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1) “A Sense of Mission” Write a paper (2 ½ -3 pages) about
your greatest dream or purpose in life.
- What is your life’s work?
- Describe your passion behind this mission.
- Describe the reason you are drawn to it, the history behind it,
and whether you have begun to pursue it. If you have not begun
to pursue it, explain what you feel are the obstacles that prevent
you from reaching this goal.
- What are possibly steps you can take in the future?
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Library of Congress Cataloging-in-Publication Data
Names: Lovelock, Christopher H., author. | Wirtz,
Jochen, author.
Title: Services marketing : people, technology,
strategy / Jochen Wirtz, Christopher
Lovelock.
Description: Eighth edition. | New Jersey :
World Scientific, [2016] | Includes index.
Identifiers: LCCN 2016003724| ISBN
9781944659004 (hardcover) | ISBN
9781944659011 (pbk.)
Subjects: LCSH: Marketing--Management. |
Professions--Marketing. | Service industries--Marketing.
| Customer
services--Marketing.
Classification: LCC HF5415.13 .L5883 2016 | DDC
658.8--dc23
4. 222 Rosewood Drive, Danvers, MA 01923, USA.
In this case permission to photocopy is
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publisher.
Desk Editor: Karimah Samsudin
Printed in Singapore
Services Marketing: People, Technology,
Strategy
BriefContents
About the Authors
About the Contributors of the Case Studies
Preface
Acknowledgements
PART I: UNDERSTANDING SERVICE
PRODUCTS,
CONSUMERS, ANDMARKETS
1. Creating Value in the Service
Economy
2. Understanding Service Consumers
3. Positioning Services in Competitive
Markets
5. PART II: APPLYING THE 4 PS OF
MARKETING TO SERVICES
4. Developing Service Products and
Brands
5. Distributing Services Through
Physical and ElectronicChannels
6. Service Pricing and Revenue
Management
7. Service MarketingCommunications
PART III: MANAGING THE CUSTOMER
INTERFACE
8. Designing Service Processes
9. Balancing Demand and Capacity
10. Crafting the Service Environment
11. Managing People for Service Advantage
PART IV: DEVELOPING CUSTOMER
RELATIONSHIPS
12. Managing Relationships and Building Loyalty
13. Complaint Handling and Service Recovery
PART V: STRIVING FOR SERVICE EXCELLENCE
14. Improving Service Quality and Productivity
15. Building a World-Class Service Organization
PART VI: CASE STUDIES
Glossary
Name Index
Subject Index
6. Contents
About the Authors
About the Contributors of the Case Studies
Preface
Acknowledgements
PART I: UNDERSTANDING SERVICE
PRODUCTS, CONSUMERS, AND
MARKETS
1. Creating Value in the Service
Economy
Why Study Services
• Services Dominate the Global Economy
• Most New Jobs are Generated by Services
• Understanding Services Offers Personal Competitive
Advantage
What Are the Principal Industries of the Service
Sector?
• Contribution to Gross Domestic Product
Powerful Forces are Transforming the Service
Markets
B2B Services as a Core Engine of Economic
Development
Outsourcing and Offshoring Often Work in
Tandem
What Are Services
• The Historical View
Benefits Without Ownership
• Defining Services
• Service Products versus Customer Service and After-
Sales Service
Four Broad Categories of Services – A Process
Perspective
7. • People Processing
• Possession Processing
• Mental Stimulus Processing
• Information Processing
Services Pose Distinct MarketingChallenges
The 7Ps of Marketing
The Traditional MarketingMix Applied to Services
• Product Elements
• Place and Time
• Price and Other User Outlays
• Promotion and Education
The Extended Services MarketingMix for Managing the
Customer Interface
• Process
• Physical Environment
• People
MarketingMustbe Integrated with Other Management
Functions
The Service–Profit Chain
A Framework for Developing Effective Service
MarketingStrategies
• Understanding Service Products, Consumers and
Markets
• Applying the 4 Ps of Marketingto Services
• Managing the Customer Interface
• Developing Customer Relationships
• Striving for Service Excellence
2. Understanding Service Consumers
The Three-Stage Model of Service Consumption
Pre-purchase Stage
• Need Awareness
• Information Search
8. • Evaluation of Alternative Services
• Purchase Decision
Service Encounter Stage
• Service Encounters are “Momentsof Truth”
• Service Encounters Range from High Contact to
Low Contact
• The Servuction System
• Theater as Metaphor for Service Delivery: An
Integrative Perspective
• Role and Script Theories
• Perceived Control Theory
Post-Encounter Stage
• Customer Satisfaction
• Service Quality
• Customer Loyalty
3. Positioning Services in Competitive
Markets
Customer-Driven Services MarketingStrategy
• Customer, Competitor and Company Analysis (3
Cs)
• Segmentation, Targeting and Positioning (STP)
Segmenting Service Markets
• Important versus Determinant Service Attributes
• Segmentation Based on Service Levels
Targeting Service Markets
• Achieving Competitive Advantage through Focus
Principles of Positioning Services Using
Positioning Maps to Plot Competitive Strategy
• An Example of Applying Positioning Maps to
the Hotel Indsutry
• Mapping Future Scenarios to Identify Potential
Competitive Responses
• Positioning Charts Help Executives Visualize
9. Strategy
Developing an Effective Positioning Strategy
PART II: APPLYING THE 4 PS OF
MARKETING TO SERVICES
4. Developing Service Products and
Brands
Creating Service Products
• What are the Components of a Service
Product?
The Flower of Service
• Facilitating Supplementary Services
• Enhancing Supplementary Services
• Managerial Implications
Branding Service Firms, Products and Experiences
• Branding Strategies for Services
Tiering Service Products with Branding
Building Brand Equity
Delivering Branded Service Experiences
New Service Development
• A Hierarchy of New Service Categories
AchievingSuccess in New Service Development
5. Distributing Services Through
Physical and Electronic
Channels
Distribution In a Services Context
What Is Being Distributed?
How Should A Service Be Distributed?
• Customers Visit the Service Site
• Service Providers Go to their Customers
10. • The Service Transaction is Conducted
Remotely
• Channel Preferences Vary among Customers
• Channel Integration is Key
Where Should a Service Facility be Located?
• Strategic Location Considerations
• Tactical Location Considerations
• Locational Constraints
• Innovative Location Strategies
When Should Service be Delivered?
The Role of Intermediaries
• Benefits and Costs of Alternative Distribution
Channels
Franchising
The Challenge of Distribution in Large Domestic
Markets
Distributing Services Internationally
• Factors Favoring Adoption of Transnational Strategies
• How does the Nature of a Service Affect
International Distribution?
• Barriers to International Trade in Services
• How to Enter International Markets?
6. Service Pricing and Revenue
Management
Effective Pricing is Central to Financial Success
• Objectives for Establishing Prices
Pricing Strategy Stands on Three Foundations
• Cost-based Pricing
• Value-based Pricing
• Reducing Related Monetary and Non-monetary Costs
• Competition-based Pricing
Revenue Management: What It Is and How It
Works
• Reserving Capacity for High-yield Customers
• How can we Measure the Effectiveness of a
11. Firm’s Revenue Management?
• How does Competitor’s Pricing Affect Revenue
Management?
• Price Elasticity
• Designing Rate Fences
Fairness and Ethical Concerns in Service Pricing
• Service Pricing is Complex
• Piling on the Fees
• Designing Fairness into Revenue Management
Putting Service Pricing Into Practice
• How Much to Charge?
• What Should be the Specified Basis for
Pricing?
• Who Should Collect Payment and Where Should
Payment be Made?
• When Should Payment be Made?
• How Should Payment be Made?
• How Should Prices be Communicated to the
Target Markets?
7. Service MarketingCommunications
Integrated Service MarketingCommunications
Defining the Target Audience
Specifying Service Communication Objectives
• Strategic Service Communications Objectives
Tactical Service Communications Objectives
• Promote Tangible Cues to Communicate Quality
Crafting Effective Service Communication Messages
• Problems of Intangibility
• Overcoming the Problems of Intangibility
The Services MarketingCommunication Mix
• Communications Originate from Different Sources
• Messages Transmitted through Traditional
12. MarketingSources
• Messages Transmitted Online
• Messages Transmitted through Service Delivery
Channels
• Messages Originating from Outside the Organization
Timing Decisions of Services MarketingCommunication
Budget Decisions and Program Evaluation
Ethical and Consumer Privacy Issues in
Communications
The Role of Corporate Design
Integrated MarketingCommunications
PART III: MANAGING THE CUSTOMER
INTERFACE
8. Designing Service Processes
What is a Service Process?
Designing and Documenting Service Processes
Developing a Service Blueprint
• Blueprinting the Restaurant Experience: a Three-
Act Performance
• Identifying Fail Points
• Fail-Proofing to Design Fail Points out of Service
Processes
• Setting Service Standards and Targets
• Consumer Perceptions and Emotions in Service
Process Design
Service Process Redesign
• Service Process Redesign Should Improve Both Quality
and Productivity
Customer Participation in Service Processes
• Levels of Customer Participation
• Customer as Co-creators
13. • Reducing Service Failures Caused by Customers
Self-Service Technologies
• Customer Benefits and Adoption of Self-Service
Technology
• Customer Disadvantages and Barriers of Adoption of
Self-Service Technology
• Assessing and Improving SSTs
• Managing Customer’s Reluctance to Change
9. Balancing Demand and Capacity
Fluctuations in Demand Threaten Profitability
• From Excess Demand to Excess Capacity
• BuildingBlocks of Managing Capacity and Demand
Defining Productive Service Capacity
Managing Capacity
• Stretching Capacity Levels
• Adjusting Capacity to Match Demand
Understanding Patterns of Demand
Managing Demand
• Marketing Mix Elements Can be used to Shape
Demand Patterns
Inventory Demand Through Waiting Lines and
Queuing Systems
• Waiting is a Universal Phenomenon
• Managing Waiting Lines
• Different Queue Configurations
• Virtual Waits
• Queuing Systems can be Tailored to Market
Segments
Customer Perceptions of Waiting Time
• The Psychology of Waiting Time
Inventory Demand Through Reservation Systems
• Reservation Strategies Should Focus on Yield
14. Create Alternative Use for Otherwise Wasted
Capacity
10. Crafting the Service Environment
Service Environments – An Important Element of
The Service Marketing
Mix
What is the Purpose of Service Environments?
• Shape Customer’s Service Experience and
Behaviors
• Signal Quality and Position, Differentiate and
Strengthen the Brand
• Core Component of The Value Proposition
• Facilitate the Service Encounter and Enhance
Productivity
The Theory Behind Consumer Responses to Service
Environments
• Feelings are a Key Driver of Customer Responses
to Service Environments
• The Servicescape Model – An Integrative
Framework
Dimensions of the Service Environment
• The Effect of Ambient Condition
• Spatial Layout and Functionality
• Signs, Symbols and Artifacts
• People are Part of the Service Environment too
Putting It All Together
• Design with a Holistic View
• Design from a Customer’s Perspective
11. Managing People for Service Advantage
Service Employees are ExtremelyImportant
• Service Personnel as a Source of Customer Loyalty
and Competitive Advantage
• The Frontline in Low-Contact Services
Frontline Work is Difficult and Stressful
15. • Service Jobs are Boundary Spanning Positions
• Sources of Role Conflict
• Emotional Labor
• Service Sweatshops?
Cycles of Failure, Mediocrity and Success
• The Cycle of Failure
• The Cycle of Mediocrity
• The Cycle of Success
Human Resource Management – How to Get it
Right
• Hire the Right People
• Tools to Identify the Best Candidates
• Train Service Employees Actively
• Internal Communications to Shape the Service
Culture and Behaviors
• Empower the Frontline
• When are High Levels of Empowerment Appropriate?
• Build High-Performance Service-Delivery Teams
• Integrate Teams Across Departments and
Functional Areas
• Motivate and Energize People
• The Role of Labor Unions
Service Culture, Climate and Leadership
• Buildinga Service-Oriented Culture
• A Climate for Service
• Qualities of Effective Leaders in Service
Organizations
• Leadership Styles, Focus on the Basics, and
Role Modelling
• Focusing the Entire Organization on the
Frontline
PART IV: DEVELOPING CUSTOMER
16. RELATIONSHIPS
12. Managing Relationships and Building Loyalty
The Search for Customer Loyalty
• Why Is Customer Loyalty So Important to a
Firm’s Profitability?
• Assessing the Value of a Loyal Customer
• Worksheet for Calculating Customer Lifetime Value
• The Gap between Actual and Potential Customer
Value
• Why Are Customers Loyal?
The Wheel of Loyalty
Building A Foundation For Loyalty
• Target the Right Customers
• Search for Value, Not Just Volume
• Manage the Customer Base through Effective Tiering of
Service
• Customer Satisfaction and Service Quality Are
Prerequisites for Loyalty
Strategies for Developing Loyalty Bonds with
Customers
• Deepen the Relationship
• Encourage Loyalty through Financial and Non-
financial Rewards
• Build Higher-Level Bonds
Strategies for Reducing Customer Defections
• Analyze Customer Defections and Monitor Declining
Accounts
• Address Key Churn Drivers
• Implement Effective Complaint Handling and Service
Recovery Procedures
• Increase Switching Costs
Enablers of Customer Loyalty Strategies
17. • Customer Loyalty in a Transactional Marketing
Context
• Relationship Marketing
• Creating “Membership-Type” Relationships as Enablers
for Loyalty Strategies
CRM: Customer Relationship Management
• Common Objectives of CRM Systems
• What Does a ComprehensiveCRM Strategy
Include?
• Common Failures in CRM Implementation
• How to Get CRM Implementation Right
13. Complaint Handling and Service Recovery
Customer Complaining Behavior
• Customer Response Options to Service Failure
• Understanding Customer Complaining Behavior
• What Do Customers Expect OnceThey HaveMade
A Complaint?
Customer Responses to Effective Service Recovery
• Impact of Effective Service Recovery on Customer
Loyalty
• The Service Recovery Paradox
Principles of Effective Service Recovery Systems
• Make It Easy for Customer to Give Feedback
• Enable Effective Service Recovery
• How Generous Should Compensation Be?
• Dealing with Complaining Customers
Service Guarantees
• The Power of Service Guarantees
• How to Design Service Guarantees
• Is Full Satisfaction the Best You Can Guarantee?
• Is It Always Beneficialto Introduce a Service
Guarantee?
Discouraging Abuse and Opportunistic Customer
Behavior
• Seven Types of Jaycustomers
18. • Consequences of Dysfunctional Customer Behavior
• Dealing with Consumer Fraud
PART V: STRIVING FOR SERVICE EXCELLENCE
14. Improving Service Quality and Productivity
Integrating Service Quality and Productivity
Strategies
• Service Quality, Productivity, and Profitability
What is Service Quality?
Identifying and Correcting Service Quality
Problems
• The Gaps Model in Service Design and
Delivery
• Key Ways to Close the Gaps in Service
Quality
Measuring Service Quality
• Soft and Hard Service Quality Measures
Learning from Customer Feedback
• Key Objectives of Effective Customer Feedback
Systems
• Use a Mix of Customer Feedback Collection
Tools
• Analysis, Reporting, and Dissemination of
Customer Feedback
Hard Measures of Service Quality
Tools to Analyze and Address Service Quality
Problems
• Root Cause Analysis: The Fishbone Diagram
• Pareto Analysis
• Blueprinting — A Powerful Tool for Identifying
Fail Points
Return on Quality
• Assess Costs and Benefits of Quality Initiatives
19. • Determine the Optimal Level of Reliability
Defining and Measuring Productivity
• Defining Productivity in a Service Context
• Measuring Productivity
• Service Productivity, Efficiency, and Effectiveness
Improving Service Productivity
• Generic Productivity Improvement Strategies
• Customer-Driven Approaches to Improve Productivity
• How Productivity Improvements Impact Quality
and Value
Integration and Systemic Approaches to Improving
Service Quality and
Productivity
• Total Quality Management
• ISO 9000 Certification
• Six Sigma
• Malcolm-Baldrige and EFQM Approaches
• Which Approach Should a Firm Adopt?
15. Building a World Class Service
Organization
Creating a World-Class Service Organization
• From Losers to Leaders: Four Levels of Service
Performance
• Moving to a Higher Level of Performance
Customer Satisfaction and Corporate Performance
PART VI: CASE STUDIES
Case 1
Sullivan Ford Auto World
Case 2 Dr.
Beckett’s Dental Office
Case 3
Bouleau & Huntley: Crossselling Professional
20. Services
Case 4 Uber:
Competing as Market Leader in the US
versus Being a Distant
Second in China
Case 5 Banyan
Tree: Designing and Delivering a Branded
Service Experience
Case 6 Kiwi
Experience
Case 7 The
Accra Beach Hotel: Block Booking of
Capacity during a Peak Period
Case 8 Aussie
Pooch Mobile
Case 9
Shouldice Hospital Limited (Abridged)
Case 10 Delwarca
Software Remote Support Unit
Case 11 Red Lobster
Case 12 Raleigh &
Rosse: Measure to Motivate Exceptional Service
Case 13 Singapore
Airlines: Managing Human Resources for Cost-
effective
Service Excellence
Case 14 Dr. Mahalee
Goes to London: Global Client Management
Case 15 Royal Dining
Membership Program Dilemma
Case 16 Starbucks:
Delivering Customer Service
Case 17 LUX*: Staging
a Service Revolution in a Resort Chain
Case 18 KidZania:
Shaping a Strategic Service Vision for the
21. Future
Case 19-32 Additional Cases Available for
Educators
Glossary
Name Index
Subject Index
About the Authors
As a team, Christopher Lovelock and Jochen
Wirtz provide a blend of skills and
experience ideally suited to writing an
authoritative and engaging services marketing
text. Since first meeting in 1992, they’ve
worked together on a variety of projects,
including cases, articles, conference papers, and
two books — Services Marketing:
People, Technology, Strategy and Essentials of
Services Marketing.
Jochen Wirtz is Professor of Marketingat the
National University of
Singapore (NUS), an international fellow of the
Service Research
Center at Karlstad University, Sweden, and
academic scholar at the
Cornell Institute for Healthy Futures (CIHF) at
Cornell University,
USA.
Professor Wirtz was the founding director of the
dual degree UCLA–NUS Executive
MBA Program (ranked fourth globally in the
22. Financial Times 2015 EMBA rankings,
and third in the EIU 2015 rankings) from 2002 to 2014,
an Associate Fellow at the Saïd
Business School, University of Oxford from 2008 to
2013, and a founding member of
the NUS Teaching Academy (the NUS think-tank on
education matters) from 2009 to
2015.
Professor Wirtz’s research focuses on service
marketing and has been published in over
200 academic articles, book chapters, and industry reports.
He is author or co-author of
more than 10 books, including Services Marketing—
People, Technology, Strategy
(World Scientific, 8th edition, 2016), co-authored
with Professor Lovelock, which has
become one of the world’s leading services
marketing textbook, translated and adapted
for more than 26 countries and regions, and with sales
of some 800,000 copies. His
other books include Flying High in a Competitive
Industry: Secrets of the World’s
Leading Airline (McGraw Hill, 2009), Essentials
of Services Marketing (Prentice
Hall, 3rd edition, 2016), and Winning in Service
Markets: Success Through People,
Technology and Strategy (World Scientific, 2016).
In recognition of his excellence in teaching
and research, Professor Wirtz has received
more than 40 awards, including the prestigious
Academy of MarketingScience (AMS)
23. 2012 Outstanding Marketing Teacher Award (the
highest recognition of teaching
excellence of AMSglobally), and the top university-
level Outstanding Educator Award
at NUS. He was also the winner of the
inaugural Outstanding Service Researcher
Award 2010, and the Best Practical Implications
Award 2009, both by Emerald Group
Publications. He serves on the editorial review
boards of more than 10 academic
journals, including the Journal of Service
Management, Journal of Service Research,
Journal of Service Science, and Cornell Hospitality
Quarterly and is also an ad hoc
reviewer for the Journal of Consumer Research and
Journal of Marketing. Professor
Wirtz chaired the American Marketing
Association’s biennial Service Research
Conference in 2005 when it was held for the
first time in Asia.
Professor Wirtz was a banker and took the
banking exam at Chamber of Commerce
and
Industry in Munich. He has sincebeen an active
management consultant, working with
international consulting firms, including Accenture,
Arthur D. Little and KPMG, and
major service firms in the areas of
strategy, business development, and customer
feedback systems.
Originallyfrom Germany, Professor Wirtz spent seven
years in London before moving
to Asia. Today, he shuttles between Asia,
the United States, and Europe. For further
24. information, see www.JochenWirtz.com.
The late Christopher Lovelock was one of the
pioneers of services
marketing. He consulted and conducted seminars and
workshops for
managers all around the world, with a particular
focus on strategic
planning in services and managing the customer
experience. From
2001 to 2008, he had been an adjunct professor at
the Yale School of
Management, where he taught services marketing
in the MBA
program.
After obtaining a B Com and an MA in
economics from the University of Edinburgh,
he
worked in advertising with the London office of
J. Walter Thompson Co., and then in
corporate planning with Canadian Industries Ltd. in
Montreal. Later, he earned an MBA
from Harvard and a PhD from Stanford, where he
was also a postdoctoral fellow.
Professor Lovelock’s distinguished academic career
included 11 years on the faculty of
the Harvard Business School and two years as a
visiting professor at IMD in
Switzerland. He has also held faculty appointments at
Berkeley, Stanford, and the Sloan
School at MIT, as well as visiting
professorships at INSEAD in France and the
University of Queensland in Australia.
25. http://www.JochenWirtz.com
Author or co-author of more than 60 articles,
100 teaching cases, and 27 books,
Professor Lovelock saw his work translated into
16 languages. He served on the
editorial review boards of the Journal of
Service Management, Journal of Service
Research, Service Industries Journal, Cornell Hospitality
Quarterly,and Marketing
Management, and was also an ad hoc reviewer for
the Journal of Marketing.
Widely acknowledged as a thought leader in
services, Professor Lovelock has been
honored by the American Marketing Association’s
prestigious Award for Career
Contributions in the Services Discipline. This award
has been renamed the SERVSIG
Christopher Lovelock Career Contribution Award in
his honor. His article with Evert
Gummesson “Whither Services Marketing? In Search
of a New Paradigm and Fresh
Perspectives” won the AMA’s Best Services Article
Award in 2005. Earlier, he
received a best article award from the Journal of
Marketing. Recognized many times
for excellence in case writing, he has twice
won top honors in the Business Week’s
“European Case of the Year” Award.
About the Contributors of the Case Studies
26. Karla Cabrera is a senior researcher at
the Service Management Research &
Education Group at EGADE Business School,
Tecnologico de Monterrey, Mexico.
Mark Colgate is a professor at University of
Victoria, Canada.
Lorelle Frazer is a professor at Griffith
University, Australia.
Roger Hallowell is affiliated professor of strategy at
HEC Parisand former professor
at Harvard Business School, US.
Christopher W. Hart is a former professor at
Harvard Business School, US.
Loizos Heracleous is a professor at Warwick
Business School, UK.
James L. Heskett is an Emeritus Professor at
Harvard Business School, US.
Ron Kaufman is founder and chairman of UP! Your
Service Pte. Ltd.
Sheryl E. Kimes is a professor at the School
of Hotel Management, Cornell University,
US.
Suzanne Lowe is President, Expertise MarketingLLC,
US.
Michael Mahoney is a former writer at
Harvard Business School, US.
27. Youngme Moon is Donald K. David Professor of
Business Administration at Harvard
Business School, US.
Paul E. Morrison is a professor at Boston
University, US.
John A. Quelch is Senior Associate Deanand Lincoln
Filene Professor of Business
Administration at Harvard Business School, US.
Javier Renoso is the Chair of the Service
Management Research & Education Group at
EGADE Business School, Tecnologico de Monterrey,
Mexico.
Roy D. Shapiro is a professor at Harvard
Business School, US.
Robert Simons is a professor at Harvard
Business School, US.
Christopher Tang is a UCLA Distinguished
Professor and the Edward W. Carter Chair
in Business Administration at the Anderson School of
Management, UCLA, US.
Rohit Verma is a professor at School of
Hotel Management, Cornell University, US.
Lauren K. Wright is a professor of marketing,
California StateCollege, Chico, US.
28. Preface
Services dominate the expanding world economy
like never before, and technology
continues to evolve in dramatic ways. Established
industries and their oftenfamous and
old companies decline, and may even disappear,as
new business models and industries
emerge. Competitive activity is fierce, with firms
often using new strategies and
technologies to respond to changing customer needs,
expectations, and behaviors. This
book has been written in response to the global
transformation of our economies to
services. Clearly, the skills in marketing and
managing services have never been more
important!
Creating and marketing value in today’s increasingly
service and knowledge-intensive
economy requires an understanding of the powerful
design and packaging of
“intangible” benefits and products, high-quality service
operations, and customer
information management processes, a pool of
motivated and competent frontline
employees, building and maintaining a loyal
and profitable customer base, and the
development and implementation of a coherent
service strategy to transform these
assets into improved business performance. This
textbook provides this knowledge.
Specifically, its main objectives are to:
29. 1. Providean appreciation and understanding of the
unique challenges inherent in the
marketing, management, and delivery of service
excellence at a profit. Readers are
introduced to and …
1) “A Sense of Mission” Write a paper (2 ½ -3 pages) about
your greatest dream or purpose in life,
· What is your life’s work?
· I worked in medical field, as medical Assistant for 7 yrs.,
where I enjoyed taking care of patient then became lead medical
assistant where I have gain lot of experience. Since I was not
enough income to support my family but all the experience.
· Knowledge of medical terminology/CRP health care provider
certificate.
· Prepared treatment area, medical equipment and Assisted with
minor surgeries and procedures.
· Ordered and maintained supplies and equipment, logs for
controlled medicines and drug supplies.
· Handling body tissues and blood samples on a daily basis and
communicated critical test result.
· Accountable for the direct day-to-day operation of the clinical
laboratory and clerical area. Duties include providing clerical
services to outpatient, physicians, clients, staff members, and
other people with which laboratory does business, and
phlebotomy services for outpatients. Inquiries and the sending
out of reports
· Describe your passion behind this mission.
Started Filing Manufacturing Technician I was very passionate
about my work took classes to educate and develop my career at
this company. In my 2nd year, I become lead managing 9
technicians. In couple of yrs I was master technician and SME
for the department where I knew end to end process. I was very
productive and motivated employee I enjoyed being involve in
30. making drugs for cancer suffering patient and supporting patient
life that is still my mission. Currently I am a business analyst
material management and doing lot of project I have done in
17yrs with is company
· Describe the reason you are drawn to it, the history behind it,
and whether you have begun to pursue it.
Since I want to advance my career do something more meaning
for patient, I decided to join pharmaceutical company
Genentech in SSF. I was hire as filing technician where I will
prep equipment and
· If you have not begun to pursue it, explain what you feel are
the obstacles that prevent you from reaching this goal.
One of my goals was always to continue and complete my
degree due to finance reason and family obligation I was not
able to do that last 15yrs. Also I was not promoted as a project
manager due to business degree. Since now my both kids are
gone to college and my company pay for tuition continue my
degree I back in
· What are possibly steps you can take in the future?
The steps I would like to take in the future is continue and
complete my Business Degree and still work for Genentech
where I am planning to support patient in Clinical Trial
Management. Probably I need to take some classes to
understand how clinical trial for patient needs.