Effective Service Delivery Strategies for TransLink

TransLink should provide necessary details to customers about their services, ensuring effective communication for decision-making. The organization must comprehend customer needs and deliver quality service through relationship-building, trust, and clear communication. Understanding gaps between service expectations and delivery is crucial to retain and attract customers. Implementing a service recovery strategy, including identification of customer issues and addressing them, will lead to customer retention. Additionally, providing feedback forms on the website can help customize services according to passenger expectations.

Running head: SURVICE AND RELATIONSHIPS MARKETING
Survice and Relationships Marketing
Name of the Student
Name of the University
Author Note

1SURVICE AND RELATIONSHIPS MARKETING
Executive Summary
The report aims to look into the service and relationship marketing of an organization and the
different aspects related to them. TransLink is the company considered for preparing the
report. TransLink is an agency of the Department of Transport and Main Roads, introduced
by the Government of Queensland in June, 2003 for coordinating ferry, bus and rail services.
The agency provides these services in South East Queensland through Brisbane Transport,
Queensland Rail, Brisbane Ferries and many other operators. TransLink keeps operating an
integrated ticketing system and go card smartcard system through which one could avail
multiple services, using only one ticket. Service marketing is a type of marketing, based on
creation of value and long-term sustainable relationship between the consumers and business.
Marketing of services are intangible in nature, as they cannot be seen or touched but can only
be felt through experiences. Services are perishable in nature, which suggests that once an
event has occurred and the customer has already experienced something, the same kind of
service cannot be delivered again, for the customer to have the same experience. Since the
services are rendered by people, so variety will always be there as ways of providing services
would vary from person to person. Service is homogeneous in nature, which means that
customers would expect the same level of service and would not like to experience deviation
from the usual. Inseparability of services refer to the fact that one who provides the service
and the customer who experiences them interlinked with each other.

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Table of Contents
1. Introduction............................................................................................................................3
2. Discussion..............................................................................................................................3
2.1 Service Organization’s Front Stage And Back Stage Functions......................................3
2.2 “Moments of Truth” For TransLink................................................................................4
2.3 a) Determinants of Satisfaction/Dissatisfaction For TransLink......................................5
b) Theories To Discuss Service Quality Measurement (and Gaps) In TransLink...............5
i) Grönroos Model for Service Quality..................................................................................6
ii) SERVQUAL......................................................................................................................6
3) Service Recovery Strategy Plan.............................................................................................7
4. Conclusion..............................................................................................................................7
5. References..............................................................................................................................8

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1. Introduction
Service and relationship marketing are interrelated with each other. For the service to
be effective in fulfilling the purpose of the customers, building a strong relationship is
extremely essential. Relationship building is a process which organizations invest time on, as
they feel that the only way to increase their revenue by attracting more customers, is through
delivering quality service on a consistent basis, thus create a brand image on the minds of the
customers.
TransLink, the organization considered for the report, is under the Department of
Transport and Main Roads, which puts a conscious effort to make lives convenient for the
people of Queensland, through the introduction of ticketing system in an integrated manner
and go card smartcard system. Through the service provider, different elements of service
marketing, where front stage and back stage functions of the organization will be discussed
(Achroll and Kotler 2014). Then, the moments of truth would be highlighted along with
discussions related to the determinants of the satisfaction/dissatisfaction, through relevant
theories, followed by service quality measurement and quality gaps associated with the
concerned organization. Finally, a service-recovery strategy plan would be devised to cope up
with various critical incidents(Amponsah and Adams 2016).
Thus, the report would conclude that service and relationship marketing has a big role to
play in the world of business. Customers form the basis of business, upon whom the image
and success of an organization lies. Maintaining the quality in terms of services delivered by
businesses is of utmost importance, for an organization to survive in an competitive work
environment.
2. Discussion
2.1 Service Organization’s Front Stage And Back Stage Functions
A service organization can become successful only if the services are rendered in an
integrated manner. This will surely create an image on the minds of the customers. These
organizations are divided into two parts, front stage and back stage and the functions are
carried out accordingly. Front Stage is utilized to carry out communications with the
customers. Generally, people working in front stage, may not be totally aware of the ways in
which the organization carries out their business, the minute details of the services but they
remain well conversant with the types of services(Christopher, Payne and Ballantyne 2013).
These people play pivotal roles for the successful delivery of services. In case of TransLink,
the front stage functions would be, the communications carried out by the concerned
authorities responsible for handling the ticket counters and enquiry rooms, by providing
accurate information regarding train and bus timings and all other relevant details. A good
front stage function will help people to create a fair perception in their minds, about
TransLink that they focus on maintaining clarity by providing customers with accurate details
(Gordon 2013).
There are many activities which take place prior to the front stage functions for the
successful completion of service delivery. These activities, which are carried out, without the

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customers noticing them, refer to the Back Stage functions. People involved in carrying out
these functions, don’t deal with the customers directly. In recent times, usage of technologies
has increased to a great extent while carrying out back stage activities.The main reason
behind the usage of technology is to increase operational efficiencies of people working in
those departments, by avoiding manual errors and also maintain the standard. For TransLink,
Back Stage functions would be to take care of the maintenance of trains, with respect to the
quality of seats, see that the air conditioners are working properly to avoid any inconvenience
to the passengers(Gummesson and Grönroos 2012). Then, most importantly look into the
aspects of hygiene, by monitoring that the train compartments are clean, seats of the buses are
maintained appropriately, so that the passengers can have pleasant trips on a consistent basis.
2.2 “Moments of Truth” For TransLink
Moments of truth refer to the different instances when customers come in direct
contact with the employees of an organization, which ultimately helps the customers in
creating a different impression about the company or develop a completely new
understanding of the organizations. This helps to make or break an organization, based on the
interactions which the representatives of the organizations create, on the minds of the
customers(Hall, Timothy and Duval 2012).Different instances could contribute to the
moment of truth, from greeting customers, tackling customers queries or resolving their
issues, promotion of special offers, providing discounts or the interactions while closing a
sale.
In case of TransLink, the moments of truth would be the impressions which the
transport authorities create on the minds of the passengers, through delivering quality and
authentic services(Hollensen 2015).TransLink can create moments of truth through providing
accurate information about the timings of trains, buses and ferries. Putting up timetables at
bus stands, stations, also on travel magazines would help the passengers to get information on
the go. Any service, which aims at minimizing customer’s troubles and delivering quality at
all costs, is sure to excel and grow as time goes on. Communicating in a polite and courteous
manner would help create lasting impression on the minds of the customers (Lee, Lee and Li
2012). The general rule is, behavioral conduct of organization’s employees play a major role
in the upliftment of any organization, more so in case of service organization. TransLink’s
success would depend on how frequently passengers avail their services to travel. Another
crucial aspect which plays a significant role in moment of truth is the safety features adopted
by the authorities to take care of their passengers in case of any problem or eventuality (Mok,
Sparks and Kadampully 2013).
Provision of alarms and helpline numbers in trains, buses would be effective ways to
give passengers, the assurance that they are in safe hands. Similarly, keeping first aid boxes
in different vehicles would be extremely helpful to let people travel in a safe and secured
manner. Thus these proactive steps would not only make sure that the image of the service
organization is upheld in front of the passengers, who had spoken well of the organization but
also help people to change perceptions(Nelson and Mulley 2013).

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2.3 a) Determinants of Satisfaction/Dissatisfaction For TransLink
Satisfaction or Dissatisfaction of the customers in case of any organization is
dependent on how well the employees of an organization, discharge their duties to deliver
quality service at reasonable cost to the right person and at right time. Each and every
customer, carry certain level of expectations as and when they approach an organization for
getting some of their problems solved or to get some work done. First impression is the last
impression. So, the way customers get greeted, when they get into an organization has a
direct link with the image that gets created on the customers’ minds (Peck et al. 2013). If the
services for which people visit a particular company are delivered as per the expectations of
the customers, that would be the perfect way to get a satisfied and loyal customer. The
opposite would happen, if the employees are not efficient enough to solve the problems or in
providing the services required by the customers (Rubalcaba et al. 2012).
For TransLink, the main determinants of Satisfaction/Dissatisfaction would be the
timely arrivals of trains and buses, as per the schedule. Maintaining cleanliness in the modes
of transport plays a major role in creating an excellent image of the organization on the minds
of the customers (Setó-Pamies 2012). Striving for improvement on all aspects of travel would
give enough impetus to the passengers and make them avail TransLink’s transport services
and thus provide ultimate satisfaction through excellent service. Putting proper security
measures in place and keeping the interests of the passengers ahead of any other self-interest
would be ideal way for attracting more people into the system and thus create unique
experiences for them (Tsiotsou and Goldsmith 2012).
Similarly, if the processes carried out while delivering the services are not upto the
mark and they lead to confusion and chaos, they would heavily contribute towards damaging
TransLink’s image to a great extent. Hygiene, quality of foods are also responsible for
creating satisfaction or dissatisfaction on the minds of the customers.
b) Theories To Discuss Service Quality Measurement (and Gaps) In TransLink
Service Quality Measurement is the process of managing the quality of services
delivered to a customer as per his expectations. This primarily helps to assess how well a
service has been provided, look into the possible ways of bringing in improvements, identify
loopholes and take measures to rectify them for increasing customer satisfaction.
To understand the concept better, some relevant theories have been discussed :
i) Grönroos Model for Service Quality –
Gronroos Model, better known as the Nordic Model of service quality, states that total
perceived service quality is the result of an evaluation process where the customer compares
specific expectations of quality with the experienced quality from an organization (Gronroos
and Gummerus 2014). The expectations of quality are context specific to the firm under
consideration and not based on the total class of service providers, as is the case in the Anglo-
Saxon model (van Lierop and El-Geneidy 2016). In this scenario, customers would solely
judge the services provided by TransLink and not look into the overall service provided by
the transport agencies in their region. Gronroos Model recognizes the fact that the result of

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the service provided and service delivery process, both form a part of the quality experienced
by customers.
ii) SERVQUAL –
SERVQUAL is a research instrument designed to get hold of the consumer
expectations and perceptions framed by them, for a particular service along five parameters,
which are supposed to represent service quality. Service quality is understood as the extent to
which consumers' pre-consumption expectations of quality are met or not met by how
customer receive the service and the way they perceive the experience. When the
SERVQUAL questionnaire was first published in 1988 by the team of academic researchers,
A. Parasurman, Valarie Zeithamal and Leonard L. Berry to measure quality in the service
sector, the questionnaire represented a breakthrough in the methods adopted to measure
service quality research. Their study involved twelve focus groups and the results obtained
from those groups confirmed that the users get influenced by the dimensions of the process
and not just through the results of the service quality evaluation (van Lierop and El-Geneidy
2017).
The pattern of responses, through this study revealed ten evaluative criteria, with the
help of which the users can evaluate, irrespective of the service investigated, namely:
a) tangibility: the physical appearance of people, their conduct, the service
equipments used,
b) reliability : the services are delivered by keeping up with the promise and
maintenance of the expected standards,
c) responsiveness : the abilities of the employees to act swiftly upon any need of the
customers and thereby give them no reason to complain,
d) competence : employees possess sound knowledge and quality to deliver the
services in the best possible manner,
e) cordiality : the way employees conduct themselves in front of the customers by
maintaining politeness, giving the desired respect, consider the customers’ queries and
respond in a friendly manner,
f) credibility : services discharged by conforming to the rules and regulations in an
honest manner, so that the customers are not duped,
g) safety : the delivery of services, should be made in a safe and secured manner, so
that there is no risk involved for the customers,
h) accessibility : the employees of the organization should be easily accessible to the
customers, so that in times of need the customers can approach them for solving any issue,
i) communication – the customers should receive the necessary details regarding the
services rendered by the organization in a clear manner, so that they help in the decision
making activities of the customers,
j) comprehension : the organization must make a conscious attempt to understand the
customers and their needs. For TransLink, all these aspects form the basis of their endeavour
to provide effective service to the customers in a seamless manner (White 2016).
Understanding the gaps between the service expectations and service delivery and
taking necessary steps to to get rid of the problems arising out of them, are a necessity for any
organization to survive in this competitive business environment. The secret to retain and

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attract more customers, is through maintaining the standard and seek for the constant
improvement while delivering the services.
3) Service Recovery Strategy Plan :
Service recovery strategies deal with identification of customers’ issues and then
address those issues to satisfy the customers and thereby lead the way towards customer
retention. Recoveries of services require a systematic approach, which must be designed
effectively and implemented, as and when the need arises to put the organization in good
stead for the customers to rely upon (Wilson et al. 2012). Central theme for the service
recovery strategy, the customers’ needs and demands, should be given the due importance by
all the employees of an organization (Wirtz 2012).Research has proved that the customers,
who have had problems while experiencing different services, got resolved by the
organizations’ service delivery people go on to become loyal customers for that organization.
Another recovery strategy that service organizations like TransLink could come up with, to
understand customer’s needs and wants in a much better manner, is by putting up on their
website, feedback forms and option to give suggestions for improvements. These inputs from
the customers, will surely help the agency to customize their services as per the passengers’
expectations.
Every organization has to keep certain strategies in place to cope up with the
unforeseen circumstances, so that they have options in place to serve customers in the desired
manner by maintaining the requisite quality and standard. This is even more applicable for
service agencies, where businesses are based upon satisfying the customers’ needs and wants
in the best possible manner. Nothing works better, to keep up the image of an organization,
than by delivering quality service on all possible levels. TransLink would do well to provide
the best of services by maintaining cordial and healthy relationships with their passengers.
4. Conclusion
The services delivered by an organization to their customers will only be effective
when relationship between the two parties is based on trust, confidence and clear
communication. The company, delivering the services, in this case, TransLink will be able to
deliver quality service consistently, only if they are aware of the customers’ needs and
desires. Creating a good image on the minds of the customers, is imperative for any service
organization to excel in a highly competitive business environment. For a transport agency,
looking at ways to improve on their services and maintaining cordial relationship with the
customers are integral for maintaining the success and image of the organization. To meet up
with the constant needs and demands of the customers, TransLink is required to think out of
the box and come up with every possible facility, which would make people avail their
services on a regular basis by providing quality foods in the pantry and maintaining hygiene.

8SURVICE AND RELATIONSHIPS MARKETING
5. References
Achroll, R.S. and Kotler, P., 2014. The service-dominant logic for marketing. The service-
dominant logic of marketing: Dialog, debate, and directions, 320.
Amponsah, C.T. and Adams, S., 2016. Service quality and customer satisfaction in public
transport operations. International Journal of Services and Operations Management, 25(4),
pp.531-549.
Christopher, M., Payne, A. and Ballantyne, D., 2013. Relationship marketing. Taylor &
Francis.
Gordon, I., 2013. Managing the new customer relationship: Strategies to engage the social
customer and build lasting value. John Wiley & Sons.
Grönroos, C. and Gummerus, J., 2014. The service revolution and its marketing implications:
service logic vs service-dominant logic. Managing service quality, 24(3), pp.206-229.
Gummesson, E. and Grönroos, C., 2012. The emergence of the new service marketing:
Nordic School perspectives. Journal of Service Management, 23(4), pp.479-497.
Hall, C.M., Timothy, D.J. and Duval, D.T., 2012. Safety and security in tourism:
relationships, management, and marketing. Routledge.
Hollensen, S., 2015. Marketing management: A relationship approach. Pearson Education.
Lee, Y.K., Lee, K.H. and Li, D.X., 2012. The impact of CSR on relationship quality and
relationship outcomes: A perspective of service employees. International Journal of
Hospitality Management, 31(3), pp.745-756.
Mok, C., Sparks, B. and Kadampully, J., 2013. Service quality management in hospitality,
tourism, and leisure. Routledge.
Nelson, J.D. and Mulley, C., 2013. The impact of the application of new technology on
public transport service provision and the passenger experience: A focus on implementation
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Peck, H., Christopher, M., Clark, M. and Payne, A., 2013. Relationship marketing. Taylor &
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Rubalcaba, L., Michel, S., Sundbo, J., Brown, S.W. and Reynoso, J., 2012. Shaping,
organizing, and rethinking service innovation: a multidimensional framework. Journal of
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Setó-Pamies, D., 2012. Customer loyalty to service providers: examining the role of service
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Tsiotsou, R.H. and Goldsmith, R.E., 2012. Strategic marketing in tourism services. Emerald
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Transportation Economics, 59, pp.50-59.

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van Lierop, D. and El-Geneidy, A., 2017. Perceived Reality: Understanding the Relationship
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White, P., 2016. Public transport: its planning, management and operation. Taylor &
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