Servuction Model
Servuction Model
Servuction model is a model used to illustrate the factors that Servuction model is a model used to illustrate the factors that in
inuenuence ce the the serservicvice e exexperperienience, ce, incincludluding ing thothose se thathat t araree visible to the consumer and those that are not. In general this visible to the consumer and those that are not. In general this m
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customers’ service experiencesexperiences::
▪▪ The Servicescape (visib The Servicescape (visiblele
▪▪ !ontact personnel"service providers (visible!ontact personnel"service providers (visible ▪▪ #ther customers (visible#ther customers (visible
▪▪ #rgani$ation#rgani$ations and s and systems (invisiblesystems (invisible
The
The %rst %rst three three factors factors of of the the servuction servuction model model are are plainlyplainly visible to customers. In contrast, organi$ations and systems, visible to customers. In contrast, organi$ations and systems, alt
althouhough gh prprofoofoundundly ly impimpactacting ing the the cuscustomtomer’s er’s exexperperienience,ce, are typically invisible to the customer
are typically invisible to the customer&&. The servuction model. The servuction model
can be presented in the follo'ing %gure: can be presented in the follo'ing %gure:
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/ar-eting of ting of Services: 0e' Insights from !onsumers and Services: 0e' Insights from !onsumers and /anagers,/anagers, 1ep
1eport 0o ort 0o 2&3&45, (!ambridge, /: /ar-eting Sciences Institute, &62&.2&3&45, (!ambridge, /: /ar-eting Sciences Institute, &62&.
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serervivice ce enenvvirirononmmenentsts. . 77ue ue to to ththe e inintatanngigibibililitty y oof f services, customers often have trouble evaluating the services, customers often have trouble evaluating the
Other Other Customers
Customers ServicescapeServicescape
Contact Contact Personnel/ Personnel/ Service Service Providers Providers Invisible Invisible Organizations Organizations and Systems and Systems Customer Customer
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help them from their evaluations. ence, the servicescape consists of follo'ing factors:
a. Ambient Conditions: such as room temperature and music;
b. Inanimate Objects: that assist the %rm in
completing its tas-s, such as furnishings and business e8uipment; and
c. Other Physical Evidence: such as signs, symbols,
and personal artifacts such as family pictures and personal collections.
The use of physical evidence varies by the type of service %rm. Service %rms such as hospitals, resorts, and childcare centers often use physical evidence extensively as they design facilities and other tangibles associated 'ith the service. In contrast, service operations such as express mail drop3o< locations use limited physical evidence. 1egardless of the variation in usage, all service %rms need to recogni$e the importance of managing the servicescape, because of its role in:
= ac-aging the service
= >acilitating the service delivery process = Sociali$ing customers and employees
= 7i<erentiating the %rm from its competitors
. Contact Personnel!Service providers
nother important aspect of the customer’s experience involves the contact personnel and service providers that directly interact 'ith customer.
a. Contact personnel Technically spea-ing, contact personnel are employees?other than the primary service provider?'ho briey interact 'ith the customer. Typical examples of contact personnel are par-ing attendants, receptionists, and hosts and hostesses.
b. Service providers: They are the primary providers of the core service, such as a 'aiter or 'aitress, dentist, physician, or college instructor.
@nli-e the consumption of goods, the consumption of services often ta-es place 'here the service is produced (e.g. dentist’s oAce restaurant, and hairstylist or
9anitorial service. 1egardless of the service delivery location, interactions bet'een consumers and contact personnel"service providers are commonplace. s a result, service providers have a dramatic impact on the service experience.
Service personnel perform the dual functions of interacting 'ith customers and reporting bac- to the internal organi$ation. Strategically, service personnel are an important source of product di<erentiation. It is often challenging for a service organi$ation to di<erentiate itself from other similar organi$ations in terms of the bene%t bundle it o<ers or its delivery system. >or example, many airlines o<er similar bundles of bene%ts and y the same types of aircraft from the same airports to the same destinations. Therefore, their only hope of a competitive advantage is from the service level?the 'ay things are done. ence, the factor that often distinguishes one airline from another is the poise and attitude of its service providers. Singapore irlines, for example, en9oys an excellent reputation due in large part to the beauty and grace of its ight attendants. #ther %rms that hold a di<erential advantage over competitors based on personnel include the 1it$ !arlton, I/, and 7isney )nterprises.
". Other Customers
@ltimately, the success of many service encounters depends on ho' e<ectively the service %rm manages its clientele. 'ide range of service establishments such as restaurants, hotels, airlines, and physicians’ oAces serve multiple customers simultaneously. ence, other customers can have a profound impact on an individual’s service experience. #ther customers are the customers that share the primary customer’s service experience.
The presence of other customers can enhance or detract from an individual’s service experience. The inuence of other customers can be active or passive. )xamples of other customers actively detracting from one’s service experience include unruly customers in a restaurant or a night club, children crying during a church service, or theatergoers carrying on a
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exceptionally tall individual 'ho sits directly in front of another customer at a movie theater; or the impact of being part of a cro'd, 'hich increases the 'aiting time for everyone in the group.
Though many customer actions that enhance or detract from the service experience are diAcult to predict, service organi$ations can attempt to manage the behavior of customers so that they coexist peacefully. >or example, %rms can manage 'aiting times so that customers 'ho arrive earlier than others get %rst priority, clearly target speci%c age segments to minimi$e potential conicts bet'een younger and older customers, and provide separate dining facilities for smo-ers and customers 'ith children.
#. Or$ani%ations and Systems
#rgani$ation and systems are invisible. They are that parts of a %rm that reect the rules, regulations, and processes upon 'hich the organi$ation is based. s a result, although rules, regulations, and processes are invisible to the customer, they have a very profound e<ect on the consumer’s service experience.
The invisible organi$ation and systems determine factors such as information forms to be completed by customers, the number of employees 'or-ing in the %rm at any given time, and the policies of the organi$ation regarding countless decisions that may range from the substitution of menu items to 'hether the %rm accepts identi%cation cards for senior citi$ens’ discounts.
