Dokumen - Tech Bisnis-Jasa

I.
Aspek-Aspek Khusus Manajemen

Bisnis Jasa
1. Jasa Dalam Ekonomi Modern
Perkembangan sektor jasa erat kaitannya dg tahap-

tahap perkembangan aktivitas ekonomi :
 Primer (extractive), pertanian,

pertambangan, perikanan, kehutanan.
 Sekunder (goods production), manufaktur,
dan pemrosesan.
 Tersier (domestical service), restoran
dan hotel, salon kecantikan, laundry & dry
cleaning, pemeliharaan dan reparasi.
 Kuarter (trade), transportasi,
perdagangan eceran, komunikasi,
keuangan dan asuransi, real estate, dan
pemerintahan.
 Kuiner (perbaikan dan peningkatan kapasitas
manusia), kesehatan, pendidikan, riset,
rekreasi, dan kesenian.
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I. Aspek-Aspek Khusus Manajemen
Bisnis Jasa
or jasa dalam suatu perekonomian semakin meningkat dilihat dari:
 Kesempatan kerja yg diciptakannya

 Semakin meningkatnya jumlah tenaga kerja wanita yg
terserap dalam sektor jasa
 Besarnya pembelian sektor ini u/ alat-alat seperti
komputer, peralatan kantor dan komunikasi (pembelian
sektor jasa lebih besar dibandingkan pembeelian sektor
manufaktur)
 Meningkatnya sumbangan sektor jasa terhadap GNP
(suatu negara) yg menggeser dominasi sumbangan sektor
manufaktur atau ekstraktif (AS: peran sektor Jasa +
70% dari GNP)
 Meningkatnya tenaga kerja jasa dalam pemrosesan
informasi dan dalam industri-industri berteknologi tinggi.
 Tumbuh suburnya kerjasama sektor jasa dg sektor
manufaktur yg saling menguntungkan
 Adanya kompleksitas kehidupan
2
Bisnis Jasa
2. What Is a Service?
 A service is an act or performance offered by one
party to another.
 Services are economic activities that create value and

provide benefits for customers at specific times and
place as a result of bringing about a desired change in –
or on behalf of – the recipient of the service
(Lovelock)
 Setiap tindakan atau unjukkerja yg ditawarkan oleh

salah satu pihak kpd pihak lain yg prinsipnya bersifat
‘intangible’ dan tidak menyebabkan perpindahan
kepemilikan apapun.
 Jasa sebagai deeds (tindakan, prosedur, aktivitas);

proses-proses, dan kinerja yang intangible.
3
Bisnis Jasa
Suatu penawaran dapat bervariasi dari dua kutub

ekstrim: satu sisi murni berupa brg (tangible), dan disisi
lainnya murni jasa (intangible).
Thus, dapat dibedakan menjadi 5 kategori:
 Produk fisik murni (garam, sabun mandi, dll)

 Produk fisik dg jasa pendukung (penawaran
disertai satu atau beberapa jasa pendukung)
 Hybrid (penawaran terdiri dari brg dan jasa
yg porsinya sama)
 Jasa utama yg didukung dg barang dan jasa
minor
 Jasa murni
4
Bisnis Jasa
High
salt
Soft Drinks
VCR
Tennis Racquet
New Car
Made-to-Measure Clothing
Furniture Rental
Tangible Elements
Fast-Food Restaurant
Plumbing Repair
Lawn care
Oil Change on Car
House Cleaning
Airline flight
Teaching
Investment Mgt
Low Intangible Elements High
5
Figure: Value Added by Tangible vs Intangible Elements in Goods & Service
I. Aspek-Aspek Khusus
Manajemen Bisnis Jasa
Ten generic differences between services and
physical goods:
 Nature of the product
 No customer ownership of services
 Service product as intangible performance
 Greater involvement of customers in the
production process
 Peoples as part of the product
 Greater difficulties in maintaining quality control
standards
 Harder for customer to evaluate
 No inventories for service after production
 Importance of the time factor
 Different distribution channels
6
Bisnis Jasa
Figure: Continum of Evaluation for Different Types of Products
Most services
Difficult to evaluate
Most goods
Easy to evaluate
Child care
Automobiles
Auto repair
Haircuts
diagnosis
Jewelry
Medical
Legal services
Vacation
TV repair
meals
canal
Furniture
Clothing
Restaurants
Houses
High in search High in experience High in credence

qualities qualities qualities
7
Bisnis Jasa
3. Karakteristik Jasa
 Intangibility
Jasa tidak dapat dilihat, dirasa, diraba, dicium atau
didengar sebelum dibeli. Berbeda dg brg yg objek
fisiknya jelas, dapat dimiliki, jasa dapat dikonsumsi
tanpa dapat dimiliki secara fisik.
 Heterogeneity
Jasa memp. sifat sangat variatif karena mrp.
‘nonstandardized output’, artinya, banyak variasi
bentuk, kualitas dan jenis, bergantung pd siapa,
kapan, dan di-mana jasa tersebut dihasilkan.
Tiga faktor penyebab variabilitas kualitas jasa:
- kerjasama atau partisipasi pelanggan selama
penyampaian jasa
- moral/motivasi karyawan dalam melayani pelanggan
- beban kerja perusahaan.
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Bisnis Jasa
 Perishability of output
Jasa merupakan komoditas yg tidak tahan lama
dan tidak dapat disimpan. Bila suatu jasa tidak
digunakan (tidak terjual), maka jasa tersebut akan
berlalu begitu saja. Oleh karenanya perusahaan
jasa harus mampu mengevaluasi kapasitasnya u/
menyeimbangkan penawaran dan permintaan.
 Inseparability or simultaneity of production

and consumption
Pada jasa, proses operasi terjadi secara
bersamaan dg proses konsumsi. Interaksi antara
penyedia jasa dan pelanggan akan menentukan
hasil dari jasa. Pelanggan hadir dan merupakan
bagian dari proses operasi jasa.
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I. Aspek-Aspek Khusus Manajemen Bisnis
Jasa
4. Paket Jasa
Paket Jasa?
Ka
rak
te
ris Serangkaian brg/jasa yg diberikan (tersedia) dalam
tik suatu lingkungan ttt
 Supporting facility,
Sumberdaya/fasilitas fisik yg harus ada sebelum
suatu jasa ditawarkan kepada konsumen. Kriteria yg
digunakan pelanggan u/ menilai fasilitas fisik:
kesesuaian arsitektural, dekorasi interior, tata
letak fasilitas, dan peralatan pendukung lainnya.
contoh: rumah sakit, golf course, pesawat terbang.
 Fasilitating goods,
Bahan-bahan yang dibeli atau dikonsumsi oleh
pembeli, atau item-item yg diberikan pelanggan.
Kriteria penilaian yg digunakan pelanggan u/ menilai:
konsistensi, kuantitas, dan variasi atau pilihan yang
tersedia.
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I.Aspek-Aspek Khusus Manajemen Bisnis
Jasa
 Explicit service,
Semua manfaat yg dapat diamati dan dirasakan
dg panca indera, meliputi karakteristik jasa
yang esensial atau intrinsik. Kriteria penilaian
pelanggan: pelatihan bagi para personel jasa,
keleng-kapan, konsistensi, dan ketersediaan
(lokasi, akses, dan pelayanan 24 jam)
 Implicit service,
Manfaat psikologis yg dirasakan pelanggan,
merupakan karakte-ristik ekstrinsik yang
melengkapi suatu jasa. Kriteria penilaian pe-
langgan : sikap personel jasa, privacy dan
keamanan, kenyama-nan, suasana, waktu tunggu,
status, dan perasaan tenteram/ tenang.
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Bisnis Jasa
5. Pendekatan Terpadu thd Manajemen Jasa
Delapan Komponen Manajemen Jasa Terpadu
 Product Elements
Manajer harus memilih fitur dari core product (brg
atau jasa) dan serangkaian elemen jasa pelengkap yg
mengelilinginya, dg merujuk pd manfaat yg
diinginkan pelanggan dan seberapa baik pesaing
menghasilkannya dan menyajikannya kepada
pelanggan
 Place, Cyberspace, and Time
Penyampaian elemen produk kepada pelanggan
mencakup keputusan tempat dan waktu penyampaian,
apakah menggunakan saluran distribusi fisik atau
elektronik (atau keduanya), bergantung kpd sifat
jasa yg ditawarkan. Kecepatan dan kemudahan
(place and time) bagi pelanggan menjadi determinan
penting didalam strategi penyampaian jasa.
 Process
Penciptaan dan penyampaian elemen produk kepada
pelanggan mem-butuhkan proses desain dan
implementasi yg menggambarkan metode dan urutan
tindakan dimana sistem operasi jasa bekerja.
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Bisnis Jasa
 Productivity and Quality

Elemen ini harus diperlakukan secara stratejik sbg.
rangkaian yg saling terkait. Productivity, dikaitkan
dg bgmana input diubah men-jadi output yg bernilai
bg pelanggan. Quality, merujuk kpd tingkat dimana
jasa memuaskan pelanggan dg memenuhi kebutuhan,
keinginan, dan harapannya.
 People
Sebagian besar jasa bergantung pada interaksi
langsung antara pe-langgan dg personal perusahaan,
(potong rambut, makan direstoran)
 Promotion and Education
Tidak ada program pemasaran yg bisa berhasil
tanpa komunikasi yang efektif. Komponen ini
memainkan tiga peranan vital: memberikan
informasi dan advis yang diperlukan, membujuk
‘target customers’, ttg kegunaan produk ttt,
mendorong mereka u/ melakukan pembelian.
Didalam pemasaran jasa komunikasi lebih bersifat
‘educational’, terutama bagi pelanggan baru.
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I. Aspek-Aspek Khusus Manajemen Bisnis
Jasa
Delapan . . . .
• Physical Evidence
Tampilan gedung, keindahan taman, kendaraan,
desain interior, peralatan, staff/personel
perusahaan, signs, printed material, dan visible
cues lainnya menunjukkan bukti fisik kualitas
suatu perusahaan jasa. Pada jasa dg elemen fisik
yg sedikit (ch: Asuransi), periklanan penting untuk
menciptakan simbol-simbol yg bermakna bagi
pelanggan.
• Price and Other User Costs
Komponen ini menunjukkan berbagai pengeluaran
dan biaya yg dibebankan kepada pelanggan dalam
mendapatkan manfaat jasa yg dibutuhkan.
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I. Aspek-Aspek Khusus Manajemen Bisnis Jasa
Hubungan SDM, Operasi dan Pemasaran Jasa
• Didalam bisnis jasa,ketiga fungsi manajemen: pemasaran, operasi
dan sumberdaya manusia, memainkan peran sentral dan saling
terkait dalam memenuhi kebutuhan pelanggan.
• Perusahaan jasa harus memahami implikasi dari 8 komponen
manajemen jasa terpadu u/ mengembangkan strategi yg efektif.
Operation Marketing
Management Management
Customers
Human
Resources
Management
Figure: Interdependence of Marketing, Operations, and15

Human Resources
I.Aspek-Aspek Khusus Manajemen Bisnis Jasa
Penciptaan Value didalam Bisnis Jasa
What is value?
Is the worth of a specific action or object
relative to an individual’s (or organization’s)
needs at a particular point in time, less the
costs involved in obtaining those benefits
• Perusahaan menciptakan ‘value’ dg menawarkan berbagai

tipe jasa yang dibutuhkan pelanggan, menggunakan
kapabilitas yg dimiliki secara tepat , dan menyampai-
kannya dg berbagai kemudahan dan menyenangkan pada
tk harga yg ‘acceptable’.
• Perusahaan menerima ‘value’ dari pelanggan dalam bentuk
uang yg dibayarkan untuk membeli dan menggunakan jasa
yg diminta.
• Transfer of value tersebut menggambarkan satu dari konsep
paling mendasar dalam pemasaran, yi: exchange. (take place
when one party obtains value from another in return for
some-thing else of value).
• Pertukaran (the exchange of value) tidak terbatas pada
‘buying and selling’, tetapi juga terjadi ketika karyawan
bekerja pada suatu organisasi.
• Karyawan memperoleh ‘benefit’ dari pekerjaan yang dilaku-
kan dalam bentuk: gaji, insentif, dan berbagai pengalaman
berharga seperti pelatihan, on-the-job experience, dan
bekerja dengan kolega yg ramah.
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6. How Do Service Differ from One Another?
Core Product versus Supplementary Service
• Sebagian besar jasa terdiri dari sebuah rangkaian, mencakup
variasidari elemen-elemen jasa, termasuk beberapa physical
goods.
• Adalah penting membedakan antara core product yang dibeli
pelanggan,dan seperangkat jasa pelengkap yg sering
menyertai produk tersebut.
Reservation
Valet
Cashier Parking
Business Reception
Center
A bed for
Room the night in an Baggage
Service Elegant Private Service
Room with
Bathroom
Wake-up Coctail Bar
Call
Telephone Restaurant
Entertainment/
Sports/Exercise
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Figure: Core Product and Supplementary Service for Luxury Hotel
7. Klasifikasi Jasa
Jasa dapat diklasifikasikan berdasarkan 7 kriteria (Lovelock; 2001):
 Tingkat tangibilitas dan intangibilitas dari proses

jasa
Apakah jasa memerlukan sesuatu yg bersifat
fisik/berwujud (kendaraan pd jasa angkutan), atau
prosesnya melibatkan lebih banyak sesuatu yg tidak
berujud (mengajar, konsultasi)
 Apa atau siapa penerima langsung dari proses jasa
Kepada siapa jasa tersebut diarahkan?:
- services directed at people bodies (potong rambut)
- services directed at goods and other physical
posseeeions (reparasi)
- services directed at people’s minds (pendidikan)
- services directed at intangibles assets (bank,
asuransi)
 Tempat dan waktu penyampaian jasa
Apakah pelanggan yg datang kelokasi jasa, atau
provider yg mendatangi pelanggan 18
I.Aspek-Aspek Khusus Manajemen Bisnis Jasa
 Kustomisasi versus standarisasi

Apakah pelanggan akan menerima jasa yg sama
atau apakah fitur jasa disesuaikan u/ memenuhi
persyaratan konsumen
 Sifat hubungan dg konsumen
Apakah pelanggan dapat diidentifikasi (nasabah
Bank) atau tidak (pengguna telepon coin)
 Sifat permintaan dan penawarannya
Apakah sifat permintaannya tetap atau
berfluktuasi
 Sejauh mana fasilitas, peralatan, dan orang mrp
bagian dari pengalaman jasa.
Sejauh mana pelanggan jasa diekspose pada
elemen-elemen fisik dalam sistem
penyampaiannya.
19
Klasifikasi Jasa
Basis Klasifikasi Contoh
1. Segmen Pasar • Konsumen akhir • Salon kecantikan
• Konsumen organisasi • Konsultan
manajemen
2. Tingkat • Rented-goods • Penyewaan mobil
Keberwujudan service • Reparasi mobil
• Owned-goods service • Pemandu wisata
• Non-goods service
3. Keterampilan • Professional service • Dokter
Penyedia Jasa • Nonprofessional • Supir taksi
service
4. Tujuan • Profit service • Bank
organisasi • Non-profit service • Yayasan sosial
5. Regulasi • Regulated service • Angkutan umum
6. Tingkat • Equipment-based • ATM

Intensitas service • Pelatih sepakbola
Karyawan • People-based service
7. Tingkat Kontak • High-contact service • Universitas
Provider dg • Low-contact service • Bioskop
Pelanggan 20
Bisnis Jasa
Tingkat Interaksi dan Kustomisasi
Rendah Tinggi
Service factory: Service shop:

• Penerbangan • Rumah Sakit
Rendah • Transportasi dg truk • Reparasi mobil
• Hotel • Jasa reparasi lainnya
Tingkat Intensitas
• Resor dan rekreasi

Tenaga Kerja
Mass service: Professional service:

• Penjualan grosir & ritel • Dokter
• Sekolah • Pengacara
Tinggi
• Aspek ritel dari • Akuntan
perbankan komersial • Arsitek
Figure: Matriks Proses Jasa (Fitzsimmons, dkk) 21

I.Aspek-Aspek Khusus Manajemen
Bisnis Jasa
8. Jasa Sebagai Proses
• Sebagai proses, jasa dihasilkan dari tiga proses: input (orang),
sumberdaya, dan informasi.
• A process implies taking an input and transforming it into output
Kategorisasi Proses Jasa
• People processing involves tangible actions to people
bodies.
Pelanggan secara fisik harus hadir selama proses penyampaian
jasa u/ menerima manfaat jasa yg diinginkan.
ch: penumpang pesawat, potong rambut, perawatan gigi.
• Possession processing includes tangible actions to goods and
other physical possession belonging to the customer.
Objek yang membutuhkan proses harus ada dan tidak
diperlukan kehadiran pemiliknya.
ch: cleaning service/loundry service, reparasi kendaraan
• Mental stimulus processing refers to intangible actions
directed at people’s minds.
Pelanggan harus hadir secara mental. Pelanggan bisa hadir
dilokasi dimana jasa diproduksi (such a lecture at the class),
atau dilokasi lain yg dihubungkan dg ‘broadcast signals’ atau
melalui ‘telecomunication lingkages’.
• Information processing describes intangible actions
directed at a customer’s assets.
Keterlibatan langsung pelanggan sedikit diperlukan ketika
transaksi pertama dilakukan, hubungan selanjutnya dengan
pelanggan dapat dilakukan melalui surat, telepon atau internet.
ch: Asuransi, Bank, Konsultan. 22
I.Aspek-Aspek Khusus Manajemen
Bisnis Jasa
What is the nature Who or what is the recipient of the service
Of the service act?
Tangible
People Possessions
Actions
People processing Possession processing
(service directed at people (service directed at physical
bodies): possessions):
• passenger transportation • freight transportation

• health care • repair and maintenance
• lodging • warehousing/storage
• beauty salons • office cleaning service
• Physical therapy • retail distribution
• Fitness center • laundry and dry cleaning
• Restaurant/bars • refueling
• barber • landscaping/gardening
• funeral service
• recreation
Intangible Mental stimulus processing Information processing

Actions (services directed at people’s (services directed at intangible
minds): assets):
• broadcasting cable • accounting
• advertising/PR • banking
• arts and entertainment • data processing
• management consulting • data transmission
• education • insurance
• information services • programming
• music concerts • legal service
• psychotherapy • research
• religion • securities investment
• voice telephone • software consulting
23
Figure: Understanding the Nature of the Service Act
II.Masalah-Masalah Dalam Bisnis Jasa
1. Masalah yang berkaitan dengan Intangibility
• Jasa tidak dapat disimpan

• Jasa tidak dapat dilindungi dengan
hak paten
• Perusahaan tidak dapat dengan
mudah dan cepat mengkomunikasikan
suatu jasa
• Harga sukar ditetapkan
24
II.Masalah-Masalah Dalam Bisnis Jasa
Strategi Mengatasi
• Menekankan petunjuk-petunjuk yg tampak (tangible

cues) yaitu : tempat (desain interior, eksterior),
SDM (ramah, responsif, murah senyum, rapi),
peralatan (komputer, meja, kursi, dll), media komu-
kasi (brosur, pamflet, leaflet, papan pengumunan),
simbol perusahaan, dan harga.
• Menggunakan SDM lebih banyak dp sumberdaya
lainnya
• Mendorong komunikasi melalui word-of-mouth, dg
cara pemberian insentif ttt kpd pelanggan yg dapat
menarik pelanggan baru
• Menciptakan citra (image) organisasi yg kuat, melalui
iklan, logo/simbol, perilaku manajemen dan karya-
wan yang positif (responsif, etis, peduli lingkungan,
dan terpercaya
• Memanfaatkan akuntansi biaya (manajemen biaya dan
akuntansi manajemen) dalam menetapkan harga
• Melakukan komunikasi purnabeli (post-purchase
communication): mengumpulkan informasi kepuasan
pelanggan, keluhan pelanggan, saran dan kritik
pelanggan, informasi produk baru kpd pelanggan 25
II. Masalah-Masalah Dalam Bisnis Jasa
2. Masalah yang berkaitan dengan inseparability
• Konsumen terlibat dalam aktivitas produksi
jasa
• Kegiatan pemasaran dan produksi sangat
interaktif
• Produksi massa yang terpusat sangat sukar
dilakukan dalam bisnis jasa
Strategi Mengatasi
• Melakukan seleksi dan pelatihan thd public

contact personnel (frontliner employees yang
berhubungan langsung dg konsumen)
• Mengelola konsumen
• Menggunakan berbagai macam lokasi jasa
(multisite locations)
26
II, Masalah-Masalah Dalam Bisnis Jasa
3. Masalah yang berkaitan dengan

Karakteristik Variability
• Sangat sulit melakukan standarisasi dan

pengendalian kualitas
Strategi Mengatasi
• Mengindustrialisasikan jasa dg cara menambah

dan memanfaatkan peralatan canggih serta
melakukan standarisasi produksi, (misal:
franchising)
• Melakukan service customization (meningkatkan
intensitas interaksi antara perusahaan dan
pelanggan, shg. Produk dan program pemasaran
dapat disesuaikan dengan kebutuhan dan keinginan
pelanggan
27
II, Masalah-Masalah Dalam Bisnis Jasa
4. Masalah yang berkaitan dg karakteristik
perishability
Jasa tidak dapat disimpan
Strategi Mengatasi
• Menggunakan berbagai pendekatan u/ mengatasi

permintaan yg berfluktuasi (manajemen permintaan)
ch: mengurangi permintaan pd periode permintaan puncak dg
cara: menaikkan harga atau diferensiasi harga, atau
demarketing (diskon bila konsumen berbelanja jauh hari
sebelum lebaran misalnya)
• Melakukan penyesuaian thd permintaan dan kapasitas
secara simultan shg tercapai keseim-bangan antara
keduanya (manajemen penawaran)
ch: menggunakan karyawan paruh waktu pada periode sibuk,
menyewa atau berbagi fasilitas dan peralatan tambah-an dg
perusahaan lain.
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III. Mengelola Service Encounters
1. Pelanggan dan Operasi Jasa
 Technology and Customer Contact

- Perkembangan teknologi sering menawarkan cara
baru bagi bisnis jasa u/ menciptakan dan
menyampaikan jasa (core and suplementary
service) berdasarkan informasi (Technology-based
model of service delivery).
contoh:
Penggunaan teknologi internet, ATM, pelayanan 24
jam melalui telepon pada industri perbankan.
Implikasinnya  pelanggan dapat menghemat
lebih banyak waktu untuk melakukan transaksi
karena tidak harus mendatangi Bank Branch.
29
 Service Encounters: ?
A service encounter is a period of time during which
customers interact directly with a service (it describe
personal interactions between customers and
employees).
 Differing Level of Customer Contact
Three levels of customer contact :
* High-contact service (pelanggan mendatangi
fasilitas jasa, secara aktif terlibat dalam proses
penyampaian jasa)
* Medium-contact service (pelanggan
mendatangi fasilitas jasa atau didatangi, tetapi tidak
terlibat secara fisik dalam proses penyampaiannya
* Low-contact service (sangat sedikit terjadi
kontak antara pelanggan dg provider)
30
Figure: Levels of Customer Contact with Service

Organizations
Emphasizes
Encounters with
High Nursing home Service Personnel
Haircut
Star Hotel
Good Restaurant
Management Consulting
Airline Travel
Retail Banking
Telephone Banking
Motel Car Repair
Fast Food
Dry Cleaning Insurance
Movie Theatre
City Bus Cable TV
Emphasizes Home Banking

Encounters Mail-Based Repairs
With Equipment Internet-Based Service Low
31
2. Jasa Sebagai Sistem

Sebagai suatu sistem jasa merupakan kombinasi dari
komponen (subsistem): service operation, service
delivery and service marketing
Physical Support
Technical
Technical Other
Core Customer
Core Customers
Contact Pesonnel
Backstage Front Stage

(invisible) (visible to Customer
Figure: The Service Busines as a System
32
Service Operation System
• Visible component operasi jasa:

- Service personnel (relating to the actors)
- Physical facilities, equipment, and other
tangibles (relating to the stage set)
• The stage set :
- Backstage, fasilitas yg merupakan technical core
dari sistem jasa (little interest to customers).
Kegagalan ‘backstage personnel and system’ bekerja
akan mempengaruhi kualitas frontstage acivities.
- Frontstage, mencakup semua element terdiri
dari: physical support dan contact personnel yang
merupakan garis depan dalam sistem operasi jasa
(visible to customer)
33
• Proporsi dari overall service operation yg terlihat

oleh pelanggan bervariasi bergantung kepada level
of customer contact.
- High-contact service, secara langsung
melibatkan pelanggan secara fisik, pelanggan
mendatangi service factory (lebih dominan
melibatkan fronstage, walaupun masih terdapat
aktivitas backstage yang tidak terlihat oleh
pelanggan
- Medium-contact service, memerlukan
keterlibatan yg lebih rendah pelanggan didalam
penyampaian jasa. Konsekuensinya keterlibatan
visible component dalam service operation system
juga lebih rendah.
- low-contact service, biasanya memp. strategi
u/ meminimalkan customer contact dg service
provider. Backstage element berada pada lokasi
yang berbeda. Frontstage elements biasanya
terbatas pada kontak melalui post dan
telekomunikasi.
34
Service Delivery System
• Service delivery berkaitan dg dimana, kapan, dan bagaimana service
product disampaikan kepada pelanggan.
• Service delivery as a subsystem, mencakup visible elements of the
service operating system (buildings, equipment, and per-sonnel) and
entail exposure to other customers.
ct i nte r ac ti on
Di re
Service
Customers
Delivery
Consists of a series
of processes that a ti o n
f o r m i e s
customers experien- i c , i n o l og
c tr o n e c h n
ces as a performance e l e i o n t t a c t
U s e i c at co n
m u n i re c t
co m c e d
& r e d u
To
Self-service delivery often offers
Potential disadvantages:
The shift from personal customers greater convenience
service to self-service than face-to-face contact
sometimes distrubs • automated gasoline pump
customers, • ATM
• coin-operated food
The strategy is: • drink dispencers
Give information campaign to edu- • self-guided museum tour
cate customers and promote the 35
benefits of the new approach
Service Marketing System
Service Delivery System Other Contact Point
Service Operation System
Other • Advertising
Interior & • Sales Calls
Customers
Exterior • Market Research
Facilities • Surveys
• Billing/Statement
Technical The • Miscelllaneous Mail
Core Equipment • Phone Calls, Fax
Customer
• Random exposures to
Facilities/ Vehicles
Service • Chance Encounters
Other
People with Service Personnel
Customers
Backstage Frontstage • Word-of-Mouth
Figure: The Service Marketing System for High-Contact Service

Service Op. Service Delivery System Other Contact Points
System
Mail • Advertising
• Market Research
Self Service The • Surveys
Technical
Equipment Customer • Billing/Statement
Core
• Random Exposure to
Phone, Fax • Facilities, Personnel
Web Site • Word-of-Mouth
Backstage Frontstage 36
Figure: The Service Marketing System for Low-Contact Service

Table: Tangible Elements and Communication
Compo-
nent in the Service Marketing System
• Service Personnel
Contacts with customers may be face-to-face, by
telecommunication (telephone, fax, telegram, telex,
electronic mail and express delivery services.
This personnel may include:
- sales representatives
- customer service staff
- accounting/billing staff
- operations staff who do not normally provide
direct service to customers (e.g, engineers, janitor)
- designated intermediaries whom customer
perceive as directly representing the service firm
• Service facilities and equipment
- building exteriors, parking areas, landscaping
- building interiors and furnishings
- vehicles
- self-service equipment operated by customers
- other equipment
37
Table: Tangible Elements and Communication Compo-

nent in the Service Marketing System
• Nonpersonal communications
- form letters
- brochures/catalogs/instruction
manuals/web sites
- advertising
- signate
- news stories/editorials in the mass
media
• Other people
- fellow customers encounterd during
service delivery
- word-of-mouth comments from friends,
acquintances, or even strangers
38
3. Mengelola Service Encounter U/ Hasil yg
Memuaskan
Managing People in Service Encounters
Tugas manajer:
Menyiapkan service personnels yang memiliki:
• Technical skill (technical aspects aspect of the job
quickly and accurately) and
• Interpersonal skills (how to serve customer
respectively)
• Service employees perlu diberi pelatihan, otoritas,

dan dukungan manajemen sehingga dapat membe-
rikan pelayanan terbaik kepada pelanggan (in satis-
factory outcomes.
• Bentuk lain dari kontrol perilaku karyawan, manajer

harus mampu menjadi ‘the role model’ bagaimana
memberikan pelayanan yang terbaik kepada
pelanggan.
39
Critical Incidents in Service Encounter
The Customer Perspective

• Menentukan titik kegagalan yang paling mungkin didalam
‘service encounter’, dimana terdapat risiko signifikan
kekecewaan pelanggan, merupakan langkah pertama ‘in
taking corrective action’ untuk mengatasi kejadian tersebut.
• Negative critical incidents yang diselesaikan dg baik,

mempunyai potensi besar untuk meningkatkan loyalitas
karena provider menunjukkan kepada pelanggan bahwa
perusahaan benar-benar peduli kpd mereka.
The Employee Perspective

• Customer-employee contact is “a two-way street”
• Memahami pandangan karyawan thd situasi yg diha-
dapi sangat penting, karena ‘thoughtless or poorly
behave customers’ sering menyebabkan ‘needless
problems bagi service personnel yang berusaha
keras melayani mereka dg baik. 40
4. The Customer as Coproducer
Tabel : Level of Customer Participation across
Different Services
1. Low (Customer Presence Required during Service
Delivery)
- Product are standardized

- Service is provided regardless of any individual
purchase
- Payment may be the only required customer input
Examples:
- End customer:
* Bus travel
* Motel stay
* Movie Theatre
- Business-to-business:
* Uniform cleaning service
* Interior greenery maintenance
41
2. Moderate (Customer inputs required for service

creation)
- Client inputs customize a standard service

- Provision of service requires customer purchase
- Customer inputs (information, materials) are necessary
for an adequate outcome, but the service firm provides
the service
Examples:
- End customer
* Hair cut
* Annual physical exam
* Full-service restaurant
- Business-to-business
* Agency-created advertising campaign
* Payroll service
* Independent freight transportation
42
3. High (Customer coproduces the service product)
- Active client participation guides the customized

service
- Service cannot be created apart from the customer’s
purchase and active participation
- Customer inputs are mandatory and coproduces the
outcomes.
Examples:
- End customer:
* Marriage counselling
* Personal training
* Weight-reduction program
- Business-to-business:
* Management consulting
* Executive management seminar
* Install wide area network (WAN)
43
5. Service Firms as Teachers
• Semakin banyak pekerjaan diharapkan kpd pelanggan

u/ melakukannya, semakin banyak informasi yang
diperlukan pelanggan ttg begaimana hal tsb dilakukan.
Thus, perusahaan bertanggung-jawab mendidik
‘inexperienced customers’ tersebut.
• Lack of knowledge, dapat membawa kpd ‘frustation
with the process and unsatisfactory results’ termasuk
menempatkan pelanggan pada risiko, karenanya
customer education sangat diperlukan, dan memegang
peran kunci didalam strategi komunikasi pemasaran
bagi bisnis jasa.
• Customer education approaches: brochures and
posted instructions
• Advertising for new services often contains significant
educational content
Case:
Thoughtful banks place a telephone beside their ATMs, so
that customers can call a real person for help and advice
at any time if they confused about the onscreen 44
instructions.
IV
1. The Purpose of Design

• Developing new products or services for existing
markets,
• Developing new products or sercvices for new markets
• Developing new applications for existing products or
services
• Improving the quality of existing product or services
• Reducing the cost of an existing product or service
• Minimizing dangers, nuisances, or pollution associated
with the use of product or service
:
• Reducing or eliminating difficulties associated with the
production or use of a product or service
• Standardizing a product or service line
• Adapting a product or service to new legal requirements
or opportunities
• Improving customer or public relations
• Specifying and describing the new product or service
concepts in sufficient detail for them to be implemented
by another person or group
45
IV
4 Basics Characteristics in
New Service Development
• It must be objective, not subjective

• It must be precise, not vague
• It must be fact driven, not opinion
driven
• It must be methodological, not
philosophical
46
IV
2. Stage in New-Service Development
• Business Strategy Development or Review
• new-Service Strategy Development
• idea Generation
Front-End STOP Screen ideas against new service strategy
Planning
• Concept Development and Evaluation
STOP Test concept with customers and employees
• Business Analysis
STOP Test for profitability and feasibility
• Service Development and Testing

STOP Conduct service prototype test
• Market Testing
Implementation STOP Test service and other marketing-mix elements
• Commercialization
• Postintroduction Evaluation
47
IV
3. The Relationship of Design to Marketing

and Production
Customer
Cutomer
Needs
Marketing
Performance
Spects
Product/service
designers
Design
Spects
Production or Product or
service delivery service
Marketing
48
IV
4. Design Process
The design process is often controlled by a procedure known

as ‘project management’.
With project management, the design project is broken down

into a hierarchy of tasks for the design of subsystems and
components.
The major advantages of formal manag. of the design process:

1. Project purpose, tasks, and subtasks are clearly defined,
2. Responsibilities for the tasks are well defined
3. There is frequent and complete reporting for coordination
and performance/task/cost evaluation
4. The development time is shortened
5. The concentrated team effort produces higher morale
The major disadvantages:
1. It is difficult to find good project managers

2. Ornazational planning is a complex process and may result
in lower utilization of company personnel
3. Any snag that delays the coordinated design effort may
delay the entire project and cause snowballing
4. Time pressures may stifle creativity 49
IV
The process of designing a service involve steps:
1. Accumulation of Information,
Informasi utama ttg desain jasa berupa
spesifikasi kinerja (the design
specifications) yang diperoleh dari
manajemen atau staf pemasaran. Informasi
lain yang diperlukan:
- state-of-the-art technology
- architectural input,
- the availability of human skills
- equipment options must be thoroughly
researched
Note: the Marriot Corporation is a good exp. of a company
that accumulates volumes of information, mostly
from its competitors, when designing new services.
50
IV
2. Development of Conceptual Alternatives

Mengubah spesifikasi kinerja menjadi pilihan desain jasa
(alternative service designs). Alternative designs pada
tahap ini disecut ‘concepts’ karena pada dasarnya baru
berupa ide-ide yang belum diimplementasikan atau di
definisikan secara detail.
contoh:
Service Performance Spects Alternative Concept
Movie theatre Waiting in ticket line • Multiple ticket booths

not to exceed 5 minute • Coin-operated entrance
gates
• Advance ticket purchases
by phone with credit
cards
Mail-order Supply withdrawal cash • Arrange with local bank to
Banking to customers within supply cash by electronic
24 hours fund transfer
• Send cash by overnight
express service
Private Move customers about • Taxi system
transportation city rapidly • Jitney system (i.e, shared
51
rides)
IV
3. Design and Testing of Prototype

Prototipe atau sampel jasa dikontstruksikan dan diuji. Ada
beberapa teknik yang dapat digunakan spt: uji coba rute
baru (local bus route),simulasi komputer, yg memungkinkan
konsumen untuk melihat sistem operasi secara hipotetis
dari new product yg diuji. Banyak organisasi jasa memp.
Multiple outlets (Mc.Donald’s), dimana prototipe yg
berbeda dapat diuji.
4. Final Design, Drawings, and Specifications

The final service design akan dipengaruhi oleh teknologi
dari proses jasa. The final design harus benar-benar sesuai
dengan preferensi pasar.
Thus, penelitian ttg: customer needs, attitudes, and prefe-
rences, the results of market tests harus benar-benar
dapat digunakan dalam pengambilan ‘ the final decision’.
the last steps in the design process : menyiapkan spesifikasi
‘narritive’ dari ‘the bundle of intangibles supplied’.
Spesifikasi desain perangkat jasa memberikan gambaran
ttg jasa secara jelas bahwa pengalaman jasa yg sama dapat
direplikasi diberbagai lokasi (paket jasa yg dijual
perusahaan tsb).
52
IV
5. Service Design System Approaches

• Personalized service (Jasa personal)
Pendekatan ini keyakinan bahwa jasa merupakan susuatu yg
sifatnya personal (dilakukan oleh individu ttt, dan ditujukan
kepada individu lainnya). Karenanya setiap pelanggan harus
dilayani secara personal sesuai kebutuhannya.
• Production line approach (Pendekatan lini produksi)
Jasa secara rutin disediakan dalam lingkungan yg terkendali
untuk menjamin konsistensi kualitas dan efisiensi operasi.
Beberapa karakteristik yg menunjang keberhasilan pendekat-
an ini:
a. Adanya keterbatasan karyawan dalam bertindak (ditujukan
untuk standarisasi dan konsistensi dalam kualitas)
b. Adanya pembagian kerja (division of labor), sesuai dengan
spesialisasi ketrampilan karyawan.
c. Menggantikan sdm dengan teknologi tertentu (pemanfaatan
teknologi dan komputerisasi sbg. substitusi secara sistema-
tis). Misal: penggunaan ATM didalam industri perbankan.
d. Standarisasi jasa. (misal: franchising),
memungkinkan upaya perencanaan dan prediksi lebih awal
atas pelayanan dan permintaan pelanggan. Tugas menjadi
lebih jelas, aliran pelanggan teratur, terciptanya keseraga-
man kualitas jasa, proses jasa menjadi lebih mudah diken-
dalikan. 53
IV
• Memisahkan operasi kontak tinggi dan operasi tanpa kontak

langsung dengan pelanggan.
Manfaat:
- perusahaan dapat menciptakan persepsi personalized service
bagi pelanggan
- perusahaan dapat mencapai skala ekonomis melalui pemro-
sesan volume kerja.
Keberhasilan pendekatan ini bergantung pada 2 faktor:
a.Tingkat kontak dengan pelanggan (tinggi, sedang, rendah).
- berkaitan dg kehadiran pelanggan secara fisik dalam sistem
jasa.
- Diukur berdasarkan %-tase atau perbandingan antara waktu
kehadiran pelanggan dalam sistem jasa dg waktu total pe-
nyampaian suatu jasa.
- Pada high-contact service, kehadiran dan partisipasi pelang-
gan sangat menentukan timing permintaan, sifat jasa, dan
kualitas jasa.
b. Pemisahan high-contact operation dan noncontact operation
lansung dg pelanggan, akan mempengaruhi desain sistem
jasa yg dibutuhkan.
- high-contact operation, membutuhkan karyawan yg terampil
dalam melayani pelanggan
- noncontact operation, tidak harus secara fisik berhubungan
langsung dg pelanggan (operasi dapat dijadwalkan u/
mencapai kapasitas optimal). Contoh: back-stage operation.54
IV
• Partisipasi Pelanggan
Berdasarkan tk. Keterlibatan pelanggan, sistem penyampaian
jasa dapat dipandang dari dua titik ekstrim.
Swalayan Ketergantungan penuh

(self-service) pada penyedia jasa
Thus,ada dua macam kontribusi yg dapat diberikan pelanggan

dalam sistem penyampaian jasa:
a. Menggantikan provider labor dengan customer labor.
(penggunaan fasilitas ATM).
b. Memperhalus atau mengurangi variasi permintaan jasa.
metode yang digunakan:
- Sistem reservasi dan appointment, untuk menghindari
antrian panjang, dan mendapatkan kepasatian pelayanan,
(praktek dokter, hotel, perusahaan penerbangan).
- Penetapan harga diferensial, dilakukan untuk mendorong
pelanggan memanfaatkan jasa pada waktu-waktu diluar
jam sibuk, (tarif murah telp. Interlokal pada jam-jam ttt).
- Mengelola atau memperkuat permintaan pada periode
tidak sibuk, agar perbedaan permintaan dengan periode
sibuk tidak terlampau tajam (minivacation weekends pada
hotel).
- Mengembangkan jasa komplementer selama jam sibuk,
(penggunaan fasilitas ATM ). 55
IV
• Swalayan (self-service)
Pada pendekatan ini tk keterlibatan pelanggan sangat tinggi.
pelanggan berperan secara aktif dalam proses jasa, (Super-
market; pelanggan memilih sendiri produk yg diinginkan,
membawa sendiri brg belanjaannya).
56
IV
6. Tipe Operasi Jasa

• Proyek
sejumlah aktivitas saling terkait, didefinisikan dg jelas, disele-
saikan dlm tahap waktu ttt. Jasa profesional yg berkaitan dg
penanganan proyek : arsitek, konsultan, pengacara, akuntan,
dokter.
• Batch (job shop)
jasa disesuaikan dengan spesifikasi dan kebutuhan pelanggan.
Faktor terpenting dalam tipe ini adalah kemampuan u/ melaksa-
nakan berbagai kombinasi dan tahapan/rangkaian aktivitas yg
berbeda bagi setiap konsumen, (jasa katering, perawatan medis,
bengkel.
• Lini (flow shop)
Berhubungan dengan penyampaian jasa yg telah distandari-
sasi, sehingga rangkaian operasi yg dilakukan relatif sama,
(registrasi di perg. Tinggi, pemeriksaan kesehatan di RS,
pengurusan STNK/SIM)
• Proses berkesinambungan (ongoing process)
Beroperasi selama 24 jam penuh, siap memberikan pelayanan
kapanpun dibutuhkan (kepolisian, Barisan Pencegah dan
Pemadam Kebakaran.
57
1. Arti dan Tipe Harapan Pelanggan Jasa
• Sifat dan sumber harapan yg muncul diantara berbagai kelom-

pok konsumen, pada dasarnya relatif sama.
Expectation of
• End-and business-customer groups,
• Experienced and inexperienced customers
• Customers of pure and of product-related services
Had fundamentally the same nature and antecedents
Levels of Expectations
The extent to which
Desired service customers recognize
and are willing to
The level of accept this
service the Zone of variation
customer Tolerance
hopes to
receive
Adequate service The level of
service the customer
58
will accept
The Zone of Tolerance
• Different customers posses different zone of tolerance.
Merupakan salah satu aspek didalam ‘range of reasonable
service’, bahwa pelanggan mempunyai zona toleransi yg ber-
beda, (some customers have narrow of tolerance, requiring a
tighter range of service from provider, while other customers
allow a greater range of service).
• Zone of tolerance vary for service dimensions

Zona toleransi pelanggan jasa bervariasi berdasarkan atribut
atau dimensi jasa. Semakin penting atribut/dimensi jasa
tersebut bagi pelanggan semakin sempit zona toleransinya.
Level Desired service

of
Expec- Zone of Desired service
tation Tolerance
Adequate service Zone of

Tolerance
Adequate service
Most important Factors Least important factors 59
Figure: Zone if tolerance for Different Service Dimensions
• Zone of tolerance vary for first-time and recovery service.
Zona toleransi untuk ‘first time service’ biasanya lebih tinggi
dari pada ‘recovery service’.
- Harapan pelanggan lebih tinggi kepada ‘service outcome’ dan
‘the process’ selama ‘recovery service’.
- Fluktuasi didalam zona toleransi pelanggan individual lebih
mengarah kepada fungsi perubahan pada ‘adequate service
level’ (move up and down due to situational circumtances) dari
pada ‘the desired service level’ (tends to move upward incre-
mentally due to accumulated experiences).
Figure: Zone of tolerance for first-time and recovery service
First-Time Service
Outcome
Process
Recovery Service
Outcome
Process
Low High
Expectations 60
2. Faktor Yang Mempengaruhi Harapan Pelanggan
Sources of Desired Service Expectations
Figure: Factors that influence desired service
Expected
Enduring service Service
intensifiers
Desired service
Personal needs
Zone
Including physical,social, psy-
chological, and functional needs of
Tolerance
Are individual, stable factors that
lead the customer to a heightened
sensitivity to service.
• derived service expectation (the Adequate service
most important of these factors),
terjadi ketika harapan pelanggan dipicu oleh orang lain atau
kelompok dimana individu tsb berinteraksi.
• personal service philosophy, pelanggan mendasarkan ‘generic
attitude’ ttg makna dari jasa dan perlakuan yg pantas (proper
conduct) dari service provider.
61
Sources of Adequate Service Expectations
Figure: Factors that Influence adequate service
Transitory service
intensifiers
Desired service
Perceived service
alternatives
Zone
of
Tolerance
Self-perceived
service role
Adequate service Predicted
Service
Situational
factors
The level of service
customers believe they
are likely to get.
62
• Transitory service intensifiers,
Bersifat temporer, jangka pendek, faktor individual yang mem-
buat seorang pelanggan lebih menyadari kebutuhannya akan
jasa tersebut
ch: Personal emergency situations in which service is urgently needed,
(such as traffic accident) riase the level of adequate service expec-
tation, particularly level of responsiveness required and considered
acceptable.
• Perceived service alternatives,
Jasa yang sama yang bisa diperoleh pelanggan dari provider
yang lain (competitors). Semakin banyak pesaing, semakin ba-
nyak pilihan pelanggan, akan semakin tinggi ‘level of adequate
service, (the customer will be less tolerant of the service perfor-
mance)
• The customer’s self-perceived service role,
Didefinisikan sbg. persepsi pelanggan thd tingkat dimana pe-
langgan mempunyai pengaruh atas ‘the level of service’ yang
mereka terima (partisipasi pelanggan dalam proses ‘service
delivery’ tinggi). A dissatisfied customer who complains will be
less tolerant than one who does not voice his or her concerns.
• Situational factors,
Kondisi kinerja jasa yg dipandang pelanggan sbg sesuatu yg
berada diluar kendali ‘service provider’. Semakin maklum pe-63
langgan dg faktor situasi, semakin tinggi tk toleransi pelanggan.
• Sources of Both Desired and Predicted Service Expectations
Figure: Factors that influence desired and predicted service
Explicit service
promises
Implicit service
Expected
promises
Service
Desired Service
Word-of-mouth
Zone
of
Tolerance Past experience
Adequate Service Predicted Service
64
• Explicit service promises,
Pernyataan/janji personal ( when they are communicated by
salespeople or repair personnel) dan nonpersonal (when they
come from advertising, brochures, and other writte publications)
tentang jasa yg dibuat oleh perusahaan kepada pelanggan,
(completely in the control of the service provider).
• Implicit service promises,
Jasa dikaitkan dengan isyarat lain dari ‘explicit promises’ yg
bermuara pada kesimpulan ttg seperti apa jasa yg akan diterima
oleh pelanggan ybs. ‘Quality cues’ didominasi oleh harga dan
elemen tangibles dari jasa tersebut.
• Word-of-mouth communication,
Komunikasi dari mulut kemulut sangat penting dalam konteks
jasa yg sulit dievaluasi sebelum pembelian dan mengalami lang-
sung proses jasa tersebut.
• Past experience,
Pengalaman masa lalu konsumen didalam mengkonsumsi jasa
merupakan kekuatan lain didalam mempengaruhi ‘desired and
predicted service’.
(look at this statement,” My expectations are definitely influenced by my
past experience . . . My expectations are more realistic because of the
knowledge I’ve gained”.)
65
3. A Model of Customer Service Expectations
Figure: Nature and determinants of customer expectation
of service
Enduring Service Explicit Service
Intensifiers Promises
• Derived expectations • Advertising
• Personal service • Personal selling
philosophies • Contracts
• Other communications
Personal Needs
Implicit Service
Promises
Expected • Tangibles
Transitory Service Service • Price
Intensifiers Desired Service
Word-of Mouth
• Emergencies
• Personal
• Service problems Zone • Expert (consumer re-
Perceived Service Of ports, publicity, etc)
Tolerance
Alternatives Past Experience
Self-Perceived Adequate
Service Role Service Predicted Service
Situational Factors
• Bad weather Gap 5
• Catastrophe
Perceived Service 66
• Random overdemand
1. Customer Perceptions
How customer perceive services, how they

asses/evaluate, whether they have experienced
quality service and whether they are satisfied.
Internal customer,
are employees within the firm External customer,
who in their jobs, depend on individuals and business that
others in the organization for buy goods and services from
internally provided goods and the organization.
Services.
Asumsi: bahwa dimensi jasa dan cara ‘customer’ mengevaluasi

jasa, dianggap tidak ada perbedaan, apakah mereka internal atau
external customer.
Satisfaction vs Service quality
Satisfaction, Service quality,

umumnya dipandang focuses on dimensions of service,
sbg konsep yg lebih mrp komponen dari kepuasan
luas. pelanggan (satisfaction),.
67
Figure: Customer perception of quality and customer satisfaction
Reliability
Responsiveness
Situational
Service Factors
Assurance Quality
Empathy
Tangibles
Customer
Product
Satisfaction
Quality
Price Personal
Factors
68
2. Customer Satisfaction
• Adalah tingkat perasaan seseorang setelah membandingkan
kinerja produk/jasa yg ia rasakan dibandingkan dg harapannya.
• Satisfaction is the consumer’s fulfilment response. It is a judge-
ment that a product or service feature, or the product or service
it self, provides apleasurable level of consumption-related
fulfilment.
• Product and Service Features,

kepuasan pelanggan dengan produk atau jasa, dipengaruhi secara signi-
fikan oleh evaluasi pelanggan thd fitur produk atau jasa.
Ch: important features for a resort hotel : the pool area, access to golf
facilities, restaurants, room comfort and privacy, helpfulness and
courtesy of staff, room price, and so forth.
• Consumer Emotions,
Emosi pelanggan dapat mempengaruhi persepsi pelanggan terha-
dap kepuasan thd produk dan jasa yg dikonsumsi. Specific emotion
bisa dipicu oleh pengalaman konsumsi itu sendiri, ia akan mempengaru-
hi kepuasan konsumen thd jasa.
• Attribution for Service Success or Failure,
atribusi thd keberhasilan dan kegagalan jasa juga mempengaruhi per-
sepsi pelanggan thd kepuasan. Ketika pelanggan merasa ‘surprised’ dg
‘outcome’ (jasa yg diterima lebih baik atau lebih buruk dari yg diharap-
kan), konsumen cenderung berusaha mencari alasan, dan penilaian 69 me-
reka thd alasan tsb dapat mempengaruhi kepuasannya.
• Perceptions of Equity or Fairness,
Kepuasan pelanggan juga dipengaruhi oleh persepsi pelanggan terha-
dap kewajaran jasa yg diterima. Pelanggan akan bertanya pada diri mere-
ka: apakah saya telah diperlakukan sama dibandingkan dg pelanggan ?
apakah pelanggan lain diperlakukan lebih baik, memperoleh harga yg
lebih baik, memperoleh jasa dg kualitas yg lebih baik?
(note: notions of fairness are central to customers’ perceptions of satis-
faction with product and service).
Outcomes of Customer Satisfaction

Mengapa semua perhatian tertuju pada kepuasan pelanggan?
Studi menemukan bahwa peningkatan ‘level of customer

satisfaction’ dapat dihubungkan dengan ‘customer loyalty
and profit’.
Dalam konteks makro, satisfaction mrp indikator penting
dari ‘quality of life’.
Figure: 1 = very dissatis-

Relationship bet- 100 fied
ween customer 2 = dissatisfied
(repetition) (%)
satisfaction 3 = neither satis-

and loyalty fied nor dis-
in competitive 50
satisfied
loyalty
industries 4 =satisfied
5 = very satisfied
70
1 2 3 4 5
3. Service Quality
Lima perspektif terhadap kualitas menurut Garvin:
1.Transcendent view of quality,
Memandang kualitas sbg ‘innate excellence’, artinya, kualitas
dapat dirasakan atau diketahui, tetapi sulit didefinisikan dan di
operasionalkan. Biasanya diterapkan didunia seni.
2.The Product-based approach,
Memandang bahwa kualitas merupakan merupakan karakteris-
tik atau atribut yg dapat dikuantitatifkan dan dapat diukur. Per-
bedaan dlm kualitas mencerminkan perbedaan dalam jumlah
beberapa unsur (atribute) yg dimiliki produk. Bersifat objektif,
karenanya tidak dapat menjelaskan perbedaan dalam selera,
kebutuhan, dan preferensi individu.
3. User-based definition,
Berpendapat bahwa kualitas bergantung pada orang yg me-
mandangnya (bersifat subjektif dan demand oriented). Suatu
produk dianggap berkualitas tinggi jika mampu memuaskan
preferensi individu yg bersangkutan.
4. The manufacturing-based approach,
Bersifat ‘supply-based’ terutama memperhatikan praktek-prak-
tek ‘engineering and manufacturing’, dan mendefinisikan kuali-
tas sbg. kesesuaian dg. persyaratan (conformance to require-
71
ment). In service, we would say that quality was “operations driven”.
5. Value-based definitions,
Memandang kualitas dari segi ‘value and price’. Dengan mem-
pertimbangkan trade-off antara kinerja (or conformance) dan
harga, kualitas didefinisikan sbg ‘affordable excellence’.
Kualitas dipandang bersifat relatif, produk dg kualitas tertinggi
belum tentu paling bernilai (yg paling bernilai adalah brg/jasa
yg paling tepat dibeli.
So, Service quality ?

Tingkat keunggulan yg
diharapkan dan pengendalian
2 factors of servqual: atas tingkat keunggulan tersebut
• expected service,
untuk memenuhi keinginan
• perceived service
pelanggan.
Manfaat superior service quality:

• Loyalitas pelanggan meningkat
• Pangsa pasar lebih besar
• Harga saham yg lebih tinggi
• Harga jual yang lebih tinggi
• Produktivitas yang lebih tinggi
72
Figure : The benefit of quality
Price
Advantage
Customer-Driven Market Share

Quality
Customer
Value
Customer Atribute Productivity

& Design &
Specification Growth
Productivity
Quality Lower Cost

Specification
Lower
Quality Cost
73
Investment in Improving Quality
The Service Excellence ?
Pelayanan yg unggul:
Sikap, cara karyawan dalam melayani pelanggan secara
memuaskan, dg memenuhi 4 unsur pokok:
-kecepatan - ketepatan
- keramahan - kenyamanan
Komponen utama ‘total quality of service’

1. Technical quality,
komponen yg berkaitan dg kualitas output jasa yg diterima pe-
langgan:
- search quality, kualitas yg dpt dievaluasi pelanggan sebelum
membeli jasa, (ch: harga jasa)
- experience quality, kualitas yg hanya dpt dievaluasi setelah
pelanggan mengkonsumsi jasa.
- credence quality, kualitas yg sukar dievaluasi pelanggan mes-
kipun telah mengkonsumsi jasa
2. Functional quality,
komponen yg berhubungan dg kualitas cara jasa disampaikan
3. Corporate image,
profit, reputasi, citra umum, dan daya tarik khusus yg dimiliki
74
perusahaan
Service Quality Dimension.
• Reliability • Tangibles, appearance of physical facili-

• Responsiveness ties, equipment, personnel, and
• Competence written materials.
• Access • Reliability, ability to perform the promised
• Courtesy service dependably and accurately.
• Communications • Responsiveness, willingness to help cus-
• Credibility tomers and provide prompt service.
• Security • Assurance, employees’ knowledge and
• Understanding courtesy and their ability to inspire
• Tangibles trust and confidence.
• Empathy, caring, individualized attention
given to customers
Parasuraman, dkk
Menurut Gronroos:
Di 6 Unsur:
Tiga kriteria pokok kualitas
ja • Profesionalism and skills,
Jasa: bar • Attitudes and behavior
1. outcome-related criteria, kan • Accessibility and flexibility
2. Process-related criteria men
ja • Reliability and trustworthiness
3. Image-related criteria
di • Recovery
• Reputation and credibility
75
Prinsip-Prinsip Kualitas Jasa
• Kepemimpinan,
strategi kualitas perusahaan harus merupakan inisiatif dan ko-
mitmen dari manajemen puncak.
• Pendidikan,
semua personil perusahaan mulai dari ‘top management’ sam-
pai karyawan operasional harus memperoleh pendidikan me-
ngenai kualitas.
• Perencanaan,
proses perencanaan stratejik harus mencakup pengukuran dan
tujuan kualitas yg digunakan dalam mengarahkan perusahaan
untuk mencapai visinya.
• Review,
proses ‘review’ merupakan alat yg paling efektif bagi manajemen
untuk mengubah perilaku organisasi untuk menjadi lebih baik
dan lebih baik lagi.
• Komunikasi,
implementasi strategi kualitas dalam organisasi dipengaruhi
oleh komunikasi, baik antara karyawan perusahaan dg pelang-
gan, antar karyawan, antara karyawan dg manajemen dan stake-
holder lainnya.
• Penghargaan dan Pengakuan (total human reward) kepada kar-
76
yawan yg berprestasi untuk meningkatkan motivasi kerja.
Model Kualitas Jasa (Gap Model)
Consumer
Word-of-mouth Kebutuhan Pengalaman

Communication Personal Yang Lalu
Jasa Yang
Diharapkan
Gap 5
Jasa Yang
dirasakan
Service Penyampaian Gap 4 Komunikasi

Provider Jasa Eksternal
Gap 3
Gap 1 Penjabaran
Spesifikasi
Source: A.Parasuraman, at al
Gap 2
Persepsi 77
manajemen
Quality Defined as Gap Between Perceptions and Expectations
• Gap 1: Consumer Expectation-Management Perception Gap,
service managers tidak selalu dapat memahami dg tepat
fitur jasa seperti apa yg diinginkan oleh pelanggan.
• Gap 2: Management Perception-Service Quality Specifications
Gap
manajemen tidak selalu mampu menyusun standar kiner-
ja yg tepat sesuai dengan yg diinginkan oleh pelanggan.
• Gap 3: Service Quality Specifications-Service Delivery Gap,
meskipun ‘guidelines’ ttg ‘appropriate quality’ sudah di-
buat, jasa yg berkualitas sering gagal didalam penyam-
paiannya kepada pelanggan.
• Gap 4: Service Delivery-External Communication Gap,
media iklan dan komunikasi lainnya yg digunakan oleh
perusahaan dapat mempengaruhi harapan pelanggan
terhadap jasa yg ditawarkan. Risiko yg dihadapi adalah
apabila jasa yg disampaikan tidak sesuai janji.
• Gap 5: Expected Service-Perceived Service Gap,
kunci untuk menjamin penyampaian jasa yg berkualitas
adalah dg memenuhi atau melebihi harapan pelanggan.
gap terjadi apabila pelanggan mengukur kinerja jasa dg
cara yg berbeda, atau keliru didalam mempersepsikan78
kualitas jasa.
Merujuk pada service quality model, beberapa hal yg perlu
diperhatikan:
• identifikasi atribut kunci kualitas jasa dari sudut pandang mana-
jemen dan konsumen.
• penekanan terutama pada gap yg terjadi antara persepsi dan
harapan pelanggan dengan penyedia jasa
• pemahaman tentang implikasi teratasinya kesenjangan yg ada
terhadap pengelolaan jasa.
Steps in the systmatic development of quality (Murdick, dkk):
• Identify customer expectations
• design the service to meet customer expectations of quality
• develop and implement a quality training program
• design and implement a quality control program
Figure: the service profit chain
Internal Employee External Customer

Employee Customer
Service Satisfac- Service Satisfac-
retention retention
quality tion quality tion
Profit
79
Pengukuran Kualitas Jasa
Dua hal yg perlu diperhatikan:
• spesifikasi determinan
Ditentukan oleh:
kualitas jasa
• tk kontak jasa
• perangkat kualitas jasa
• proses atau ouput jasa
yg bisa diukur
Dua pertanyaan penting berkaitan dg kualitas:

- apa yg seharusnya diberikan jasa tersebut?
- apa yg benar-benar telah diberikan jasa tersebut?
So, kualitas jasa mrp penilaian atas sejauh mana suatu jasa se-
suai dg apa yg seharusnya disampaikan.
Dua pertanyaan berikut yg perlu dijawab:
• apa yang diukur?
- apakah process or output quality?
- apakah physical or interactive quality? Result and process
- apakah technical, functional, or oriented
corporate quality?
Sumber kualitas menurut Gummesson:
• design quality
• production quality
• delivery quality Customer and process oriented
80
• relationship quality
• Bagaimana Mengukurnya?
berkaitan dengan instrumen/formula yang bagaimana yang
dapat digunakan untuk mengukur kualitas jasa.
Alternatif Pengukuran Kualitas Jasa
Skor Kualitas Jasa = (skor kinerja – skor harapan)
Skor Kualitas = Skor Derajat x (Skor Kinerja – Skor Harapan)

Jasa Kepentingan
Skor Kualitas Jasa = (Skor Kinerja)
Skor Kualitas = Skor Derajat x (Skor Kinerja)

Jasa Kepentingan
81
VII. PENENTUAN STANDAR JASA BERBASIS
PELANGGAN
1. Faktor Penting dalam Penentuan Standar Jasa
• Standarization of Service Behaviors and Actions
Penterjemahan harapan pelanggan kedalam standar
kualitas yg spesifik bergantung pada tingkat dimana
tugas-tugas dan perilaku yg terbentuk dapat
distandarisir atau routinized.
- Beberapa eksekutif dan manajer menganggap jasa
tidak dapat distandarisir
Reasons: “that customization is essential for providing
high-quality service, such as accounting consulting,
engineering, and dentistry, professionals provide
customized and individualized services; so,
standardizing of the task is perceived as being
impersonal, inadequate, and not in the customer’s
best interests, inconsistent with employee
empowerment.
- Kenyataannya “many service task are routine, even
in highly customized services” artinya, banyak aspek
dari service provision yang dapat di rutinisasi.
Exp: Physicians and dentists, can and do standardise
recurring and nontechnical aspects of service such
as : checking patients in, weighing patients, billing
patients, collecting payment, and taking routine
measurements
82
PELANGGAN
Standarisasi jasa dapat terjadi dalam tiga bentuk :

.
 Substitution of technology for personal

contact and human effort
(exp: automatic teller machine, airport X-
ray machines)
 Improvement in work methods
(exp: routinized tax and accounting
service developed by firms).
 Combinations of these two methods.
83
PELANGGAN
• Formal Service Targets and Goals
- Perusahaan yg sukses didalam penyampaian jasa yg
berkualitas secara konsisten, membuat standar formal
untuk memandu karyawan didalam penyampaian jasa.
Seperti: lama waktu transaksi, pencatatan frekuensi
kegagalan penyampain jasa, seberapa cepat menangani
keluhan pelanggan – dan upaya keras peningkatan
kualitas jasa dg menentukan tujuan yg bermuara pada
pemenuhan harapan pelanggan.
- Beberapa tipe dari ‘formal goal setting’ yg relevan
didalam bisnis jasa:
1). There are specific targets for individual
behavior or actions
exp: consider the behavior “calls the
customer back quickly” an action that signal
responsiveness in contact employees.
Jika the service goal diatas dinyatakan dg statement
yg umum, karyawan akan memberikan interpretasi yg
berbeda karena tidak ada ukuran pas dari kata quickly,
apakah 5 menit, 1 jam 1 hari dll, shg menimbulkan
inkonsistensi thd penyampaian jasa. Thus, harus
dinyatakan dg jelas standar waktu dari ‘ call the
customer back quickly’.
84
VII. PENENTUAN STANDAR JASA
BERBASIS PELANGGAN
2). Involves the overall departement or

company target, most frequently
expressed as a percentage, across
all execution of behavior or action.
exp: a departement might set as its overall
goal “to call the customer back within four
hours 97 % of the time”, and collect
the data over a month’s or year’s time
to evaluate the extent to which it meets
the target.
85
PELANGGAN
• Customer – Not Company – Defined Standards

- Pada dasarnya semua perusahaan mempunyai pengukuran
dan standar jasa yg ditentukan oleh perusahaan – yg
dibangun untuk mencapai tujuan perusahaan akan
produktivitas, efisiensi, biaya, atau kualitas teknis.
- Untuk menutupi gap 2 (customer-driven service designs
and standards- company perceptions of customer
expectations), standar yg ditetapkan oleh perusahaan
harus berdasarkan pada persyaratan dan harapan
pelanggan daripada hanya berdasarkan tujuan internal
perusahaan.
Implikasi:
a). Knowing customer requirements, priorities, and
expectation levels can be both effective and efficient.
b). Anchoring service standards on customers, can save
money by identifying what customer values, thus
eliminating activities and features that the customer
either does not notice or will not pay for.
86
BERBASIS PELANGGAN
2. Customer-Defined Service Standard

• Tipe standard jasa yg dekat dg ‘provider gap 2’ adalah
“customer-defined standards” operational goals and
measures based on pivotal customer requirements that are
visible to and measured by customer.
• Customer-defined standards allows for the translation of
customer requirements into goals and guidelines for employee
performance.
• Terdapat 2 tipe dari customer-defined service standard :
- “Hard” customer- defined standard
- “Soft” customer-defined standard
Hard Customer-Defined Standard

- Federal Express standards, diantaranya SQI, masuk kedalam
kategori “hard standards and measure” : things that can be
counted, timed , or observed through audits.
- Exp: A series of 35 studies accros numerous industries from
the Arthur D. Little management consulting firm f ound that:
* the most frequently cited customer complaint was late
product and service delivery (44%), followed by product
and service quality mistake (31%)
87
PELANGGAN
• Hard service-standards for reliability, dapat

dilakukan dg membangun reliability standards untuk
menciptakan value system yg handal dalam bisnis
jasa.
contoh:
- a generic reliability standard that would relevant to
virtually any service company is “right first time”, yg
berarti bahwa jasa yg disiapkan disampaikan secara
tepat “the first time” menurut penilaian pelanggan,
- Another example,” right on time” which means
that the service is performed at the scheduled time,
(waktu penyampaian jasa terjadwal dan tepat waktu)
88
BERBASIS PELANGGAN
• Hard service-standards for responsiveness,

disiapkan untuk menjamin kecepatan dan
ketepatan penanganan terkait dg penyampaian
jasa perusahaan, misal:
- Pengiriman produk (within two working days),
- Penanganan komplain (by sundown each day),
- Menjawab pertanyaan (within two hours)
- kedatangan untuk repair calls (within 30 minutes of
estimated time)
• Responsiveness perceptions akan menurun
ketika pelanggan menunggu lama untuk bisa
menghubungi perusahaan melalui telepon, atau
terjebak kedalam a phone mail sistem.
89
BERBASIS PELANGGAN
“soft” Customer-Defined Standard
• Semua prioritas pelanggan tidak dapat dihitung,
ditentukan waktunya atau diobservasi melalui audit.
• For exp: ‘ understanding and knowing the customer ‘ is
not a customer priority for which a standard that count,
time, or observes employees can adequately capture.
• Soft measures dapat didomumentasikan menggunakan
“perceptual measures”.
• Disebut soft standards and measures, karena ia
merupakan ‘opinion-based measures’ yang tidak
diobservasi dan harus dikumpulkan melalui komunikasi
(talking to) dengan pelanggan, karyawan, atau pihak lain
yg terkait.
• Soft standards memberikan arah, panduan dan feedback
kepada karyawan cara mencapai kepuasan pelanggan
dan dapat dikuantifikasi dengan mengukur persepsi dan
kepercayaan pelanggan.
• Soft standards sangat berguna terutama untuk person-
to-person interaction, seperti pada selling process and
delivery process for professional services.
90
BERBASIS PELANGGAN
3. Proses Pengembangan ‘Customer-Defined Standards
1. Identify existing of desired service encounter sequence
2. Translate customer expectation into behaviors/actions
3. Select behavior/actions for standards
4. Set hard or soft standards
Measures by Measure by
5. Develop feedback
Audits of Hard soft Transaction-
Operating Data
mechanisms Based Surveys
6. Establish measures and target levels
7. Track measures against standards
8. Provide feedback about performance to employees
9. Update target levels and measures
91
Figure: Process for setting customer-defined standards
BERBASIS PELANGGAN
Identify Existing or Desired Service Encounter
Sequence
• Mencakup penggambaran rangkaian service encounter
• Service blueprint dapat digunakan untuk mengidentifikasi
rangkaian service encounter yg diinginkan.
• Idealnya perusahaan membuka diri untuk menemukan
rangkaian service encounter yang sesuai dengan keinginan
pelanggan
Translate Customer Expectations into

Behaviors and Actions for Each Service Encounter
• Abstraksi customer requirements and expectations harus
diterjemahkan secara konkrit kedalam tindakan dan
perilaku spesifik yg dikaitkan dg masing-masing enconter
didalam rangkaian service encounter
• Informasi atas tindakan dan perilaku harus dikumpulkan
dan diinterpretasikan oleh sumber yg objektif seperti
oleh lembaga penelitian atau departemen didalam
perusahaan tanpa hambatan didalam pengambilan
keputusan akhir sehingga tidak bias ( really customer-
defined standards)
92
BERBASIS PELANGGAN
Select Behaviors and Actions for Standards

Mencakup penetapan prioritas tindakan dan perilaku yang akan
dibangun sesuai dg customer-defined standards.
The following are the most important criteria for creation of the
standards:
• The standards are based on behaviors and actions that are very
important to customers. (Customer-defined standards need to focus
on what is very “important ” to customer)
• The standards cover performance that needs to be improved
or maintained. (Customer-defined standards should be established
for behavior that needs to be improved or maintained).
• The standards cover behaviors and actions employees can
improve (Employees perform according to standards consistently
only if they understand, accept, and have control over the behaviors
and actions specified in the standards).
• The standards are accepted by employees (Employees will
perform to standard consistently only if they understand and accept
the standards).
• The standards are predictive rather than reactive (Customer-
defined standard should not be established on the basis of complaints
or other forms of reactive feedback).
• The standards are challenging but realistic (If standards are not
challenging, employees get little reinforcement for mastering them)
93
VII.PENENTUAN STANDAR JASA
BERBASIS PELANGGAN
Decide Whether Hard or Soft Standards Are Appropriate

• Involves deciding whether hard or soft stnadards should be
used to capture the behavior and action.
Seperti misalnya, speed of complaint handling (menggunakan
“a hard measure), satisfaction (menggunakan, “soft measure”)
Develop Feedback Mechanisms for
Measurement to Standards
• One critical aspect of developing feedback mechanisms is
ensuring that they capture the process from the customer’s view
rather than the company view , (this is a difficult step for most
companies).
Establish Measures and Target Levels
• That companies establish target levels for the standards.
The techniques:
- Simple perception—Action correlation studies
- Hypothetical Satisfaction – Performance Surveys
- Competitive Benchmarking
94
BERBASIS PELANGGAN
Track Measures against Standards
• Statistical process control and other types of charts are
everywhere tracking characteristics of its concreten and crushed
stone and process such as the time it takes customer to fill their
trucks
• Customer complaints are also tracked through what the
company calls”product service discrepancy report”, and root-
cause analysis and update are distributed to all plants.
• Note:
We simply have to know how we’re doing
Provide Feedback about Performance Employees
• Communicate the performance on its service quality indicator
daily so that everyone in the company knows how it is performing,
• SQI measurement gives everyone in the company immediate
feedback on activity that is strongly related to customer
perception.
Periodically Update Target Levels and Measures

• Involves revising the target levels, measures, and even
customer requirements on a regular enough basis to keep up
with customer expectations
95
1. Consumer Complaining Behavior
Customer response to service failure:
• do nothing
• complain in some form to the service firm
• take action through a third party (consumer advocacy
group, consumer affairs or regulatory agencies, and civil
or criminal court).
• abandon this supplier and discourage other people from
using the service (negative word-of-mouth)
Types of Complainers
• Passives, this group of customers is least likely to take any action
• Voicers, this customers actively complain to the service provider,
but they are less likely to spread negative word-of-mouth, to
switch patronage, or to go to third parties with their complaint.
• Irates, this customers are more likely to engage in negative
word-of-mouth to friends and relatives and to switch providers than
are others.
• Activists, these customers are characterized by above average
propensity to complain on all dimension. They will complain to the
provider, they will tell others, and they are more likely than any
other group to complain to third parties
96
Service failure
Take action Do nothing
Switch Stay with

providers provider
Complain to Complain to Complain to

provider family and friends third party
Switch Stay with

Providers Provider
Figure: Customer response the service failure
97
Why don’t unhappy customers complain?
There are three reason why dissatisfied customers don’t complain:
• they didn’t think it was worth the time or effort
• they decided no one would be concerned about their problem
or resolving it
• they did not know where to go or what to do
Impact on repurchase intentions

• when complaints are satisfactorily resolved, there’s a much better
chance that the customers involved will remain brand loyal and
continue to repurchase the items in questions
• TARP found that intentions to repurchase different types of products
range from 69 to 80 percent among those complainers who
completely satisfied with the outcome of complaint.
What do customers expect?

Customer expect fair treatment:
• outcome fairness (customer expect outcomes, or compensation
that match the level of their dissatisfaction)
• procedural fairness (fairness in term of policies, rules, and
timelines of complaint process)
• interaction fairness (customer expect to be treated politely, with
care, and honesty)
98
2. Impact of Service Recovery Efforts on
Customer Loyalty
• complaint handling harus dilihat sbg ‘ a profit center’ bukan
sebagai ‘a cost center’ termasuk menciptakan formula u/
membantu perusahaan terkait dg ‘value of retaining a pro-
fitable customer’ thd seluruh biaya yg dikeluarkan u/
menjalankan ‘an effective complaint handling unit’
Hasilnya:
- impressive return on investment; from 50 to 70% for banking, 20
to 150% for gas utilities, over 100% for automotive service, and
from 35 – 400% for retailing
(source : TARP)
Service Recovery Following Customer Complaints

• Service recovery, mrp upaya yg sistematis yg dilakukan perusaha-
an untuk mengambil tindakan koreksi terkait dg kegagalan jasa yg
disajikan kepada pelanggan (play a crucial role in achieving (or
restoring) customer satisfaction)
• Beberapa komplain dilakukan: ketika jasa sedang disampaikan,
dan ketika jasa sudah selesai dikonsumsi (how the complaint is
handled may determine whether the customer remains the firm or
seeks new suppliers in future).
99
3. The Service Recovery Strategy
Components of an effective service recovery system
Do the job Effective

Increased satisfaction
Right the + Complaint =
And loyalty
First time Handling
• conduct research
Identify • monitor complaints
Service • develop ‘complaint as
complaints opportunity’ culture
Resolve Developed effective

Complaints Systems and training
Effectively in complaint handling
Learn from
The recovery Conduct
experience Root-Cause Analaysis
Feedback
Figure: Components of an effective service

recovery system 100
Principles of Effective Problem Resolution:
• recovering from service failure requires commintment,
planning, and clear guidelines
• service recovery efforts should be flexible, and employees
should be empowered to use their judgement and communi-
cation skill to develop solutions that will satisfy complaining
customer
Guidelines for Effective Problem Solution (Lovelock):

• Act fast (take care of the problems on the front line,
empower employees)
• Admit mistake but don’t be defensive
• Show that you understand the problem from each customer
point of view
• Don’t argue with customers
• Acknowledge the customer’s feelings
• Give customers the benefit of the doubt
• Clarify the steps needed to solve the problem
• Keep customers informed of progress
• Consider compensation
• Persevering to regain customer goodwill
101
4. Service Guarantees
Service guarantees are powerful tools for ‘promotion
and achieving service quality’ for the reasons:
a. Guarantees force firms to focus on what their
customers want and expect in each element of the
service
b. Guarantees set clear standards, telling customers
and employees alike what the company stand for.
c. Guarantees require the development of the systems
for generating meaningfull customer feedback and
acting on it
d. Guarantees force service organizations to
understand why they fail and encourage them to
identify and overcome potential fail points
e. Guarantees build marketing muscle by reducing the
risk of the purchase decision and building long-term
loyalty
102
Benefit of Service Guarantees:
• A good guarantees forces the company to focus on its

customers
• An effective guarantees sets clear standards for the
organization
• A good guarantees generates immediate and relevant
feedback form customers
• When the guarantee is invoked there is an instant
opportunity to recover
• Information generated through the guarantee can be
tracked and integrated into continuous improvement
efforts
• Studies of the impact of service guarantees suggest
that employee morale and loyalty can be enhanced as
a result
• For customers, the guarantee reduces their sense of
risk and builds confidence in the organization
103
Types of Service Guarantees:
• Satisfaction versus service attribute guarantees

Service guarantees can be unconditional satisfaction
guarantees or attribute guarantees,
- satisfaction guarantees; if client unhappy, they don’t pay
for the service.
- attribute guarantees; firms offer guarantees of particular
aspects of service that are important to customers (e.g,
package delivery by a certain time, etc)
• External versus internal guarantees

Guarantees don’t have to be just for external customers,
that internal service guarantees– one part of the
organization guaranteeing its service to others– are
effective ways of aligning internal service operation.
104
Characteristic of effective guarantees:
• Unconditional,
the guarantee should make its promise
unconditionally
• Meaningfull (that are important to customer),
- berikan garansi atas elemen-elemen jasa yg
penting bagi pelanggan
- ganti rugi sebaiknya sepenuhnya dapat menutupi
ketidakpuasan pelanggan
• Easy to understand and communicate,
- bagi pelanggan—mereka perlu memahami apa
sebenarnya yang mereka harapkan
- bagi employees—mereka perlu memahami apa
yang harus dilakukan
• easy to invoke and collect,
105
1. Sifat Manajemen SDM
a). Manpower planning
• perencanaan sdm memastikan bahwa

perusahaan memiliki karyawan dalam jumlah
yang tepat, dengan berbagai kualifikasi sesuai
dengan kebutuhan (at the right times and
place)
• perencanaan sdm tersebut harus menjadi,”the
firm’s strategic plan, intermediate plan, and
operating”.
• manpower planning in large service firms is
similar to that of manufacturing firms.
106
b). Recruiting and Selecting
• Recruiting,
- mengidentifikasi dan menarik orang yg dapat
menempati posisi ttt didalam firm.
- dimulai dg menyiapkan job descriptions dan
spesifikasi keterampilan dan kemampuan calon
karyawan untuk posisi tersebut.
note: in services, many white-collar workers and
tradepeople are directly concerned with servicing the
customers, often while the customer is waiting or is in
contact with the employee, so, employee recruiting and
selection are extremely important for the service firm
• Employee Selection,
- harus berdasarkan kriteria for performance of the job
yang jelas (so, the application form should be designed
to uncover the applicant’s skills and abilities for job
performance).
- teknik lain yang dapat digunakan: testing, interviews,
references and probationary periods of employment
107
c). Training & Development (T&D)
• Tujuan :
- for changing an employee’s behavior to prepare the
employees for a job
- upgrade the employee’s performance on the job
• Pada bisnis jasa, program T&D umumnya berbeda
diantara:
- managers
- professional personnels
- office and clerical (including information processors)
- technicians (spt: lab assistants or auto repair
mechanics)
- operative employees (spt: bus drivers, mail clerk, etc)
108
d). Utilizing Human Resources
• Means arranging their work to make them both productive

and motivated.
• Faktor penentu keefektifan utilisasi sdm:
- job structure and work that provide an opportunity for
“stretch” performance
- participation in decisions that have a direct effect on the
person’s job
- open communications and equitable scheduling of
assignments
- component supervision and organizational flexibility
- economic and noneconomic rewards that recognize
achievement and equity
- opportunity for growth
- a culture that encourages caring for both customer and
worker needs
109
e). Rewarding Employees
Methods for compensating employees in order to

Attract and retain them:
• Develop a public image of the company such that employees have

pride in working for the firm
• Provide flexitime working conditions so that people may fit their
work to their personal needs and lifestyle, including working at other
jobs
• Reward employees for participating in suggestions that can make
their work more productive
• Structure jobs so that employees have control over their work and
responsibilities that challenge them
• Provide first-class facilities (such as private offices, lounges,
cafetarias, etc,
• Reduce the cost of employment for the worker
• Compensate by salary or commission
• Design the service so that the customer does more of the work (exp
self-service stores, cafetarias, ATM, etc)
110
2. Types of Service Employees
• Private-profit, not for profit, and

government workers
• Full-time versus contingent workers
• White-collar versus blue collar workers
• Professional service employees versus
consumer service employees
111
1. Peramalan Dalam Operasi Jasa
Pentingnya peramalan dalam operasi jasa berkaitan dg karakte-
ristik bisnis jasa:
• permintaan jasa sangat fluktuatif
• sifat jasa yang tidak berwujud
• jasa diproduksi dan dikonsumsi secara bersamaan
Proses Peramalan Jasa

• Penentuan tujuan peramalan,
berkaitan dg penentuan: variabel yg akan diestimasi, pengguna
ramalan, alasan dibutuhkannya peramalan, biaya peramalan,
jangka waktu peramalan, derajat ketepatan peramalan, waktu
melakukan peramalan.
• Penyusunan model,
menyusun/ mengembangkan model (penyajian secara ringkas
dan lugas ttg sistem atau aspek yang akan diramal) yg tepat,
agar diperoleh hasil peramalan yg sahih (valid) dan handal
(reliable).
• Pengujian model,
model harus diuji sebelum digunakan, agar validitas dan reliabi-
litas hasil peramalan dapat dipertanggungjawabkan.
112
• Penerapan model,
model yg telah diuji diterapkan u/ peramalan masa yad sesuai dg
jangka waktu yang diinginkan.
• Revisi dan Evaluasi secara kontinu,
- revisi dilakukan berkaitan dg adanya perubahan baik internal
maupun eksternal (harga, biaya promosi, peraturan pemerintah,
teknologi, dll).
- evaluasi dilakukan dg membandingkan ramalan yg telah dibuat
dg hasil aktualnya, u/ menilai tepat tidaknya metode ramalan yg
digunakan dan u/ meningkatkan kualitas ramalan.
2. Karakteristik Permintaan dan Penawaran Jasa

Dalam setiap momen ttt, jasa yg berkapasitas tetap akan mengha-
dapi salah satu dari kondisi berikut:
• excess demand, permintaan jauh melebihi kapasitas maksimum. Aki-
batnya sebagian pelanggan tdk dpt dilayani, dan perusahaan kehilang-
an pelanggan tersebut
• demand exceed optimum capacity, semua pelanggan dilayani mes-
kipun melampaui kapasitas optimum. Akibatnya, pelanggan akan mem-
persepsi adanya penurunan kualitas pelayanan.
• demand and supply are well balanced, konsumen dilayani sesuai
dg kapasitas yg dimiliki, mereka menerima jasa sesuai yg diharapkan.
• excess capacity, permintaan berada dibawah tk kapasitas optimum.
Akibatnya terdapat resources yg menganggur.
113
Volume demanded
Demand exceeds capa-
city (business is lost)
Maximum available Demand exceeds
capacity Optimum capacity
(servqual decline)
Optimum capacity
Utilization (balan-
Ced demand and Excess cap
Supply) (wasted re-
sources)
Low utilization
(many send bad
Signals)
Time Cycle 1 Time Cycle 2
Figure: Implication of Variations in Demand Relative to

Capacity
114
3 Mengukur dan Mengelola Kapasitas
Kapasitas produktif ?
Dalam konteks jasa, kapasitas produktif dapat terjadi ‘at least five
potential forms:
• Physical facilities designed to contain customers and used for
delivering people-processing service or mental-processing ser-
vice,
exp: medical clinics, hotels, passenger aircraft, buses, restaurants,
swimming pools, theaters, concert hall, and college classrooms).
• Physical facilities designed for storing or processing goods that
either belong to customers or are being offered to them for sale.
Exp: supermarket shelves, pipelines, warehouses, parking lots, freight
containers, or railroad cars
• Physical equipment used to process people, possessions, or
information
Exp: telephones, hair dryers, computers, diagnostic equipment, bank
ATMs, etc.
• Labour, a key element of productive capacity in all high contact
services and many low-contact ones, may be used for both
physical and menta work.
• Infrastrucure, many organization are dependent on access to
sufficient capacity in public or private infrastructure to be able
to deliver service quality to their own customers,
Exp: telephone circuit, electrical power, air traffic, major roads, etc. 115
Measuring Capacity
• Mencakup ‘the number of hours (atau persentase total waktu yg
tersedia) dimana fasilitas, tenaga kerja, dan peralatan secara
produktif digunakan didalam ‘revenue operation’, dan persenta-
se ruang yg tersedia (spt: seats, cubic freight capacity, or tele-
commucations bandwidth) yg secara aktual digunakan didalam
‘revenue operation’.
Stretching and Shrinking the Level of Capacity
• Stretching capacity (memperlonggar kapasitas),
biasanya dilakukan pada saat-saat permintaan tinggi (spt pada
jam-jam/periode sibuk).
• Stretching capacity dapat diterapkan didalam bisnis jasa yang
mempunyai kapasitas elastis (mampu menyerap extra demand
seperti kereta api), maupun tetap (angkutan udara)
Ch: angkutan bus pada jam normal, penumpang sesuai dg jum-
lah tempat duduk, ttp pada jam sibuk ‘allow standing floor
space’ untuk penumpang.
• Shrinking capacity,
biasanya dilakukan untuk meminimalkan ‘slack time’
Ch: menawarkan menu yang lebih sederhana (jumlah menu
yang ditawarkan dikurangi) pada periode sibuk.
116
Chasing Demand
Melakukan penyesuaian kapasitas untuk menyeimbangkan variasi
permintaan. Cara yg mungkin to adjust capacity:
• Shcedule downtime during periods of low demand.
Untuk menjamin bahwa 100% kapasitas tersedia selama periode sibuk,
perbaikan dan renovasi perlu dilakukan ketika permintaan diperikira-
kan rendah, dan karyawan diberi kesempatan untuk cuti.
• Use part-time employees,
mempekerjakan karyawan paruh waktu selama periode sibuk.
• Rent or share extra facilities and equipment
untuk menghemat investasi didalam fixed assets, perusahaan dapat
menyewa ‘extra space or machine’ pada waktu-waktu sibuk.
• Cross-train employees,
perusahaan perlu memiliki karyawan yg terlatih dalam banyak hal, agar
dapat menghandel pekerjaan diluar bidangnya sewaktu-waktu diperlu-
kan, sehingga dapat meningkatkan ‘total system capacity’.
117
4. Memahami Pola dan Determinan Permintaan
Untuk mengendalikan variasi permintaan thd jasa tertentu, mana-
jer perlu menentukan berbagai faktor penentu permintaan terse-
but, untuk itu perlu dijawab beberapa pertanyaan berikut:
1. Apakah tingkat permintaan mengikuti siklus yang dapat diper-
kirakan:
- one day (varies by hour)
- one week (varies by day)
- one month (varies by day or by week)
- one year (varies by month or by season or reflects annually
occuring public holidays)
- some other period
Sering siklus yang berkali-kali berjalan secara simultan.
Ch: demand for passenger transport may vary by time of day, day of
week, and season.
2. Apa penyebab yang mendasari variasi siklus tersebut?

- employment timetables
- billing and tax payment/refund cycles
- wage and salary payment dates
- school hours and holidays
- seasonal changes in climate
- occurance of public or religious holidays
- natural cycles, such as coastal tides 118
3. Apakah tingkat permintaan terlihat berubah secara random?
jika ya, apa penyebabnya?
- day-to-day changes in the weather (consider how rain dan
cold affect the use of indoor and outdoor recreational or en-
tertainment services)
- health events whose occurrrence cannot be pinpointed exact-
ly (heart attacks and births affect the demand for hospital ser-
vices)
- accidents, natural disasters (such as earthquakes), and cer-
tain criminal activities.
4. Dapatkah permintaan terhadap jasa tertentu di-disagregasi

oleh segmen pasar untuk merefleksikan komponen seperti:
- use patterns by a particular type of customer or for a particu-
lar purpose?
- variations in the net profitability of each completed transac-
tion?
119
5. Strategi Mengelola Permintaan
• Disaggregating demand by market segment,
- total demand can be broken down into smaller components depend on
the nature of the records kept by management
- consider promoting use of firm’s facilities for other purpose (such as,
hotel manager promotes conferences or pleasure travel at weekend)
- marketing effort should be directed to employers to persuade them to
adopt flextime
• Managing demand under different conditions,

Pendekatan yang digunakan:
- taking no action and leaving demand to find its own levels
- reduce demand in peak periods
- increase demand when there is excess capacity
- storing demand until capacity becomes available, or
- creating formalized queuing system (or by combination of the two)
• Using marketing strategies to shape demand pattern

- price and other user costs ( increase price in peak periods)
- changing product elements
- modifying the place and time of delivery (no change, varying the
times when the service is available to reflect changes incustomer
preference, offering the service to customers at a new location)
- promotion and education
- storing demand through queuing (by asking customers to wait in line)
and reservations (by offering them the opportunity of reserving space
in advance) 120
Tabel: Alternative Demand Management Strategies for Different
Capacity Situation
Approach to Insufficient Capacity Sufficient Capacity Excess Capacity
Managed (Excess Demand) (Satisfactory Demand) (Insufficient Capacity)
Demand
Take No Action • Unoranized queuing • Capacity is fully • Capacity is wasted
results. (May irritate utilized. (But is this (Customers may ha-ve
customers and discou- the most profitable a dissappointing
rage future use) mix of business experience for servi-
ces like theatre)
Reduce • Pricing higher will • Take no action • Take no action
Demand increase profits. (but see above) (but see above)
Communication can be
employed to encourage
usage in other time slots.
(Can this effort be
focused on less pro-
fitable/desirable
segments?)
Increase • Take no action unless • Take no action • Price lower selecti-

demand opportunities exist to unless opportuni-ties vely (try to avoid
stimulate (and give exist to stimula-te cannibalizing exis-ting
priority to) more profi- (and give priority to) business, ensu-re all
table segments. more profitable relevant costs are
segments. covered), use
communications and
variation in products
/distribution (but re-
cognize extra costs, if
any, and make ….
121
Sure appropriate
trade-offs are
made between
profitabi-lity and
usage levels)
Inventory • Consider priority • Try to ensure • Clarify that

demand by system for most most profitable space is
reservation desi-rable mix of business available and
system segments. Make that no
other customers reservation are
shift (a). to outside needed
peak period or (b).
To future peak
Inventory • Consider override • Try to avoid • Not applicable
demand by for most desirable bottleneck delays
formalized segments. Seek to
queuing keep waiting
customers
occupied and
comfortable. Try to
predict wait period
accurately
122
1. Pengantar
TQM vs TQS
Prinsip-prinsip manaj kua- Prinsip-prinsip manajemen

litas yg bersifat universal, kualitas yg diterapkan pada
dpt diadopsi oleh bisnis bisnis jasa, merupakan
apapun (manufaktur or jasa) derivasi dari TQM
Total quality service ?
Suatu sistem manajemen strategis dan integratif,

Yg melibatkan semua manajer dan karyawan serta
menggunakan metode-metode kuantitatif dan kualitatif
untuk memperbaiki secara kontinyu berbagai
proses, agar dpt memenuhi kebutuhan, keinginan
dan harapan pelanggan.
123
2. Fokus TQS
• Fokus pada kebutuhan pelanggan
- identifikasi pelanggan (internal, eksternal)
- identifikasi kebutuhan, keinginan dan harapan pelanggan
- rancang sistem yg dpt memberikan jasa ttt yg memenuhi
tuntutan tsb.
- jalin relationship dg key suppliers atas dasar win-win
solution
• Keterlibatan total (komitmen total)
- manajemen: tunjukkan kepemimpinan yg berkualitas
(inspiratif, partisipasi aktif)
- berikan peluang perbaikan kpd karyawan, berdayakan
karyawan
- ciptakan iklim kerja yg kondusif (bentuk tim kerja
multidisipliner, lintas fungsional) agar dapat berperan aktif
dalam merancang dan memperbaiki jasa, proses sistem dan
lingkungan perusahaan.
• Standar pengukuran kinerja
susun standar ukuran kinerja dasar, baik internal maupun
eksternal organisasi bagi pelanggan.
(see : siklus pengukuran Jasa berkualitas)
124
Figure: Siklus Pengukuran Jasa Berkualitas
Merencanakan apa yg
harus dilakukan
Menganalisis bgmana Mengukur apa yg

Menyempurnakan rencana sedang dilaksanakan
• Menyusun ukuran proses hasil

• Mengidentifikasi output dari proses-proses kerja kritis dan
mengukur kesesuaiannya dg tuntutan pelanggan
• Mengoreksi penyimpangan dan meningkatkan kinerja
125
• Dukungan sistematis
manajemen bertanggung jawab dalam mengelola proses
pelayanan yg berkualitas melelui:
- membangun infrastruktur kualitas yg dikaitkan dg
struktur manajemen internal
- menghubungkan kualitas dg sistem manajemen yg
ada, spt: manajemen strategis, pengakuan,
penghargaan dan promosi karyawan, serta komunikasi.
• Perbaikan berkesinambungan
- memandang semua pekerjaan sbg suatu proses
- mengantisipasi perubahan kebutuhan,keinginan dan
harapan pelanggan,
- melakukan perbaikan incremental
- mengurangi waktu siklus
- mendorong dan dg senang hati menerima umpan balik
tanpa rasa takut atau khawatir
126
3. Ensuring Quality
CEOs, managers, and all levels of employees must
concentrate on maintaining and monitoring qualitu
every day in every transaction, proposal, or plan
This total concept of quality involvement is

called “quality assurance”
Murdick
Steps in the systematic development of QA:

• Identify customer expectation
• Design the service to meet customer expectations of quality
• Develop and implement a quality appraisal program
• Design and implement a quality training program
• Design and implement a quality control program
127
4. Manfaat TQS
• Meningkatkan indeksn kepuasan kualitas

pelayanan
• Meningkatkan produktivitas dan efisiensi
perusahaan
• Meningkatkan laba
• Meningkatkan pangsa pasar
• Meningkatkan moral dan semangat keryawan
• Meningkatkan loyalitas pelanggan
128
5. Model Penyempurnaan
Berkesinambungan
Dikenal sebagai pendekatan enam langkah
• Mengidentifikasi pelayanan bernilai tambah yg

diberikan kepada pelanggan
• Menidentifikasi dan menentukan harapan pelanggan
dg cermat
• Mengidentifikasi kebutuhan kritis organisasi yg
memung-kinkan dapat memuaskan pelanggan
• Menentukan proses pekerjaan
• Mencermati kekeliruan proses dan mengeliminasi
kegiatan yg tak perlu
• Menjamin perbaikan berkesinambungan dg jalan
mendukung umpan balik secara terus menerus
129
Kriteria Nilai Pelanggan
•• memenuhi
memenuhi kebutuhan
kebutuhan •• dukungan
dukungan pelanggan
pelanggan
pelanggan
pelanggan •• Layanan
•• cocok Layanan produk
produk
cocok untuk
untuk digunakan
digunakan •• dukungan
•• Memproses dukungan produk
produk
Memproses integritas
integritas •• flesibilitas
variants flesibilitas unt.memenuhi
unt.memenuhi per-
per-
variants minimum
minimum mintaan
•• peniadaan mintaan pelanggan
pelanggan
peniadaan pemborosan
pemborosan •• fleksibilitas
•• penyempurnaan fleksibilitas untuk
untuk menggapi
menggapi
penyempurnaan yg yg kontinu
kontinu perubahan
perubahan pasarpasar
Kualitas Layanan
Kualitas =
Biaya Waktu
•• desain
desain dan
dan rekayasa
rekayasa •• waktu
waktu unt.
unt. Memasarkan
Memasarkan
•• konversi
konversi •• reaksi
reaksi thd
thd kekuatan
kekuatan pasar
pasar
•• jaminan
jaminan •• waktu
waktu tenggang
tenggang
•• distribusi
distribusi •• material
material
•• administrasi
administrasi •• persediaan
persediaan
•• persediaan
persediaan
•• material
material
130
FAKULTAS EKONOMI
UNIVERSITAS JAMBI
2008
MANAJEMEN
USAHA JASA DAN
PARIWISATA
Dra. Erida, M.Si
Ekstensi Kelas Jauh
FE – UNJA
2007
132
Ekstensi Kelas Jauh
FAKULTAS EKONOMI
UNIVERSITAS JAMBI
2007 133

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I.

Aspek-Aspek Khusus Manajemen

1. Jasa Dalam Ekonomi Modern

Perkembangan sektor jasa erat kaitannya dg tahap-

 Primer (extractive), pertanian,

 Kesempatan kerja yg diciptakannya

 Services are economic activities that create value and

 Setiap tindakan atau unjukkerja yg ditawarkan oleh

 Jasa sebagai deeds (tindakan, prosedur, aktivitas);

Suatu penawaran dapat bervariasi dari dua kutub

Thus, dapat dibedakan menjadi 5 kategori:

 Produk fisik murni (garam, sabun mandi, dll)

Low Intangible Elements High

High in search High in experience High in credence

 Inseparability or simultaneity of production

 Productivity and Quality

Figure: Interdependence of Marketing, Operations, and15

• Perusahaan menciptakan ‘value’ dg menawarkan berbagai

 Tingkat tangibilitas dan intangibilitas dari proses

 Kustomisasi versus standarisasi

6. Tingkat • Equipment-based • ATM

Service factory: Service shop:

• Resor dan rekreasi

Mass service: Professional service:

Figure: Matriks Proses Jasa (Fitzsimmons, dkk) 21

• passenger transportation • freight transportation

Intangible Mental stimulus processing Information processing

1. Masalah yang berkaitan dengan Intangibility

• Jasa tidak dapat disimpan

• Menekankan petunjuk-petunjuk yg tampak (tangible

• Melakukan seleksi dan pelatihan thd public

3. Masalah yang berkaitan dengan

• Sangat sulit melakukan standarisasi dan

• Mengindustrialisasikan jasa dg cara menambah

Jasa tidak dapat disimpan

• Menggunakan berbagai pendekatan u/ mengatasi

1. Pelanggan dan Operasi Jasa

 Technology and Customer Contact

Figure: Levels of Customer Contact with Service

City Bus Cable TV

Emphasizes Home Banking

2. Jasa Sebagai Sistem

Backstage Front Stage

Figure: The Service Busines as a System

Service Operation System

• Visible component operasi jasa:

• Proporsi dari overall service operation yg terlihat

Figure: The Service Marketing System for High-Contact Service

Figure: The Service Marketing System for Low-Contact Service

Table: Tangible Elements and Communication Compo-

• Service employees perlu diberi pelatihan, otoritas,

• Bentuk lain dari kontrol perilaku karyawan, manajer

The Customer Perspective

• Negative critical incidents yang diselesaikan dg baik,

The Employee Perspective

- Product are standardized

2. Moderate (Customer inputs required for service

- Client inputs customize a standard service

3. High (Customer coproduces the service product)

- Active client participation guides the customized

5. Service Firms as Teachers

• Semakin banyak pekerjaan diharapkan kpd pelanggan

1. The Purpose of Design