دانلود رایگان مقاله استراتژی سازمانی برای پر کردن شکاف کارهای مشتری

Abstract

Service leaders have learned that it is not enough to attract customers who are ready and willing to experience what their organizations have to offer; they must also attract customers who are able to perform importantrolesin co-producing a successful service experience. This recognition has led to increasing interest regarding how organizations should manage these quasi-employees to ensure everything that must be done actually is done. Leading service organizations embrace this responsibility and have developed strategies to identify and accommodate variations in their targeted customers’ capabilities. They know that client satisfaction depends upon the organization making up for deficiencies between what the customer must do to have a great service experience and what the customer actually can do. Surprisingly, there has been little systematic investigation into how organizations create and execute strategies to ensure that these deficiency gaps are filled. However, it is becoming increasingly clear that organizations that have developed systems and procedures to fill these gaps are likelier to satisfy their customers and achieve higher levels of repeat business than firms that have not. This article offers strategies for organizations that commit to bridging the customer can-do/must-do gap and thereby ensuring their customers have a successful service experience.

6. Lessons you can use

This article expands on the roles customers play in the co-creation of value to focus on the roles the organization must play in filling gaps between the resources and capabilities (KSAs) customers can and are willing to bring to the service experience and the total sum of resources (combined KSAs) required for a successful service experience. Our five-step framework captures the strategic process used by exemplar service organizations to ensure that any gaps between what customers must do and what they can do are filled. While we leave it for others to explore the motivational factors (or willingness) to perform the roles required in value co-creation and co-production, we spotlight how service leaders have accepted responsibility to recognize and then plan ways to fill any customer resource gaps to avoid failing their customers. They have built into their service delivery systems, employee training, and service design the resources and capabilities to identify and make up the difference between the unique stocks of resources each customer brings to a service experience and those required for meeting or exceeding expectations. We believe the five-step process is a useful tool for all organizations when planning and preparing to ensure the combined KSAs are accounted for in service offerings to targeted customers. When service experiences require customers to successfully play a role in co-producing their experiences, the five steps can be applied to fill any gaps between those things customers can do and those that they must do to achieve service success.