Services management

An integrated approach

second edition
Edited by:
Bart Van Looy, Paul Gemmel, Roland Van Dierdonck

Summary
6-sept-2011





































Chapter 1: the nature of services

The growing importance of services
Industries can be divided into three or four broad sectors:
The primary sector farming, forestry and fishing.
The secondary sector the industrial sector.
The tertiary sector a synonym for the service sector.

There is some disagreement over which services are tertiary and which are quaternary. The
quaternary sector consists the more intellectual services, while others say it comprises social
services or non-commercial services. The service sector includes the whole service sector
including the quaternary sector.
There are different kinds of services:
Distributive services include transportation, communication and trade.
Producer services involve services such as investment banking, insurance, engineering,
accounting, bookkeeping and legal services.
Social services include health care, education, non-profit organizations and
government agencies.
Personal services include tourism, dry cleaning, recreational services and domestic
services.

Adam Smith stated that labour was only productive if it increased the value of the item for
which the labour was employed. Socialist countries held similar views on the non-productivity of
trade. That is why little attention was given to services and the service industry. The almost total
lack of producer services has been cited as one of the main causes of economic stagnation in
these countries. With the breakdown of the Communist regimes and the transition towards
market economies well underway, we observe a fast increasing contribution by the service
sector to these economies.

In general, two groups of driving forces behind the growth of services can be determined:
Increasing consumer incomes and sociological changes have led to a greater demand for
services.
Increasing professionalism in companies and technological changes have brought about
the creation of new services, notably of producer services.

Engels Law describes the impact of income changes on buying behaviour. The proportion of
total spending on food diminishes as income increases. Therefore people with higher incomes
tend to spend relatively more on services and less on goods. As a result, the demand for both
social and personal services has increased. Such a development can be explained by referring to
the Maslow pyramid of needs.
Growing disposable incomes, as well as changes in behavior, certainly contribute to the growth
of services.

Services: What makes them special?
Services are activities or processes characterized by two central notions:
Intangibility simply means that the result of a service transaction is not a transfer of
ownership, as in the case of physical goods. A service is a process or an act. Intangibility
implies perishability. Services cannot be kept in stock like goods.
Simultaneity means that the realization of a service implies the presence of provider
as well as customer; both play an active role in the realization of services. Simultaneity
implies heterogeneity. The fact that both provider and customer need to interact at a
certain point within the service delivery process, opens up possibilities for variation.

The intangibility of services could be determined by the by three categories of qualities related
to offerings: search qualities, experience qualities and credence qualities.

In general, there are three possible sources where heterogeneity come from:
The service provider the outcome of the service delivery process ire more susceptible
to variation than in the case of goods.
The customer each customer will experience the service rendered differently.
The surroundings several external factors may influence the customers perception of
the service.
This heterogeneity of services creates one of the major problems in service management. A
company should make sure that it delivers consistently high quality services to its customers.

Services are different from goods: intangibility and simultaneity imply heterogeneity and
perishability.

The role of service classifications
Mills and Margulies developed a classification scheme around three basic types of interaction:
maintenance inter-active, task-interactive and personal-interactive services.
Maintenance-interactive services: the amount of information transmitted between
service employee and customer is often limited. Convenience or comfort is the main
concern in this type of interaction.
Task-interactive services: in task-interactive services there is uncertainty in the
transaction. Customers are generally less precise, not about what they need, but how to
obtain or accomplish it.
Personal-interactive services: in these kind of services there is not only uncertainty, but
also ambiguity. Ambiguity means that one is not only looking for answers but that even
the relevant questions seem unclear.












Chapter 2: Defining the service concept

Why do we need a service concept?
It is important to be more explicit about the nature of the product or what we call the service
concept, because it is impossible to focus on the characteristics and specifications of the service.
With services, such a natural central and focal point does not exist. The service concept is also
important in the management of services because of the extent to which the service delivery
system is in direct contact with the customer. To satisfy customers, service workers may need to
deviate from the defined service concept. This can mean that the service organization begins to
lose its focus. A service company has therefore to be very clear what its service concept is, both
towards its customers, and towards its own employees.

How to define the service concept?
In defining the service concept, we must think in particular about the impact on personnel, both
in terms of skills and personal characteristics.
Skills staff must be adequately qualified to serve specific customer segments.
Personal characteristics the personal characteristics of the employees will determine
whether or not the will be able to function within the organization.

Once the service concept has been defined, it becomes a blueprint that communicates to
employees what service they should give and to customers what service they should expect to
receive.

Implementing the service concept
To implement the service concept successfully, three tasks are particularly crucial: segmenting
the market, targeting the various customer segments and designing the delivery system.
Segmenting markets
It is essential to analyse the market and to define the different segments that exist,
since different customers have different needs and expectations. Segments should be as
internally homogeneous as possible, so that customers belonging to the same segment
are looking for the same benefit.
In segmenting markets, two broad groups of variables are generally used:
o the benefits sought; and
o the customer characteristics.
It is important to be able to set an indicator which allows allocation of individual
customers to specific segments. Marketers therefore try to match the benefit segments
to specific customer characteristics.
Targeting market segments
As each segment has significantly different needs, the service offered should be
customized for each segment.
In evaluating different markets, the firm must look at two factors: the overall
attractiveness of the segment and its compatibility with the organization itself.
Focusing the service delivery system
It should be made clear that focusing does not necessarily mean narrowing the product
range.
The main challenge in focusing the service delivery system in keeping coherence among
the various elements of the service delivery system and the consistency over time.
Important issues include:
o communication to, and selection and training of employees;
o separating front-office and back-office activities.














































Chapter 3: Servitization: or why services management is relevant for manufacturing
enviroments

From goods to services
Manufacturers have come to realize that the offering of a product is enhanced when it is
complemented by services. An examination of the different ways of defining the relationship
between goods and services reveals three different approaches:
considering yourself as a mere goods manufacturer and supplier;
offering additional services; and
embracing the notion of servitization.

Why servitization?
Manufacturing companies are becoming increasingly interested in giving their customers good
service, because most customers just want more service and are no longer satisfied with the
good alone and, secondly, because they will offer a higher level of service than their competitors
do. The companies should meet customers expectations and satisfy their needs.
Customers are also increasingly taking the so-called life cycle into account.
For companies focus has shifted from the core product towards the services because offering a
mixture of goods and service components allows the company to differentiate and hence to
create more satisfies and loyal customers. By using services as a competitive tool, companies
may also succeed in setting up barriers to entry to competitors and in creating switching costs.

Making the transition
Servitization offers companies many opportunities for differentiation.
The organizations front office will have to become larger because the customer is involved with
a larger part of the operating system.
As a result of servitization, more and more workers will have direct customer contact, which will
require changes in employees skills as well as their behaviour. The personnel should have a
service orientation that is, a helpful, thoughtful, considerate, and co-operative attitude.

Boundaries between manufacturing and service companies tend to blur, as manufacturing firms
adopt more and more service components in their offerings a trend which has been labelled
servitization.
Chapter 4: Relationship marketing

Relationship marketing: new words to an old tune?
In relationship marketing, a marketers challenge is to bring service quality, customer service
and marketing into close alignment, leading to long-term and mutually beneficial customer
relationships.
The importance of relationship marketing is expected to grow as resellers have gained increased
power and as communication and information technologies have put individual consumers in
more direct contact with resellers and manufacturers. Technological, social and economic
developments have encouraged marketers to redirect their attention:
Technological developments: changes in information technology have permitted us to
collect, store and manipulate a growing amount of raw data at an ever-increasing
tempo.
Social developments: increased individualization is a widely noted change.
Economic developments: these have changed the level of competition and,
consequently, the marketers view of the marketing process.

Linking customer satisfaction, customer loyalty and profitability
The fundamental importance of relationship marketing in services is directly related to the
principle that customer satisfaction, customer loyalty and profitability are closely intertwined
with each other. The creation of superior value for the customer is the key driver of satisfaction
and loyalty. This is one of the most important elements of the service profit chain model.



Service capability or the quality of the internal service delivery system influences the level of
employee satisfaction, that higher employee satisfaction leads to higher employee retention
and productivity, that high employee retention and productivity have a positive influence on the
value of the external service, that the high value of the external service helps to create customer
satisfaction, that high customer satisfaction leads to customer loyalty, and that high customer
loyalty creates growth, turnover and profits. The better the value of the external service, the
more customers are satisfied and loyal; and the higher the level of growth, turnover and profits,
the better the quality of the internal service and the level of employee satisfaction.

Customer satisfaction is generally defined as: the customers feeling regarding the gap between
his or her expectations towards a company, product or service and the perceived performance
of the company, product or service. If the perceived performance matches or even excites
customers expectations, they are satisfied. If it does not, they are dissatisfied.
Customer loyalty is defined as: customer behaviour characterized by a positive buying pattern
during an extended period and driven by a positive attitude towards the company and its
products or services. Since customer attitude is difficult to measure, customer retention is most
widely used as an indicator of customer loyalty.
Truly loyal customers are willing to seek out a particular service, location or brand.
Spuriously loyal customers tend to be more motivated by impulse, convenience and
habit.
Latent loyalty applies to customers who are loyal simply because they have no other
choice.
No loyalty.

The different loyalty types can be matched with different forms of relationships: interaction
frequency (long-term relationships) and interaction profundity (close relationships). While
interaction frequency solely focuses upon the buying pattern of a customer, interaction
profundity is strongly related to the attitudinal component of customer loyalty. Customer
loyalaty can be measured by calculating the lifetime value of customers

The weaknesses in the measurement of customer satisfaction often lead to the suggestion that
customer retention should be measured instead of customer satisfaction.
A close relationship exist between customer loyalty and customer satisfaction. This implies that
companies should not only meet their customers expectations, but should try to excite their
customers in one way or another. Besides, for companies it is more and more important to pay
attention to complaints and develop a system to handle and manage complaints.

Lifetime value: the link with profitability
Higher customer retention, given the same number of new customers, leads to a volume effect.
Customers become more profitable over time: in addition to reliable base profit, your turnover
per customer will increase and your operational costs will go down thanks to productivity and
cost advantages; a more positive word of mouth will be generated and price sensitivity will
drop.

Reichheld stresses the importance of seeking the right customers in the first place. Customers
differ inherently with respect to loyalty, profitability and fit with your organization. The secret of
profitable customer acquisition is not to find new bargain-sensitive customers, but to seek and
reward loyal ones.

How to increase customer satisfaction and customer loyalty
In a customers relationship with a particular company, he or she can progress from being a
prospect to being an advocate. The real value of your customers will only manifest itself when
they can be nurtured further up the loyalty ladder. The
aim of any company should be to encourage its
customers as far up the ladder of customer loyalty as
possible.
Level one relationship marketing implies providing
customers with rewards that rely primarily on pricing
incentives and money savings to secure their loyalty.
Reward systems can and do affect customer behaviour
(retention), but they cannot change attitudes (loyalty).
Real loyalty comes from real differentiation. The danger
exists that consumers are enticed by the promotions,
rather than being attracted to the products or the
service.

A second level of relationship marketing focuses at the
social aspects of a relationship exemplified by regularly
communicating with consumers. In general, it is
recognized that buyer-seller communication enhances the prediction of behaviour of the other
party and clarifies each others roles and by doing so increases the probability of beneficial
behaviours. In addition, communication leads to discovery of similarities and encourages
feelings of trust, special status and closeness. Moreover, especially differentiated
communication is assumed to positively influence relationship strength.

Setting objectives in service marketing
Value-spectrum modeling is based on two fundamental dynamics: loyalty and value. The basic
principle is that high-value loyal customers should be retained, low-value loyal customers should
be upgraded, high-value disloyal customers should be converted and low-value disloyal
customers should be rejected.





Chapter 5: Promoting services

What is so different about promoting services?
Customers tend to observe the tangibles associated with a service in a search for clues about
the services quality. For this reason, service communication has to strive to give concrete visual
clues that reflect the needs and concerns of the targeted customer segment. Another way in
which customers acquire information is by looking at the experiences of other customers.

Within services environments the importance of alignment between internal and external
communication needs to be stressed. A service is a performance that involves the co-operation
and co-ordination of several parties. The quality of the service rendered is inseparable from the
quality of the service provider.
Promising only what is possible is a good general principle of communication.

The basic building blocks of promotion
Communication requires a sender and a receiver. The sender is the marketer who wants to
convey a message to a receiver that is, the target group(s). The first stage in the
communication process is the encoding of communication ideas into communication symbols
such as words, sounds or illustrations. The encoded symbols become the message, which is sent
through a number of media. Decoding means that reference groups and/or the receiver try to
give a meaning to the symbols received.
The whole process is potentially biased by noise that is, all those elements that can cause
disturbances between the sender and the receiver.

The aim of communication is always to provoke an effect of some kind.
Most models relating to the effects of communication assume three
categories of effects:
Cognitive effects consumers become aware of a product and get
to know it.
Affective effects the consumer develops a positive attitude
towards the product and perhaps a preference for it.
Behavioural effects the consumer tries the product and adopts
it.

Marketers can influence consumer decisions by guiding the consumer
through stages using the appropriate messages. The most frequently
model is the Lavidge and Steiner model, which describes the adoption
process of the consumer.

When deciding on the content of promotional materials, it is important to consider what
motivates a consumer to buy a service. One of the basic distinctions that can be made is the one
between negatively and positively oriented motivations. Informational motives are negatively
oriented while transformational motivations are positively oriented.
Fennell distinguishes between five basic motives: problem solving, problem prevention or
avoidance, normal depletion, interest opportunity and, finally, sensory pleasure opportunity.
The first two are clearly negatively oriented buying motives. Normal depletion is situated
somewhere inbetween. Interest and sensory pleasure opportunity are positively oriented buying
motives.
What drives the consumption of a particular service will depend on the complex interaction
between the consumer as a person, his or her specific context, and the market dynamics.

Designing a marketing communications strategy for services
The service consumption process can be depicted as consisting of several phases or stages: the
orientation stage, the alignment and specification stage, the operation stage, and the closing
and evaluation stage. Different promotional media may be used, depending upon the stage in
the service consumption process:
One-way media communication this includes the traditional marketing communication
elements. They are one-way because the customer cannot interact with the service
provider.
Interactive media new technologies are systems that allow customers to have direct
contact with the service organization without human interference (two-way media
communication).
PR and sponsoring communication initiatives aimed at creating a desired image with
the large public.
Personal communication this involves the interaction between front-office personnel
and the customer.
Internal communication this includes all communications between personnel.
Surrounding communication this deals with all kinds of communication related to the
physical environment in which services are consumed.
Feedback communication after service consumption, the customer compares
experiences with expectations, and may express incomplete satisfaction.
Word-of-mouth communication customers will talk about experiences and will actively
solicit opinions of people who went through the service experience.

Advertising for services puts more emphasis on the company image. A strong corporate image
augments the tangibility and clarity of services and diminishes the perceived risk.

Palmer defines public relations as the deliberate, planned and sustained effort to establish and
maintain mutual understanding. PR is important for services for two reasons:
1. It has to communicate and guard a good corporate image.
2. Services are evaluated in a subjective way (personal experiences) and this evaluation is
rapidly diffused through word-of-mouth information exchange processes. PR makes
sure that the service organization is playing an active role in this process and can
prevent negative rumours circulating about the company or its products/services.

Publicity is defined by Kotler and Armstrong as securing editorial space in all media read,
viewed or heard by a companys customers or prospects, for the specific purpose of assisting in
the meeting of the goals.

The different communication instruments described in the last section are called the
communications mix. The service marketer must strive for an optimal integration of all these
tools in order to fulfill the marketing communications goals.


Chapter 6: Pricing services

Developing a framework for pricing decisions
Pricing behaviour affects customer satisfaction and customer loyalty, thus impacting on the
long-term profit potential.
A pricing strategy provides general guidelines that relate to all the pricing decisions about a
single product line or company. There are three main determinants on which the pricing
strategy can be based referred to as the three Cs cost, customer and competitor.
The price level is the actual price that is asked for a service. Price tactics refer to periodic price
promotions or other short-term actions.

Pricing objectives
Pricing objectives can be divided into two categories: short-term tactical moves and long-term
strategic moves. The choice of a pricing objective is usually influences by the dominant form of
regulation within the market. A service company can be:
1. Subject to government regulation.
2. Subject to a certain amount of self-regulation.
3. Services where the market mechanism decides.

Pricing strategies
A pricing strategy establishes a general framework for pricing decisions and determines the way
in which the price will be set. Marketers most often set their prices in accordance with the cost
of the product or service.
Mark-up pricing and target return pricing are the most common cost-based pricing strategies.
Mark-up pricing is probably the easiest way to set a price based on costs. A fixed margin is
added to the services cost to determine the price. The price is then calculated as follows:






Target return pricing is based on the desired return on investment (ROI):






The price cross-elasticity of demand is the relative change in demand of one service caused by
the change in price of another service.

Customer-based pricing focuses entirely on the market. The basic concept is that the price
should be commensurate with the value the service really delivers to the customer. Some
service marketers measure the value construct as an equation incorporating the features and
benefits of the service, with each additional benefit involving a price increment. However, this
does not always correspond with the value as it is perceived by the customer. Perceived value is
the consumers overall assessment of the utility of a service, based on perceptions of what is
received and what is given.

The key is to determine the perceived value of the service to the customer, and set the price
according to this value. This concept of perceived value has been explored by Zeithaml.
1. Intrinsic and extrinsic attributes the specific features of the service will influence the
perceived value. Intrinsic attributes cannot be changed without altering the nature of
the service itself. Extrinsic attributes are not really part of the customer consumes.
2. Objective and perceived prices the objective price of a service is the actual price
asked. This objective price often differs from the perceived monetary price because
customers forget or misunderstand prices, or simply do not pay attention to them.
Service buyers also pay a non-monetary price, in addition to the monetary price. These
non-monetary customer costs result primarily from the fact that consumption and
production of services coincide, and thus that customer participation is required.
3. Perceived sacrifice and quality of service the perceived monetary and non-monetary
price combine to form the perceived sacrifice. This includes everything the customer has
to lose in order to obtain the service. This sacrifice is compared with the perceived
quality of the service, which is determined by the intrinsic attributes, the brand name
and the perceived monetary price.
4. High-level abstractions these abstractions also influence the perceived value. These
are abstractions of the features and benefits of the service and correspond to universal
values.

Value-based pricing is based on the fact that the perceived value is a fundamental
consideration in setting a price, and this price as such already communicates a certain value to
the customer. Berry and Yadav identify three different strategies that aim at capturing and
communicating the value of a service, according to what value means to the buyer:
Satisfaction-based pricing:
o Benefit-driven pricing service companies can explicitly price the aspect of the
service that directly benefits customers. The underlying principle is that customers
feel less uncertain and more satisfied if the unit in which the price is measured
seems logical to them and the price is related to the benefits the service provider
delivers.
o Flat-rate pricing flat-rate pricing only makes sense if the flat-rate price is attractive
to the customer, compared to what he or she would expect to pay normally, and the
company has to dispose of a cushion for unanticipated costs, through a highly
efficient and streamlined cost structure.
o Service guarantees they are certainly the most extreme form of value-based
pricing.
Relationship pricing:
Relationship pricing encourages long-term relationships with the company tat the
customer views as beneficial. Flat-rate pricing concerns the price of one project, while
relationship pricing should encourage the customer to expand his or her purchase, both
in time and in volume. The two most important pricing issues in relationship marketing
are long-term contracts and price bundling:
o Long-term contacts which offer customers price and non-price incentives to enter
into relationships lasting several years, can change the buyer-seller relationship into
a partner alliance based on mutual trust and collaboration.
o Price bundling aims at an extension of the relationship in terms of volume instead
of time, by selling two or more products/service together.
Efficiency pricing:
Efficiency pricing is based on understanding and managing costs, in order to accomplish
cost reductions which are then passed on to the customer.
The prime motivation for competition-based strategy is to reach a desired position within the
competitive field. This can be reached through the following pricing strategies:
Experience-curve pricing that is, pricing aggressively at or even below current costs
can be used when: experience effects are strong, the firm has more experience that its
competitors, and customers are price-sensitive.
Going-rate pricing this involves charging the most prevalent price in the market.
Within going-rate pricing, a distinction can be made between naive and sophisticated
going-rate pricing.
In naive going-rate pricing, a firm automatically sets it prices at the same level as the
competitors, without analysing demand or costs.
In sophisticated going-rate pricing, a follower follows the pricing decisions of the
leader.
The use of going-rate pricing has two main advantages for service businesses: simplicity
and price peace.
Price signaling asking high prices for relatively low quality service. For such companies
there is no need for loyalty or positive word of mouth.
Price leadership a price leader exerts a dominant influence on market prices for a
service delivery, giving direction tot market price levels and patterns by initiating price
increases or decreases.

In waging a price war, two key issues must be watched closely: security and flexibility.

Price discrimination can be defined as the charging of different prices to different market
segments. Price discrimination should not be confused with price differentiation, which involves
the service provider charging lower prices due to economic factors, such as extra-large orders.

Price bundling is the practice of marketing two or more products and/or services in a single
package for a special price.
In pure price bundling, the services and/or products are available only in bundled form, and
cannot be purchased separately.
In mixed price bundling, the customer is offered the opportunity to either buy the bundle or to
buy its different component separately.

A successful price bundling effort can enhance profits and support the competitive position of a
firm in several ways: it may enable the firm to gain a cost advantage, price bundling can be used
as a discrimination device, and price bundling may enable the firm to offer a differentiated
product or service.

Price levels refer to the actual price that is charged for a service, including any specific
promotions being offered. Price tactics involves short-term promotional price initiatives:
Quantity discounts the service provider offers a discount to customers dealing in
greater volume.
Temporary discounts prices are lower at certain times or on certain days.
Promotional discounts the service can be set at a lower price for a limited period of
time to attract new customers.


Chapter 7: Customer satisfaction and complaint management

Service quality and customer satisfaction
Service quality is a form of attitude representing a long-run, overall evaluation, whereas
satisfaction represents a more short-term, transaction-specific judgement.
Customer satisfaction is a subjective concept, not only because of the perception filter but also
because expectations will vary from customer to customer.

A service satisfaction framework
A customer will be satisfied if the outcome of the service meets his or her expectations.
Complaints should be considered gems for the company, as they provide information helpful for
continuous improvement, as well as opportunities to recover customers. Customer retention
through effective complaint management creates more value than attracting new customers.
Customer satisfaction management, and therefore measurement, and complaint management
are important ingredients of any strategy to increase customer loyalty and thus increase profits.

Measuring customer satisfaction
In customer satisfaction measurement, the most common benchmarks are:
Development over time;
The different organizational units;
Competition.
Measuring customer satisfaction across different service units is necessary to create peer
pressure and internal competition, in order to create a willingness in all units to improve
customer satisfaction.

In customer satisfaction surveys the focus should be on the percentage of dissatisfied and
delighted customer, rather than on average satisfaction scores.

In deciding which organizational units customer satisfaction will be measured, three elements
should be taken into consideration: the unit as seen by the customer, the managerial unit, and
costs.

Transaction satisfaction refers to satisfaction with respect to usually the most recent interaction
with sharp focus on the core part of the service. Relationship satisfaction refers to a more
general feeling of satisfaction with the organization as a whole.

If customers buy the same service from different suppliers, loyalty can be defined either
according to the customers intent or behavior:
Intent customers are loyal to a supplier if they consider this supplier to be their
preferred supplier.
Behavior the customers actual buying behavior.

In deciding on what aspects of the service to measure, the most common approach is to follow
the customer through the service process. Another way to list and then to measure specific
service aspects is to break the service down into its quality dimensions.

The five dimensions or service quality:
1. Tangibles the appearance of physical facilities, the personnel, the tools or equipment
used to provide the service and communication material
2. Reliability consistency of performance and dependability
3. Responsiveness the willingness to help the customer and to provide prompt service
4. Assurance knowledge and courtesy of employees and their ability to inspire trust and
confidence
5. Empathy caring, individualized attention to customers.

Using other sources of customer feedback can be very revealing. For example the complaints
and congratulations a company receives, the invoked guarantees, user groups and qualitative
market research and the front-line staff.

Complaint management
Since complaints are the expression of dissatisfaction, the way the organization deals with
complaints will determine whether it will retain or lose the complaining customer. Moreover,
since negative word of mouth is very likely to result from customer dissatisfaction, the business
at risk can be more than those from the complaining customer alone.
Complaints provide valuable information on what is important for customers and on the
frequency with which specific service failures occur.
Developing complaint handling skills through training cannot be limited to a central customer
service department, since up to 90 per cent of all customers complain directly to the contact
personnel serving them.

The first step in complaint handling is to encourage dissatisfied customers to complain. If they
do not complain, the service provider may not be aware of the existing dissatisfaction and
consequently will have no opportunity for service recovery.
By improving the expected redress and lowering the threshold, service business should
encourage the silent majority of dissatisfied customers to identify themselves. The most
common ways to lower the threshold are:
Communicating explicitly how the organization can be contacted;
Proactively inviting customers to complain if they have any problems.

The frustration effect is expressing feelings increases satisfaction if the outcome is positive, but
casus even more dissatisfaction if the outcome is negative. Focusing on negative issues can
encourage a negative perception of the organization.
The key driver of satisfaction or dissatisfaction with complaint handling is the response time.
Satisfaction with complaint handling can therefore only be achieved through a quick response:
Anticipating complaints by tracking the nature and frequency of all complaints,
organizations can assess which problems merit a standardized approach.
Empowering front-line staff providing service employees with enough autonomy to
allow them to handle unforeseen problem situations such as complaints.
Acknowledging the receipt of a complaint finding a solution and deciding on the
proper compensation may take a great deal of time. In those circumstances, it is vital to
inform the customer that his complaint has been received and is being dealt with.
Routing and prioritizing complaints complaints regarding services can be addressed to
anyone at any level within the organization, as a result of the simultaneity of production
and consumption. In assessing whether a complaint should receive priority or not, the
criterion should be the business at risk. This depends on the following factors:
o Problem characteristics the more serious the problem is, the bigger the
chances are that the customer will defect.
o Customer characteristics complaints from important customers deserve
preferential treatment.
o Expected action by the complainer.

Customers judge the redress by three criteria:
The compensation the customer expects to be compensated for the problem he or she
has experienced
The sincerity the customer wants to be taken seriously
The follow-up customer satisfaction with complaint handling can be increased by
encouraging feedback from the customer afterwards
Organizations will grant compensation to retain the customer and to avoid negative word of
mouth. Compensation can be higher for key accounts than for smaller customers. Customers
may find a financial compensation the fairest solution.
In judging the fairness of the compensation, it is also important to think of the inconvenience
that the customer has suffered.

A central point of entry might be helpful in lowering the complaint threshold. In addition, a
central point of entry satisfies the desire of most customers to complain to a higher authority.

Many service organizations handle complaints on an ad hoc basis. Whenever they receive a
complaint, they find out more about the incident and handle the complaint, without following
any explicit procedures. This approach has two main disadvantages:
Similar complaints may not receive similar treatment, which may lead to a perception of
the organization as inconsistent or disorganized.
No learning takes place in terms of timeliness, efficiency and effectiveness of the
complaint handling process.
The final objective of any complaint management system is to build a customer-oriented
organization.
Chapter 8: Service guarantees and service-level agreements

Service guarantees
In pursuing customer satisfaction, every organization tries to balance its customers
expectations with the delivered service. A service guarantee promises the customer a certain
service quality and backs up this promise with a payout. A service-level agreement is an
agreement between the service provider and its customers quantifying the minimum acceptable
service to the customer. The presence of service guarantee or service-level agreement can
support the perception of service reliability, which is one of the most critical determinants of
customer satisfaction.
A service guarantee makes the customer a meaningful promise and specifies a payout and an
invocation procedure in case the promise is not kept.
The promise by introducing a service guarantee, an organization is making a
meaningful but credible promise to its customers. A good promise goes beyond what is
normally expected by the customer. A distinction can be mode between total
satisfaction and specific promises. The risk of abuse and/or the unreliability of the
delivered service quality sometimes discourages organizations from offering total
customer satisfaction guarantees.
o Explicit service guarantees are communicated clearly to customers.
o Implicit service guarantees are not explicitly communicated to the customers.
The payout when the promise is not kept, the customer will receive a payout. This
payout will encourage the customer to communicate all service failures, which has a
double effect: service recovery and service quality improvement.
The invocation procedure how can customers notify the organization that it has not
kept its promise, and what do they have to do to collect the payout?

By guaranteeing a specific outcome, the organization hopes to increase its business and to
acquire new customers. It conveys the image of a reliable supplier.
Service guarantees seem to be more effective than complaint procedures. The guarantee is a
very effective way for management to communicate to its staff that customer satisfaction truly
is a number one priority. Service guarantees which are not clearly linked to the organizations
service concept, or that put emphasis on aspects which are of secondary importance to the
customer, may send the wrong signal to the staff. By advertising the guarantee, the employees
perceive their organization as delivering a high quality and very reliable service.

In summary, the following factors affect influence of a service guarantee:
A guarantee must be stated in a simple and straightforward way;
It should be easy and worthwhile for the customer to invoke the guarantee;
The guarantee should include service aspects that are important to the customer and
are normally within the providers control.
Service guarantees make the service promise more tangible, but it is important to remember
that breaking the service promise is the single most important way in which service companies
fail their customers. In order to minimize the risk and to maximize the chance of success, we
recommend the following approach:
Step 1: Assessing the impact of the guarantee before committing major resources to
conceiving and implementing a guarantee, senior management should consider to what
degree it will improve the organizations competitive position. Three major factors
should be taken into account: the industry in which the organization is operating, the
actual level of risk intensity, the organizations performance, and performance relative
to competition. Service industries are risk intensive because offerings are to a certain
extent intangible, making it difficult for customers to judge the quality of the service
prior to purchase. Several studies have recognized the need for a company to raise its
service level before implementing a guarantee to avoid excessive payout, negative
publicity and ultimately loss of customer goodwill. Service guarantees will only allow an
organization to differentiate itself from competition if it is outperforming them.
Step 2: External analysis and conception of the guarantee a first draft of the guarantee
should be developed by balancing customers needs with the offer and service level of
all competitors.
Step 3: Internal analysis and feasibility study the first step typically consists of
calculating the additional out-of-pocket expenses of launching a service guarantee. The
potential benefits are much more difficult to assess. The guarantee may attract new
customers through the lower perceived risk. Moreover, each payout may prevent a
current customer from defecting. The guarantee should also result in fewer service
failures, and therefore in higher customer loyalty as well as a lower than expected
payout. Finally, employee satisfaction may increase.
Step 4: Pilot stage and launching the guarantee implicitly to minimize the risks
involved, organizations often launch a guarantee implicitly and/or on a limited scale.
The assessment of the costs and benefits during the internal analysis stage can be made
in a real-life situation.
Step 5: Full implementation full implementation is started once the pilot stage delivers
acceptable results.

Service-level agreements
A service-level agreement is an agreement between the service provider and its customers
quantifying the minimum acceptable service to the customer. A service-level agreement should
prevent unnecessary and expensive over-provision of quality. It is a basis for future co-
operation.

Internal service guarantees and service-level agreements
The first step in launching internal service guarantees and service-level agreements is explaining
the need to reveal and communicate errors. It should also be made clear how they can help in
achieving better service quality.
Although the components of the internal service guarantees are similar to those of the external
guarantees, the actual agreements are very different:
With internal guarantees, the risk of abuse is close to zero.
Internal service providers are more likely to promise unconditional total customer
satisfaction, particularly during the trial stage and for in-process handoffs.
The invocation procedure typically requires the use of a standard form.
The payout in the case of an in-process handoff has to be symbolic.
The payout in case of off-stream services can be, but is not necessarily, more punishing.
Chapter 14: Service process design and management

Process choice
Many service companies are becoming aware that process management is the weak point in
achieving service (or business) excellence. Process management has always been the basic
concern of continuous quality improvement. In service environment, one must be sure that
customer needs and preferences are designed into the processes. Continuous monitoring and
evaluating the process must lead to process improvement.

As with manufacturing firms, the main determinant of the type of process is the transaction
volume. The higher the volume, the more a line process will be appropriate; the lower the
volume, the more a job shop process will be used.
By integrating the following variables, the result is a construct which, combined with volumes,
make three types of service processes: professional services, service shops and mass services.
Equipment-focused services are those where the provision of certain equipment is the
core element in the service delivery. People-focused services are those where the
provision of contact staff is the core element in service delivery.
Customer contact is the time per transaction; this can be either high or low.
A high degree of customization is where the service process can be adapted to suit the
needs of individual customers. A low degree of customization is where there is a non-
varying standardized process.
A high degree of discretion is where front-office personnel can exercise judgement in
altering the service package or process without referring to superiors. A low degree of
discretion is where changes to service provisions can be made only with authorization
from superiors.
A back-office oriented service is where the proportion of front-office (customer contact)
staff to total staff is low. A front-office oriented service is where the proportion of front-
office staff to total staff is high.
A product-oriented service is where the emphasis is on what the customer buys. A
process-oriented service is where the emphasis is on how the service is delivered to the
customer.
In professional services, the service specifications are developed together with the customer
during the service delivery. While the challenge of the mass service provider is to identify
customer needs and to build them into the service process, the challenge of the professional
service provider is to be able to adapt to the changing customers needs during the service
process.
Different styles of HRM fit the different service offers best where the styles can be
differentiated by the amount of employee involvement and participation in shaping the service
encounter.
In mass services, service guarantees are considered a competitive advantage driving internal
improvement and customer orientation.

Process design
A process must deliver the expected outcomes in a reliable way and at a satisfactory level of
quality. In manufacturing, systematic analytical methodologies are used to design processes that
are reliable and satisfactory. In services it is much less common to design processes in a
systematic way.
In the service business, the interaction with the customer is an extremely important aspect
influencing both productivity and quality. The customer is an important source of heterogeneity
in the service delivery process and if the process is not adequately planned problems can occur.
Quality function deployment (QFD) translates customer needs and preferences into operational
goals for the firm. This is an approach to designing customer needs into the service process.

Process monitoring
The interaction of customer and service provider, and the impact of the servicescape means that
no two customers are served in the same way.
Preventing a process from getting out of control assumes the implementation of a quality
assurance system such as ISO 9000. An ISO 9000 quality management system requires that
customer expectations be documented as specifications, methods of measurement be defined,
and the service process be monitored to ensure that the services conform to these
specifications.
One method of detecting whether or not a process is out of control is Statistical Process Control
(SPC). The goal of SPC is to check whether process parameters are within the natural control
limits and thus only vary due to common causes of variation.

Process evaluation
The customers perception or interpretation cannot be neglected in identifying a fail point, If
customers themselves report that something unexpected has happened, the fail point is called
a critical incident. Service Transaction Analysis (STA) is a technique where mystery shoppers,
independent advisers or consultant-customers walk through the actual process to assess how
real customers might assess each transaction.
When a mistake or failure affecting the customers perception is detected in the process, actions
should be taken to recover the damage. Service recovery is defined as a process that identifies
service failures, effectively resolves customer problems, classifies their root cause(s), and yields
data that can be integrated with other measures of performance to asses and improve the
service system.
The management should recover any negative feeling of the employee, since it will reduce their
job satisfaction. This is called internal service recovery.

Process re-engineering
Process re-engineering is the fundamental rethinking and radical redesign of business processes
to bring about dramatic improvements in performance. A company that wants to re-engineer
process has to walk through the 6 Rs:
Realization a company must become aware that continuous and radical improvement
of processes is a condition for survival in a competitive environment.
Requirements it is important to clearly define the organizations mission, vision, values
and the most important requirements in order to meet (or exceed) customer
expectations.
Rethink the current and existing working conditions of the organization are studied.
Current processes are evaluated and compared with the objectives and expectations.
The causes of the operational weaknesses in the organization and variability are looked
for.
Redesign
Retool radical change is not possible without having the right tools.
Re-evaluate the complete process is re-evaluated in order to find out whether or nt
this has led to better performance.
Chapter 9: The role of human resource practices in service organizations

The nature of services
There is both psychological and physical closeness between service providers and consumers.
What employees experience in their work is communicated to consumers; it has an impact on
the quality of the service delivered. Therefore satisfied people deliver good-quality service.
Moreover, employee loyalty is crucial; employees who stay on the job long enough not only
develop their skills to a high level, but also start to know customers and their specific interests
and needs. This will allow them to provide an even better, personalized and customized service.
Achieving high levels of service quality and customer satisfaction implies that consideration is
being given to employee satisfaction.

Service capability influences employee satisfaction. Employee satisfaction in turn will lead to
employee loyalty and will affect service employees efforts to achieve productivity and quality
requirements. This in turn will affect the value created for and perceived by the customer. Value
creation will lead to satisfied customers and eventually loyal customers, and this loyalty will in
turn contribute to profitability. By cutting the wages of the employees, the effect can be the
opposite.
Too many companies still fail to compute or are unable to compute the impact of employee
turnover on customer retention, or how customer acquisition costs relate to customer retention
costs. The costs of wages and training, on the other hand, can be calculated exactly.
The short-term savings become clear from a look at the accounts. Long-term trends occur more
slowly and less dramatically and hence are usually at the bottom of managers lists of priorities.

Human resource management for services
Committed personnel were shown to make substantial difference in an era of increasingly stiff
global competition. Different models can be found within the domain of HRM:
The Michigan model stresses the idea of strategic matching and the basic building
blocks of HRM. This way of thinking stresses the importance of developing strategic
contingencies, whereby human resource practices are designed according to the type of
strategy being adopted. People in organizations are resources and should be managed
in a way that is consistent with organizational requirements. The quality of service
delivery will depend on the commitment of the service employees to the defined service
concept.
The Harvard model directs our attention towards the diversity of stakeholders
involved and introduces the four Cs of HRM. HRM is defined here as all management
decisions and actions that affect the nature of the relationship between the
organization and the employee. Beer and his colleagues define four HRM policy areas:
o Human resources flows are comprised of activities related to managing the
flow of people in, through and out of the organization.
o Reward systems imply everything that is related to attracting and retaining
employees.
o Employee influence refers to the levels of (employee) authority and power and
the way in which they are designed within the organization.
o Work system refers to the way that work is designed and the arrangements of
tasks and technology which achieve optimum results.
The Harvard model recognizes different stakeholders, each with their own interests:
shareholders, management, employees and unions, government and the community.
Outcomes that need to be achieved within these different policy domains and among
the different stakeholders involved are called the four Cs:
o Commitment of employees to their work and organization.
o Congruence between the objectives of the different stakeholders.
o Competence now and in the future.
o Cost effectiveness
The work done at Warwick (UK) results in a view of HRM in which process takes its
proper place. It includes the context in which HRM and the organization as a whole are
situated. Strategy should not really be seen as a ready-formed output to which HRM can
be easily moulded.

Three tendencies are especially important for all service organizations: paying attention to
competencies and their continuous development, establishing collaborative relationships, and
empowering service employees.
Chapter 10: Competencies and service organizations

Designing competency-based HR practices
HR practices balance between and connect employees and the organization. Core
competencies have to be defined as specific combinations of internal resources that can
constitute a competitive advantage for the organization. Individual competencies are defined as
human characteristics related to effective performance.
The organizational mission and vision, and their translation into the firms structure brings us
eventually to different roles and jobs. Roles are situated more directly in concrete activities,
whereas jobs are (often) a combination of roles. The notion of roles integrates both elements:
areas of performance and competencies necessary to achieve results.

To make competencies as a notion workable within HR practices one needs a vocabulary,
defining competencies and their gradations as well as adequate techniques for collecting
relevant information on the presence of the competencies. Competencies can be seen as human
characteristics related to effective performance.
Context-specific competency descriptions are much more useful when the organization wants to
implement a competency-based HRM to improve the effectiveness and efficiency of the core
activities that employees have to perform.

In an assessment centre, simulations are set up that correspond to the actual role to be
performed. Interviewing is another way to assess competencies or capabilities. Beside
assessment centres and behaviourally oriented interviews, many organizations use surveys to
measure the competency level of their employees.

Competencies for service organizations
Three types of competencies can be distinguished:
Behavioural routines competencies situated more on the surface, including traits
such as politeness and friendliness.
Technical competencies refer to the sometimes broad range of knowledge and skills
required to perform a certain task or job.
Personal characteristics a mixture of motivations, traits and a persons self-concept.
Motivations are forces that move people to act in certain ways. Traits refer to more ore
less consistent responses to situations or information. The notion self-concept refers to
a persons values and self-image.

The service classification framework developed by Mills and Margulies can be useful in
understanding the relative importance of the different competencies in relation to the nature of
services.
Maintenance-interactive services imply rather short interactions and the complexity of
the task is rather limited. Behavioural repertoire plays a dominant role.
Task-interactive services centre around the technicality of the task where the customer
has a definite question but does not have the knowledge or skills necessary to provide
the answers.
In personal-interactive services the provider engages in a much deeper process with
customers to clarify, circumscribe and fulfill the needs at hand, which are often situated
at a more personal level.
Chapter 12: The role of empowerment in service organizations

The relevance of empowerment for service environments
Autonomy is the degree to which people can and do make decisions on their own within their
working context. An increase in autonomy and taking initiative is labeled as empowerment.
Empowerment can be approached on two levels:
The level of the relationship between the individual employee and supervisor.
The level of the broader system, the organization.

Bowen and Lawler developed a contingency model of empowerment within services:
The production-line approach is characterized by simplification of tasks, clear division of
labour, substitution of equipment and systems for employees, and little decision-making
discretion afforded to employees.
With the empowered approach, less emphasis is put on the systems surrounding the
service employees, who are given more discretion and autonomy.
Empowerment requires greater investment in selection and training, resulting in higher labour
costs.

Empowerment: the employee and the supervisor
Empowerment can be read as energizing people and increasing their motivation. Five more
elements seem to be crucial when talking about individual work motivation:
Meaning this can be seen as the value of a work goal.
Competence the belief of the ability to perform the required activities adequately.
Self-determination the extent to which an individual can influence the way his or her
activities are performed.
Strategic autonomy the individuals freedom to influence the content of the job.
Impact the degree to which an employee can influence outcomes at work.

Empowerment has been shown to have a significant impact on employee morale and behavior.

Leadership can be categorized on a continuum ranging from entirely autocratic to purely
democratic. Autocratic leadership is displayed by leaders who look for sole possession of power
and control; democratic leadership is characterized by sharing authority and power between
superiors and employees. A passive or laissez-faire leader is usually not involved in the daily
activities of his or her employees. An active leader is highly involved in employees activities,
which leads to high visibility of the leader for the employees. Some leadership styles do not
seem compatible with the notion of empowerment:
Overpowering leadership the combination of active and autocratic behavior.
Powerless leadership the combination of passive and autocratic behavior.
Power-building leadership encouragement in terms of skill development and co-
operative networks.
Empowering leadership a democratic approach with a more passive way of acting.

Empowerment: the organization
People cannot become empowered when they are not supported by an environment that
stimulates actions; what is needed is an empowered organization.

Empowerment cannot work without people being informed. To be able to take the right
decisions and initiatives, employees need to be informed. Information on a range of subjects is
required:
The service concept employees need to have a clear view of the service concept they
want to achieve that is the companys objectives and values.
The service delivery process as a whole employees should have some insight into the
total service delivery process and their own role within it.
Past and current performance as well as future targets employees are also entitled to
be openly informed of the performance of the organization as a whole.
The setting of goals empowerment means giving people all relevant information as
well as clear objectives so that they can achieve success.

With the traditional approach, goals define what an individual is allowed to do. The non-
traditional approach simpy defines what needs to be done.
Chapter 20: Managing services across national boundaries

Why internationalize?
There are a number of reasons why a company might want to go international:
Growth
Leveraging a competitive asset
Add value to the product
Access cheaper or more valuable local resources

Drivers towards internationalization
Socio-economical changes
The homogenization of customer needs
Global customers
Global channels
Favourable logistics
Information technology
Global segmentation
Changing government policies and regulations
Outsourcing it is to private companies what privatization is to government.

Culture and cultural differences
Margaret Mead defined culture as a shared pattern of behaviour, and later refined this to a
system of shared meaning or understanding that drives behaviour. Culture is visible and
observable via peoples artefacts and behaviours. Artefacts are based on fundamental beleiefs
and values or norms that people have.

An appropriate and strong culture is a very important factor for success in service organizations.

Internationalization strategies
There are two fundamental forces that one should take into account when considering an
internationalization strategy: a force towards global integration and a force towards local
responsiveness.
A global strategy is developed by companies when the need for local responsiveness is
low and the force towards global integration strong.
When the need for local responsiveness is high and there is little drive towards global
integration, the best internationalization strategy might be a multi-domestic one.
A transnational strategy (integrated network strategy) is required when there is a
simultaneous need for both local responsiveness and global integration.
An international strategy exits when the need for both local responsiveness and global
integration is low. Companies in this position should seriously consider becoming more
locally responsive by adapting their service and service delivery system.

Vlikangas and Lethinen make a distinction between three types of international strategies for
services: standardization, specialization and customization.
Service conceptualization definition of the service concept. This means providing an
answer to the three basic business definition question: who (markets), what (functions),
and how (technology).
Service differentiation
Market focus
Service availability
Mode of international operations

The standardization strategy is close to the global strategy. The specialization strategy also tends
to come close to a global strategy, but rather than looking for economies of scale, a company
tends to exploit the uniqueness of a particular type of service, expertise or skill which is superior
to that available to the competitors in the international environment. In the customization
strategy the service is conceptualized around the needs of the target customer, and long-term
relationships are cultivated.
Chapter 21: Defining a service strategy

The nature of strategic management
The fundamental objective of an organization is to safeguard its longevity. Longevity implies
being successful or even gaining above average rents. In order to safeguard its longevity each
firm has to define a strategy which requires decisions regarding four basic elements:
The firms objectives developing a strategy consists first of decisions regarding what it
is that the company wants to do and wants to become.
Its environment a company should consider whether it wants to do is in line with what
is going on in the market. Within environmental analysis, customers and their needs and
preferences will be a central focus of attention.
Its resources and patterns of resource allocation resources and their deployment
determine what the firm can achieve.
Its corporate values, norms and ethics

A firm may pursue three types of strategy:
A cost leadership strategy aims at minimizing the costs of products or services
delivered to the marketplace.
A differentiation strategy aims at creating competitive advantage not by striving for
the lowest possible cost structure, but by maximizing value created for the customer.
A focus strategy the firm applies a cost-leadership or a differentiation strategy within a
particular market segment in a specialized way.

Four mechanisms are used to erode or destroy competitive advantage and turn into competitive
requirements, definable as the minimal threshold that companies have to maintain in order to
remain in business:
Imitation
Substitution
Resource mobilization
Resource paralysis a direct attempt by competitors to reduce the value-creating
potential of the firms resources.

The challenges of strategic management for services
Creating a sustainable competitive advantage means creating distinctive added value for the
firms clients in a sustainable way and embedding this added value in the firms outputs: its
products.

The earning of a service firm can be expressed as follows:
Total earning = Units of time available in service delivery X Earning per unit of time
To increase the value of one unit of time for the customer is leveraging capacity. One way of
leveraging capacity is what we call the tangibilization of the product. Tangibilization in fact
means that goods are substituted for time sold so that the embedded value is less dependent on
time.

Two strategic approaches to anchoring are worth considering:
Raising the uniqueness of the product component sustained by service delivery.
Creating causal ambiguity for the client it implies that the service company does not
reveal the component to which additional services will be connected.

Measures to safeguard the knowledge of the firm can involve:
The spread of the knowledge over personnel;
Articulation and codification of knowledge.

Substituting technology for the human factor encourages the company to clearly define in what
respect and to what extent the involvement of the human service provider adds value to the
service delivery process, and how and where the personal touch that only the human service
provider can deliver adds value to the service.

Managing knowledge is highly relevant to service companies, since it allows them to manage for
continuity by creating a competitive advantage over time. Continuity of service delivery in space
can be achieved through:
Standardization of the service delivery process
Standardization of the service delivery output
Chapter 15: Capacity management

Capacity and capacity management
When we refer to capacity, we usually mean the fixed or installed capacity of the operating
system.

To calculate capacity, we must incorporate a time dimension appropriate to the use of the
assets.

The nature of capacity management involves two decisions:
How much capacity to make available (capacity planning)
How to utilize the existing capacity (capacity scheduling)

It is important in capacity management to understand demand patterns and to try to influence
them.

Capacity planning
Services and service processes are inherently stochastic, therefore waiting is almost inevitable in
service organizations. However, there is a strong relationship between capacity utilization and
the length of the waiting time.

When customers are able or willing to wait, service level can be defined as:
P = 100% - probability of an excessive wait
When the customer is not willing to wait, service level can be defined as:
P = 100% - probability of having to turn away a customer

Capacity should be increased as long as the marginal cost is lower that the marginal benefit of
an increased service level:

where:
a = marginal cost of capacity expansion
b = cost of waiting per time unit and per customer

= the marginal reduction of average waiting time per customer

N = total number of customers whose average waiting time will be reduced over the time
horizion considered

As long as

, expansion is worthwhile.
If

, expansion should not take place.

Just-in-time (JIT) is a production philosophy with the objective to eliminate waste that do not
add value to the product.

Managing the demand side
Price sensitivity is an expression of the relationship which exists between demand and price. The
demand is said to be price-elastic.

Yield management has been defined as: the process of allocating the right type of capacity to
the right type of customer at the right price so as to maximize revenue or yield.
Yield management is an issue in service organizations in the following circumstances:
When the organization is operating with a relatively fixed capacity
When it is possible to segment markets
When the capacity is perishable
Chapter 16: Facilities management

The nature of facilities management in services
Facilities management is concerned with all the physical aspects of the service delivery system.
In services, an important additional element must be introduced into facilities management: the
customer. The goals of operation in facilities management include:
Controlling costs;
Improving efficiency by ensuring proximity of operationally related tasks in layout
decisions;
Achieving economies of scale or logistics efficiency in location decisions;
Enhancing safety, security and standardization in work design decisions.

Quite often this results in a customer becoming confused, being shunted around unnecessarily,
finding the facilities unattractive and inconvenient, and finding employees unresponsive to
individual customer needs.

Back office versus front office
The back office consists of the activities which can be physically and/or temporary separated
from the customer. The front office consists of the activities which have to be, or which an
organization wants to be, performed while the customer is present.
The operations manager has more freedom when the customer does not have to be taken into
account, and thus does not have to sacrifice customer satisfaction in the name of operational
efficiency and employee satisfaction (or vice versa).

Traditional efficiency can be aimed for in the back office, which supports a strategy of cost
leadership. The benefit of the front office, however, is that it quite often supports one form or
another of a differentiation strategy. It is in the front office that the service can be adapted to
the particular customer needs.

The low-cost strategy in the back should be in line with the differentiation strategy in the front
office. It is important for a service firm to avoid its back office and front office becoming
separate worlds with different rules and different service cultures.

Location
The surroundings and he atmosphere in which the service take place are an integral part of the
service itself.
The freedom of locating a facility will be influenced by the perceived value of the service. IT can
sometimes create a substitution for transportation, which means that the customer and service
provider need not always have physical contact.

Proximity models define the best location of a service facility as one which minimizes the
distances between the customers and the facility. Two criteria are required in order to optimize:
minimal transport distance or time and maximal profit. Locating a facility so that it is in the
vicinity of the target population is important in almost all service sectors.

The probability that the customer living at a certain distance from a branch also travels to this
branch, can be calculated using the Huff formula. This formula states that the expected number
of customers at demand point I travelling to service facility j is equal to the total number of
customers at demand point I multiplied by the probability that the consumers go to the facility j:

A trading area is a geographically delineated region, containing potential customers for whom
there exists a probability greater than zero of their purchasing a given class of products or
services offered for sale by a particular firm or by a particular agglomeration of firms.

Gravity models are based on the premise that the probability that a given customer will shop in
a particular store or shopping centre becomes larger as the size of the store or shopping centre
grows and the distance or travel time to the store or centre diminishes. The Huff model
determines the probability (P
ij
) that a customer, located in a certain area (i), will shop at a
particular store or shopping centre (j).

where
S
j
= size of the facility j (expressed in quare footage)
T
ij
= travel time (or distance) from consumer Is to location to facility j
b = parameter, which reflects the effect of travel time or distance on the shopping likelihood for
various types of facilities. Stores specializing in convenience goods receive a higher value for b
which reflects the reduced attraction for the customer due to the distance.

Designing the servicescape
When designing a environment, the company should explicitly take the customer into
consideration. The environment should support the needs and preferences of the customer, but
also those of the employees.
Bitner defines the servicescape as all objective physical factors that can be controlled by the firm
to enhance employees and customers activities. When designing the servicescape, three
important aspects are used:
Ambient conditions refer to largely background characteristics. In short, all the
elements of our environment that affect our senses.
Spatial layout and process includes the elements of the environment that are closely
related to the core element of the service.
Sign, symbols and artefacts are the many items in the physical environment that serve
as explicit or implicit communications to its users about the place.

The customers (and similarly the employees) response to the environmental stimuli can be
defined as following:
Cognitive response the effect the environment has on the customers understanding,
beliefs and convictions.
Emotional response the environment can be perceived as pleasant or unpleasant, but
also it is influences the degree of arousal (the amount of excitement the environment
generates).
Physiological response there are moderating factors.
Social interactions -
Chapter 17: IT developments and their impact on services

The network era where do we stand?
Network computing is the increasing range of possibilities for doing transaction by means of
electronic media. Many initiatives have been developed towards standardizing communication
between information devices to create platform independence.

Working with information can be depicted in three ways:
Visibility stage companies acquire an ability to see physical operations more effectively
through information. Information is treated as a supporting element of the value-adding
process.
Mirroring companies replace physical activities with virtual ones.
Virtual value creation - Information is used to establish new services as well as new
customer interactions and relationships.

IT developments will urge many intermediaries to look for more added value in their offerings,
otherwise their profession could be forced into obsolescence. Re-intermediation is the creation
of new value between producers and consumers by exploiting the new information
technologies.

Different forces are at play in the decision whether to use marketplace or market space:
The customers preferences and actual behavior
o Instant satisfaction by delivering the product at the same time of the expense
o Consumer control customers want to decide when the interaction with others
should take place.
o Personal interaction face-to-face relationships
The service provider
o When providing services or products in the market space as opposed to the
marketplace, uncertainty about the product is an even bigger problem, because
of the lack of risk-reducing factors. There is a higher risk perception than in a
marketplace. The objective in market space is to provide risk-reducing elements
to eliminate the customers risk perception.
o The distribution channel is a part of the service, both from the viewpoint of the
mediums share of the total service cost, and from the customers viewpoint.
The nature of the service process
o Services that imply short, standardized information transactions will be more
easily delivered by new media than services that require a more complex type
of interaction.
The complexity of interaction will be greater in task- or personal-interactive
types of services than in maintenance types of services.

Information richness theory was developed to help companies to prescribe the appropriate
channels, given certain information-processing requirements.
The richness of an information handling medium can be expressed by the following
characteristics:
The opportunity for timely feedback
The ability to convey multiple cues
The tailoring of messages to personal circumstances
Language variety

Action strategies for the new media
By targeting a specific segment, a company can upgrade the level of service offered to the
customer. Very small and well-defined market segments, knows as hypersegments, offer the
advantage of treating the customer on a very personal basis.

Branding will become more important as the amount of information around us increases.
Customers drowning in information will develop a tendency to choose speed, convenience
and/or easy accessibility.

A mass customizer that efficiently provides customized goods and services, and a one-to-one
marketer that elicits information from each customer about his or her specific needs and
preferences, bring producer and customer together in what we call a learning relationship.

By bundling products and services, you upgrade the level of delivered service, but you
downgrade the level of possibilities for the customer to choose from.
Chapter 19: Managing innovation in a service environment

Innovations as spiral processes: the value-constellation approach
Innovation was viewed as a sequence of phases or activities to be carried out in a rather
sequential way.
The innovation spiral points to the continuous sequence of iteration refining and articulating the
firms product, service and process platforms with solutions to customers needs being
addressed in an integrated manner.

The value constellation inspires innovation managers to fully understand and articulate how the
products and services developed by their organization, in interaction with other products and
services, create value for the final customer. Value-constellation thinking stimulates innovation
both across and within service lines.

Innovation portfolio management
Portfolio management forces management to make the mission and nature of the organizations
innovation activity explicit.
Derivative projects are mostly improvements to existing products and services due to a
short-term objective. They imply small or incremental changes and improvements to
either the services itself, the service delivery process, or both.
Platform projects aim at extending and expanding the existing product range of the
organization. They imply significant product-market extensions and the developments
of new services, both in terms of the service itself and in terms of the delivery process,
or both. They are mostly medium-term oriented.
Breakthrough innovations break or change the rules of the competitive game. They
imply radical changes to existing services as well as to the delivery process. They support
the long-term competitive position of the company.

The four objectives of a firms innovation strategy can be summarized as:
Support to existing operations and products;
Extension and expansion of product range;
Creation of breakthrough products and processes;
Rejuvenation and alignment of the firms competence.

A balanced innovation strategy take both the shorter- and longer-term imperatives of business
strategy in account.
Distributions of reward expectations versus risk
Time-to-market distributions
The product and technology life cycles underlying the projects product and
technologies typically show S-curve life cycles. After a start-up (embryonic) phase, tey
often tend to develop rapidly, as shown by dramatic increases in sales (product life
cycles) or technological performance (technology life cycles). After a while maturity sets
in. Mature products and services are subject to margin erosion and sales stagnation.
The degree of familiarity with the market and the technology

Organizing the innovation portfolio: the make-or-buy decision
The development of new business activities via the portfolio approach and methodology can be
achieved through:
Internal development activities (the make decision)
Reliance on other partners to conduct part of the development activity (the buy
decision)
Joining internal and external development capabilities (the co-operate decision)

Innovation projects can only succeed if, within the organization carrying out the project, there
are well-developed market and technical competencies relevant to the successful completion of
the project.

The operational management of innovation