Peran Service Pada Ekonomi

Oleh: Hafizurrachman dengan

Sumber Berasal dari Buku Service
Management
Oleh: Professor James Fitzsimmons
University of Texas at Austin
Model Interaktif pada Perekonomian

Extractive
sector
Business
services
Customer

Infrastructure
Trade
services
services

Public Social/personal
administration services
Manufacturing
sector
Definisi-Definisi Service

A Service is a Time-perishable, Intangible

Experience Performed for a Customer
Acting in the Role of a Coproducer.
James Fitzsimmons
Services are deeds, processes, and
performances.
Valarie Zeithaml & Mary Jo Bitner
Definition of Service Firms

Service Enterprises are Organizations that

Facilitate the Production and Distribution of
Goods, Support Other Firms in Meeting
Their Goals, and Add Value to Our Personal
Lives.
James Fitzsimmons
Trends in U.S. Employment by
Sector

90
Proportation of total employement

80
70
60
Service
50
40
Manufa
30 cturing
20 Agricult
10 ure
0
1850

1870

1890

1910

1930

1950

1970

1990
Year
 The Four Realms of an Experience

Customer Participation

Passive Active

Absorption Entertainment Education

Environmental (Movie) (Language)
Relationship Immersion Esthetic Escapist
(Tourist) (Skydiving)
Role of the Service Manager

„ Entrepreneurial Innovation
„ Capitalizing on Social Trends
„ Management Challenges
The Nature of Services
The Service Process Matrix

Degree Degree of Interaction and Customization

of labor Intensity Low High
Service factory: Service shop:
* Airlines * Hospitals
Low * Trucking * Auto repair
* Hotels * Other repair services
* Resorts and recreation

Mass service: Professional service:

* Retailing * Doctors
High * Wholesaling * Lawyers
* Schools * Accountants
* Retail aspects of * Architects
commercial banking
The Service Package

„ Supporting Facility: The physical resources

that must be in place before a service can
be sold. Examples are golf course, ski lift,
hospital, airplane.
„ Facilitating Goods: The material purchased
or consumed by the buyer or items provided
by the consumer. Examples are food items,
auto parts, legal documents, golf clubs.
The Service Package (cont.)

„ Explicit Services: Benefits readily

observable by the senses. The essential or
intrinsic features. Examples are quality of
meal, attitude of the waiter, on-time
departure.
„ Implicit Services: Psychological benefits or
extrinsic features which the consumer may
sense only vaguely. Examples are privacy of
loan office, security of a well lighted
parking lot
Unique Characteristics of Services
„ Intangibility: creative advertising, no patient protection,
importance of reputation
„ Perishability: cannot inventory, opportunity loss of idle
capacity, need to match supply with demand
„ Heterogeneity: customer participation in delivery process
results in variability
„ Simultaneity: opportunities for personal selling,
interaction creates customer perceptions of quality
„ Customer Participation in the Service Process: attention to
facility design but opportunities for co-production
Service Process Orientation
„ Customer as Coproducer
„ Front and Back Office Perspectives
„ Service Profit Chain Focus on Internal and
External Customers
„ Quality (perceptions vs expectations)
„ Focus on Both Efficiency and Effectiveness
„ Use IT as Productivity Enabler for Both
Internal and External Customers
Strategic Service Classification
(Nature of the Service Act)
Direct Recipient of the Service
Nature of
the Service Act People Things
People’s bodies: Physical possessions:

Health care Freight transportation

Passenger transportation Equipment repair and maintenance
Tangible actions Beauty salons Veterinary care
Exercise clinics Janitorial services
Restaurants Laundry and dry cleaning
Haircutting Landscaping/lawn care
People’s minds: Intangible assets:

Education Banking
Intangible actions Broadcasting Legal services
Information services Accounting
Theaters Securities
Museums Insurance
Strategic Service Classification
(Relationship with Customers)
Type of Relationship between Service Organization and Its Customers
Nature of
Service Delivery “Membership” relationship No formal relationship
Insurance Radio station
Telephone subscription Police protection
Continuous delivery College enrollment Lighthouse
of service Banking Public Highway
American Automobile association

Long-distance phone calls Restaurant

Theater series subscription Mail service
Discrete transactions Commuter ticket or transit pass Toll highway
Sam’s Wholesale Club Movie theater
Egghead computer software Public transportation
Strategic Service Classification
(Customization and Judgment)
Extent to Which Service Characteristics Are Customized
Extent to Which Personnel
Exercise Judgment in Meeting
Customer Needs High Low
Professional services Education (large classes)
Surgery Preventive health programs
Taxi services College food service
High Beautician
Plumber
Gourmet restaurant

Telephone service Public transportation

Hotel services Routine appliance repair
Low Retail banking (excl. major loans) Movie theater
Family restaurant Spectator sports
Fast-food restaurant
Strategic Service Classification
(Nature of Demand and Supply)
Extent of Demand Fluctuation over Time
Extent to which Supply
Is Constrained Wide Narrow
Electricity Insurance
Peak demand can Natural gas Legal services
usually be met Telephone Banking
without a major delay Hospital maternity unit Laundry and dry cleaning
Police and fire emergencies

Accounting and tax preparation Services similar to those above

Peak demand regularly Passenger transportation but with insufficient capacity
exceeds capacity Hotels and motels for their base level of
Restaurants business
Strategic Service Classification
(Method of Service Delivery)
Availability of Service Outlets
Nature of Interaction
between Customer and
Service Organization Single site Multiple site

Customer goes to Theater Bus service

service organization Barbershop Fast-food chain

Service organization Lawn care service Mail delivery

comes to customer Pest control service AAA emergency repairs
Taxi

Customer and service Credit card company Broadcast network

organization transact at Local TV station Telephone company
arm’s length (mail or
electronic communications)
Open Systems View of Service
Operations
Service Process Consumer Evaluation
Consumer arrivals Consumer participant departures Criteria
(input) Consumer-Provider ( output) Measurement
interface

Control Monitor

Customer demand Service operations manager Service personnel

Production function:
Perceived needs Alter Monitor and control process Schedule Empowerment
Location demand Marketing function: supply Training
Interact with consumers Attitudes
Control demand
Modify as necessary
Define standard

Service package
Supporting facility
Communicate Facilitating goods Basis of
by advertising Explicit services selection
Implicit services
Service Quality
Moments of Truth

„ Each customer contact is called a moment

of truth.

„ You have the ability to either satisfy or

dissatisfy them when you contact them.

„ A service recovery is satisfying a previously

dissatisfied customer and making them a
loyal customer.
Dimensions of Service Quality

„ Reliability: Perform promised service

dependably and accurately. Example:
receive mail at same time each day.
„ Responsiveness: Willingness to help
customers promptly. Example: avoid
keeping customers waiting for no apparent
reason.
Dimensions of Service Quality

„ Assurance: Ability to convey trust and

confidence. Example: being polite and
showing respect for customer.
„ Empathy: Ability to be approachable.
Example: being a good listener.
„ Tangibles: Physical facilities and
facilitating goods. Example: cleanliness.
 Perceived Service Quality

Word of Personal Past

mouth needs experience

Service Quality Expected Service Quality Assessment

Dimensions service 1. Expectations exceeded
Reliability ES<PS (Quality surprise)
Responsiveness 2. Expectations met
Assurance Perceived ES~PS (Satisfactory quality)
Empathy service 3. Expectations not met
Tangibles ES>PS (Unacceptable quality)
 Gaps in Service Quality
Word -of-mouth
Personal needs Past experience
communications

Customer

Expected service

GAP 5
Perceived service

Service delivery (including External communications

pre- and post-contacts) to consumers

GAP 1 GAP 3 GAP 4

Translation of perceptions into
service quality specifications
GAP 2
Provider
Management perceptions of
consumer expectations
 Classification of Service Failures
Server Errors Customer Errors
Task: Preparation:
Doing work incorrectly Failure to bring necessary
Treatment: materials
Failure to listen to customer Encounter:
Tangible: Failure to follow instructions
Failure to clean facilities Resolution:
Failure to learn from
experience
Achieving Service Quality

„ Cost of Quality (Juran)

„ Service Process Control

„ Statistical Process Control (Deming)

„ Unconditional Service Guarantee

 Costs of Service Quality
Failure costs Detection costs Prevention costs
External failure: Process control Quality planning
Customer complaints Peer review Training program
Warranty charges Supervision Quality audits
Liability insurance Customer comment card Data acquisition and analysis
Legal judgments Inspection Preventive maintenance
Loss of repeat service Supplier evaluation
Recruitment and selection
Internal failure:
Scrap
Rework

Recovery:
Expedite
Labor and materials
Service Process Control
Customer
input Service
concept

Service Customer
Resources output
process

Take Monitor Establish

corrective conformance to measure of
action requirements performance

Identify reason
for
nonconformance
Customer Satisfaction

„ All customers want to be satisfied.

„ Customer loyalty is only due to the lack of a

better alternative

„ Giving customers some extra value will

delight them by exceeding their
expectations and insure their return
 Expressing Dissatisfaction

Public Action

Seek redress directly from

Action the firm

Take legal action

Dissatisfaction
Complaint to business, private,
occurs or governmental agencies

Private Action
Stop buying the product or
boycott the seller
No Action Warn friends about the product
and /or seller
 Customer Feedback and Word-
of-Mouth
„ The average business only hears from 4% of their customers who are
dissatisfied with their products or services. Of the 96% who do not bother
to complain, 25% of them have serious problems.

„ The 4% complainers are more likely to stay with the supplier than are the
96% non-complainers.

„ About 60% of the complainers would stay as customers if their problems

was resolved and 95% would stay if the problem was resolved quickly.

„ A dissatisfied customer will tell between 10 and 20 other people about

their problem.

„ A customer who has had a problem resolved by a company will tell about
5 people about their situation.
Number of People Told Based
on Level of Dissatisfaction
average number of people told

30
25
20
15
10
5
0
Slight Annoyed Very Ext Abs
diss annoyed annoyed furious
 Action Taken Based on Level of
Dissatisfaction

100
Tell friends
80 Complain
60 Make a fuses

40 Not use again

Dissuade others
20
Complain against
0
Slightly Annoyed Very Ext Abs
diss annoyed annoyed furlous
Approaches to Service Recovery
„ Case-by-case addresses each customer’s
complaint individually but could lead to
perception of unfairness.
„ Systematic response uses a protocol to handle
complaints but needs prior identification of
critical failure points and continuous updating.
„ Early intervention attempts to fix problem before
the customer is affected.
„ Substitute service allows rival firm to provide
service but could lead to loss of customer.
 Making Customers into Champions
easy
Walking wounded Champions
Could complain but don’t; Active in providing
not happy but repurchase British Airways with
information on quality
How easy customers feel it is to
contact British Airways

of its services; loyal

Remain Loyal

Defect
Missing in action Detractors
Defected; Defected;
non-complaining vocally critical
not easy
don’t complain complain

Propensity to contact British Airways

 Topics for Discussion
„ How do the five dimensions of service
quality differ from those of product quality?
„ Why is measuring service quality so
difficult?
„ Illustrate the four components in the cost of
quality for a service.
„ Why do service firms hesitate to offer a
service guarantee?
„ How can recovery from a service failure be
a blessing in disguise?
The Complaint Letter

„ Briefly summarize the complaints and

compliments in Dr. Loflin’s letter.
„ Critique the letter of Gail Pearson in reply
to Dr. Loflin. What are the strengths and
weaknesses of the letter?
„ Prepare an “improved” response letter from
Gail Pearson
„ What further action should Gail Pearson
take in view of this incident?
Service Strategy
The Strategic Service Concept

„ Structural:
Delivery system (front & back office)
Facility design (aesthetics, layout)
Location (competition, site characteristics)
Capacity planning (number of servers)
„ Managerial
Service encounter (culture, empowerment)
Quality (measurement, guarantee)
Managing capacity and demand (queues)
Information (data collection, resource)
Competitive Environment of
Services

„ Relatively Low Overall Entry Barriers

„ Economies of Scale Limited
„ High Transportation Costs
„ Erratic Sales Fluctuations
„ No Power Dealing with Buyers or Suppliers
„ Product Substitutions for Service
„ High Customer Loyalty
„ Exit Barriers
Competitive Service Strategies
(Overall Cost Leadership)

„ Seeking Out Low-cost Customers

„ Standardizing a Custom Service
„ Reducing the Personal Element in Service
Delivery
„ Reducing Network Costs
„ Taking Service Operations Off-line
Competitive Service Strategies
(Differentiation)

„ Making the Intangible Tangible

„ Customizing the Standard Product
„ Reducing Perceived Risk
„ Giving Attention to Personnel Training
„ Controlling Quality

Note: Differentiation in service means being

unique in brand image, technology use, features,
or reputation for customer service.
Competitive Service Strategies
(Focus)

„ Buyer Group: (e.g. USAA insurance and

military officers)

„ Service Offered: (e.g. Shouldice Hospital

and hernia patients)

„ Geographic Region: (e.g. Austin Cable

Vision and TV watchers)
Customer Criteria for Selecting
a Service Provider
„ Availability (24 hour ATM)
„ Convenience (Site location)
„ Dependability (On-time performance)
„ Personalization (Know customer’s name)
„ Price (Quality surrogate)
„ Quality (Perceptions important)
„ Reputation (Word-of-mouth)
„ Safety (Doing things to people)
„ Speed (Avoid excessive waiting)
Service Purchase Decision

„ Service Qualifier: To be taken seriously a

certain level must be attained on the
competitive dimension, as defined by other
market players. Examples are cleanliness
for a fast food restaurant or safe aircraft for
an airline.
„ Service Winner: The competitive
dimension used to make the final choice
among competitors. Example is price.
Service Purchase Decision (cont.)

„ Service Loser: Failure to deliver at or

above the expected level for a competitive
dimension. Examples are failure to repair
auto (dependability), rude treatment
(personalization) or late delivery of package
(speed).
 Competitive Role of Information
in Services

Strategic Focus Competitive Use of Information

On-line
(Real time)
Creation of barriers to entry: Data base asset:
External Reservation system
(Customer) Frequent user club
Switching costs
Revenue generation:
Internal Yield management
(Operations) Point of sale
Expert systems
Off-line
(Analysis)
Selling information
Development of services
Micro-marketing
Productivity enhancement:
Inventory status
Data envelopment
analysis (DEA)
The Service Encounter
The Service Encounter Triad

Service
Organization

Efficiency Efficiency
versus versus
autonomy satisfaction

Contact
Customer
Personnel Perceived
control
Definitions of Culture

„ Schwartz and Davis (1981) - Culture is a

pattern of beliefs and expectations shared
by the organization’s members.
„ Mintzberg (1989) - Culture is the traditions
and beliefs of an organization that
distinguish it from others.
„ Hoy and Miskel (1991) - Culture is shared
orientations that hold the unit together and
give a distinctive identity.
The Service Organization

„ Culture
ServiceMaster (Service to the Master)
Disney (Choice of language)
„ Empowerment
Invest in people
Use IT to enable personnel
Recruitment and training critical
Pay for performance
Organizational Control
Beliefs To Core values Identify core
Systems contribute & mission values

Boundary To do right Specify and Risks to be

Systems enforce avoided
rules
Diagnostic To achieve Build clear Critical
Control targets performance
Systems variables

Interactive To create Encourage Strategic

Control learning Uncertainties
Systems
Contact Personnel

„ Selection
1. Abstract Questioning
2. Situational Vignette
3. Role Playing
„ Training
Unrealistic customer expectations
Unexpected service failure
Difficult Interactions with
Customers
Unrealistic customer expectations Unexpected service failure
1. Unreasonable demands 1. Unavailable service
2. Demands against policies 2. Slow performance
3. Unacceptable treatment of 3. Unacceptable service
employees
4. Drunkenness
5. Breaking of societal norms
6. Special-needs customers

Use scripts to train for proper response

The Customer

„ Expectations and Attitudes

Economizing customer
Ethical customer
Personalizing customer
Convenience customer
„ Customer as Co-Producer
Service Encounter Success Factors
Customer Service Provider
Human Machine
Employee selection User friendly
Interpersonal skills Verification
Human Support technology Security
Engender trust Easy to access
Easy to access Compatibility
Fast response Tracking
Machine Verification Verification
Remote monitoring Security