服务管理EncounterPPT课件下载推荐.ppt
- 文档编号:15561014
- 上传时间:2022-11-05
- 格式:PPT
- 页数:29
- 大小:2.08MB
服务管理EncounterPPT课件下载推荐.ppt
《服务管理EncounterPPT课件下载推荐.ppt》由会员分享,可在线阅读,更多相关《服务管理EncounterPPT课件下载推荐.ppt(29页珍藏版)》请在冰豆网上搜索。
McGraw-Hill/IrwinCopyright2006byTheMcGraw-HillCompanies,Inc.Allrightsreserved.1TheServiceEncounterTheServiceEncounterCopyright2006byTheMcGraw-HillCompanies,Inc.Allrightsreserved.McGraw-Hill/IrwinChp6ChapteroutlineChapteroutlineTheserviceencountertriadTheserviceorganizationContactpersonnelThecustomerCreatingacustomerserviceorientationServiceprofitchain3SUPPLEMENTARYMATERIALSSUPPLEMENTARYMATERIALSRobertSimons,ControlinanAgeofEmpowerment,HarvardBusinessReview,March-April1995,pp.80-88.Case:
@#@Nordstrom(HBScase9-579-218):
@#@Nordstromisaverysuccessfuldepartmentstorethathasdefinedasuperiorlevelofservicefortheentireindustry.Theemployees,whoarechallengedbyapay-for-performancepolicy,areempoweredtodeliverthehighestlevelofservice,buttheyareunderconsiderablepressuretomeetsalesgoals.4Usetheserviceencountertriadtodescribeaservicefirmsdeliveryprocess.Discusstheroleoforganizationalcontrolsystemsforemployeeempowerment.Prepareabstractquestionsandwritesituationalvignettes.Discusstheroleofcustomerasco-producer.DescribehowelementsoftheserviceprofitchainleadtorevenuegrowthandprofitabilityLearningObjectivesLearningObjectives5KeytermsKeytermsServiceencounter(服务接触)Serviceencountertriad(服务接触三元组合)Culture(文化)Empowerment(授权)Abstractquestioning(抽象提问)Situationalvignette(情景小品)Co-producer(合作生产者)6.TheServiceEncounterTriadTheServiceEncounterTriadServiceencounter(服务接触):
@#@isdefinedastheperiodoftimethatacustomerinteractswithaservice.TheinscapeofserviceencountercustomerContactPersonnelServiceprovidingsystemtangibleevidence7.TheServiceEncounterTriadTheServiceEncounterTriadThekeycharacteristicsofserviceencounterServiceencounterhasaclearpurpose;@#@Theserviceproviderisnotaltruistic;@#@Itisneedntpreacquaintbetweencustomerandserviceprovider;@#@Thescopeoftheserviceencounterislimit;@#@Theinformationexchangingrelatedtotaskshowedobviousdominance;@#@Theroleofcustomerandserviceproviderhasbeendefinedclearly.Thesocialstatusofacustomerorserviceprovidermaybechangedtemporaryinaserviceencounter.8ServiceOrganizationEfficiencyversussatisfactionEfficiencyversusautonomyCustomerContactPersonnelPerceivedcontrol.TheServiceEncounterTriadTheServiceEncounterTriadpServiceencountertriad(服务接触三元):
@#@Atriangledepictingthebalanceofgoalsamongtheserviceorganization,thecontactpersonnel,andthecustomer.Figure6-1:
@#@Theserviceencountertriad9.TheServiceEncounterTriadTheServiceEncounterTriadEncounterdominatedbytheserviceorganizationcontactpersonnel-dominatedencountercustomer-dominatedencounterpAsatisfactoryandeffectiveserviceencountershouldbalancetheneedforcontrolbyallthreeparticipants.10.TTheserviceorganizationheserviceorganizationTheserviceorganizationestablishestheenvironmentfortheserviceencounter.Culture(文化):
@#@thesharedbeliefsandvaluesofanorganizationthatguideemployeedecisionmakingandbehaviorinthefirm.SchwartzandDavis(1981)-Cultureisapatternofbeliefsandexpectationssharedbytheorganizationsmembers.Mintzberg(1989)-Cultureisthetraditionsandbeliefsofanorganizationthatdistinguishitfromothers.HoyandMiskel(1991)-Cultureissharedorientationsthatholdtheunittogetherandgiveadistinctiveidentity.Examples:
@#@ServiceMaster(ServicetotheMaster),Disney(Choiceoflanguage)11Empowerment(授权):
@#@providingcontactpersonnelwiththetrainingandinformationtomakedecisionsforthefirmwithoutclosesupervision.InvestinpeopleUseITtoenablepersonnelRecruitmentandtrainingcriticalPayforperformanceControlsystemBeliefsystemRestrictionsystemJudgmentsystemInteractionsystem.TheServiceOrganizationTheServiceOrganization12Thefeatureofcontactpersonnel:
@#@flexibility,toleranceforambiguity,abilitytomonitorandchangebehavioronthebasisofsituationalcues,empathyforcustomer.Selection1.AbstractQuestioning(抽象提问):
@#@anopen-endedquestionusedtoscreenpotentialemployeesbyrevealingacandidatesabilitytoadaptanduseinterpersonalskills.2.SituationalVignette(情景小品):
@#@aserviceencountersituationthatcantestacandidatesabilityto“thinkonherorhisfeet”andtousegoodjudgment.3.RolePlayingTrainingUnrealisticcustomerexpectationsUnexpectedservicefailure.ContactPersonnelContactPersonnel13UnrealisticcustomerexpectationsUnexpectedservicefailure1.Unreasonabledemands1.Unavailableservice2.Demandsagainstpolicies2.Slowperformance3.Unacceptabletreatmentofemployees3.Unacceptableservice4.Drunkenness5.Breakingofsocietalnorms6.Special-needscustomerUseservicescripts(服务脚本)totrainforproperresponse.ContactPersonnelContactPersonnelTable6-1:
@#@DifficultieswithinteractionsbetweencustomersandcontactAservicescriptisonemethodthatcompaniesmayusetoimprovequality.Suchscriptsprovideaprofessionalandconsistentwayofsolvingcustomerproblems.14ExpectationsandAttitudesEconomizingcustomer(经济型顾客)Ethicalcustomer(道德型顾客)Personalizingcustomer(个性化顾客)Conveniencecustomer(方便型顾客)CustomerasCo-Producer(合作生产者)Viewingthecustomerasaproductiveresourceintheservicedeliverypr
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 服务 管理 Encounter