Professional Documents
Culture Documents
Chapter 11:
Managing People for
Service Advantage
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 1
Overview of Chapter 11
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1. Service Employees Are
Crucially Important
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 3
Service Personnel: Source of Customer Loyalty &
Competitive Advantage
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Frontline in Low-Contact Services
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 5
2. Factors Contributing to the
Difficulty of Frontline Work
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 6
Boundary Spanning Roles, 邊緣人
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Role Stress in Frontline Employees
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Emotional Labor
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 9
3. Cycles of Failure, Mediocrity
(平庸) , and Success
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 10
1. Cycle of Failure
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 11
The Employee Cycle of Failure
cycle of failure
Narrow job design for low skill levels
Emphasis on rules rather than service
Use of technology to control quality
Bored employees who lack ability to respond to customer
problems
High employee turnover
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 12
The Customer Cycle of Failure
cycle of failure
Repeated emphasis on attracting new customers
Customers dissatisfied with employee performance
Customers always served by new faces
Fast customer turnover
Ongoing search for new customers to maintain sales volume
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 13
Costs of Short-sighted Policies
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 14
Service Sabotage
Routine
Customer-Private Service Sabotage Customer-Public Service Sabotage
Intermittent
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2. Cycle Of Mediocrity
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 16
Cycle Of Mediocrity
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3. Cycle of Success
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Cycle of Success
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4. Human Resources
Management –
How to Get it Right?
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 20
The Service Talent Cycle
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 21
Hire the Right People
The old saying ‘People are your most important asset’ is wrong.
The RIGHT people are your most important asset.
- Jim Collins
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 22
Be the Preferred Employer
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 23
Tools to Identify Best Candidates
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Train Service Employees
Product/service knowledge
Staff’s product knowledge is a key aspect of service quality
Coaching
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Is Empowerment Always Appropriate?
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Control vs. Involvement model
Control model
"product line” approach
Top-down control
Hierarchical pyramid structure
Job description
Management know best
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Build High-Performance Service Delivery Teams
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Motivate and Energize the Frontline
Job content
Variety, identifiable, significant, autonomy, feedback
Goal accomplishment
Specific, difficult but attainable, and accepted goals are strong
motivators
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Role of Labor Unions
Slide © 2010 by Lovelock & Wirtz Services Marketing 7/e Chapter 11 – Page 30
5. Service Leadership
and Culture
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Service Leadership and Culture
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The Inverted Organizational Pyramid
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Internal Marketing
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Summary
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Summary