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Chapter 12

This document discusses the important role that customers play in service delivery and value cocreation. It covers how customers can act as productive resources, contributors to quality and satisfaction, and even competitors to the service provider. The document also examines strategies for enhancing customer participation, such as defining customer roles, recruiting and rewarding the right customers, and managing customer compatibility. Self-service technologies are presented as well, representing the ultimate level of customer participation.

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Hưng Lê Quang
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© © All Rights Reserved
Available Formats
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46 views

Chapter 12

This document discusses the important role that customers play in service delivery and value cocreation. It covers how customers can act as productive resources, contributors to quality and satisfaction, and even competitors to the service provider. The document also examines strategies for enhancing customer participation, such as defining customer roles, recruiting and rewarding the right customers, and managing customer compatibility. Self-service technologies are presented as well, representing the ultimate level of customer participation.

Uploaded by

Hưng Lê Quang
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
You are on page 1/ 16

Chapter 12-1

McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved


Chapter
Chapter 12-2

Customers’ Roles in Service 12


Delivery
 The Importance of Customers in Service
Cocreation and Delivery

 Customers’ Roles

 Self-Service Technologies—The Ultimate in


Customer Participation

 Strategies for Enhancing Customer


Participation
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-3

Objectives for Chapter 12:


Customers’ Roles in Service Delivery
 Illustrate the importance of customers in
successful service delivery and cocreation of
service experiences.

 Discuss the variety of roles that service customers


play: productive resources for the organization,
contributors to and cocreators of value, and
competitors.

 Explain strategies for involving service customers


effectively to increase satisfaction, quality, value,
and productivity.
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-4

How Customers Widen the Service


Performance Gap
 Lack of understanding of their roles

 Not being willing or able to perform their


roles

 No rewards for “good performance”

 Interference with or from other customers

 Incompatible market segments


McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-5

Customer Participation across Different


Services (Table 12.1)

McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved


Chapter 12-6

Importance of Fellow Customers


in Service Delivery
 Other customers can detract from
satisfaction:
 Disruptive behaviors
 Overly demanding behaviors
 Excessive crowding
 Incompatible needs
 Other customers can enhance satisfaction:
 Mere presence
 Socialization/friendships
 Roles: assistants, teachers, supporters, mentors
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-7

Customer Roles in Service Delivery

 Productive Resources

 Contributors to Quality, Satisfaction, and


Value

 Competitors

McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved


Chapter 12-8

Customers as Productive Resources

 Customers can be thought of as “partial


employees”
 Contributing effort, time, or other resources to the
production process

 Customer inputs can affect organization’s


productivity

 Key issue:
 Should customers’ roles be expanded? reduced?

McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved


Chapter 12-9

Customers as Contributors to Service


Quality and Satisfaction
 Customers can contribute to:
 Their own satisfaction with the service
 By performing their role effectively
 By working with the service provider

 The quality of the service they receive


 By asking questions
 By taking responsibility for their own satisfaction
 By complaining when there is a service failure

McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved


Chapter 12-10

Customers as Competitors
 Customers may “compete” with the service
provider
 “Internal exchange” vs. “external exchange”
 Internal/external decision often based on:
 Expertise capacity
 Resource capacity
 Time capacity
 Economic rewards
 Psychic rewards
 Trust
 Control

McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved


Chapter 12-11

A Proliferation of Self-Service
Technologies
ATMs Online banking
Pay at the pump Online vehicle
Airline check-in registration
Online auctions
Hotel check-in, out
Home and car buying
Automated car rental online
Blood pressure Package tracking
machines Internet shopping
Tax prep software IVR phone systems
Self-checkout Distance education

McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved


Chapter 12-12

Service Production Continuum


(Figure 12.1)

McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved


Chapter 12-13

Strategies for Enhancing Customer


Participation (Figure 12.2)

McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved


Chapter 12-14

Strategies for Enhancing Customer


Participation
 Define customers’ roles
 Helping oneself
 Helping others
 Promoting the company

 Recruit, educate, and reward customers


 Recruit the right customers
 Educate and train customers to perform effectively
 Reward customers for their contributions
 Avoid negative outcomes of inappropriate customer
participation

 Manage the customer mix


McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-15

Compatibility Management

“a process of first attracting homogeneous


consumers to the service environment, then
actively managing both the physical
environment and customer-to-customer
encounters in such a way as to enhance
satisfying encounters and minimize
dissatisfying encounters” (Martin and Pranter
1989)

McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved


Chapter 12-16

Characteristics of Service that Increase


the Importance of Compatible Segments

McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved

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