A

PRESENTATION
ON
SERVICE OPERATION MANAGEMENT

TOPIC- Service Culture and

managing service delivery

BYAfreen Jameer (Roll No.-4)

Hussain Mustafa Azad(Roll No.29)
Rahul Rajkumar(Roll No.- 59)

Service Culture
DEFINING SERVICE:
Corporate culture of an organization is the
pattern of shared values, beliefs, and rules
or patterns of common behavior in the
organization.
A service culture implies type of
organizational culture that promotes kinds
of behavior in its employees that leads to
high concern for serving its customers.

 Zeithaml and Bitner (2003) define

service culture as:
Culture where an appreciation for
good service exists, and where
giving good service to internal
as well as ultimate, external
customers is considered a
natural way of life and one of the
most important norms by
everyone.

Service culture can be built in an organization only

by a sustained and consistent effort over and
extended period.
It cannot be introduced by top management diktats
only.

Culture also encompasses the

products and services, and the
physical appearance of the
organizations facility, equipment,
or any other aspect of the
organization with which the
customer comes into contact.

Building of service culture

requires sustained attention to:

Hiring right people

Developing the
people to deliver
service quality

Service
culture

Providing needed
support system to
people

Retaining the best

people

Organizational view of service

culture
Service cultures differ from organization to
organization
Culture includes values, beliefs, norms,
rituals, etc.
Any policy, procedure, action or inaction on
the part of an organization and its
employees contribute to service culture.
Employees can play key roles in
communicating a company's culture to its
customers.
Examples include: employee dress code,

Successful
organizations are
customercentered or
customer-centric
and focus on
individual needs.

An organizations service culture is made up

of many facets, each of which affects the
customer and helps determine the success
or failure of customer service initiatives.

 A service culture implies type of

organizational culture that promotes
kinds of behavior in its employees
that leads to high concern for serving
its customers.
Companies develop vastly different
service cultures depending on their
industry, product, size, business
model, etc. The culture is usually set
and communicated by top executives.

Service
philosoph
y or
mission
Training

Motivator
s and
rewards

Elemen
ts of a
Service
Culture

Employee
roles and
expectati
ons

Products
and
services

Policies
and
procedure
s

Managem
ent
support
Delivery
systems

 Service philosophy or mission : The direction

or vision of an organization that supports day-today interactions with the customer.
Employee roles and expectations: The
specific communications or measures that
indicate what is expected of employees in
customer interactions and that define how
employee service performance will be evaluated.
Delivery systems: The way an organization
delivers its products and services.
Policies and procedures: The guidelines that
establish how various situations or transactions
will be handled.

Products and services: The materials, products, and services that are
state of the art, competitively priced, and meet the needs of customers.
Management support: The availability of management to answer
questions and assist front-line employees in customer interactions when
necessary. Also, the level of management involvement and enthusiasm in
coaching and mentoring professional development.
Motivators and rewards: Monetary rewards, material items, or
feedback that prompts employees to continue to deliver service and
perform at a high level of effectiveness and efficiency.
Training: Instruction or information provided through a variety of
techniques that knowledge or skills, or attempt to influence employee
attitude toward excellent service delivery

Managing Service Delivery

Customer Service D-E-LI-V-E-R-Y

D

Dedicat
ed

Empow
ered

Linked

Informe
d

Valued

Experie
nced

Represe
ntative

Your
respons
ibility

S
E
R
V
I
C
E
G
A
P
M
O
D
E
L

CUSTOMER

Customer needs &

expectations
Knowledge Gap (1)
Management definition
Of these needs
Standard Gap (2)
Translation into design/
Delivery specs

Internal
Communication Gap
(4)

Delivery Gap (3)

Execution of
design/delivery specs

(4)

Advertising & sales

promises

Perception Gap (5)

Interpretation Gap (6)

Customer perceptions of
product execution

Customer interpretation of
communication
Service Gap (7)
Customer experience
relative to expectations

GAPS IN SERVICE DELIVERY AND

DESIGN
GAP 1 : difference between management
perceptions of what customers expect and
what customers really do expect.
GAP 2 : difference between management
perceptions and service quality
specifications - the standards gap.
GAP 3 : difference between specific
delivery standards and the service
providers actual performance on the
standards.

 GAP 4 : The difference between service

delivery and what is communicated
externally - are promises made consistently
fulfilled.

GAP 5: The difference between what

customers expect of a service and what they
actually receive
expectations are made up of past experience,
word-of-mouth and needs/wants of customers
measurement is on the basis of two sets of
statements in groups according to the five key
service dimensions

 GAP 6 : The difference between what a

service providers communication efforts
promise and what a customer think was
promised by these communication.

GAP 7 : The difference between what

customers expect to receive and their
perception of the service that is
delivered.

Strategies for closing the

gap
Zeithaml Prasuraman and Berry
propose a series of generic steps for
closing gap 1 to 4..
GAP 1: (the Knowledge Gap)
Learn what customers expect.
Increase direct interactions between
managers and customers to improve
understanding.

GAP 2 (the Standard Gap)

Establish right service quality
standards.
Set, communicate, and reinforced
customer- oriented service standards
for all work units.
Establish clear service quality goals
that are challenging , realistic and
explicitly designed to meet customer
expectations.

GAP 3(the Delivery gap)

Ensure that service performance meets
standards. Clarify employee roles.
Ensure that all employees understand how
their jobs contribute to customer satisfaction.
Match employees to job by selecting for the
abilities and skills provide employees with the
technical training needed to perform their
assigned task effectively.

Gap 4(the internal communication gap)

Ensure that communication promise are
realistic.
Seek inputs from operations personnel
when new advertising programs are
being created
Get sales staff to involve operations staff
in face to face meetings with customers.
Develop internal
educational,motivational,and advertising
campaigns to strengthen links among
marketing,operations and human
resource department.

GAP 3 :
Clarify employee roles
Ensure that all employees understand how their
jobs contribute to customer satisfaction.
GAP 4 :
Ensure that communication promises are
realistic.
Develop internal educational, motivational, and
advertising campaigns to strengthen links among
marketing, operations and human resource
department.

GATI Ahead In Reach

Among the top 5 players in the country.

Best domestic logistics company award.

Network reaches up to 580 districts out of 590

districts.

International operations.

S
E
R
V
I
C
E
G
A
P
M
O
D
E
L

CUSTOMER

Customer needs &

expectations
Knowledge Gap (1)
Management definition
Of these needs
Standard Gap (2)
Translation into design/
Delivery specs

Internal
Communication Gap
(4)

Delivery Gap (3)

Execution of
design/delivery specs

(4)

Advertising & sales

promises

Perception Gap (5)

Interpretation Gap (6)

Customer perceptions of
product execution

Customer interpretation of
communication
Service Gap (7)
Customer experience
relative to expectations

Key Factors Leading to

Customer needs & Expectations

Improper field level Information.
KNOWLEDGE
GAP

Business Intelligence not available for decision

making at all levels.
Least attention paid to small customers.
Management definition of these needs

GATIS SOLUTION:
Customers information is collected through feedback forms.
Appointment of executives to cater all types of customers.

Key Factors Leading to Standard Gap

Management definition of these needs

No proper service design for customers.

STANDARD
GAP

Fluctuation in fuel prices.

No Insurance for goods.
Improper allocation of funds.

Translation into Design

GATIS SOLUTION:
Sharing the burden of increasing fuel prices.
Insurance for goods.

Key Factors Leading to Delivery Gap

Translation into Design
Poor employee-technology job fit.
DELIVERY

Delay in delivering the service.

GAP

Over pricing to match demand.

Execution of Design

GATIS SOLUTION:
Employees are properly trained.
Promptness in delivery.

Key Factors Leading to Communication

Gap
Execution of Design
Improper horizontal communication.
COMMUNICATION

GAP

Customer enquiry constraints.

Absence of strong internal marketing.
Lack of adequate education for customer.
Advertising And Sales Promises

GATIS SOLUTION:
Toll Free Number available to provide information to the customers.
Gati.net.

Key Factors Leading to Perception Gap

Execution of Design

Indifferent attitude towards customers.

PERCEPTION
GAP

Improper design leading to negative perception.

Improper information transparency to their supply
chain partners to maintain competitiveness.
Customer Perceptions of product execution

GATIS SOLUTION:
Should have a positive attitude towards the customer.
Proper market research to change design accordingly.

Key Factors Leading to Interpretation Gap

Advertising And Sales Promises
Overpromise, under delivery.
INTERPRETATION

GAP

Main customers - Corporate customers. Hence

interpretation of a local customer varies differently.

Customer interpretation of communication

GATIS SOLUTION:
Should focus on B to C advertising apart from B to B advertising.
Provide services as promised .

Key Factors Leading to Service Gap

Customer perceptions
Of product execution

Customer Interpretation
of communications

Value added services.

SERVICE
GAP

Ware housing facility.

Reverse logistics.
Customer experience
Relative to expectations

GATIS SOLUTION:
Started giving value added services in some areas.

Thanks!!!!