Chapter 12-1
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter
Chapter 12-2
Customers’ Roles in Service 12
Delivery
The Importance of Customers in Service
Cocreation and Delivery
Customers’ Roles
Self-Service Technologies—The Ultimate in
Customer Participation
Strategies for Enhancing Customer
Participation
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-3
Objectives for Chapter 12:
Customers’ Roles in Service Delivery
Illustrate the importance of customers in
successful service delivery and cocreation of
service experiences.
Discuss the variety of roles that service customers
play: productive resources for the organization,
contributors to and cocreators of value, and
competitors.
Explain strategies for involving service customers
effectively to increase satisfaction, quality, value,
and productivity.
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-4
How Customers Widen the Service
Performance Gap
Lack of understanding of their roles
Not being willing or able to perform their
roles
No rewards for “good performance”
Interference with or from other customers
Incompatible market segments
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-5
Customer Participation across Different
Services (Table 12.1)
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-6
Importance of Fellow Customers
in Service Delivery
Other customers can detract from
satisfaction:
Disruptive behaviors
Overly demanding behaviors
Excessive crowding
Incompatible needs
Other customers can enhance satisfaction:
Mere presence
Socialization/friendships
Roles: assistants, teachers, supporters, mentors
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-7
Customer Roles in Service Delivery
Productive Resources
Contributors to Quality, Satisfaction, and
Value
Competitors
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-8
Customers as Productive Resources
Customers can be thought of as “partial
employees”
Contributing effort, time, or other resources to the
production process
Customer inputs can affect organization’s
productivity
Key issue:
Should customers’ roles be expanded? reduced?
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-9
Customers as Contributors to Service
Quality and Satisfaction
Customers can contribute to:
Their own satisfaction with the service
By performing their role effectively
By working with the service provider
The quality of the service they receive
By asking questions
By taking responsibility for their own satisfaction
By complaining when there is a service failure
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-10
Customers as Competitors
Customers may “compete” with the service
provider
“Internal exchange” vs. “external exchange”
Internal/external decision often based on:
Expertise capacity
Resource capacity
Time capacity
Economic rewards
Psychic rewards
Trust
Control
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-11
A Proliferation of Self-Service
Technologies
ATMs Online banking
Pay at the pump Online vehicle
Airline check-in registration
Online auctions
Hotel check-in, out
Home and car buying
Automated car rental online
Blood pressure Package tracking
machines Internet shopping
Tax prep software IVR phone systems
Self-checkout Distance education
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-12
Service Production Continuum
(Figure 12.1)
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-13
Strategies for Enhancing Customer
Participation (Figure 12.2)
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-14
Strategies for Enhancing Customer
Participation
Define customers’ roles
Helping oneself
Helping others
Promoting the company
Recruit, educate, and reward customers
Recruit the right customers
Educate and train customers to perform effectively
Reward customers for their contributions
Avoid negative outcomes of inappropriate customer
participation
Manage the customer mix
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-15
Compatibility Management
“a process of first attracting homogeneous
consumers to the service environment, then
actively managing both the physical
environment and customer-to-customer
encounters in such a way as to enhance
satisfying encounters and minimize
dissatisfying encounters” (Martin and Pranter
1989)
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
Chapter 12-16
Characteristics of Service that Increase
the Importance of Compatible Segments
McGraw-Hill/Irwin © 2018 The McGraw-Hill Companies, All Rights Reserved
