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Arrival
Reception
Problem diagnosis
7. The maintenance head tells him the problem and the solution along with time that will be
consumed and when will the car be ready for pick up
Costing
8. Maintenance head guides him on the costing area where he is guided on the expenses and
explained that payment is done at the pickup time
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Waiting
9. The customer waits if the fault is small and will be repaired shortly and leaves if it will take
more time
10. The customer returns at a prescribed date
11. Goes to the receptionist to call t he maintenance head he spoke to
12. The maintenance head takes him to the car so that the customer can see progress.
Handling Objections
13. If customer is dissatisfied then further time is given to resolve issues and the customer
speaks with the manager of Honda drive in the mean time
14. The manager assures him of faultlessness and apologizes for the delay
15. The customer then leaves after being dealt by the manager
16. The customer returns to the repair shop and goes to the maintenance manager who
take the customer to the car for progress update
17. After the progress update the customer pays cash to the counter
18. Receives the bill and greeting
19. The customer leaves Honda drive in
Moments of truth: Defining points in service delivery where customers interact with
employees or equipment. in this case of HONDA the service is possession processing so
typically the ponts where customers comes in contact with the employees would define the
moments of truth which are.
1. Reception
2. Problem diagnosis
3. Costing
4. Waiting and
5. Handling objections
1. Problem diagnosis
2. Costing
3. Handling objections
Information search: Look for Authentic and branded service centers like Honda and Suzuki
motors etc
Request service from chosen supplier: Visit the service center and talk to the receptionist
Future intentions: If issues resolved and the service isn’t over priced as well then customer
intends returning otherwise the customer looks at the way objections were handled and
decides his return.
Financial – monetary loss, unexpected extra costs: Over pricing or pricing for things not
done
Temporal – wasted time, delays lead to problems: Time wasted in waiting for turn and thus
delays
Physical – personal injury, damage to possessions: the car to be serviced may be damaged
by the mechanics working on it
Psychological – fears and negative emotions: The psychological fear which prevails is that
one part will be serviced at the cost of the other one
Social – how others may think and react: The image of the car service provider is also a risk
as others see it as a standard of living
Sensory – unwanted impacts to any of five senses: Open repair areas giving loud noises and
bad aesthetic look of the dirty mechanic clothing
Desired Service Level: wished-for level of service quality is that the car’s after the service
procedure delivers good results for a considerable amount of time
Adequate Service Level: Minimum service level is that the Car’s performance stays at a
level where the customer feels that below it his money was wasted.
Predicted Service Level: service level that customer believes firm will actually deliver which
in this case is that Honda shall exceed their expectations in terms of sustained service
quality and the number of revisits needed in a year.
Zone of Tolerance: range within which customers are willing to accept variations in service
delivery which in this case is the price through increasing or decreasing the service content
and not quality.
Administration
Mechani Glass Sales Calls
ReceptionistBilling
cal Interior & Exterior
/ Statements
building
service
Technical Equipment
The Phone Service Marketing
Miscellaneous Mail,
Calls, Faxes, etc. System
Core
of Honda
Drive In Customer
Random Exposure to
Service People
Service Delivery
Facilities /System
Vehicles
Chance Encounters
Maintenancewith Service Personnel
Mechanical
Representatives
Service Operations System Word of Mouth
&
Electric
repair tools
Mostly
Mechanical
Engineers
Designing the Communications Mix for Honda Drive IN
Advertising Implications for Overcoming Intangibility:
Although Honda Drive doesn’t have an advertisement because it’s a show room plus service station
and also because its one of a kind since they are providing genuine Honda spare parts. However they
can expect sales if they make an advertisement and this they can achieve by the following methods
They take customers to the repair service point where the mechanics are operating
in the Vehicle
They ask customers to pin point additional problems after their diagnosis
They Provide an environment where the customers can easily share their feed back
with the Manager
They often inform their customers, who asking them telephonically ,about the
service availability in case there is an overbooking or many customers at one time
Promote contribution of service personnel
They help the customers through their service guide who inform them correctly
about the service
They aim at achieving potential sales customer of brand new Honda cars from their
showroom thorough efficient service operation and resulting smooth performance of their
cars
How should we communicate this: their method is done thorough telemarketing and
targeted mails at targeted audience
Where should we communicate this: the communicate the above ideas usually at their show
room and over the tele network.
When do communications need to take place: They plan to communicate their service at
the time of deal closing at the show room and after the customer see his serviced car ready
for roll out.
Messages originating
within the organization Front-line staff
Service outlets
Sales promotions
Direct marketing
Personal selling
Pub
Word rela
licof mo uths
tion
Messages originating
outside the organization
a
m
E
il
Education and Promotion:
Their aim is to
There are five ways to change the perspective of the service quality which are through the
following for Honda Drive in
Value-Based:
Tangibles: At Honda the tangibles can be improves by making the infrastructure more
attractive rather than a glass building
Reliability: Track record of Honda drive in is such that cases of success are there but some
faults have occurred thus they should focus to make their standards more reoccurring and
commitments more pursued
Responsiveness: they can make forecasting systems for planning demand versus capacity
and then intimating their customer about the service offering so that overbooking's and wait
time is reduced
Assurance: they can assure quality by indicting engineers and business graduates rather
than just mechanics so that the customers know who’s designing the service model. Their
personnel need to be more courteous and abreast at answering the customer queries
Empathy: they need to gather customer feedback and mold their service offerings according
to that and they need to give personal attention to the customers
Customer needs
and expectations CUSTOMER
1. Knowledge Gap
Management definition
of these needs MANAGEMENT
2. Standards
Gap
Translation
design/delivery
into
specs 3. Delivery
Gap
Execution of 4. I.C.Gap Advertising and
design/delivery sales promises
specs
5. Perceptions 6. Interpretation
Customer Gap Customer
of product of Gap
communications
interpretation
perceptions
execution
7. Service Gap
Customer
relative to
experience
expectations
1. Knowledge gap: this gap at Honda drive in can be removed through distributing promotional
and informational leaflets and making a video of what to expect
2. Standards gap : this can be addressed by pre informing the customers about the Quality and
performance of the spare parts and the results to expect since the parts are branded
3. Delivery gap: this gap is almost null at Honda and only arises when a no attention was given
to a certain area at the service operation stage resulting in lack of performance of a part on
delivery.
4. Information communication gap : Platforms can be arranged to ensure there is top to
bottom coherent communication
5. Perception Gap: the perception gap can be removed by promotional advertisements and
messages
6. Interpretations Gap: analysis of the feedback from customers can ensure this gap removed
7. Service Gap: if all the above steps are followed then the Gap won’t be there
Cause and Effect Chart for Poor Car service at Honda drive IN:
Below is the cause and effect fish bone diagram for the poor service quality at Honda drive in. the
issues can be more but for simplicity and the purpose of explaining only the issues mentioned are
less in number .
Faciliti Frontst
Front-Stage Proced
Procedures
Personnel
es, age ure
Arrive atEquip Imprope Person Too much
Receptionis
peak r time taken in
hours ment lighting nel t in a bad
Mechanical mood a smallProlonged
issue
Custo
Customers at Failures Unattended diagnosis
mers
Complex infrastr customer while
issue ucture Poor
customer is
Circuits Car
waiting
Mechani
Un available Servic
No sales guide to
Other cs timelyeinform the
Accid
Causes absent customer about
ent Electricity Costing center
issues
Generator taking a lot of
Materia
Custo Materials,
not working
Supplies Backst Inform time in
mer ls, age calculating cost
ation
hiding Suppli Person
the
real
es nel
issue
Q1:
Strategies to make make customers to banking by internet, e mail , phone or ATM can be as follows
Q2:
1. Junaid jamshed’s apparel chain : high in search attributes for clothes because
Clothes can be touched
Color can be seen appealing or displeasing
Fitting can be tested
Overall look can be judged
Quality can be seen physically
Evaluation help can be given be telling about the raw material used in it
Q3
Backstage elements of car repair, airline, university and a consultation firm can be
Car repair
An air line
Check counter
Baggage section
Food for in flight service section
University:
Consultation Firm:
Business analysts
Information technology operations department
Finance depart of the firm