Samenvatting lectures Communicatie van service-organisaties (juni 2011)
Session 1, April 18, 2011
Service communication, service quality, service marketing

Public perception of (customer) service quality is low!
(see Basta (Belgian TV): revenge on Mobistar)

Service communication = service delivery = service quality

Service delivery = service marketing
Services >> e-services >> self-service
7 new challenges
1. Findability
2. Comprehensibility
3. Check for eligibility
4. Applicability
5. Self-Service recovery
6. Escalate to human agent (and de-escalate!)
7. Word-of-mouse
Exam





Mix of multiple choice, short answer and open questions
Focusing on knowledge, application and insight
Examples of questions will be posted at BB
5.5 or higher to pass the exam
Exam date July 1, 2011
Schedule
Date
Topic
Lecturer
18-4
Intro
TvdG/AP
2-5
ServQual model
AP
9-5
Service expectations
AP
16-5
Waiting times
AP
17/18 -5 Workshop + ? site visit
Project (p)review
AP/TvdG
23-5 + Guest presentation
E-service channels
TvdG
30-5
Personalisation, web care
TvdG
6-6
Trust in e-service
TvdG
7/8-6 Workshop
Project (p)review
TvdG/AP
What is Service? The Old View
Service:
a technical after-sale function that is
provided by the service department.
The New View
every interaction between any customer and anyone representing the
company, including:
Characteristics of Services Compared to Goods
(Intangibility = ontastbaarheid, Heterogeneity = ongelijksoortigheid, Perishability = vergankelijkheid, eindigheid, sterfelijkheid,
tijdelijkheid)
4 implications of Intangibility:
Services cannot…

…be inventoried (worden geïnventariseerd)

…be easily patented

…readily displayed or communicated

Pricing is difficult
3 implications of Heterogeneity
Service delivery and customer satisfaction depend on…
…employee and customer actions
…many uncontrollable factors
no sure knowledge that service delivered matches what was
planned and promoted
4 implications of Simultaneous Production
and Consumption:

Customers participate in and affect transaction

Customers affect each other

Employees affect service outcome

Decentralization may be essential

Mass production is difficult
2 implications of Perishability
It is difficult to synchronize supply and demand with services
Services cannot be returned or resold
Why study Services Marketing?
Traditional Marketing Mix
All elements within control of the firm that communicate firm’s capabilities and image to customers or that influence customer
satisfaction with firm’s product and services:
1. Product
2. Price
3. Place
4. Promotion
Expanded Mix for Services –The 7 Ps
5. People
(is the receptionist helpful?)
6. Proces
(how long is the wait?)
7. Physical evidence (is the waiting area clean and comfortable?)
Dit zijn de 3 p’s die voor services aan traditionele marketingmix zijn toegevoegd. Al deze elementen komen in elk
dienstverleningsproces voor. Mate van belangrijkheid verschilt per service encounter, al zijn ze voor face-to-face allemaal even
belangrijk.
Expanded Marketing Mix for Services
The Customer Gap
Alternative perspective: Osterwalder Business modeling
The e-service / self-service process:
in search for a bike locker
Service recovery – escalation (1) CWI
A dodo living near the Nile tells you: ‘We do not have that file.’
Service recovery – escalation (2)
OEPS, nu komt de aap uit de mouw. Er is iets misgegaan, deze pagina bestaat niet.
10 Research Objectives for Services
Doelstelling is om...

...klantverwachtingen omtrent service te ontdekken;

...gaps tussen klantverwachtingen en –percepties te beoordelen;

...klantverwachtingen voor nieuwe service te bepalen;

...toekomstige verwachtingen van klanten te voorspellen.

...veranderde klantverwachtingen te monitoren;

...ontevreden klanten te identificeren, zodat deze teruggedrongen kunnen worden d.m.v. service recovery;

...service performance (prestatie) te monitoren en volgen;

...service performance van individuele en teams te beoordelen voor evaluatie, erkenning en beloningen;

...overall performance vergelijken met die van concurrentie;

...effectiviteit van veranderingen in geleverde service te peilen;
Stages in the (Marketing) Research Process
4 means for answering questions

Ask customers directly
o
mail, phone, face-to-face, online
o
one-on-one, in groups, formal/informal

Observing customers
o
anthropological tools, qualitative depth

Get information from employees and front line service providers

Database marketing research
o
use customer information files
o
“capture” behavior through data analysis
For next week  Read chapter 1-4
Lecture 2: Service Quality & Customer Loyalty
What’s the deal in customer services? What is service quality, and what triggers it? Pitfalls in service communication
Congress of the ICA, New Orleans
Communication of Service Organisations (Yankee style)
CSO sets the tone for interaction, It…:

…creates expectations

…affects experiences

…involves personal touch
‘Our’ Cashier…
‘Traditional’ services marketing literature
Customer satisfaction…
(1) …most strongly influenced by perceived quality of the service (Oliver, 1980)
(2) …strongest predictor of customer loyalty (Reichheld, 1997)
So, what exactly makes a consumer service be perceived as high quality?
The SERVQUAL scale
5 dimensions of service quality (Zeithaml, Parasuraman & Berry, 1988)
Quality assessments are based on
Waarom verwachtingen zo belangrijk bij diensten?

Diensten hebben bijna sterk experience (of soms zelfs credence) karakter. Bij producten domineren vaak search
kenmerken (kleur, geur, smaak, techniek, materiaal).
Economics of Information Theory (Nelson, 1970; Darby en Karni, 1973)

Diensten zijn variabel in kwaliteit (situatie, personeel, aanbod van ‘grondstoffen’). Je bent als klant voortdurend bezig je
verwachtingen bij te stellen.
Discrepancies between expectations and experiences
Other factors of influence
Crucial role of tangibles
Tangible elements affect patients’ assessments of reliability, responsiveness, assurance, and empathy of the
service provider (e.g., health institutions) (Baker & Cameron 1998; Bitner, 1992: the “Servicescape”)
Attractive waiting environments make waiting times feel shorter (Pruyn & Smidts, 1992; 1993; 1998; Van Hagen, 2011)
The Servicescape (Bitner, 1992)
People appear to process global impressions of the environment
Total configuration of stimuli (what you see, feel, hear and smell) influences the thinking, feeling and physiology of
the customer/patient
3 dimensions of the environment:
1. (Atmo)Spherics
2.
3.
Spatial lay-out and functionality:
Style, signals and symbols:
Servicescapes in de gezondheidszorg
… en zelfs in het onderwijs …
(temperature, lighting, sound, smells, colour) especially important in ‘emotional’
service situations: anxiety/stress
important in waiting areas and e.g. self-service
appear to influence first impressions and perceptions of price/quality
… bij de tandarts …
Objective of the excercise: creating loyalty
Customer loyalty (Lovelock, 2000): =
customer’s willingness to continue patronising a firm over a long term, purchasing
and using its goods and services on repeated and preferably exclusive basis,
and voluntarily recommending the firm […] to friends and associates
However: (Pruyn & Ricketts, 2002) in a qualitative study among 10 (Spanish and Dutch) periodontist practices it appeared
that in medical services another type of loyalty is even more important
Loyalty to the medical ‘contract’
Loyalty to the…

…service provider is based on trust (thinking, feeling), and affects repeat buying, word-of-mouth, and reputation

…medical ‘contract’ is based on motivation to cooperate (behaviour) with the care provider and to behave as an
‘obedient patient’; it appears to more strongly affect the perceived service quality (cooperation often leads to better results)
and the server’s (doctor’s) motivation. In dentistry: how do we motivate patients to pursue treatment; how do we set their
minds as a ‘prosumer’?
The “exacerbation loop”
Customer Loyalty (type 1): The manager’s perspective
Reichheld (1996):

Step 1: finding the right customer (segmentation) and target their needs (→ steady cash flows)

Step 2: re-invest cash flow surplus (→ earn continued loyalty) by:
o
hiring and retaining superior employees
o
investing in service equipment
o
service environment
Characteristics of successful service (or sales) employees
Churchill et al. (1985): Meta-analysis 116 articles
6 most important determinants of success:
1. personal characteristics (physical appearance; social background; training/experience; life style)
2. abilities (communication, persuasion; raising interest; cooperation)
3. role variables (impression management; ethics and general style)
4. personality (capacities; self-confidence; attractiveness)
5. motivation (drive; extra investments)
6. organisation and (competitive) environment
These (116) studies

(Almost) all deal with business-to-business services/sales

Criterion for success is always from the perspective of the entrepeneur (sales volume, number of orders, etc.)
Questions:

What determines success in consumer markets?

Are these criteria for success identical for sales managers, consumers, and sales employees themselves?
Pruyn & Smidts (2000) 18 consumer stores (cars, furniture, electronics, liquor, books) Sales manager: Who is the “best”
salesperson; who is the “worst”?
Questionnaire:

Grademarks (1-10) for the “best” and the “worst”

assessment of “best” and “worst” on 30 characteristics (7-pointscales)
o
is trustworthy
o
is respectful to the client
o
displays empathy, etc.

how important are these 30 characteristics (7-pointscales)
Finally:

“best” en “worst” salesmen self-assessment on the (30) characteristics

in every shop: one customer of “best” and one customer of “worst” assess their sales clerck on the same 30
characteristics  (N=90) respo’s: 18 sales managers, 18 “best”, 18 “worst”, 36 customers
Conclusions

30 characteristics  3 salient dimensions:
objectivity – reliability – honesty - empathy
(ethos)
expertise – knowledge – experience - consulting skills
(logos)
likeability – friendliness – politeness - physical attractivenem
(pathos)
Aristotle (Pisteis): 3 dimensions in rhetoric: ethics, argumentation, emotional appeal
3 perspectives on what is important
On the attribute level:
Sales managers: friendliness, neatness
Customers: product knowledge
MANOVA, multivariate F = 5.52, p < .001
No differences between “best” and “worst” salespeople
Assessment of sales performance
“Worst” salespersons perceive themselves as worse on
all dimensions than “best” salespersons,
but tend to overrate themselves compared to their managers
* “Best” and “worst” salespersons as appointed by their sales managers
Recapitulatie
Bij servicekwaliteit spelen zowel verwachtingen als ervaringen een belangrijke rol
Servicekwaliteit kent 5 dimensies: betrouwbaarheid, responsiviteit, imago, empathie en de tastbare elementen
Goede verkopers scoren hoog op logos, pathos en ethos; pleasing the boss vs pleasing the customer
Lecture 3: Service Expectations & Experiences
Previous lecture
Service Quality, Customer Satisfaction and Customer Loyalty
Today’s lecture
Disconfirmation:
customers’ level of expectations serves as a standard for the evaluation of experiences (Oliver, 1980)
Expectations can be based on (4):

previous encounters with the product/service

(mouth-to-mouth) advertising

the (good) reputation of the service provider (assurance)
etc ….

the servicescape (the physical environment sets the stage for quality expectations and assessment)
Disconfirmation according to Oliver
Alternative findings
‘Traditional’ Services Marketing has…

… (almost) exclusively focused on Quality Management and Experiences (customer as a conscious information
processor; cognitive/rational or emotionaldecision making)

…not yet fully explored the possibilities of Expectation Management (often by subtle cues in the environment:
unconscious information processing)
o
change the ‘formula’ (re-positioning)
o
priming (Keizer, Lindenberg & Steg (2008): littering)
o
framing
Framing
The ‘good old Sixties’: the shopping list study
Assess the personality of this
… ‘housewife’
… on the basis of her
shoppinglist …
condition 1: toiletcleaner, cheese, cornflakes, coffee, matches, …. etc. relaxed, open, friendly, ambitious, …
condition 2: toiletcleaner, cheese, cornflakes, Nescafé, matches, …. etc. sleezy, flegmatic, hostile, unambitious, …
A modern version: the choice options in an ‘offer’ by The Economist for a yearly subscription (Ariely, 2009)
16% A: Online subscription for € 59
0% B: Print version for € 125
84% C: Print + online version for € 125
The decoy option (often used in the assortments of supermarktets, realestate brokers, …)
Hoi Roderik,
Ik ben even mijn aantekeningen ingedoken en eigenlijk gaan beide artikelen over framing in de fysieke omgeving. Framing houdt
puur in dat je elementen afhankelijk van de context evalueert (80% overlevingskans klinkt positiever dan 20% gaat dood).
Framing in the physical environment
Donald Norman, 2008
Het onderzoek van Norman weet ik zo 1, 2, 3 niet meer. Het ging er geloof ik om dat de indeling van de ruimte effect heeft op de
verwachting van mensen.
Hoi!
Framing lijkt een beetje op priming, maar bij primen richt je je maar op 1 element (bijv. de icetea prime),
bij framing wordt er als het ware een hele context geprimed (de omgeving).
Die Norman zegt dat bij het lange termijn geheugen emoties belangrijk zijn, framing kan inspelen op die emoties.
Framing in the physical environment
Verhoeven, Van Rompay & Pruyn, 2008
Verhoeven, Van Rompay & Pruyn, 2010
Bij Verhoeven, van Rompay & Pruyn (2008) kwam eruit dat de betekenis van één element (de rechaud) in de omgeving effect heeft
op de (kwaliteits)verwachting.
Onderzoek Verhoeven, van Rompay, Pruyn (2008): bij de zelfbedieningslook en ongedekte tafels heb je minder geld over voor het
restaurant
Het onderzoek van Verhoeven, van Rompay & Pruyn (2010) ging over de kleur in ziekenhuiskamers en daar kwam uit dat mensen
sneller herstellen in blauwe kamers. Met name chronische patiënten.
Het onderzoek over de NS is gewoon hetzelfde als die van Galetzka al 1000xheeft verteld in haar college.Kan je zo verder?Groetjes
Onderzoek Verhoeven, van Rompay & Pruyn (2010): dit heb ik zelf ook niet helemaal meegekregen, maar ik dacht dat het zo was
dat bij de experimentele kamer met de blauwe muren de mensen mindere klachten hebben, dit was dan alleen voor chronische
patienten ofzo. Ik snap die grafiek wat erbij zit ook niet helemaal want op de y-as staat niks, misschien dat hier vermindering van
klachten moet staan.
Public Spaces: “Proefstation” Leiden CS (2008)
(Dissertation Mark van Hagen, 1 April 2011)
Dissertatie Mark van Hagen, je kunt ook stations framen. Hier heeft hij maar kort wat over gezegd maar gebaseerd op wat Galetzka
hierover heeft gezegd gebruik je koele kleuren voor must reizigers en warme voor lust reizigers?
In de bijlage mijn samenvatting van de colleges, ik ben nu bij college 4 waar ik halverwege weg moest, dus als ik vragen heb dan
mail ik je eventjes ;)
The virtual station Leiden (van Hagen, Galetzka & Pruyn)

Colour and light
Waiting experience

Music

Infotainment

Peak & Off-peak

Lust & must



Experience = Optimal / Arousal
Colour and light
Music
Waiting experience cf.: North, Hargreaves & McKendrick (1999): French/German music in supermarkets
Infotainment
Unconscious Processes!
Wrap-up lecture 2 & 3
What’s important to customers in services:

Quality (expectations and experiences)

Priority (feeling ‘acknowledged’ through personnel and atmospherics)
Next lecture

Time (processing speed and queuing)
Kotler (1992):
In a growing service economy:
Time will become (more and more of) a precious commodity
(maybe even more than money)
For entrepreneurs:

customer demands for quality time

the importance of adequate time management
Turbo Marketing
The competitive tool in
financial services (banking)
delivery services (food, transport)
services on appointment (health care)
Pruyn & Smidts (’92): Diary Study
243 respondents, 7 days

People spend more than ½ hour per day waiting

Most frequently:
Average waiting times:
o
in shops/supermarkets
22%
8 min
o
in traffic
22%
11 min
o
business relations
14%
22 min
o
services with a desk
9%
8 min
o
services on appointment 5%
26 min
A special case: healthcare services
(Dutch) Consumer Reports (1990):
Waiting times in hospital clinics
 long waiting lists for appointments
 mean waiting time in hospital clinics: 39 minutes
1400 Years of Wasted Time Yearly
Conclusions from these first studies
1. relevant problem
2. irritation about waiting strongly affects the total quality judgment of the consumer (olievlek-werking)
3. subjective time experience is a better predictor of customer satisfaction than the objective (clocked) waiting time
4. waiting environment is very important (both distracter as well as ‘mood inducer’)
5. information (communication with the customer) about causes and consequences of waiting is crucial
Recapitulatie

Disconfirmation and Satisfaction with the service

Expectations are often set by subtle cues in the environment (unconsciously)

Kwaliteit, Prioriteit & Tijd (kernwaarden in service management)
Lecture 4: Time in Service Processes
Wrap-up lecture 2 & 3
What’s important to customers in services:

Quality (expectations and experiences)

Priority (feeling ‘acknowledged’ through personnel and atmospherics)
This lecture

Time (processing speed and queuing)
EERSTE DEEL EXACT ZELFDE ALS LAATSTE DEEL LECTURE 3!!!
Kotler (1992):
In a growing service economy:
Time will become (more and more of) a precious commodity
(maybe even more than money)
For entrepreneurs:

customer demands for quality time

the importance of adequate time management
Turbo Marketing
The competitive tool in
financial services (banking)
delivery services (food, transport)
services on appointment (health care)
Pruyn & Smidts (’92): Diary Study
243 respondents, 7 days

People spend more than ½ hour per day waiting

Most frequently:
Average waiting times:
o
in shops/supermarkets
22%
8 min
o
in traffic
22%
11 min
o
business relations
14%
22 min
o
services with a desk
9%
8 min
o
services on appointment 5%
26 min
A special case: healthcare services
(Dutch) Consumer Reports (1990):
Waiting times in hospital clinics
 long waiting lists for appointments
 mean waiting time in hospital clinics: 39 minutes
1400 Years of Wasted Time Yearly
Conclusions from these first studies
1. relevant problem
2. irritation about waiting strongly affects the total quality judgment of the consumer (olievlek-werking)
3. subjective time experience is a better predictor of customer satisfaction than the objective (clocked) waiting time
4. waiting environment is very important (both distracter as well as ‘mood inducer’)
5. information (communication with the customer) about causes and consequences of waiting is crucial
VANAF HIER NIEUW DEEL!!
Service Managers are not very timesensitive
Pruyn (1994, 2002):

34% of store managers ignore customer frustration with long waiting lines.

of the others, 90% concentrate on technical solutions for speeding up service; only 10% is interested in the customer.
Pruyn (2000):

8 out of 10 periodontists* admit that scheduling problems exist in their offices

all indicate to have no knowledge about the management of queues
o
how to deal with customers
o
mathematical solutions to scheduling problems
*een tandarts gespecialiseerd in o.a. behandeling van problemen aan tandvlees
Mathematical Approach
Since 1905 in Operations Research and Operations Management

The optimal fit between ‘demand’ and ‘supply’ of services
o
how long does the average service last?
o
variability in service times
o
standardization of services
Any questions?
1) Reduce variability (pooling)
2) Maximize flexibility of capacity
3) Segment customers/tasks
‘Psychological’ Approach

Pruyn & Smidts (1992, ’93, ’94, ’98):
o
How can we influence the perception of time?
o
What determines the appraisal of the wait?
o
How should we deal with customer frustration? (communication)
o
The role of mood in service operations

Maister (1985): Eight laws of waiting
Maister (1985): 8 laws of waiting
Customers will experience waiting times to be shorter and thus will be more satisfied, when (8):
(1) they have something to do during waiting (distraction)
(2) they are in-process of a service
(3) they don't experience anxiety about what they are waiting for
(4) they know how long they have to wait
(5) reasons for delay are explained
(6) queue discipline is perceived to be fair
(7) they are waiting together with other people
(8) the service is perceived to be valuable
Distraction: a TV in the waiting room
Pruyn & Smidts (1998):
Poli-tv: a TV-video system in waiting rooms of hospital polyclinics
 entertainment programmes interrupted by com- & infomercials
 free service to hospitals
 paid for by advertisers
 adopted by 20% of Dutch hospitals (two years after introduction)
Subjects: 3 hospitals

Several waiting rooms per hospital

N=337 Ss. (210 women)
2 experimental conditions:

TV turned on (N=180)

TV turned off (N=157)
Experimental procedure

Every tenth visitor selected for participation

Observations:
o arrival time
o departure time (entering physician’s room)
 Objective time spent in the waiting room

Upon consultation, subjects were intercepted and asked to fill out a self-administered questionnaire (response rate 70%)
Questionnaire

Time of appointment
 Calculation of objective waiting time

Perceived time spent: subjective estimate (in minutes) of time span between arrival and start of consultation

Perceived waiting time: subjective estimate (minutes) between appointment time and start consultation

Acceptable waiting time (in minutes)

Appraisal of the wait (5-point scales)

Perceived attractiveness of the waiting environment (5-point scales)

Overall satisfaction with the service

Background characteristics
Resultaat  in eerste instantie geen enkele significante resultaten
Resultaat  in tweede instantie wel significante resultaten na bestudering van wie wel/niet naar tv had gekeken



TV-watchers appear to overestimate the waiting time;
They are more negative about the wait and are less satisfied
2 types of TV-watchers in waiting rooms:
A: watch TV  time passes more quickly  less irritation with wait
B: lengthy wait  look for distraction  watch TV
 programming of TV-video/commercials


The influence of Objective WT on satisfaction is almost completely mediated by Subjective WT (experience)
 it’s better to invest your money in perception management (make the wait feel shorter) than in technical solutions to
speed up service
An attractive waiting environment increases overall satisfaction,
and
Decreases irritation with the wait

Study 2
What about the presence of other waiting customers? Do ‘fellow-sufferers’ make the wait more tolerable?
Maister (1985): GROUP waits are less bad than SOLO waits
 distraction
 shared grief
In Social Psychology:

Social Affiliation Theory (Schachter,1959)
In many occasions people prefer the presence of others, especially when they feel uncertain or anxious. (Other people
may provide info to reduce uncertainty (“how long will this take?”) or anxiety (“will I catch my plane?”)

Social Facilitation Theory (Zajonc, 1965)
The mere presence of others enhances ‘dominant responses’. In waiting rooms (in the case of long waits): the effect of
waiting with others will be an overestimation of time and more irritation
Pruyn & Smidts (1999)
Effects of the presence of ‘fellow sufferers’ in waiting rooms of family doctors
Subjects: Regular patients (N=98)
Design: Between-subjects, two groups Solo (40) vs. Group (58)
Dependent Variables

Subjective waiting time (in minutes)

Acceptability of the wait

Preference (solo, group, indifferent)
Covariates

Objective waiting time (in minutes)

Pleasantness of the waiting room (4 attrib's)

Anxiety about the pending treatment

Uncertainty about the length of the wait

Age, Sex
Findings





General
Mean objective waiting time: 11.2 minutes
Mean estimated waiting time: 9.2 minutes
Acceptability of waiting
13% Finds the wait (very) unacceptable
The longer the OWT the less acceptable the wait (r = -.22; p < .02)
dominant response
short waits: acceptance
long waits: non-acceptance
Ancova 1: OWT and Social Presence
covariates:
attractiveness waiting room
uncertainty about duration
anxiety about treatment
dep var:
acceptability of the wait
social presence enhances the dominant response OWT x SP: F=5.72 (p< .02)
- Short waiting times (dom.resps = acceptance) enhanced in a group
- Long waiting times (dom.resps = neutral/non-acceptance enhanced in a group
the more attractive the waiting room, the more acceptable the wait (t=1.86; p<.04)
the more uncertainty about the length of the wait, the less acceptable the wait (t=1.79; p <.04)
no effect of anxiety about the treatment (p>.90)
Findings
Preferences for solo or group waiting
46% no clear preference
18% prefers to wait alone
36% prefers waiting with others

Patients uncertain about the length of the wait prefer waiting with others (p <.03)

Anxious patients prefer waiting with others (p <.04)
Conclusions
Results support
- Affiliation Theory
- Facilitation Theory
Customers prefer to wait with other patients when they feel uncertain (waiting time; treatment)
But
Waiting with fellow ‘sufferers’ may make the wait appear longer and makes the wait less acceptable when waiting times are
long!
It’s not always in the organization’s interest to pool subjects whilst waiting!
Management Implications
1. Try to avoid group waits, particularly when waiting times are high
2.  Design of the waiting room
3. Invest in an attractive waiting environment
Objectieve WT en subjectieve beleving

Wat bepaalt of de tijd “kruipt” of “vliegt”?

Onder welke condities is wachten meer/minder aangenaam? (Inrichting van de wachtruimte en organisatie van het
“rijen”systeem)

Welke rol speelt
o
Rechtvaardigheid
o
attributie van oorzaken
o
haast/ongeduld
o
controle(behoefte)
o
afleiding
Wat weten we (uit deze studies)?

Van groot belang:
o
gepercipieerde controle
o
info over de oorzaken/duur van de WT (onzekerheid)
o
inrichting van de wachtruimte (tolerantie zône tav tijd!)

Minder, maar wel van belang:
o
gepercipieerde rechtvaardigheid
o
de waarde/risico (exclusiviteit) van de dienst
o
focussing op tijd (‘a watched pot never boils’)

Oppassen met:
o
afleiding (TV in wachtruimtes)
o
alleen/samen met anderen wachten (ruimte ontwerp!)
Probleem voor het management

De optimale trade-off tussen:
 kosten verbonden aan het laten wachten van klanten (ergernis, klantenverlies, etc.), en
 kosten die je maakt voor een snelle service (extra personeel, andere rijenorganisatie)
Zelfs met een ‘onbeperkt’ budget zijn wachtrijen nauwelijks te voorkomen en (soms) zelfs gewenst
 de meeste ‘winst’ valt te behalen door een adequate analyse van de psychologie van het wachten:
omgevingspsychologie (architectuur, inrichting), design en emotie, bewuste en onbewuste info verwerking
Opvallende ‘missers’

weinig referentie naar eigen (getoetste) inzichten (worden effecten van interventies in de eigen organisatie systematisch
onderzocht?)

(nog steeds) weinig ‘gevoel’ voor de potentie van de psychologie (van beïnvloeding)

het belang van tijd voor de consument

de mogelijkheden om concurrentieel voordeel te halen uit slim wachttijdenmanagement (Shell)

veel ‘praktische’ inzichten/ingrepen lijken gebaseerd op ‘gevoel’ en weinig op ‘theorie’
Session 5, May 23 , 2011 1. The 7 Ps, nut now for e-services / 2. gastcollege Nancy Thalen (RABO/Interpolis)
The 7 Ps, but now for e-services
Product
Price
Place
Promotion
People:
Physical Evidence:
Process:
All human actors who play a part in service delivery and thus influence the buyer’s perceptions:
namely, the firm’s personnel, the customer, and other customers in the service environment.
The environment in which the service is delivered and where the firm and customer interact, and
any tangible components that facilitate performance or communication of the service.
The actual procedures, mechanisms, and flow of activities by which the service is delivered—the
service delivery and operating systems.
So what ….
If service communication or service marketing is mediated … we can look at it from a media perspective:

Acceptance and adoption of technologies
What makes people decide to start using the technology, the service channel?

Design, use, user experience
Which groups are using particular channels, how to create a good UX in the service design?

Effects
What kinds of effects and affects can (not) be achieved through the e-channels? How does it work?
From lecture 3
Organizational challenges (1): Integrating front office and back office systems
Example: a hotel/residences chain
Organizational challenges (2): Multichannel management
Aligning various service/communication channels, e.g. telephone, desk/f2f, website: integrated (services marketing)
communication
Example: Amsterdam = 1 (Visie dienstverlening, 2010)
”De burger ziet de gemeente als een organisatie en verwacht dus ook in de dienstverlening één stem. Welk kanaal hij
ook kiest voor zijn eerste contact [..] hij verwacht dat de gemeente hem kan helpen, of dit nu met een antwoord is, met
een product of met een doorverwijzing.
Uitgangspunt 2: We zijn eenduidig in onze contacten met de burger wat betreft vorm, inhoud en bejegening
Uitgangpunt 3: Wij bieden onze producten en informatie aan op alle communicatiekanalen”.
Organizational challenge 3: Customer relation management and personalization
E-services quality gap model
See for instrument for example: E-S-QUAL A Multiple-Item Scale for Assessing Electronic Service Quality Parasuraman, Zeithaml,
Malhotra (2005) Journal of Service Research 7 (X, Feb 2005), 1-21
Interpolis. Glashelder.
Nancy Thalen
Met Rabobank en Achmea in één keten
Rolverdeling
Maatschappij
Dienstverlening is gebaseerd op vertrouwen. In de categorie verzekeringen staat dit vertrouwen al decennialang onder druk.
Marktperceptie:
Marktverwachting:
‘als ze je al helpen gaat dat traag’, ‘ik ben gewoon een nummer’
‘ik wil dat ze doen wat ze beloven’, ‘met mij meedenken’
Waarom Glashelder?
‘Glashelder’ (extern) en ‘Helder Werken’ (intern).
Extern: Vertrouwen terugwinnen. Geef vertrouwen en je oogst vertrouwen.
Intern: Waarmaken wat je extern belooft.
Merkambitie
Interpolis is er voor klanten op momenten die ertoe doen.
Dat mensen zich niet zomaar klakkeloos verzekeren, maar gezond verstand gebruiken.
Meer manieren om met risico’s om te gaan --> consumenten hierop wijzen
Interpolis. Glashelder
Merkwaarden/persoonlijkheid
Tastbaar maken wat ongrijpbaar is. Glasheldere oplossingen  centraal.
Geen loze beloften, extreem en concreet waarmaken wat helderheid voor klanten betekent:

laat de bonnetjes maar thuis, wij geloven u zo ook wel

koop maar vast een nieuwe, het geld is onderweg
Medewerker: de 4 V’s
Werkomgeving
Multichannel strategie De klant kiest het kanaal
Meten & weten Nodig om onze strategie te realiseren
Verschillende bronnen voor meten & weten: afzetrapportages, marktonderzoek, websitestatistieken, klantonderzoek
Klantonderzoek Rabobank in 2010
Bezoekreden/afhaakonderzoek – Metrixlab
User experience onderzoek – User Experience lab Rabobank
Benchmark onderzoek – Metrixlab
Onderzoek koopintentie preventiediensten
aan respondenten gevraagd...
...naar intentie om aangeboden Interpolis preventiemiddelen en/of diensten aan te schaffen.
...een mening te geven over aangeboden diensten, Interpolis, website en zichzelf.
Constructen: Perceived Product Characteristics, Complexity, Subjective norm, Perceived Organizational Characteristics,
Perceived Website Characteristics, Self efficacy, Financial resources, Domain Specific Innovativeness
Session 6, May 30 , 2011 E-services: adoption of self-service, channel choice, trust
The Gap model (ServQual)
Technology acceptance model (TAM) (Davis, 1986)
Acceptance of e-services
Pieterson’s framework for channel choice decisions
Self-service technologies: Understanding Customer Satisfaction with Technology-Based Service Encounters
Telephone, IVR
Online/Internet
Interactive Kiosks
Video/CD
Customer
Service
• Order status
• Flight info
• Package tracking
• Account info
• ATMs
• Hotel checkout
• ATMs
• Hotel checkout
Transactions
• Telebanking
• Prescription
refills
• Retail purchasing
• Online banking
• Pay at the pump
• Hotel checkout
• Pay at the pump
• Hotel checkout
Self-Help
• Info telephone
lines
• Information
search
• Distance learning
• Blood pressure
machine
• Tourist info
• Tax preparation
software
• TV-based training
Satisfying incidents categories
Incident categories
1.
2.
3.
Solves intensified needs
Better than the alternative
• Easy to use
• Avoid service personnel
• Saved time
• When I want
• Where I want
• Saved money
Did its job
%
11
68
16
3
30
8
5
6
21
Dissatisfying incidents categories
Incident categories
1.
2.
3.
4.
Technology failure
Process failure
Poor design
• Technology design problem
• Service design problem
Customer-driven failure
%
43
17
36
17
19
4
What is trust (and what is not)?

Credibility

Trust

Trustworthiness
Initial trust formation in e-commerce
Developing and Validating Trust Measures for e-Commerce: An Integrative Typology D. Harrison McKnight, Vivek Choudhury,
CharlesKacmar (2002)
Why not an alternative model?
Morgan & Hunt (1994), The Commitment- Trust Theory of Relationship Marketing
Citizen’s trust in Dutch e-government and DigID
Th. van der Geest, A. Beldad (2010). Citizens’ trust in Dutch e-Government and DigID (report)
Beldad, de Jong, Steehouder, Van der Geest (to appear in Government Information Quarterly, 2011) A cue or two and I'll trust you:
Determinants of trust in government organizations in terms of their processing and usage of citizens' personal information disclosed
online
Detailed research model AVB Trust study
Onderstaande is onleesbaar, zelfs na vergroten in sheets!!
Determinants of intentions to continue using, use, and apply for DigID
2202 citizens about trust in e-government
Experience with E-Government Services
I have used a government website to do an online transaction.
1646
74.7
I have used the government website to look for information search only.
409
18.6
I have not used a government website to do an online transaction.
147
6.7
2,202
100
TOTAL
Trust in Type of organizations
Mean
SD
The government
6.63
1.78
Municipalities
6.76
1.66
The tax service office
7.07
1.77
Online banks
7.30
1.64
Online shops
5.49
1.84
Online insurance companies
6.35
1.75



Young respondents (under 25) have more trust than older (over 45): 7.1 against 6.5
Man have more trust than female respondents: 6.7 against 6.5
Citizens who have done business with e-government have more trust than people who only looked up online information
or did not visit site: 6.8 against 6.2 against 5.8
Factors influencing intention to disclose, for people with e-government experience
Onderstaande is onleesbaar, zelfs na vergroten in sheets!!
…without e-government experience
Onderstaande is onleesbaar, zelfs na vergroten in sheets!!
Trust in DigID, for those using their DigID (n = 1663)
Item
Mean
SD
Problems with using DigiD
1.
I find it inconvenient that DigiD expires.
3.76
0.97
2.
I think DigiD is difficult to use.
2.22
0.85
2.74
1.02
2.61
1.12
3.83
0.86
3.95
0.78
4.12
0.90
3.88
0.86
3.91
0.86
3.78
0.97
3.67
1.07
3.
DigiD is inconvenient because I will have an extra
account name and password.
4.
I think DigiD is an extra obstacle for transacting
with a government organization online.
Advantages of using DigiD
1.
I think DigiD is easy to use.
2.
I think DigiD is convenient because it enables me to
access different online government services with one log-in
account.
3.
I think the advantage of DigiD is that it is free.
4.
I find DigiD necessary.
Trust in DigiD
1.
I trust that DigiD will protect my personal
information.
2.
I trust that DigiD is adequately secure and
protected.
3.
I think that government organizations through DigiD
can authenticate the identities of citizens before they enter
into an online transaction.
Trust in government agencies
1.
The government
6.82
1.68
2.
My municipality
6.91
1.57
3.
The tax service office
7.27
1.63
3.98
0.57
3.76
0.77
3.68
0.77
Intention to continue using DigiD
1.
I will continue using my DigiD to do online
transactions with government organizations.
2.
In see no problem in regularly using my DigiD.
3.
I will recommend using DigiD to other people.
Determinants of the behavioral intention to continue using DigID / to use DigID
Determinants of the behavioral intention to apply for DigID
Session 7, June 6, 2011 Trust, personalisation, integrated services marketing communication, webcare
Last week’s agenda
1. A (new) media/channel perspective on service marketing and quality
2. Issues of self-service
2. The role of trust in e-services: 2 models
3. The role of trust in e-government services (Beldad & Van der Geest, 2010, 2011)
This week’s agenda
- Trust in online services (resulting in intention to use and provide personal, sensitive data to service provider)
- Personalization of services: designing for a segment of 1
- Integrated services marketing communication
- Webcare: a new customer service channel
Webcare: a new form/channel of customer service
The Gap model (ServQual)
Citizen’s trust in Dutch e-government and DigID
Th. van der Geest, A. Beldad (2010). Citizens’ trust in Dutch e-Government and DigID (report)
Beldad, de Jong, Steehouder, Van der Geest (to appear in Government Information Quarterly, 2011)
A cue or two and I'll trust you: Determinants of trust in government organizations in terms of their processing and usage of citizens'
personal information disclosed online
Detailed research model AVB Trust study
Determinants of intentions to continue using, use, and apply for DigID
2202 citizens about trust in e-government



Young respondents (under 25) have more trust than older (over 45): 7.1 against 6.5
Man have more trust than female respondents: 6.7 against 6.5
Citizens who have done business with e-government have more trust than people who only looked up online information
or did not visit site: 6.8 against 6.2 against 5.8
Factors influencing intention to disclose, for people with e-government experience
Factors influencing intention to disclose, for people without e-government experience
Trust in DigID, for those using their DigID (n = 1663)
Item
Mean
SD
Problems with using DigiD
1.
I find it inconvenient that DigiD expires.
3.76
0.97
2.
I think DigiD is difficult to use.
2.22
0.85
2.74
1.02
2.61
1.12
3.83
0.86
3.95
0.78
4.12
0.90
3.88
0.86
3.91
0.86
3.78
0.97
3.67
1.07
3.
DigiD is inconvenient because I will have an extra
account name and password.
4.
I think DigiD is an extra obstacle for transacting
with a government organization online.
Advantages of using DigiD
1.
I think DigiD is easy to use.
2.
I think DigiD is convenient because it enables me to
access different online government services with one log-in
account.
3.
I think the advantage of DigiD is that it is free.
4.
I find DigiD necessary.
Trust in DigiD
1.
I trust that DigiD will protect my personal
information.
2.
I trust that DigiD is adequately secure and
protected.
3.
I think that government organizations through DigiD
can authenticate the identities of citizens before they enter
into an online transaction.
Trust in government agencies
1.
The government
6.82
1.68
2.
My municipality
6.91
1.57
3.
The tax service office
7.27
1.63
3.98
0.57
3.76
0.77
3.68
0.77
Intention to continue using DigiD
1.
I will continue using my DigiD to do online
transactions with government organizations.
2.
In see no problem in regularly using my DigiD.
3.
I will recommend using DigiD to other people.
Determinants of the behavioral intention to continue using DigID
Determinants of the behavioral intention to use DigID
Determinants of the behavioral intention to apply for DigID
Provider Gap 4