1. A
PRESENTATION
ON
SERVICE OPERATION MANAGEMENT
TOPIC- Service Culture and managing service
delivery
BY-
Afreen Jameer (Roll No.-4)
Hussain Mustafa Azad(Roll No.- 29)
Rahul Rajkumar(Roll No.- 59)

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

3. • Zeithaml and Bitner (2003) define
service culture as:
“Culture where an appreciation for good
service exists, and where giving good service
to internal as well as ultimate, external
customers is considered a natural way of life
and one of the most important norms by
everyone.”

4. •Service culture can be built in an organization only by a sustained and
consistent effort over and extended period.
•It cannot be introduced by top management diktats only.
Culture also encompasses the products and
services, and the physical appearance of the
organization’s facility, equipment, or any other
aspect of the organization with which the
customer comes into contact.

5. Building of service culture requires sustained
attention to:
Developing the people
to deliver service Hiring right people
quality
Service
culture
Providing needed
Retaining the best
support system to
people
people

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

7. Successful organizations
are customer- centered
or customer-centric and
focus on individual
needs.
• An organization’s service culture is made up of
many facets, each of which affects the customer
and helps determine the success or failure of
customer service initiatives.

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

9. Service
philosophy or
mission
Employee
Training roles and
expectations
Elements
Motivators of a Products and
and rewards Service services
Culture
Management Policies and
support procedures
Delivery
systems

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

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

12. Managing Service Delivery

13. Customer Service D-E-L-I-V-E-R-Y
D E L I V E R Y
“Your”
Empowere Experience Represent
Dedicated Linked Informed Valued responsibil
d d ative
ity

14. S CUSTOMER
Customer needs &
E expectations
R Knowledge Gap (1)
V Management definition
I Of these needs
C Standard Gap (2)
E
Translation into design/
Delivery specs
Internal
G Delivery Gap (3) Communication Gap
(4)
A
Execution of (4) Advertising & sales
P design/delivery specs promises
Perception Gap (5) Interpretation Gap (6)
M
Customer perceptions of Customer interpretation of
O product execution communication
D
E Service Gap (7)
Customer experience
L relative to expectations

15. GAPS IN SERVICE DELIVERY AND DESIGN
• GAP 1 : difference between management
perceptions of what customers expect and
what customers really do expect.
• GAP 2 : difference between management
perceptions and service quality specifications -
the standards gap.
• GAP 3 : difference between specific delivery
standards and the service provider’s actual
performance on the standards.

16. • GAP 4 : The difference between service delivery
and what is communicated externally - are
promises made consistently fulfilled.
• GAP 5: The difference between what customers
expect of a service and what they actually receive
– expectations are made up of past experience, word-
of-mouth and needs/wants of customers
– measurement is on the basis of two sets of statements
in groups according to the five key service dimensions

17. • GAP 6 : The difference between what a service
provider’s communication efforts promise and what
a customer think was promised by these
communication.
• GAP 7 : The difference between what customers
expect to receive and their perception of the
service that is delivered.

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

19. GAP 2 (the Standard Gap)
• Establish right service quality standards.
• Set, communicate, and reinforced customer-
oriented service standards for all work units.
• Establish clear service quality goals that are
challenging , realistic and explicitly designed
to meet customer expectations.

20. GAP 3(the Delivery gap)
• Ensure that service performance meets
standards. Clarify employee roles.
• Ensure that all employees understand how their
jobs contribute to customer satisfaction.
• Match employees to job by selecting for the
abilities and skills provide employees with the
technical training needed to perform their
assigned task effectively.

21. Gap 4(the internal communication gap)
• Ensure that communication promise are
realistic.
• Seek inputs from operations personnel when
new advertising programs are being created
• Get sales staff to involve operations staff in face
to face meetings with customers.
• Develop internal educational,motivational,and
advertising campaigns to strengthen links
among marketing,operations and human
resource department.

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

23. GATI – Ahead In Reach
• Among the top 5 players in the country.
• Best domestic logistics company award.
• Network reaches up to 580 districts out of 590
districts.
• International operations.

24. S
CUSTOMER
E Customer needs &
expectations
R Knowledge Gap (1)
V
Management definition
I Of these needs
C
Standard Gap (2)
E
Translation into design/
Delivery specs
Internal
G Delivery Gap (3) Communication Gap
(4)
A
Execution of (4) Advertising & sales
P design/delivery specs promises
Perception Gap (5) Interpretation Gap (6)
M
O Customer perceptions of
product execution
Customer interpretation of
communication
D
E Service Gap (7)
L Customer experience
relative to expectations

25. Key Factors Leading to
Customer needs & Expectations
 Improper field level Information.
KNOWLEDGE
 Business Intelligence not available for decision
GAP making at all levels.
 Least attention paid to small customers.
Management definition of these needs
GATI’S SOLUTION:
 Customer’s information is collected through feedback forms.
 Appointment of executives to cater all types of customers.

26. Key Factors Leading to Standard Gap
Management definition of these needs
 No proper service design for customers.
STANDARD
 Fluctuation in fuel prices.
GAP
 No Insurance for goods.
 Improper allocation of funds.
Translation into Design
GATI’S SOLUTION:
 Sharing the burden of increasing fuel prices.
 Insurance for goods.

27. Key Factors Leading to Delivery Gap
Translation into Design
 Poor employee-technology job fit.
DELIVERY
 Delay in delivering the service.
GAP
 Over pricing to match demand.
Execution of Design
GATI’S SOLUTION:
 Employees are properly trained.
 Promptness in delivery.

28. Key Factors Leading to Communication
Gap
Execution of Design
 Improper horizontal communication.
COMMUNICATION
 Customer enquiry constraints.
GAP  Absence of strong internal marketing.
 Lack of adequate education for customer.
Advertising And Sales Promises
GATI’S SOLUTION:
 Toll Free Number available to provide information to the customers.
 Gati.net.

29. Key Factors Leading to Perception Gap
Execution of Design
 Indifferent attitude towards customers.
PERCEPTION
GAP
 Improper design leading to negative perception.
 Improper information transparency to their supply
chain partners to maintain competitiveness.
Customer Perceptions of product execution
GATI’S SOLUTION:
 Should have a positive attitude towards the customer.
 Proper market research to change design accordingly.

30. Key Factors Leading to Interpretation Gap
Advertising And Sales Promises
 Overpromise, under delivery.
INTERPRETATION
 Main customers - Corporate customers. Hence
GAP interpretation of a local customer varies differently.
Customer interpretation of communication
GATI’S SOLUTION:
 Should focus on B to C advertising apart from B to B advertising.
 Provide services as promised .

31. Key Factors Leading to Service Gap
Customer perceptions Customer Interpretation
Of product execution of communications
 Value added services.
SERVICE
 Ware housing facility.
GAP
 Reverse logistics.
Customer experience
Relative to expectations
GATI’S SOLUTION:
 Started giving value added services in some areas.

32. Thanks!!!!