1、1Services Marketing Tel(home):87352039Email: 7.CUSTOMER-DEFINED SERVICE STANDARDSn建立適當服務標準的必備因素nCustomer-Defined Service StandardsnProcess for Developing Customer-Defined StandardsnService Performance Indices 2003.22Main Factors leading to Provider Gap 2Company Perceptions ofCustomer ExpectationsCus

2、tomer-Driven serviceDesigns and Standards-Inadequate standardization of Service behaviors and actions -Absence of formal process for setting service quality goals-Lack of customer-defined standardsGAP2 2003.23建立適當服務標準的必備因素n服務行業的標準化服務行業的標準化n正式設定的服務質量目標正式設定的服務質量目標n顧客定義而非公司定義的服務標準顧客定義而非公司定義的服務標準 2003.2

3、4Standardization of Service behaviors and actions（服務行為的標準化）nSome managers believe that services cannot be standardized-that customization is essential for providing high-quality service. This view leads to vague and loose standard setting with little or no measurement or feedback.nStandardization of

4、 service can take three forms: (1)substitution of technology for personal contact,(2)improvement in work methods,(3)combinations of these two methods. 2003.25formal process for setting service quality goals（正式設定的服務質量目標）nCompanies that have been successful in delivering consistently high service qual

5、ity are noted for establishing formal standards to guide employees in providing service.nThe types of formal goal setting are relevant in service business ( individual / overall department or company). 2003.26Customer-defined standards（顧客定義的服務標準）nVirtually all companies possess service standards and

6、 measures that are company-defined -they are established to reach company goals for productivity, efficiency, cost, or technical quality.nTo close GAP 2, standards set by companies must be based on customer requirements and expectations rather than just on internal company goals. 2003.27Customer-Def

7、ined Service Standards“Hard” Customer-defined Standards“Soft” Customer-defined StandardsBuilding blocks:The service encounter sequenceExpressing customer requirements as specific behaviors and actionsMeasurements of behaviors and actions 2003.28“Hard” Customer-defined Standardsn“Hard” standards and

8、measures: things can be counted, timed, or observed through audits.nExample:Federal Expressn On-time deliveryn # of Packages right day laten # of Packages wrong day laten # of missed pickups 2003.29“Soft” Customer-defined Standardsn“Soft” standards and measures: things cannot be counted, timed, or o

9、bserved through audits.nExample:Federal Expressn Treatmentn Listen; n Do everything possible to help;n Be appropriately reassuring.n (open and honest) 2003.210Building blocks:The service encounter sequencenA customers overall service quality is the accumulation of evaluations of multiple service exp

10、eriences.nService encounter, are the building blocks for service quality and the component pieces needed to establish service standards in a company. 2003.211Figure:service encounter sequenceSales contactbeforesaleDeliveryInstalla-tionPrepareThe OfferingFor meSales contactAfterthesaleKnowMe AndMy bu

11、sinessHardwareserviceSoftwareserviceServiceAndSupportMy softwareServiceAndSupportMy hardwareMaintainThe RelationWith meDeliverInstallperformPresentTheOfferingTo meA firmA customer 2003.212Expressing customer requirements as specific behaviors and actionsSatisfaction/Value/QualityRel/As/Resp/Emp/TanD

12、elivers on timeReturn call quicklyDeliver by Weds.Return call in 2 HrsGeneral conceptsDimensionsAttributesBehaviors ActionsAbstractConcrete 2003.213Measurements of behaviors and actionsnHard measurements: counts or audits or timed actions;nSoft measurements: trailer calls and relationship surveys;nW

13、hat distinguishes these two is whether need to asking the customers opinion. 2003.214Process for Developing Customer-Defined Standards(1-4)1.Identify existing or desired service encounter sequence2.Translate customer expectations into behavior/actions3.Select behaviors/actions for standards 4.Hard o

14、r soft? SoftHard 4.Set standards 2003.215Process for Developing Customer-Defined Standards(5-9)5.Develop feedback mechanisms 6.Establish measures and target levels 7.Track measures against standards 8.Provide feedback about performance to employees 9.Update target levels and measures By audits orope

15、rating dataBy transaction-Based surveys 2003.2163.Select behaviors/actions for standardsThe standards are based on B/A that are very important to customers.The standards cover performance that need to be improved or maintained.The standards cover B/A employees can improve.The standards are accepted

16、by employees.The standards are predictive rather than reactive.The standards are challenging but realistic. 2003.217Service Performance Indices（指數） 2003.218SummarynThis chapter discussed Provider GAP2,the discrepancy between perceptions of customer expectation and the standards they set to deliver t

17、o these expectations.nCustomer-defined standards are at the heart of delivery of service that customer expect:they are link between customers expectations and company actions to deliver to those expectations.Doing so requires that companies marketing and operations departments work together by using the marketing research as input for operations.nUnless the operations standards are defined by customer priorities, they are not likely to have an impact on cus