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Unit 6: Service Quality




                                                                                                Notes
                                    Figure  6.2:  The  Service  Triangle


                                               The
                                             Service
                                             Strategy







                                              The
                                            Customer



                                                                   The
                           The                                    People
                         Systems

          The framework has the following six relationships:
          The service firm’s strategy must be communicated to its consumers: This would not only apprise
          the consumer about the firm’s service product and its distinguishing features but also about its
          commitment for delivery.

                 Example: Industrial Development Bank of India (IDBI) announces subscription is open
          for its deep discount, infrastructure, and other tax saving Bonds - all under a catchall name of
          Flexi Bonds. In its advertisements and through press conferences, the Bank would seek to make
          it very clear about the corpus fund; it’s utility, and most important of all, the benefits and safety
          of the instruments.

          The service strategy also needs to be communicated to the firm’s employees: This would ensure
          transparency, eliminating misunderstandings and aid in sincerity of commitment percolating
          down the management levels.


                 Example: Continuing with the example of IDBI, the  bank has to educate its officers,
          channel partners like share brokers and investment consultants about the bonds, its features and
          benefits.





             Notes       When SAS was in deep trouble, its CEO tried to revitalize the organisation
             by re-energizing the employees.
             “As soon  as we received permission from the board, we  distributed a little red  book
             entitled ‘Let’s get  in there and fight’  to all  20,000 employees.  This gave  staff, in  very
             concise terms, the information about the company’s vision and goals that the board and
             top management already had. We wanted everyone in the company to understand the
             goal: we couldn’t risk our message becoming distorted as it worked its way through the
             company”.
             “The new energy at SAS was as a result of the 20,000 employees all striving towards a
             single goal every day”.





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