As I wrote in my second blog post, I work as a head of a municipal unit that investigates and supervise restaurants that sell or would like to sell alcohol. The restaurateurs are our "visible" client, but, as Professor Friman said during her first webinar, we have many other kinds of costumers: a vertical line from the restaurant-owner to the politicians, the industry and commerce and finally the public, whose health we are ment to protect with the alcohol-law. The system has a built-in conflict with many different aims depending on what focus you have .
Anyhow: we measure our restaurant-owners satisfaction with our service. The others - the politicians, our supervisors and sometimes the public - tell us what they think about our work.
The restaurateurs are asked about their experience of our treatment, our legal security, our fees and our efficiency. We rate high on almost everything apart from efficiency. Here, our new costumers find us more inefficient. We don´t know their expectations about our service, as we never measure that.
Our returning costumers are more satisfied, they rate our efficiency higher.
It has been hard work changing the restaurateurs opinion about our work and we still have a way to go.
According to Professor Friman, Professor Pedersen and the article by Richard L. Oliver (A cognitive model of the antecedents and consequences of satisfaction decisions), there must be a major disconfirmation to change the costumer experience if it is different compared to his expectations.
Probably, our returning costumers, have different expectation from when they first contacted us.
We need to change our new costumers experience of our service. I do agree that we have to improve our efficiency, but how do we work with their expectations of our service?
I hope that this course will give me tools to understand this better.
Inga kommentarer:
Skicka en kommentar