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论文编号：	3924
作者编号：	1120080720
上传时间：	2011/12/7 10:25:41
中文题目：	精益服务概念化及实践应用研究
英文题目：	The Research of Fine Service Conceptualization and Practical Strategies
指导老师：	白长虹
中文关键字：	服务营销范式，顾客/服务提供者范式，服务频谱，精益服务
英文关键字：	Service Marketing Paradigm, Customer/Service Provider Paradigm, Service Spectrum, Fine Service
中文摘要：	在现实观察中，无论是丽思卡尔顿酒店还是汉廷酒店均可以创造良好的顾客满意，然而两类酒店的经营策略和提供的服务却存在着巨大的差别，丽思卡尔顿酒店在服务中突出个性化服务、情感交流和员工能力的特征，在当前理论研究中，学者们尚未能给予系统的解读。此前有学者提出了精益服务理论，并将其定义为以情感价值为核心，个性化体验为主要形式的服务，但这些研究未能深入探索精益服务的其他构成要素。 本研究在此基础上，借鉴Parasuraman, A., Zeithaml, L.,Berry, L等学者在构建服务质量差距模型过程中所使用的研究方法，通过对来自5个服务行业的6家典型案例企业的中、高层管理者的深度访谈、焦点访谈，初步构建了精益服务的概念模型，并通过对企业中高层管理者的问卷调研，运用探索性因子分析、验证性因子分析等手段对精益服务的概念维度实施了量化验证，并初步构建了精益服务的概念维度量表。 其次，作者通过对A银行深圳分行（简称A银行）的纵向案例研究，对银行服务改进的发展脉络与实践过程进行梳理，识别了服务企业在精益服务实践过程中的五项应用策略；并依据3个不同服务行业的具有精益服务维度特征的企业作为检验对象，进行深入分析，最终对五项应用策略进行了检验。 研究最终形成以下研究成果： 依托顾客/服务提供者范式与服务频谱理论，服务企业可以根据资源投入与顾客投入作为两个关键的分类指标，将服务分类为标准服务与精益服务。标准服务情境下，由于企业将服务群体视为具有同质化特征，不需要进行个性化创造，因此企业资源投入相对较小，服务企业与顾客的交互性低，顾客投入也相对较小，最终转化为顾客产出的水平低，服务呈现出以功能服务为主的基本特征；而在精益服务情境下，服务中个性化服务的增多带来企业更多资源的投入，服务企业与顾客间的交互性增多，顾客投入增大，转化为顾客产出增多，此时服务越来越具有个性化特征，产出增多带来顾客获利的增加，不仅满足了自身的功能需求，同时向更高的需求层级迈进，就如同马斯洛需求层次模型中所提出的更高层级需求的满足，从而揭示了精益服务能够给顾客带来更多的正面服务体验。 在丰富服务频谱理论的基础上，本研究构建了精益服务的概念化模型，指出精益服务是从顾客视角出发，以提供差异化服务、创造情感价值来满足顾客个性需求为服务观念，通过员工组织支持、基于服务保障的组织建设、服务界面人性化等方式优化服务系统，整合服务资源，改进服务流程，并最终实现服务质量的持续改进。精益服务是一个多维度的构思，它包括了顾客导向、基于服务保障的组织建设、员工组织支持、服务提供差异化、服务流程价值化和服务界面人性化六个基本维度，从而使精益服务形成了一个系统、动态的概念构成。精益服务概念理论在企业实践发展中通过以下应用策略加以体现，包括：（1）通过细节创造价值；（2）规范和标准服务管理制度与服务系统；（3）为顾客创造个性化服务与正面情感体验；（4）突出人本管理；（5）注重服务创新。 本研究从一个新的视角理解服务，解释服务现象，研究成果为服务企业的发展提供了一个新的思路，为开展精益服务提供了操作化方法和实现路径。
英文摘要：	Based the field observation, The Ritz-Carlton and Hanting Hotel can create customer satisfaction, however, the two hotels have different operation model, and provides different service for hotel guests. For example, observation indicated that the Ritz-Carlton takes concern on customer's individual service, emotional experiences, cultivating employee' s service ability. This study concerned and explored this service phenomenon, based on a series of longitudinal research. This study carried out literature review, including service paradigm and consuming emotion theory, founding that the current research doesn't give a comprehensive answer. A few authors named Fine Service theory for exploring this phenomenon, which takes the consumption emotion as the core. However, these authors did not consider other constructed factors of the Fine Service. Further, this study drawn lessons from the research methodology of model of service quality given by Parasuraman, Zeithaml, and Berry. The author, based on the depth and focus interview, collected data from managers of six service companies, and set up a model of Fine Service. The model was approved by survey which were responded by managers of 16 companies, and factor analysis was used for identifing scale of Fine Service. Meanwhile, a longitude case study which was focused on the A Bank was carried out. The study observed and analyzed the process of service development, identifying five practical strategies of Fine Service Model. The research result was approved by other three service companies. The achievement of this study included following: The author inducted Customer/Service Provider Paradigm, improved the Service Spectrum, and divided service into Standard Service and Fine Service based on service provider input and customer input. In the standard service, service companies believed customer were homogeneous, and controlled the resource input; on the other hands, customers provided a little input and low input-output ratio so as to keep interaction between customer and service providers lowly. In this moment, service intended to standardization and was focused on the functional service. In the context of Fine Service, individual service indicated more companies resource input and customer input. More customer output was created, and high interaction between customer and service providers was available. Fine Service not only focus on the functional service, but take concern higher level of needs, which was demonstrated by Hierarchy of Needs Theory taken by Maslow. Therefore, the Fine Service can present positive service experience for customer. Based on the Service Spectrum, this research set up a concept model of Fine Service, which believed that Fine Service was based on the customer perspective, taken service differentiation and positive emotional experience as the service concept, integrated service resource and improved service process so as to increase service quality by employee support, organizational construction, and service interface hommization. Fine Service was a multi-dimensional concept, including sex dimension, such as: customer perspective, differentiating service offering, valuing service process, humanizing service interface, employee support from organization, and organization construction based on service guarantee. According to the concept model of Fine Service, this study integrated single case and multi-case study to analyze and test five practical strategies of Fine Service, including: (1) Creating value by detail; (2) regulating and standardizing service management system; (3) creating individual service and positive emotional experience; (4) putting people first; (5) keeping service innovation. This study understands service from a new perspective, explaining service phenomenon. The result provided a new method for development of service companies. Besides, this study also presented operation methods and route strategies for development of Fine Service.
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