MKTG470_Chapter 11

MKTG470_Chapter 11 - Chapter11:ManagingPeople

Info iconThis preview shows pages 1–6. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 11: Managing People Service personnel help maintain firm’s positioning as:  A core part of the product  The service firm  The brand  Frontline is an important driver of customer loyalty Anticipate customer needs Customize service delivery Build personalized relationships Key driver of productivity of frontline operation Generate sales, cross-sales and up-sales
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Boundary Spanning and Role Stress Three main causes of role stress: Organization versus Client: Dilemma whether to  follow company rules or to satisfy customer  demands  Person versus Role: Conflicts between what jobs  require and employee’s own personality and  beliefs  Client versus Client: Conflicts between  customers that demand service staff intervention 
Background image of page 2
Emotional Labor The act of expressing socially desired emotions during  service transactions Three approaches used by employees: Surface acting—simulate emotions they don’t actually feel  Deep acting—psych themselves into experiencing desired emotion,  perhaps by imagining how customer is feeling Spontaneous response Performing emotional labor in response to society’s or  management’s display rules can be stressful Good HR practices emphasize selective recruitment,  training, counseling, and strategies to alleviate stress
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Cycle of Failure  Customer turnover Failure to develop customer loyalty No continuity in relationship for customer Customer dissatisfaction Employees can’t respond to customer problems Employees become bored Employee dissatisfaction; poor service attitude Repeat emphasis on attracting new customers Low profit margins Narrow design of jobs to accommodate low skill level Use of technology to control quality High employee turnover; poor service quality Payment of low wages Minimization of selection effort Minimization of training Emphasis on rules rather than service
Background image of page 4
Costs of short-sighted policies are ignored Loss of expertise among departing employees Disruption to service from unfilled jobs Constant expense of recruiting, hiring, training Lower productivity of inexperienced new workers Higher costs of winning new customers to replace those 
Background image of page 5

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 6
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 19

MKTG470_Chapter 11 - Chapter11:ManagingPeople

This preview shows document pages 1 - 6. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online