SM7 Ch08 Process Ge 2

Services Marketing 7e, Global Edition
Chapter 8:
Designing and Managing
Service Processes
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 8– Page 1
Overview of Chapter 8
 Flowcharting Customer Service Processes
 Blueprinting Services to Create Valued Experiences and

Productive Operations
 Service Process Redesign
 The Customer as Co-Producer
 Self-Service Technologies
Flowcharting Customer Service Processes
Blueprinting Services to Create Valued Experiences
and Productive Operations
Check these links
 Redesigning the User experience with the Singapore National Library Board
 https://medium.theuxblog.com/redesigning-the-user-experience-with-the-singapore-nation
al-library-board-d628211c990a
 Who are we designing for?
 https://uxplanet.org/who-are-we-designing-for-be1e276d34db
 Six Circles : A Experience Design Framework
 https://medium.theuxblog.com/six-circles-a-experience-design-framework-fabe5fc5abc9
 Could better Service Design have saved the life?
The job is to look at the current
Singapore National Library Board mobile application
 Using the current mobile application as the foundation for the proposed
redesign/optimised mobile application that would further enhance the
user experience at the library along further reinforce the board vision
which is; Readers for Life, Learning Communities, Knowledgeable
Nation.
 In the process of conducting various user research with library users

and book lovers, various valuable information were uncovered in the
findings as to how library users and book lovers understand the app
purpose and what could potentially be a point of difference, that would
play a role in deciding for a library user and book lover to download
and use the NLB app as opposed to other various app on the market
while being align with NLB vision and goals.
With the various interviews conducted valuable information from
the users gathered and refined to their key essense which are;
 “Locating books within the library is the biggest pain point for the current
users”
 “Users are unaware of a more convenient method to check out their books”
 “Users needs to plan their library visit in advance to maximise time and
efficiency”
 “Users struggle to discover and locate ongoing events and facilities at the
library”
 With all this valuable discoveries, we decided to focus on streamlining and

enhancing the experience of the user using the app on their loan/borrowing
experience both digitally and physically as compared to the current flow
diagram which does not provide a clear user experience of borrowing with
the library in any manner.
Flowcharting Customer
Service Processes
Flowcharting Service Delivery
Helps to Clarify Product Elements
 Technique for displaying the nature and sequence of the different

steps in delivery service to customers
 Offers way to understand total customer service experience
 Shows how nature of customer involvement with service

organizations varies by type of service:
 People processing
 Possession processing
 MentalStimulusprocessing
 Information processing
4 Categories of Services
The Flower of Service
Information
Payment Consultation
Billing Core Order-Taking
Exceptions Hospitality
Safekeeping
KEY:
Enhancing elements
Facilitating elements
Flowcharts for People and
PossessionProcessing Services
Flowcharts for Mental Stimulus and
Information Processing Services
Blueprinting Services to
Create Valued Experiences
Developing a Blueprint
 Developing a Blueprint
 Identify key activities in creating and delivering service
 Define “big picture” before “drilling down” to obtain a higher level
of detail
 Advantages of Blueprinting
 Distinguish between “frontstage” and “backstage”
 Clarify interactions and support by backstage activities and
systems
 Identify potential fail points; take preventive measures; prepare
contingency
 Pinpoint stages where customerscommonly have to wait
Blueprinting Services to Create Valued Experiences
Key Components of a Service
Blueprint
Define standards
Specify physical Identify principal
for frontstage
evidence customer actions
activities
Objectives:
Identify fail
points & risks
of excessive Frontstage
actions by Line of
waits Line of visibility
frontline interaction
Set service personnel
standards
Fail-proof
process
Backstage Support
Support
actions by processes
processes
customer contact involving other
involving IT
personnel personnel
Reading from left to right, the blueprint prescribes the sequence
of actions over time.
In Chapter 2, we likened service performances to theater. To emphasize the

involvement of human actors in service delivery, we’ve followed the practices
adopted by some service organizations using pictures to illustrate each of the 14
principal steps involving our two customers, beginning with making a reservation and
concluding with departure from the restaurant after the meal. Like many high-contact
services involving discrete transactions—as opposed to the continuous delivery found
in, say, utility or insurance services— the “restaurant drama” can be divided into three
“acts” that represent activities that take place before the core product is encountered,
delivery of the core product (in this case, the meal), and subsequent activities while
still involved with the service provider. The “stage,” or servicescape, includes both
the exterior and interior of the restaurant. Front-stage actions take place in a very
visual environment; restaurants often are quite theatrical in their use of physical
evidence (such as furnishings, décor, uniforms, lighting, and table settings) and may
employ background music in their efforts to create a themed environment that
matches their market positioning.
Blueprinting the Restaurant
Experience: Act 1
Blueprintingthe Restaurant
Experience: AThree-Act Performance
 Act 1: Prologue and Introductory Scenes
 Act 2: Delivery of Core Product

 Cocktails, seating, order food and wine, wine service
 Potential fail points: Menu information complete? Menu intelligible?
Everything on the menu actually available?
 Mistakes in transmitting information a common cause of quality failure
 Customers may not only evaluate quality of food and drink, but how
promptly it is served or serving staff attitudes
 Act 3: The Drama Concludes
 Remaining actions should move quickly and smoothly, with no surprises
at the end
 Customer expectations: accurate, intelligible and prompt bill, payment
handled politely, guest are thanked for their patronage
Improving Reliability of Processes
Through Fail-Proofing
 Identify fail points
 Analysis of reasons for failure reveals opportunities for

failure-proofing to reduce/eliminate future errors
 Need fail-safe methods for both employees and customers
Setting Service Standards and
Targets
 Service providers set standards for each step sufficiently

high to satisfy and even delight customers
 Include time parameters, script and prescriptions for appropriate
style and demeanor
 Must be expressed in ways that permit objective measurement
 Performance targets – specific process and team

performance targets for which staff are responsible for
 Evaluated based on distinction between standards and

targets
Setting Service Standards and
Targets
 First impression is important

 Affects customer’s
evaluations of quality during
later stages of service
delivery as customer
perceptions of service
experiences tend to be
cumulative
 For low-contact service, a

single failure committed front
stage is relatively more
serious than in a high-
contact service
Setting Standards and Targets for
Customer Service Processes
• Responsiveness
• Reliability Processing time to
24 hours 80% of all
• Competence approve
applications in 24
• Accessibility applications
hours
• Courtesy
• Communication
• Credibility Creates a Base to Define/Process
Define Service Quality
• Confidentiality Measure Customer Departmental Service
Goals for Staff
• Listening to the Satisfaction Goals
customer
Redesigning Service
Processes
Why Redesign?
 Revitalizes process that has become outdated
 Changes in external environment make existing practices

obsolete and require redesign of underlying processes
 Rusting occurs internally

 Natural deterioration of internal processes; creeping bureaucracy;
evolution of spurious, unofficial standards
 Symptoms:
- Extensive information exchange
- Data that is not useful
- High ratio of checking control activities to value-adding activities
Why Redesign?
“Institutions are like steel beams—they tend to rust. What

was once smooth and shiny and nice
tends to become rusty.”
Mitchell T. Rabkin, MD,

former president of Boston’s Beth Israel Hospital
Why Redesign?
 Redesign aims to achieve these performance measures:

 Reduced number of service failures
 Reduced cycle time from customer initiation of a service process
to its completion
 Enhanced productivity
 Increased customer satisfaction
Process Redesign: Approaches and
Potential Benefits
Eliminating non- • Streamline front-end and back-end processes of

services
value-adding • Improve productivity and customer satisfaction
steps
• Increase in productivity and service quality

Shifting to self- • Lower costs and perhaps prices
service • Enhance technology reputation
• Differentiates company
• Improve convenience for customers

Delivering direct • Productivity can be improved by eliminating
service expensive retail locations
• Increase customer base
Process Redesign: Approaches and
Potential Benefits
• Involves grouping multiple services into one

offer, focusing on a well-defined customer
Bundling group
services • A better fit to the needs of target segment
• Increase productivity with customized service
• Increase per capita service use
• Focus on tangible elements of service

Redesigning process (facilities and equipment)
physical aspects • Increase convenience
of service • Enhance satisfaction and productivity of
process frontline staff
• Cultivate interest in customers
The Customer as Co-Producer
Levels of Customer Participation
High – Customer works actively with provider to co-produce

the service
• Service cannot be created without customer’s active participation
• Customer can jeopardize quality of service outcome
Medium – Customer inputs required to assist provider

• Provide needed information and instructions
• Make some personal effort; share physical possessions
Low – Employees and systems do all the work

• Involves standardized work
Customers as Partial Employees
 Customers can influence productivity and quality of service

processes and outputs
 Customers not only bring expectations and needs but also

need to have relevant service production competencies
 For the relationship to last, both parties need to cooperate

with each other
Managing Customers
• Recruit customers that possess the competency to

Recruitment and Selection perform the necessary tasks
• Are customers aware of their roles and equipped

Job Analysis with the required skills?
• Information required for them to perform their roles

Education and Training via instructions or video demonstration
• Ensure that they will be rewarded for good

Motivate performance
• For sub-par performances, improve customer

Appraise training or change the role or process
• Last resort: if customer is non compliant consider

Ending termination of the relationship
Self-Service Technologies
Self-Service Technologies (SSTs)
 SSTs are the ultimate form of customer involvement where

customers undertake specific activities using facilities or
systems provided by service supplier
 Customer’s time and effort replace those of employees
 Information-based services lend selves particularly well to

SSTs
 Used in both supplementary services and delivery of core product
Self-Service Technologies (SSTs)
Many companies and government organizations seek to divert

customers from employee contact to Internet-based self-
service
Advantages: Disadvantages:
 Time and Cost savings  Anxiety and stress
experienced by customers
 Flexibility
who are uncomfortable with
 Convenience of location using them
 Greater control over service  Some see service
delivery encounters as social
experiences and prefer to
 High perceived level of deal with people
customization
What Aspects Of SSTs Please Or
Annoy Customers?
People love SSTs when… People hate SSTs when…

• SST machines are conveniently • SSTs fail – system is down, PIN
located and accessible 24/7– often as numbers not accepted, etc.
close as the nearest computer!
• Customers themselves mess up–
•Obtaining detailed information and forgetting passwords; failing to provide
completing transactions can be done information as requested; simply hitting
faster than through face-to-face or wrong buttons
telephone contact
Key weakness:Few firms incorporate service recovery systems such that

customers are still forced to make telephone calls or personal visits
Putting SSTs to Test by
Asking a Few Simple Questions
 Does the SST work reliably?

 Firms must ensure that SSTs are dependable and user-friendly
 Is the SST better than interpersonal alternatives?

 Customers will stick to conventional methods if SST doesn’t
create benefits for them
 If it fails, what systems are in place to recover?

 Always provide systems, structures, and technologies that will
enable prompt service recovery when things fail
Managing Customer’s Reluctance to
Change
 Increasing customer’s participation level in a service can be

difficult
 Marketing communications to be used to:

 Prepare customer for change
 Explain the rationale and benefits
 What customers need to do differently in the future
Summary
 Service blueprinting can be used to design a service and

create a satisfying experience for customers. Key
components of the blueprint include:
 Blueprinting a restaurant (or other service) can be a three-

act performance
 Prologue and introductory scenes
 Delivery of the core product
 Conclusion of the drama
Summary
 Service standards and targets are different and can be used

to evaluate performance
 Service process redesign reducesservice failure and

enhancesproductivity
 When the customer is a co-producer, issues to consider are

 Levels of customer participation
 Self-service technologies (SST)
 Psychological factors in customer co-production
 Aspects of SST that please or annoy customers

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Services Marketing 7e, Global Edition

 Flowcharting Customer Service Processes

 Blueprinting Services to Create Valued Experiences and

 Service Process Redesign

 The Customer as Co-Producer

 Who are we designing for?

 Six Circles : A Experience Design Framework

 Could better Service Design have saved the life?

 In the process of conducting various user research with library users

 With all this valuable discoveries, we decided to focus on streamlining and

 Technique for displaying the nature and sequence of the different

 Offers way to understand total customer service experience

 Shows how nature of customer involvement with service

Billing Core Order-Taking

In Chapter 2, we likened service performances to theater. To emphasize the

 Act 1: Prologue and Introductory Scenes

 Act 2: Delivery of Core Product

 Identify fail points

 Analysis of reasons for failure reveals opportunities for

 Need fail-safe methods for both employees and customers

 Service providers set standards for each step sufficiently

 Performance targets – specific process and team

 Evaluated based on distinction between standards and

 First impression is important

 For low-contact service, a

 Revitalizes process that has become outdated

 Changes in external environment make existing practices

 Rusting occurs internally

“Institutions are like steel beams—they tend to rust. What

Mitchell T. Rabkin, MD,

 Redesign aims to achieve these performance measures:

Eliminating non- • Streamline front-end and back-end processes of

• Increase in productivity and service quality

• Improve convenience for customers

• Involves grouping multiple services into one

• Focus on tangible elements of service

High – Customer works actively with provider to co-produce

Medium – Customer inputs required to assist provider

Low – Employees and systems do all the work

 Customers can influence productivity and quality of service

 Customers not only bring expectations and needs but also

 For the relationship to last, both parties need to cooperate

• Recruit customers that possess the competency to

• Are customers aware of their roles and equipped

• Information required for them to perform their roles

• Ensure that they will be rewarded for good

• For sub-par performances, improve customer

• Last resort: if customer is non compliant consider

 SSTs are the ultimate form of customer involvement where

 Information-based services lend selves particularly well to

Many companies and government organizations seek to divert

People love SSTs when… People hate SSTs when…

Key weakness:Few firms incorporate service recovery systems such that

 Does the SST work reliably?

 Is the SST better than interpersonal alternatives?

 If it fails, what systems are in place to recover?

 Increasing customer’s participation level in a service can be

 Marketing communications to be used to:

 Service blueprinting can be used to design a service and

 Blueprinting a restaurant (or other service) can be a three-

 Service standards and targets are different and can be used

 Service process redesign reducesservice failure and

 When the customer is a co-producer, issues to consider are