Se ha denunciado esta presentación.
Se está descargando tu SlideShare. ×

Service Recovery.pptx

Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Anuncio
Próximo SlideShare
Service Purchase Model.pptx
Service Purchase Model.pptx
Cargando en…3
×

Eche un vistazo a continuación

1 de 24 Anuncio

Más Contenido Relacionado

Más reciente (20)

Anuncio

Service Recovery.pptx

  1. 1. SERVICE RECOVERY
  2. 2. Service Recovery  The Impact of Service Failure and Recovery  How Customers Respond to Service Failures  Service Recovery Strategies: Fixing the Customer  Service Recovery Strategies: Fixing the Problem  Service Guarantees  Switching versus Staying Following Service Recovery 7-2
  3. 3. Objectives for Chapter 7: Service Recovery  Illustrate the importance of recovery from service failures in keeping customers and building loyalty.  Discuss the nature of consumer complaints and why people do and do not complain.  Provide evidence of what customers expect and the kind of responses they want when they do complain.  Present strategies for effective service recovery, including ways to “fix the customer” after a service failure and to “fix the problem.”  Discuss service guarantees—what they are, the benefits of guarantees, and when to use them—as a particular type of service recovery strategy. 7-3
  4. 4. Reliability is Critical in Service but…  In all service contexts, service failure is inevitable.  Service failure occurs when service performance that falls below a customer’s expectations in such a way that leads to customer dissatisfaction.  Service recovery refers to the actions taken by a firm in response to service failure. 7-4
  5. 5. Figure 7.1: Complaining Customers: The Tip of the Iceberg Source: Data from TARP Worldwide Inc., 2007 7-5
  6. 6. Unhappy Customers’ Repurchase Intentions 7-6
  7. 7. Exhibit 7.1: The Internet Spreads the Story of Poor Service Recovery 7-7
  8. 8. The Service Recovery Paradox Is a customer who has experienced a service failure and exemplary service recovery more likely to be more satisfied – impressed even – with the service provider? Should a firm “screw up” just a little so that it can “fix the problem” superbly? 7-8
  9. 9. The Service Recovery Paradox  “A good recovery can turn angry, frustrated customers into loyal ones. ..can, in fact, create more goodwill than if things had gone smoothly in the first place.” (Hart et al. 1990)  HOWEVER:  Only a small percent of customers complain  Service recovery must be SUPERLATIVE  Only with responsiveness, redress, and empathy/courtesy  Only with tangible rewards  Even though service recovery can improve satisfaction, it has not been found to increase purchase intentions or perceptions of the brand  Service recovery is expensive 7-9
  10. 10. The Service Recovery Paradox  The service recovery paradox is more likely to occur when:  The failure is not considered by the customer to be severe  The customer has not experienced prior failures with the firm  The cause of the failure is viewed as unstable by The customer  The customer perceives that the company had little control over the cause of the failure  Conditions must be just right in order for the recovery paradox to be present! 7-10
  11. 11. Customer Complaint Actions Following Service Failure 7-11
  12. 12. Types of Complainers  Passives: least likely to take any action, say anything to the provider, spread negative WOM, or complain to a third party; doubtful of the effectiveness of complaining  Voicers: actively complain to the provider, but not likely to spread negative WOM; believe in the positive consequences of complaining - the service provider’s best friends! 7-12
  13. 13. Types of Complainers  Irates: more likely to engage in negative WOM to friends and relatives and to switch providers; average in complaints to provider; unlikely to complain to third parties; more angry, less likely to give provider a second chance  Activists: above average propensity to complain on all levels; more likely to complain to a third party; feel most alienated from the marketplace compared to other groups; in extreme cases can become “terrorists” 7-13
  14. 14. Service Recovery Strategies 7-14
  15. 15. Fixing the Customer When customers take the time to complain, they generally have high expectations.  They expect the company to respond quickly and to be accountable.  They expect to be compensated for their grief and for the hassle of being inconvenienced.  They expect to be treated nicely in the process! 7-15
  16. 16. Respond Quickly 7-16
  17. 17. Provide Appropriate Communication 7-17
  18. 18. Treat Customers Fairly  Outcome fairness  Outcome (compensation) should match the customer’s level of dissatisfaction; equality with what other customers receive; choices  Procedural fairness  Fairness in terms of policies, rules, timeliness of the complaint process; clarity, speed, no hassles; also choices: “What can we do to compensate you…?”  Interactional fairness  Politeness, care, and honesty on the part of the company and its employees; rude behavior on the part of employees may be due to lack of training and empowerment 7-18
  19. 19. Fixing the Problem  After “fixing the customer” the company should address the actual problem that created the poor service delivery in the first place.  If the problem is likely to recur for other customers, then the service delivery process may need to be fixed, too.  Strategies for fixing the problem include encouraging and tracking complaints, learning from recovery experiences and from lost customers, and making the service fail-safe. 7-19
  20. 20. Service Guarantees  Guarantee = an assurance of the fulfillment of a condition (Webster’s Dictionary)  In a business context, a guarantee is a pledge or assurance that a product offered by a firm will perform as promised and, if not, then some form of reparation will be undertaken by the firm  For tangible products, a guarantee is often done in the form of a warranty  Services are often not guaranteed  Cannot return the service  Service experience is intangible (so what do you guarantee?) 7-20
  21. 21. Characteristics of an Effective Service Guarantee  Unconditional  The guarantee should make its promise unconditionally – no strings attached  Meaningful  The firm should guarantee elements of the service that are important to the customer  The payout should cover fully the customer’s dissatisfaction  Easy to Understand  Customers need to understand what to expect  Employees need to understand what to do  Easy to Invoke  The firm should eliminate hoops or red tape in the way of accessing or collecting on the guarantee 7-21
  22. 22. Benefits of Service Guarantees  A good guarantee forces the company to focus on its customers.  An effective guarantee sets clear standards for the organization.  A good guarantee generates immediate and relevant feedback from 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.  A service guarantee reduces customers’ sense of risk and builds confidence in the organization. 7-22
  23. 23. When to Use (or Not Use) a Guarantee Reasons companies might NOT want to offer a service guarantee:  Existing service quality is poor  A guarantee does not fit the company’s image  Service quality is truly uncontrollable  Potential exists for customer abuse of the guarantee  Costs of the guarantee outweigh the benefits  Customers perceive little risk in the service 7-23
  24. 24. Causes Behind Service Switching 7-24

×