The paper "Starbucks Design and Management of Its Service Encounter" is an outstanding example of a management case study. Increased competition in the global arena has forced companies not to rely only on value superiority, but to enter into customer experience through ultimate service design and management innovation (Lovelock et al. , 2009). The reason for following these paths not only ensures immediate customer bond but ensure long-term emotional bonds by creating experiences that the customers would remember. This memories and emotional bonds between suppliers and consumers ensure customer loyalty and future sales. A good example of the service encounter and sustainable management is visible in the Starbuck case.
Starbuck has designed itself in a manner that creates an unforgettable service encounter; by ensuring their contact, personnel are skilled in customer handling living customers with a memorable experience. There are drawbacks in the Starbuck service encounter, but they are resolvable. Starbucks Design and Management of its Service Encounter When it comes to the service encounter, Starbucks stands out as one place where customers will always feel the touch of the brand experience, enforced by the employees.
Explaining this in diagram 1 shown below, Shirley et al. (1991) pointed out why Starbucks service encounter design and management left a great impact on its customers. Diagram 1 Starbucks has designed its service encounter in a manner that uses its employees as the basis of its service encounter. To achieve this Starbucks ensures that its employees culturally fit their work location starting from how they facially express in relation to their target market, to the language they use and the demeanor they express towards others. However, as expected not the same for employees whose service range was in their intolerable zone, as expected Starbuck over the years had noted that that resulted in inadequate service to the customers, which led to zero repeat customers. To achieve this Starbuck ensured they had a system that ensured each employee was within their desired service range, a decision that resulted in good service for the company, which in turn resulted in repeat customers.
Where employees only fitted within areas of tolerance, their service was adequately resulting in the same result. Where services were, inadequate Starbuck went ahead to check what was the cause sometimes with surprising discoveries.
An example is of this is the discovery that though some employees were in their desired working zones sometimes their performance was below par. The situation was mainly because of the failure to connect with the customers’ cultural expectation or poor physiognomy, demeanor or language leading to misunderstanding. Relationship Established Between the Starbucks Contact Personnel and the Customers Starbuck puts a lot of effort in ensuring that the contact personnel establish a good relationship. To do this is created a blueprint to work with as depicted by Sarah (2012) in diagram 2 and diagram3 which in detail explains the relationship between the customer front stage and backstage. Diagram 2 Diagram 3 To ensure that Starbuck remained in close contact with the interests of its customers, Starbuck engages in vigorous training for its personnel on customer handling and personal presentation of its products and themselves in accordance with its blueprint.
Just to show how serious this is in 2008 following the recession Starbuck closed all its 7100 for three hours. In what New York, Michael (2008) expressed as the campaign orchestrated to revive a warm, friendly feel.
Resulted to a total of 426,000 man-hours costing 21,300 hours, and total wage of $3 million spent to see Starbuck had its customer service experience branded rightly to fit the satisfaction of its customers (Barbara, 2009).