Ke 4-Mengelola Pertemuan Pelayanan
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Transcript of Ke 4-Mengelola Pertemuan Pelayanan
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7/30/2019 Ke 4-Mengelola Pertemuan Pelayanan
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Sumber : Christopher Lovelock and Jochen Wirtz Services Marketing 5/E, 2004 1
Imanuddin Hasbi, ST., MM
Mengelola Pertemuan Pelayanan & Standar
Pelayanan Menurut Konsumen
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Sumber : Christopher Lovelock and Jochen Wirtz Services Marketing 5/E, 2004 2
Developing a Blueprint Some Basic Advice
Identify key activities in creating anddelivering the service
Distinguish between front stage (whatcustomers experience) and back stage
Chart activities in sequenceShow how interactions between customersand employees are supported by backstageactivities and systems
Establish service standards for each step
Identify potential fail points
Focus initially on big picture (later, can drilldown for more detail in specific areas)
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Sumber : Christopher Lovelock and Jochen Wirtz Services Marketing 5/E, 2004 3
Service Blueprinting: Key Components
1. Define standards for frontstage activities2. Specify physical evidence3. Identify principal customer actions4. ------------ line of interaction (customers and front stage personnel)--------5. Front stage actions by customer-contact personnel6. ------------ line of visibility (between front stage and backstage)--------------7. Backstage actions by customer contact personnel
8. Support processes involving other service personnel9. Support processes involving IT
Where appropriate, show fail points and risk of excessive waits
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Sumber : Christopher Lovelock and Jochen Wirtz Services Marketing 5/E, 2004 4
Simplified Example: Blueprinting a Hotel Visit(extract only)
Physical Evidence
CustomerActions
EmployeeActionsFace-to-face F
r o n
t
S t a g e
Phone Contact
B a c
k s
t a g e
Make reservation
Rep.records,confirms
Arrive, valet park
Check-in at reception
Doormangreets, valettakes car
Enterdata
ValetParks Car
Make upRoom
Registerguest data
Receptionistverifies, giveskey to room
Go toroom
Hotel exterior, lobby,employees, key
Elevator, corridor,room, bellhop
Line of Interaction
Line of Visibility
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Sumber : Christopher Lovelock and Jochen Wirtz Services Marketing 5/E, 2004 5
Improving Reliability of Processesby Failure Proofing
Analysis of reasons for failure often reveals opportunitiesfor failure proofing to reduce/eliminate risk of errors
Errors include:treatment errors human failures during contact with customerstangible errors failures in physical elements of service
Fail-safe procedures include measures to prevent omissionof tasks or performance of tasks
incorrectly
in wrong order too slowlynot needed or specified
Need fail-safe methods for both employees and customers
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Sumber : Christopher Lovelock and Jochen Wirtz Services Marketing 5/E, 2004 6
Process Redesign: Principal Approaches(Table 8-1)
Eliminating non-value-adding steps
Shifting to self-service
Delivering direct service
Bundling services
Redesigning physical aspects of service processes
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Customers as Co-Producers:Levels of Participation in Service Production
Low Employees and systems do all the work
Medium Customer inputs required to assist provider Provide needed information, instructionsMake personal effortMay share physical possessions
High Customer works actively with provider toco-produce the service
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Self Service Technologies (SSTs)
Self-service is ultimate form of customer involvement inservice production
Customers undertake specific activities using facilities or systemsprovided by service supplier
Customers time and effort replace those of employees
Concept is not new self-serve supermarkets date from1930s, ATMs and self-serve gas pumps from 1970s
Today, customers face wide array of SSTs to deliver information-based services, both core and supplementary
Many companies seek to divert customers from employeecontact to Internet-based self-service
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Service Firms as Teachers:Well-trained Customers Perform Better
Firms must teach customers rolesas co-producers of service
Customers need to know how toachieve best results
Education can be provided through:Brochures
AdvertisingPosted instructionsMachine-based instructions
Websites, including FAQsService providersFellow customers
Employees must be well-trained tohelp advise, assist customers
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Managing Customers as Partial Employeesto Increase Productivity and Quality
1. Analyze customers present roles in the business andcompare to managements ideal
2. Determine if customers know how to perform and havenecessary skills
3. Motivate customers by ensuring that will be rewarded for performing well
4. Regularly appraise customers performance; if unsatisfactory, consider changing roles or termination
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The Problem of Customer Misbehavior Identifying and Managing Jaycustomers
What is a jaycustomer? A customer who behaves in a thoughtless or abusive fashion, causing problems for the firm itself, employees,other customers
Why do jaycustomers matter? Can disrupt processes
Affect service qualityMay spoil experience of other customers
What should a firm do about them? Try to avoid attracting potential jaycustomersInstitute preventive measuresControl abusive behavior quicklyTake legal action against abusersBUT firm must act in ways that dont alienate other customers
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Six Types of Jaycustomer
Thief seeks to avoid paying for service
Rule breaker ignores rules of social behavior and/or procedures for safe, efficient use of service
Belligerent angrily abuses service personnel (and sometimes other
customers) physically and/or emotionallyFamily Feuders fight with other customers in their party
Vandal deliberately damages physical facilities, furnishings, andequipment
Deadbeat fails to pay bills on timeCan you think of others?
How should firms deal with each of these problems?