Professional Documents
Culture Documents
Critical Importance of Service Employees Boundary Spanning Roles Human Resource Strategies for Closing Gap 3 Service Culture
- Dwayne D. Gremler
Provider Gap 3
CUSTOMER
Service Delivery
COMPANY
GAP 3
Customer-Driven Service Designs and Standards
Part 5 Opener
- Dwayne D. Gremler
Gap 3
and
Organizational Culture
A corporate culture is
the pattern of shared values and beliefs that give the members of an organization meaning, and provide them with the rules for behavior in the organization
- Dwayne D. Gremler
Service Culture
A culture where an appreciation for good service exists, and where giving good service to internal as well as ultimate, external customers, is considered a natural way of life and one of the most important norms by everyone in the organization. - Christian Gronroos (1990)
Examples:
- Dwayne D. Gremler
Internal Marketing
Enabling the promise
External Marketing
Making the promise
Interactive Marketing
Delivering the promise
Figure 12.2
Source: Adapted from Mary Jo Bitner, Christian Gronroos, and Philip Kotler
- Dwayne D. Gremler
Figure 12.3
Source: An exhibit from J. L. Heskett, T. O. Jones, W. E. Sasser, Jr., and L. A. Schlesinger, Putting the Service-Profit Chain to Work, Harvard Business Review, March-April 1994, p. 166.
- Dwayne D. Gremler
Satisfaction
Satisfied employees make for Some companies contend:
The employee and the customer Examples:
- Dwayne D. Gremler
10
Boundary Spanners
operate at the link external customers to front-line or customer-contact personnel
in some industries in other industries
- Dwayne D. Gremler
11
Customers
External Environment
Internal Environment
Service Support
- Dwayne D. Gremler
12
Sources of Conflict
Quality/Productivity Tradeoffs
- Dwayne D. Gremler
13
Compete for the best people Measure and reward strong service performers
Empower employees
Promote teamwork
Figure 12.6
- Dwayne D. Gremler
14
15
Data needs to be tracked concerning what customers want and which HR practices help deliver it to them
- Dwayne D. Gremler