors
Excessive crowding
Incompatible needs
Other customers can enhance satisfaction:
Mere presence
Socialization/friendships
Roles: assistants, teachers, supporters, mentors
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
Customer Roles in Service Delivery
Productive Resources
Contributors to Quality, Satisfaction, and Value
Competitors
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
Customers as Productive Resources
Customers can be thought of as “partial employees”
Contributing effort, time, or other resources to the production process
Customer inputs can affect organization’s productivity
Key issue:
Should customers’ roles be expanded? reduced?
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
Customers as Contributors to Service Quality and Satisfaction
Customers can contribute to:
Their own satisfaction with the service
By performing their role effectively
By working with the service provider
The quality of the service they receive
By asking questions
By taking responsibility for their own satisfaction
By complaining when there is a service failure
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
Customers as Competitors
Customers may “compete” with the service provider
“Internal exchange” vs. “external exchange”
Internal/external decision often based on:
Expertise capacity
Resource capacity
Time capacity
Economic rewards
Psychic rewards
Trust
Control
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
A Proliferation of Self-Service Technologies
ATMs
Pay at the pump
Airline check-in
Hotel check-in, out
Automated car rental
Blood pressure machines
Tax prep software
Self-checkout
Online banking
Online vehicle registration
Online auctions
Home and car buying online
Package tracking
Internet shopping
IVR phone systems
Distance education
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
Service Production Continuum (Figure 12.1)
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
Strategies for Enhancing Customer Participation (Figure 12.2)
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
Strategies for Enhancing Customer Participation
Define customers’ roles
Helping oneself
Helping others
Promoting the company
Recruit, educate, and reward customers
Recruit the right customers
Educate and train customers to perform effectively
Reward customers for their contributions
Avoid negative outcomes of inappropriate customer participation
Manage the customer mix
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
Compatibility Management
“a process of first attracting homogeneous consumers to the service environment, then actively managing both the physical environment and customer-to-customer encounters in such a way as to enhance satisfying encounters and minimize dissatisfying encounters” (Martin and Pranter 1989)
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
Characteristics of Service that Increase the Importance of Compatible Segments
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-‹#›
