A Classification Comparison of Service Design
A classification comparison
The customer contact model developed by Chase Richard implies that a service is efficient depending on the level of interaction it has with the customers. He states that control over production is harder to achieve in high customer contact environments, due to the uncertainty of the behaviour of individuals.
I have chosen the following three services restaurants, sport clubs and retail banking to compare from a customer contact point of view with reference to Chase’s model and also I will talk about differences and possible similarities in the encounter triad.
The retail banking system has low customer contact due to the fact that their services are more standardized than customized. Retail banking refers to transactional accounts, savings, mortgages, personal loans and debit or credit cards. Most of these services can be accessed through the internet, as transactions can be made through internet bankingand you can even apply for a new bank account, verify if you can apply for a loan online, deposit money through the cash machine make transactions by phone, all of which lead to a minimal costumer contact with bank employees. According to Chase retail banking passes as a mix service, involving face-to-face contact but also back office work, which involves low customer contact. Low contact systems involve programmed decisions which make things easier and more efficient. We can refer here to the norms and procedures that represent the guide for the services delivered by bankslike taking decisions, for example rejecting an application for a personal loan because it doesn’t comply with the minimal normative conditions required for that product, and hence limit the bank’srisk of not recuperating the funds.
In the restaurant services customers can use traditional (restaurant venues), automated (self-service), or electronic (internet, phone) delivery processes for a single outcome. As a result the nature of customer inputs varies, depending
The customer contact model developed by Chase Richard implies that a service is efficient depending on the level of interaction it has with the customers. He states that control over production is harder to achieve in high customer contact environments, due to the uncertainty of the behaviour of individuals.
I have chosen the following three services restaurants, sport clubs and retail banking to compare from a customer contact point of view with reference to Chase’s model and also I will talk about differences and possible similarities in the encounter triad.
The retail banking system has low customer contact due to the fact that their services are more standardized than customized. Retail banking refers to transactional accounts, savings, mortgages, personal loans and debit or credit cards. Most of these services can be accessed through the internet, as transactions can be made through internet bankingand you can even apply for a new bank account, verify if you can apply for a loan online, deposit money through the cash machine make transactions by phone, all of which lead to a minimal costumer contact with bank employees. According to Chase retail banking passes as a mix service, involving face-to-face contact but also back office work, which involves low customer contact. Low contact systems involve programmed decisions which make things easier and more efficient. We can refer here to the norms and procedures that represent the guide for the services delivered by bankslike taking decisions, for example rejecting an application for a personal loan because it doesn’t comply with the minimal normative conditions required for that product, and hence limit the bank’srisk of not recuperating the funds.
In the restaurant services customers can use traditional (restaurant venues), automated (self-service), or electronic (internet, phone) delivery processes for a single outcome. As a result the nature of customer inputs varies, depending
References: CHASE RICHARD B, AND DAVID A, TANSIK (1983), The customer contact model for organization design, Management Science U.S.A. Lori S.Cook, David E. Bowen, Richard B.Chase , Sririam Dasu, Doug M.Stewart (2002), Human issues in service design, Journal of Operations Management.