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Chapter 12

CUSTOMERS ROLES IN SERVICE DELIVERY

McGraw-Hill
McGraw-Hill

2000 The McGraw-Hill Companies

2000 The McGraw-Hill Companies

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Objectives for Chapter 12: Customers Roles in Service Delivery

Illustrate the importance of customers in successful service delivery Enumerate the variety of roles that service customers play Productive resources Contributors to quality and satisfaction Competitors Explain strategies for involving service customers effectively to increase both quality and productivity
McGraw-Hill 2000 The McGraw-Hill Companies

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Importance of Other Customers in Service Delivery

Other customers can detract from satisfaction
disruptive behaviors excessive crowding incompatible needs

Other customers can enhance satisfaction

mere presence socialization/friendships roles: assistants, teachers, supporters
McGraw-Hill 2000 The McGraw-Hill Companies

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How Customers Widen Gap 3

Lack of understanding of their roles Not being willing or able to perform their roles No rewards for good performance Interfering with other customers Incompatible market segments

McGraw-Hill

2000 The McGraw-Hill Companies

Figure 12-2 12-

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Customer Roles in Service Delivery

Productive Resources

Contributors to Quality and Satisfaction

Competitors

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2000 The McGraw-Hill Companies

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Customers as Productive Resources

partial employees
contributing effort, time, or other resources to the production process

customer inputs can affect organizations productivity key issue:

should customers roles be expanded? reduced?
McGraw-Hill 2000 The McGraw-Hill Companies

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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

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2000 The McGraw-Hill Companies

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Customers as Competitors

McGraw-Hill

customers may compete with the service provider internal exchange vs. external exchange internal/external decision often based on: expertise resources time economic rewards psychic rewards trust control
2000 The McGraw-Hill Companies

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Technology Spotlight: Services Production Continuum

Customer Production

Joint Production

Firm Production

Gas Station Illustration 1. Customer pumps gas and pays at the pump with automation 2. Customer pumps gas and goes inside to pay attendant 3. Customer pumps gas and attendant takes payment at the pump 4. Attendant pumps gas and customer pays at the pump with automation 5. Attendant pumps gas and customer goes inside to pay attendant 6. Attendant pumps gas and attendant takes payment at the pump

McGraw-Hill

2000 The McGraw-Hill Companies

Figure 12-3 12-

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Strategies for Enhancing Customer Participation

Effective Customer Participation

Define Customer Jobs

Recruit, Educate, and Reward Customers

Manage the Customer Mix

McGraw-Hill 2000 The McGraw-Hill Companies

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Strategies for Enhancing Customer Participation

1. Define customers jobs - helping himself - helping others - promoting the company 2. Individual differences: not everyone wants to participate

McGraw-Hill

2000 The McGraw-Hill Companies

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Strategies for Recruiting, Educating and Rewarding Customers

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1. Recruit the right customers 2. Educate and train customers to perform effectively 3. Reward customers for their contribution 4. Avoid negative outcomes of inappropriate customer participation

Manage the Customer Mix

McGraw-Hill 2000 The McGraw-Hill Companies