The essay topic was:

"Scripting is an important technique for managing service

people and the processes they deliver. Using an organisation
with which you are familiar critically discuss how scripting
is used, and its advantages and disadvantages". Approx 2000
words. Use at least four journal references.

Scripting is "the precise specification of actions to be taken by service staff, in

particular situations" (Clark & Johnston, 2008, p. 251) and is an essential technique
for managing in todays globalized service environment. In a constantly changing
competitive environment the use of scripting in mass service organisations ultimately
provides consistency, efficiency and security for customers and employees alike
(Clark & Johnston, 2008). This essay will first briefly outline the nature of scripting.
Second, this essay will examine the organisation Equip and investigate how
scripting is used. Using real examples of scripting at Equip it is possible to analyse
the disadvantages and advantages of this technique. Overall, this essay will argue
that scripting is definitely a vital technique for managing service people and
processes. However it has to be approached in a manner that does not offset the
autonomy of employees and customers to an extent where the service experience is
unpleasant.

The term, script is a "commonly used tool to design and manage the encounter
between frontline service employees and customers" (Victorino, Verma & Wardell,
2008, p. 36). Scripting is often discussed in the context of understanding the service
encounter as a performance, much like in the theatre, and so the script provides the
lines and actions that employees (as actors) should play when they interact with a
customer (Harris et al. 2003). Scripting is also defined as a "design tool used to
exert a degree of control over employee-customer interactions that may take place
where there is no direct supervision or oversight" (Tansik & Smith, 1991, p.36). The
use of scripting in service organisations aims to ensure a consistent level of service
quality by creating procedures that assist employees in their daily tasks (Clark &
Johnston, 2008). These procedures are typically a "predetermined set of specific
words, phrases, and gestures, as well as other expectations for the employee to use
during each step of the service process" (Victorino et al, p. 6).

Equip, an Australian-owned organisation, is chain of affordable jewellery stores,

targeting females of all ages. EquipYourself Onlineclaim "join our fast growing
team ... working in a fun, young team environment. Many organisations, Equip
included, not only hire young workers that can relate to their predominantly young
customers, but also hire young people as they are assumed to be more compliant.
Scholosser (2002) suggests the word young used in the context of a service
workforce often indicates an underlying belief that younger staff will be more flexible
and conform to specific organisational procedures. This certainly appeared to be the
case in the store where I worked, from the period of November 2010 till May 2011.
Equip's employee ages ranged from 17-23, with the store manager being 23. With
such a young workforce employees may be more likely to respond to
control mechanisms like scripts.

There are six steps to Equip's encounter script which guides the daily operations of
its staff. First an employee must greet the customer with an initial smile or verbal
welcome within the first thirty seconds upon entering the store. The employee must
then initiate conversation with an opening line by asking a question that requires an
interactive answer and not a simple 'yes' or 'no' reply. The third step determines the
customer's wants and needs. The employee is required to ask whether they wear
gold or silver, or ask "what in particular are you looking for today?" The employee
must then suggest an add on: for example the matching bracelet to the necklace
they have chosen. The employee should then encourage the customer to touch the
additional piece of jewellery to persuade the customer it is the right thing to do.
Touching merchandise increases the likelihood of sales (Underhill, 2008). The fifth
step is directly linked to the fourth: the employee must be able to handle any possible
objections. This step is explained in more detail below. The final stage of the
encounter is closing the sale which involves putting the item(s) through the PlatyPOS
transaction system, placing the item in an Equip bag, and fare-welling the customer
with a statement that will welcome them back again, such as See you later!

Equip further incorporates scripting for employees by guiding their interactions with
customers when answering the telephone. From my personal experience the phone
has to be answered in a specific way with an initial warm welcome, stating the
organisation and store location, and who is speaking. In addition to scripting
answering the phone, scripting in Equip also extend to telling employees where they
are to be positioned in store, and what to expect and say in each of the areas they
are responsible for. During the busiest time of the shopping season, primarily the
Christmas period, an employee will stand at the front of the store and ask every
customer possible that is leaving to open their bag to be checked. It is the
organisations policy that the customer has a right to decline a bag check and that the
employee must not physically touch the customers bag.

Equip is successful in that they have avoided heavy amounts of scripting in a rather
customised service delivery. Although guidelines are specific employees may deviate
from the scripted six steps if needed in order to please and meet the customers
expectations. This stance towards scripting is encouraged by management. Thus,
scripting is not approached in a way that offsets the autonomy of employees and
customers to the extent where the service experience is unpleasant. This plays to
Equips advantage as customers tend to take a dim view of heavy scripting.
Employees themselves take pride in their ability to create a positive, smooth delivery
service, meeting and exceeding customers expectations and using their discretion
when needed to respond to customers mood, body language and requirements
(Chase & Dasu, 2001).

Scripting is incorporated into Equips operations due to the vast advantages for their
employees, customers and the organisation as a whole. With a clear set of rules and
guidelines in place, employees are able to work more effectively as they have a clear
understanding of their responsibilities and role (Johnston & Clark, 2008).
Consequently a consistent, smooth work flow is generally established (Dilworth,
1986). This creates an environment with minimal stress and a "sense of security to
behaviour" (Johnston & Clark, 2008, p. 251) for both the customer and the employee.
Employees at Equip benefit from scripting as they can rely on the content of the six
steps in a service encounter to know exactly what to say, and in what manner they
should approach each customer. Thus scripting is ideal for those employees who do
not necessarily find it natural to strike up a conversation with an unknown customer.
The employee's overall anxiety is reduced. In turn, this set of scripting guidelines
followed by Equip employees means customers can relax because they understand
the rules by which the encounter will be played out, especially if they are repeat
customers. Customers typically expect an opening line after the initial warm
welcome during the service encounter. Thus, customers anticipate the type of
question that will be asked and this reduces the overall pressure they may feel as
there "exists a good understanding of what will happen and what is required of the
customer at each stage" (Johnston & Clark, 2008, p. 253). As Chase and
Dasu (2001, p. 84) state "ultimately, only one thing matters in a service encounter
the customers perceptions of what occurred".
Further, according to Tansik and Smiths (2000) functions for using scripting, a main
advantage of this technique is being able to accurately diagnose customers needs
and wants. This is achieved through the six steps that employees perform during the
encounter stage. After greeting the customer and using an opening line that
encourages he/she to open up to the employee the employee will then ask about
what in particular they are looking for. Equip needs this information in order
to operationalize their brand values: they state this purpose in strong language: "
our complete devotion to help customers find that sought after latest accessory is
what will continue to make the Equip brand so successful" (Equip Online, 2010).
Understanding the customer means that Equip can maximise their profits and
growth. Thus by providing a step in the script that asks customers what they want
and need, they provide a service for the customer, but also ensure Equip is enacting
their brand purpose.

Nevertheless it must be acknowledged that there can be a tension between 'service'

and 'sales', and it can be difficult to get the balance right between serving the
customer and making sure their needs and wants are met, and on-selling to them in
a way that they do not find overly aggressive and pushy. Scripting, in the form of the
six steps used by Equip is clearly a way to control both the employee and the
customer. Control is a major purpose of scripting (Tansik & Smith, 2000). Equip
employees who base their interactions on the six steps are advantaged if they use
the steps along with an upbeat personality to encourage and subconsciously
manipulate customers into purchasing jewelry item(s) the customer believes they
need. Using an opening line such as "what a nice dress you have, where did you
get it from?" ideally aims to initiate a positive relationship between the employee and
customer. Therefore, this increases the chance that the customer will add on to the
jewelry they have already chosen, or make the customer more inclined to purchase
at all. Employees that successfully achieve target objections, which means having
more than 45% multi sales, are rewarded with material goods, such as movie tickets
and body wash. This practice encourages employees to add-on sales. However,
employees can only succeed with multi sales if they create a positive and enjoyable
service experience for the customer, and if their interactions do not feel false and
inauthentic (Ashforth & Tomiuk, 2000). Employees can use the script to enhance the
customer's experience and this adds value for them, which increases the profit that
Equip can make, and can lead to rewards for the employee. Although some people
may see the script as requiring 'hard selling' for employees it can be very rewarding
to use the script, coupled with knowledge of 'what looks good with what', to enhance
the appearance of the customer, and generate sales.

Another positive aspect of the way that employees can use a script to their
advantage is through using Step Five well; the step involving service recovery. Step
Five requires the employee to handle any objections effectively. For an example from
my own personal experience, a customer wanted an exchange for the same handbag
in another colour. The Equip store where I worked did not have the colour she
wanted in stock, and only Equip at another outlet did. She refused to drive to the
other store to do the exchange as asked by the employee. The employee handled
the objection by phoning the other store to ask if they could transfer the handbag to
our Equip store. This suited the customer and this assistance actually exceeded her
expectations. Thus, by positively engaging the customer through service recovery the
customer, who was more than happy to exchange the item, then also purchased
additional items. Therefore, by enacting Step Five well, Equip benefited as this
ultimately lead to multiple items being sold. This process helped retain the customer,
and so overall the process may provide a higher customer lifetime value resulting in
an overall growth in profits (Samson & Daft, 2005).

Although Equip is growing in profit and claim that their brands success is due to their
devotion to "help customers find that sought after latest accessory" (Equip Online,
2010) the use of scripting to achieve this is not entirely flawless, and does have its
drawbacks if not approached in an appropriate manner. Again, from my personal
experience, mystery shopping, which is regularly used to assess quality at Equip, can
backfire and actually cause poor performance. Mystery shoppers might assess an
Equip store every 2 months to monitor employees adherence to organisational
scripts (Scharf, 2003). In one case where a mystery shop was conducted the result
sheet was faxed to our Equip store. The report detailed how one identifiable
employee had not met the six steps precisely. The mystery shopper had recorded
that the employee did not greet them in the first 30 seconds of the store and used an
opening line that could not be answered. The employee consequently failed the test
with comments of too much deviation from the six steps. This resulted in the
employee adopting a heavier approach to scripting, as she conformed exactly to the
criteria of the six steps. Consequently, the employees multi sales dropped below
the target of 45%. According to Johnston and Clark (2008) this is likely due to
customers perception of robot-like behaviour. Greeting a customer within 30
seconds and initiating the six steps may be viewed as too interrogative, and viewed
as going through the motions of service delivery without any real sincerity
(Lawrence & Weber, 2010).

Another factor than may create unintended negative consequences is Equips

performance objective criteria which sometimes require employees to meet 45%
multi sales. Each employee is sometimes given targets for each day depending on
the hours they will work. During the busy shopping day periods these are appropriate
targets. However, during quiet periods requirements to meet 45% multi sales can act
as an organisational pressure for employees, resulting in unnecessary stress, and
potentially requiring a more forceful service delivery and therefore a more unpleasant
service experience for the customer (and the employee), and a feeling of constant
competition between employees to get a sale. This can lead to poor morale and
high staff attrition rates.

Overall, this essay confirms that scripting is a vital technique for managing service
people and processes. By briefly outlining the nature of scripting it is evident that it is
indeed used in Equips management strategy. The use of specific guidelines for the
six steps, telephone communication and employee positioning within the store
portray how this technique is incorporated into Equips daily operations. Equip use
scripting to create a clear understanding of roles, resulting in a consistent and
efficient work flow, and overall reduced stress for both customer and employee. This
organisation further benefits from the technique through accurately diagnosing
customers needs and wants and controlling the customer to an extent. Employees
can reap rewards for high productivity and customers can experience a pleasurable
service delivery, meaning Equip can maximise their profits. It is evident that
scripting, used moderately and with common sense, is useful, especially if managers
allow employees to deviate if necessary in order to maximise customer satisfaction.
Generally, at Equip in my experience, scripting does not offset the autonomy of either
the customer or employee to the extent where the service experience is unpleasant.
Sensible approaches to scripting can be beneficial and Equip is an example of a
successful organisation that has benefited from the use of scripting.