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Services Management

Notes 2. Monetary rewards, material items, or feedback that prompts employees to continue
to deliver service and perform at a high level of effectiveness and efficiency.
3. The way an organisation delivers its products and services.
4. The direction or vision of an organisation that supports day-to-day interactions
with the customer.
5. The guidelines that establish how various situations or transactions will be handled.
Set B
(a) Motivators and rewards

(b) Policies and procedures
(c) Products and services
(d) Service philosophy or mission

(e) Delivery systems
12.4 Twelve Strategies for Promoting a Positive Service Culture

1. Explore your organisation’s vision. By working to better understand the focus of the
organisation and asking yourself, “What’s the added value and results for me?” (AVARFM),
you can develop your own commitment to helping make the organisation successful. An
example of AVARFM might occur when a new policy is implemented that requires you to
answer a phone by the third ring.
A “mystery caller” system is in place as a means of monitoring compliance.
Also, to each employee who meets the three-ring standard, rewards are given. You now
have a reason or added value associated with compliance.
2. Help communicate the culture and vision to customers—daily. Customers have specific
expectations. It does not good for the organisation to have a vision if you do not help
communicate and demonstrate it to the customer. Many companies place slogans and
posters throughout the workplace or service area to communicate the vision. Although
these approaches reinforce the message, a more effective means is for you to deliver
quality customer service regularly. Through your attitude, language, appearance,
knowledge of products and services, body language, and the way you communicate with
your customers, they will feel your commitment to serve them.
Figure 12.3: Positive Service Culture

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