Académique Documents
Professionnel Documents
Culture Documents
Recovery Strategies
deliver it to them
Empowerment benefits
quicker response to customer needs quicker response to dissatisfied customers employees feel better about their jobs and themselves employees interact with customers with warmth and enthusiasm employees become a great source of service ideas great w-o-m advertising and customer retention
Empowerment costs
larger dollar investments in selection and training higher labor costs slow or inconsistent service delivery violations of fair play giveaways and bad decisions
Empowerment continuum
control-oriented vs. involvement oriented
1. Suggestion involvement
empowered to recommend
formal suggestion programs quality circles
Empowerment continuum
control-oriented vs. involvement oriented
2. Job Involvement
opening up of job content
use more skills, more freedom, and get more feedback extensive use of teams higher level decisions and reward allocation remain the responsibility of senior management
Empowerment continuum
control-oriented vs. involvement oriented
3. High Involvement
train people to manage themselves profit-sharing and employee ownership develop skills in teamwork, problem solving, and business operations
Contingencies:
basic business strategy
standardized vs. customized
Technology
simple vs. complex
Contingencies:
business environment
predictable vs. unpredictable
types of people
Managers
theory X vs. theory Y
Employees
low vs. high growth and social needs low vs. high interpersonal skills
TYPES OF COMPLAINTS
Instrumental
expressed for the purpose of altering an undesirable state of affairs
Noninstrumental
expressed without the expectation that an undesirable state will be altered
Ostensive
outer-directed complaints
Reflexive
Inner-directed complaints
Evaluation
influences satisfaction rating
Behavior
behavioral responses within the encounter and beyond it
BEHAVIORAL RESPONSES
Voice
High => store manager Medium => sales clerk Low => no one associated with the store
Exit
High => never purchases again Medium => only purchases if other alternatives are not available Low => continues to shop as usual
COMPLAINING OUTCOMES
Retaliation
High => tells lots of people and attempts to physically damage the store Medium => tells a few people and created minor inconveniences Low => does not retaliate at all
mischarged (1.9%)
being charged for items that were never sent, being charged incorrect prices for items that were ordered, and providing incorrect change
SERVICE RECOVERY
Perceived justice needs--based on equity theory which weighs outcomes versus inputs
distributive justice
outcomes
procedural justice
process
interactional justice
the human content of the recovery process
Compensatory strategies
gratis discounts upgrades free ancillary service
Refunds
GENERIC RECOVERY STRATEGIES (distributive justice outcomes) Corrections Replacement strategies Apology Disregard
RECOVEY TACTICS
Poor responses
Fail to recognize the seriousness of the problem Fail to adequately accommodate the customer
own
Promise to do something and dont follow through
Train
Empower Close
the Loop
Fast
Unavailable Slow
Yes
Group 1
Nature of failure?
Other failures
Special needs Total sample Is there a service delivery system failure? Is there an implicit/ explicit request for accomodation
Yes
Yes
Group 2
No
No
Group 3
Group 3A
Group 3B Group 3C Group 3D Group 3E
Source: Mary Jo Bitner, Bernard H. Booms, and Mary Stanfield Tetreault, The Service Encounter: Diagnosing Favorable and Unfavorable Incidents, Journal of Marketing (January 1990, pp. 71-84.