PurposeFirstly,
it is important to gain understanding as to what the service
concept is. Johnston et al. (2012) defines a service concept as a
shared and articulated understanding of the nature of the service
provided and received, which should capture information about the
organising idea, the service provided and the service received
the experience and outcomes.To an organisation, through
understanding the service concept they are able to display the
value of their service to the customer through communicating a key
set of benefits. The services and benefits provided vary upon
industry, however what individual organisations can benefit from is
organisational alignment. Johnston et al. (2012) suggests that the
service concept can act as a tool that links together the different
functions of an organisation with a common purpose and standard. In
addition, Looy et al. (2013) explains that the service concept can
become a blueprint that communicates to employees what service they
should provide and to customers what service they should expect to
receive.A way in which an organisation can
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However, it can
be argued that having a well communicated service concept could
restrict an organisation and its managers should they what to
change their service or product. Johnston et al. (2012) goes as far
as saying that significant changes to service concepts can expose
the weaknesses in the organisation. The service concepts of
Travelodge and Hilton are considerably different, a comparison of
the two (appendix four) shows this. It could be said that the
service concept of Hilton provides broader outcomes and customer
experience, should Travelodge want to tailor their service concept
to achieve similar outcomes they would have to veer from the
service concept in which their employees and customers are already
invested in, creating a
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