Unit 5.

Service Encounter
Tương tác dịch vụ/ tiếp xúc dịch vụ

Nguyen Manh Tuan

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 AGENDA

vai trò của cong nghệ trong tiếp xúc dịch vụ

 Technology in Service Encounter

 Service Encounter Triad tam giác tương tác dịch vụ

 Customer Service Orientation

 Service Profit Chain

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Learning Objectives

Use the service encounter triad to describe

a service firm’s delivery process.
Discuss the role of organizational control
systems for employee empowerment.
Discuss the role of customer as co-
producer.
Describe how elements of the service profit
chain lead to revenue growth and
profitability.

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Role of Technology in Service Encounter
Law, Health Financial
consulting Technology care Technology Technology service

Face to
Face Customer Server Customer Server Customer Server
Contact

A. Technology-Free B. Technology-Assisted C. Technology-Facilitated

Service Encounter Service Encounter Service Encounter

Face to
Screen Technology Technology Self-
Contact service

Online Customer Server Customer Server

reservation

D. Technology-Mediated E. Technology-Generated
Service Encounter Service Encounter
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Evolution of Self-service
Service Human Machine Assisted Internet
Industry Contact Facilitated
Banking Teller ATM Online banking

Grocery Checkout clerk Self-checkout station Online order/pickup

Airlines Ticket agent Check-in kiosk Print boarding pass

Restaurants Wait person Vending machine Online order/ delivery
Movie theater Ticket sale Kiosk ticketing Pay-for-view

Book store Information clerk Stock-availability terminal Online shopping

Education Teacher Computer tutorial Distance learning

Gambling Poker dealer Computer poker Online poker

From server From customer

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The Service Encounter Triad

Service công ty dịch vụ

Organization

tính hiệu quả của tự chủ hiệu quả kinh doanh >< hài lòng của khách
hàng
Efficiency Culture Efficiency
versus Empowerment versus
autonomy Control systems satisfaction

khách hàng
nhân viên

Contact
Customer
Personnel Service delivery

Selection Expectation & Attitudes

Training Coproduction
Ethical Climate
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The Service Encounter Triad

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The Service Encounter Triad

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 The Service Encounter Triad

nhân viên là pp tiếp thị

nhân viên tại quầy tốt nhất
ở vị trí tiếp xúc tốt
nhất để minh họa giá trị
cho khách hàng thông qua
mối quan hệ 1-1

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The Service Encounter Triad

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The Service Encounter Triad

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The Service Encounter Triad
 Encounter dominated by the Service
Organization
 “bureaucracies”, contact personnel having no
autonomy to deal with individual customers’ needs
 Contact Personnel - Dominated Encounter
 Contact personnel having significant degree of control
over customers
Physician & patient relationships
 Customer-Dominated Encounter
 Self-service: customer needs no interaction with any

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The Service Organization

 Culture
 Empowerment
 Control Systems
 Customer Relationship Management

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The Service Organization

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.

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The Service Organization

Culture
Climate/culture/identity that prescribes a norm
of behaviors or sets of values to guide
employee decision making in the firm
The use of language and symbols
communicates the culture of organization
ServiceMaster (“Service to the Master”)
Disney (“Casting”)

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The Service Organization
Empowerment (vs. Delegation)
Invest in people
Use IT to enable personnel
Recruitment and training critical
Pay for performance
 Instructions provide employees with knowledge of their
own limitations VS.
 Information provides them with knowledge of their
opportunities and possibilities

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The Service Organization
Control Objective Employee Management Key Issues
System Challenge Challenge

Belief Contribute Uncertainty Communicate Identify core

about purpose core values values
and mission
Boundary Compliance Pressure or Specify and Risks to be
temptation enforce rules avoided
Diagnostic Achieve Lack of focus Build and Critical
support clear performance
targets variables
Interactive Create Lack of Open Strategic
opportunity or organizational uncertainties
fear of risk dialogue to
taking encourage
learning
Organizational Control Systems for Employee Empowerment
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The Service Organization
Customer Relationship Management
 CRM vs. SCM (vs. ERP)
 Information industry term for methodologies and
tools for organization to manage its relationships
 Some capabilities of CRM systems:
 To identify and target best customers, manage
marketing campaigns,
 To form individualized relationships with customers,
improve customer satisfaction,
 To improve sales management ..

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Contact Personnel

Selection
1. Abstract Questioning (open-ended)
2. Situational Vignette
3. Role Playing
Training
1. Unrealistic customer expectations
2. Unexpected service failure
Creating an Ethical Climate

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Contact Personnel
Unrealistic customer expectations Unexpected service failure
1. Unreasonable demands 1. Unavailable service
2. Demands against policies 2. Slow performance
3. Unacceptable treatment of 3. Unacceptable service
employees
4. Drunkenness
5. Breaking of societal norms
6. Special-needs customers

Challenges Facing Customer Contact Personnel (Fitzsimmons &

Fitzsimmons
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The Customer

Expectations and Attitudes (Stone 1954)

Economizing customer
Ethical customer
Personalizing customer
Convenience customer

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The Customer
 Some dimensions in customer selection between
self-service and traditional full service:
 Amount of time involved
 Customer’s control of the situation
 Efficiency of the process
 Amount of human contact involved
 Risk involved
 Amount of effort involved
 Customer’s need to depend on others
 Customer as Co-Producer
 The role of scripts in co-production

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Summary of Service Encounters

Service Provider
Customer Human Machine
Employee selection User friendly
Interpersonal skills Customer verification
Support technology Transaction security
Human
Employees engender Easy access
trust
Easy access Compatibility
Machine Fast response Tracking capability
Transaction verification Automatic verification
Remote monitoring Transaction security
Service
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Encounter Successnguyen
Factors (Fitzsimmons & Fitzsimmons 2006)
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Creating a Customer Service Orientation

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Satisfaction (Fitzsimmons & Fitzsimmons 2006)
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Mirror/Duality
Service Profit Chain
Internal External
Operating strategy and Service
concept Target market
service delivery system

Loyalty
Customers Revenue
Satisfaction growth
Productivity
& Service Loyalty
Employees Satisfaction
Output value
Capability quality
Profitability

Service
quality
Workplace design; Quality & Attractive Value; Lifetime value;
Job design/Decision-making productivity Service designed Retention;
latitude; improvements & delivered to Repeat
Selection and development; yield higher meet targeted Business;
Rewards and recognition; service quality customers’ needs. Referrals
Information and communication; and lower cost
Adequate ‘tools’ to serve customers;

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Service Profit Chain

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Service Profit Chain

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 THE END

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