This document provides an overview of a course on service quality and marketing. It outlines the course objectives, which include recognizing customer and provider perspectives, implementing marketing plans, and adapting to changing environments. The document also describes the topics that will be covered in the course, which include the characteristics of services, the marketing mix for services, service quality, and organizational change for services.
SQ Lecture Five : Promoting and Educating Customers & Designing and Managing ...SQAdvisor
This document provides an overview and summary of key points from Lecture Five of the MKTG 1268 Service Quality course. The lecture covers two chapters - Chapter 7 on promoting services and educating customers, and Chapter 8 on designing and managing service processes. Some of the main topics discussed include the role of marketing communications in services, challenges in communicating intangible services, developing an integrated marketing communications plan, and using various marketing channels like advertising, public relations, direct marketing and more.
SQ Lecture Eleven - Change Management and Service LeadershipSQAdvisor
1) The chapter discusses the service profit chain and how marketing, operations, and human resources functions must be integrated. It also outlines four levels of service performance from losers to leaders.
2) Creating a leading service organization requires strong leadership to develop an effective culture and climate. Leaders define a coherent vision and strategies to succeed.
3) Future leadership will be more collaborative, using teams to harness collective genius. Leaders will empower others and drive innovation to help organizations succeed.
SQ Project Guidelines (Part Three) - July 2013SQAdvisor
This document provides guidelines for a group assignment to propose a new service and address various components in the proposal. It outlines 7 sections to cover: 1) Promotion and Education, 2) Physical Evidence, 3) Process, 4) People, 5) Conclusion. For each section, it lists issues to discuss and considerations for communicating the new service to appeal to the target market, overcoming intangibility, using promotions tools, influencing the servicescape, producing and experiencing the new service through a blueprint, training needs for staff and customers, and reflecting on the strengths and limitations of the proposed concept. The document emphasizes applying concepts covered in class and providing details, visuals, and explanations for evaluating the different parts of the new service
SQ Lecture Ten - Improving Service Quality and Productivity (Ch 14)SQAdvisor
This document provides an overview and summary of Chapter 14 from a marketing textbook. The chapter discusses improving service quality and productivity. It covers integrating quality and productivity strategies, defining service quality, using the GAP model to identify quality problems, measuring quality, learning from customer feedback, analyzing quality issues, return on quality, defining and measuring productivity, and improving productivity. The chapter provides frameworks and tools to help firms enhance both service quality and productivity.
This document provides sample multiple choice questions from chapters 7-15 of a services marketing textbook. The questions cover topics like promoting services, designing service processes, managing capacity and demand, crafting the service environment, and managing people. No answers are provided as the lecturer does not want to post them. The questions are intended to help students review key topics from those chapters.
SQ Project Guidelines (Part One) - July 2013SQAdvisor
1. The document provides guidelines for a group assignment requiring students to propose a new service concept for an existing or new business.
2. Students must classify their proposed new service according to the framework in the textbook and identify the driver for the new service, such as addressing an issue with an existing business or responding to an environmental trend.
3. The report outline includes sections on the business overview, positioning of the new service concept, buyer behavior considerations, and marketing mix elements for the new service.
SQ Lecture Seven - Managing People for Service AdvantageSQAdvisor
The three cycles of HRM are failure, mediocrity, and success. Failure occurs from narrow jobs, rule-focus, bored employees, and high turnover. Mediocrity stems from standardized jobs and lack of motivation. Success involves investing in training, empowerment, and building high-performance teams to create loyal customers and profits. Good HRM like recruitment, training, empowerment, and motivation can move a service firm from failure or mediocrity towards the cycle of success.
SQ Project Guidelines (Part Two) - July 2013SQAdvisor
The document provides guidelines for students completing a group assignment on developing a new service proposal. It outlines the key elements to address for each part of the marketing mix as it relates to the new service. For the product section, students are asked to classify the new service, describe how it adds value for customers, and identify which areas of the service quality model it improves. They should also propose a branding strategy for the new service and whether it will be associated with an existing brand.
SQ Lecture Five : Promoting and Educating Customers & Designing and Managing ...SQAdvisor
This document provides an overview and summary of key points from Lecture Five of the MKTG 1268 Service Quality course. The lecture covers two chapters - Chapter 7 on promoting services and educating customers, and Chapter 8 on designing and managing service processes. Some of the main topics discussed include the role of marketing communications in services, challenges in communicating intangible services, developing an integrated marketing communications plan, and using various marketing channels like advertising, public relations, direct marketing and more.
SQ Lecture Eleven - Change Management and Service LeadershipSQAdvisor
1) The chapter discusses the service profit chain and how marketing, operations, and human resources functions must be integrated. It also outlines four levels of service performance from losers to leaders.
2) Creating a leading service organization requires strong leadership to develop an effective culture and climate. Leaders define a coherent vision and strategies to succeed.
3) Future leadership will be more collaborative, using teams to harness collective genius. Leaders will empower others and drive innovation to help organizations succeed.
SQ Project Guidelines (Part Three) - July 2013SQAdvisor
This document provides guidelines for a group assignment to propose a new service and address various components in the proposal. It outlines 7 sections to cover: 1) Promotion and Education, 2) Physical Evidence, 3) Process, 4) People, 5) Conclusion. For each section, it lists issues to discuss and considerations for communicating the new service to appeal to the target market, overcoming intangibility, using promotions tools, influencing the servicescape, producing and experiencing the new service through a blueprint, training needs for staff and customers, and reflecting on the strengths and limitations of the proposed concept. The document emphasizes applying concepts covered in class and providing details, visuals, and explanations for evaluating the different parts of the new service
SQ Lecture Ten - Improving Service Quality and Productivity (Ch 14)SQAdvisor
This document provides an overview and summary of Chapter 14 from a marketing textbook. The chapter discusses improving service quality and productivity. It covers integrating quality and productivity strategies, defining service quality, using the GAP model to identify quality problems, measuring quality, learning from customer feedback, analyzing quality issues, return on quality, defining and measuring productivity, and improving productivity. The chapter provides frameworks and tools to help firms enhance both service quality and productivity.
This document provides sample multiple choice questions from chapters 7-15 of a services marketing textbook. The questions cover topics like promoting services, designing service processes, managing capacity and demand, crafting the service environment, and managing people. No answers are provided as the lecturer does not want to post them. The questions are intended to help students review key topics from those chapters.
SQ Project Guidelines (Part One) - July 2013SQAdvisor
1. The document provides guidelines for a group assignment requiring students to propose a new service concept for an existing or new business.
2. Students must classify their proposed new service according to the framework in the textbook and identify the driver for the new service, such as addressing an issue with an existing business or responding to an environmental trend.
3. The report outline includes sections on the business overview, positioning of the new service concept, buyer behavior considerations, and marketing mix elements for the new service.
SQ Lecture Seven - Managing People for Service AdvantageSQAdvisor
The three cycles of HRM are failure, mediocrity, and success. Failure occurs from narrow jobs, rule-focus, bored employees, and high turnover. Mediocrity stems from standardized jobs and lack of motivation. Success involves investing in training, empowerment, and building high-performance teams to create loyal customers and profits. Good HRM like recruitment, training, empowerment, and motivation can move a service firm from failure or mediocrity towards the cycle of success.
SQ Project Guidelines (Part Two) - July 2013SQAdvisor
The document provides guidelines for students completing a group assignment on developing a new service proposal. It outlines the key elements to address for each part of the marketing mix as it relates to the new service. For the product section, students are asked to classify the new service, describe how it adds value for customers, and identify which areas of the service quality model it improves. They should also propose a branding strategy for the new service and whether it will be associated with an existing brand.
SQ Lecture Two : Consumer Behaviour and Service QualitySQAdvisor
The document discusses service quality and consumer behavior in services. It covers:
1) The three stages of consumer decision making in services - the pre-purchase, service encounter, and post-purchase stages. It examines factors like customer expectations, perceived risks, and satisfaction levels.
2) Key aspects of improving service quality like the five dimensions of service quality and reducing service gaps.
3) The importance of understanding consumer behavior to better manage customer touchpoints and deliver quality service.
The document provides guidelines for students preparing for an upcoming exam on service quality, including an overview of exam structure and coverage, techniques for answering case study questions, and time management strategies. It emphasizes applying concepts from the course materials rather than just recalling facts and recommends students fully read both the textbook chapters and lecture notes.
SQ Lecture Four : Distributing Services & Setting Prices and Implementing Re...SQAdvisor
This document provides an overview and summary of Lecture Four from MKTG 1268 Service Quality. The lecture covers distributing services through physical and electronic channels from Chapter 5, as well as setting prices and implementing revenue management from Chapter 6. Key points from the chapters include different options for service delivery, factors that influence channel preferences, and the use of revenue management to maximize profits from fixed capacities by charging different customer segments different prices.
SQ Lecture Nine -Building Relationships & Service Recovery (Chapters 12 and 13)SQAdvisor
This document provides an overview and summary of key topics from Chapter 12 of the marketing textbook, including managing customer relationships and building loyalty. It discusses the importance of customer loyalty for a firm's profitability, strategies for developing loyalty bonds like deepening relationships, implementing reward programs, fostering social bonds, and offering customization. Graphs and figures are referenced to explain concepts such as the customer satisfaction-loyalty relationship, measuring customer lifetime value, and effective customer tiering. Case studies from companies like Harrah's and British Airways are also mentioned.
(I) A strategic planning process involves answering questions to formulate strategies and achieve objectives. It includes steps like analyzing strengths/weaknesses, formulating strategies, implementing, and evaluating.
(II) Key aspects of strategic planning are developing a mission statement, conducting a SWOT analysis, choosing competitive strategies like lowering costs or differentiation, and using a service-oriented approach.
(III) A service-oriented strategic model involves internal marketing to employees, external marketing to customers, and interactive marketing between them. It requires a customer-focused culture, targeted strategies, and tactical implementation.
This chapter introduces key concepts about services marketing. It discusses why studying services is important as the service sector dominates most economies. Services pose unique challenges for marketing due to their intangible nature. An expanded marketing mix of 8Ps is required for effective services marketing, including product, place, price, promotion, process, physical environment, people, and productivity/quality. Government policies, technology advances, and other forces are transforming the service industry in ways that require innovative marketing approaches.
the customers role in service delivery ft4adittosrabon
The document discusses the important role customers play in service delivery and outlines three key points:
1) Customer participation is essential in many services and they can influence their own satisfaction levels.
2) Other customers present can positively or negatively impact the service experience.
3) Customers serve as productive resources, contributors to quality, and even competitors through self-service options. The level of customer participation varies across industries and situations.
This document provides an overview of key concepts in services marketing. It discusses how services differ from goods in areas such as intangibility, customer involvement in production, and the inability to store services after production. The document also emphasizes the importance of an integrated approach to service management that links marketing, operations, and human resources functions. It notes how government policies, social changes, and business trends are continually shaping the environment for service sector businesses.
This course aims to teach students about marketing of services in India. It is relevant for students interested in careers in the large services sector as well as industries with significant service components. The course will provide a more comprehensive overview of services marketing than a standard marketing course. It covers key topics like the nature of services, customer behavior and expectations, service quality, employee roles, pricing strategies, and more. Students will analyze case studies in class and complete a live project in a growing services industry as a group. Evaluation includes case discussions, a group project, tests and exams.
A Marketing Strategy for Service FirmsRonald Ellis
The document proposes a three-tiered direct marketing program (DMP) to help service firms increase business-to-business sales through a strategic marketing plan, contact management software, and implementation of marketing initiatives. The DMP is designed to replace episodic sales efforts with a sustained, focused, and disciplined marketing attack through comprehensive strategic planning, identifying and tracking high-potential prospects, and executing the marketing plan. The goal is to increase profits through a systematic marketing program and gain a competitive advantage.
Significance of Service quality is very important for the success of a service company :
1. To win credibility & get repeat customers : If a company offers quality service consistently, It enjoys repeat business, i.e., customers visit it repeatedly. They may even refer it to their friends & relatives and provide positive word-of-mouth publicity to the quality service offered by the company.
2. To charge premium price : When a company offers superior quality service, compared to its competitors, customers who value quality will always prefer this company to other players in the market. So, the company will be in a position to charge a premium price from customers.
According to Berry & A Parasuraman, service quality is determined by customers using various criteria like credibility, security, access, communications, tangibles, responsiveness, reliability, competence, courtesy, tangibles, understanding, etc. Gronoos also suggested another list of criteria as professionalism & skills, attitude & behaviour, accessibility & flexibility, reliability & trustworthiness, reputation & credibility, and recovery. Since some of these factors are similar or overlapping, the authors have consolidated these into five distinct dimensions,
These dimensions represent how consumers organise information about service quality in their minds. These five dimensions were found relevant for banking, insurance, appliances repair, & maintenance, securities brokerage, long distance tele-service, auto repair service, & others. The dimensions are also applicable to retail & business services. This can be logically extended to internal services as well.
The document discusses strategic service concepts for Alamo Drafthouse, including its target market segments, service concept, operating strategy, and service delivery system. It analyzes Alamo's market position compared to competitors based on food quality and movie selection. Alamo is positioned in the fourth quadrant with good food quality and few movie selections. The summary also identifies qualifiers, service winners, and service losers for both Alamo and multiplex movie theaters that differentiate their customer criteria.
This document provides an overview of the 5th edition of the textbook "Services Marketing: People, Technology, Strategy" by Christopher Lovelock and Jochen Wirtz. Some key details include:
- Jochen Wirtz is a new co-author and the book has been streamlined from 18 to 15 chapters.
- The book contains 15 classroom-tested case studies, 12 of which are new, to provide real-world examples.
- There are also 8 readings from thought leaders in services marketing to supplement concepts.
- The chapters and cases cover a wide range of service industries and topics within services marketing like pricing, customer relationships, and quality improvement.
- Features
Consumer needs and wants are filled with market offering of products and strong customer brand
engagement. In organizations importance of marketing process, orientation elements, STP,
Marketing Mix, Consumer Insights are being illustrated here. Above all the role of marketing in
creating values for customers and ways of maintaining strong brand loyalty and customer
engagement with practical examples are described in this assignment. Authoritative achievement
to a great extent relies on upon the dynamic promoting techniques it takes to maintain in the
aggressive commercial center.
SQ Lecture Six : Crafting the Service Environment (chapter 10)SQAdvisor
Here are two practice exam questions on servicescapes:
1. The core purposes of a service environment are to:
- Shape customers' experience and behavior
- Support the company's image, positioning and differentiation
- Facilitate the service encounter process
- Enhance employee and customer productivity
2. The Bitner servicescape model shows that ambient conditions, space/function, signs/symbols/artifacts, and people influence customer responses such as cognitive, emotional and physiological responses which then impact approach/avoidance behaviors and satisfaction. Good ambient conditions in a spa could include soothing music, relaxing scents, dim lighting and comfortable temperatures to reduce stress and anxiety. Bad design could include loud music, strong smells, bright harsh lights
The document discusses various aspects of services marketing. It begins by defining key terms like marketing, services, and customer expectations. It then covers characteristics of services like intangibility, heterogeneity, inseparability, and perishability. The challenges of services marketing are discussed along with potential solutions. Key frameworks for understanding customer expectations and service quality are introduced, including the SERVQUAL model. Strategic issues like market segmentation, targeting, positioning, and differentiation strategies are also summarized.
Utsav Mahendra : Managing Relationships and Building Loyalty Utsav Mahendra
The document discusses managing customer relationships and loyalty. It describes the four stages of brand loyalty as cognitive, affective, conative, and action loyalty. Loyal customers are more profitable over time as they spend more, cost less to serve, and recommend new customers. The document also discusses measuring customer lifetime value, developing relationships through database marketing and interaction marketing, segmenting and targeting customers, and strategies for building and maintaining customer loyalty.
SQ Lecture Eight - Balancing Demand Against Productive CapacitySQAdvisor
This document discusses balancing demand and productive capacity in service industries. It covers defining capacity, understanding patterns of demand, and managing both demand and capacity. Key points include defining productive capacity, analyzing predictable demand patterns and their underlying causes, using marketing strategies to reshape demand patterns through pricing and product features, and inventorying demand through waiting lines and reservation systems. The goal is to carefully balance customer demands with the available capacity of a service firm's resources through planning and demand management.
The document discusses the key characteristics of services and how they differ from goods. It notes that services are intangible, perishable, variable, and involve customers. The document outlines different types of services and provides examples. It also discusses challenges in managing services due to their unique characteristics and proposes some ways to address these challenges, such as through training, automation, and managing demand and supply.
Service can be defined as any act or performance that one party can offer to another that is essentially intangible and does not result in ownership. Services make up a large and growing portion of economic activity worldwide. There are four main categories of services: service industries and companies, services as products, customer service, and derived services. Service marketing faces unique challenges due to the intangible nature of services, inseparability of production and consumption, heterogeneity of services, and perishability. The 7 Ps of service marketing are price, place, product, promotion, physical evidence, process, and people.
Os principais tipos de pesquisa são:
- Exploratória: visa obter informações iniciais sobre um tema, identificar variáveis importantes e formular hipóteses.
- Descritiva: tem como objetivo descrever características de uma população ou fenômeno. Busca medir com precisão variáveis como tamanho de mercado, participação, preferências, etc.
- Explicativa: tem como objetivo testar hipóteses sobre as relações entre variáveis, identificar causas e efeitos. Utiliza métodos como experimentos, correlações, regressões.
Al
Material preparado para a disciplina de Gestão Financeira e Orçamentária III.
Avaliação de Emnpresas, Valuation, métodos de precificação de um negócio.
SQ Lecture Two : Consumer Behaviour and Service QualitySQAdvisor
The document discusses service quality and consumer behavior in services. It covers:
1) The three stages of consumer decision making in services - the pre-purchase, service encounter, and post-purchase stages. It examines factors like customer expectations, perceived risks, and satisfaction levels.
2) Key aspects of improving service quality like the five dimensions of service quality and reducing service gaps.
3) The importance of understanding consumer behavior to better manage customer touchpoints and deliver quality service.
The document provides guidelines for students preparing for an upcoming exam on service quality, including an overview of exam structure and coverage, techniques for answering case study questions, and time management strategies. It emphasizes applying concepts from the course materials rather than just recalling facts and recommends students fully read both the textbook chapters and lecture notes.
SQ Lecture Four : Distributing Services & Setting Prices and Implementing Re...SQAdvisor
This document provides an overview and summary of Lecture Four from MKTG 1268 Service Quality. The lecture covers distributing services through physical and electronic channels from Chapter 5, as well as setting prices and implementing revenue management from Chapter 6. Key points from the chapters include different options for service delivery, factors that influence channel preferences, and the use of revenue management to maximize profits from fixed capacities by charging different customer segments different prices.
SQ Lecture Nine -Building Relationships & Service Recovery (Chapters 12 and 13)SQAdvisor
This document provides an overview and summary of key topics from Chapter 12 of the marketing textbook, including managing customer relationships and building loyalty. It discusses the importance of customer loyalty for a firm's profitability, strategies for developing loyalty bonds like deepening relationships, implementing reward programs, fostering social bonds, and offering customization. Graphs and figures are referenced to explain concepts such as the customer satisfaction-loyalty relationship, measuring customer lifetime value, and effective customer tiering. Case studies from companies like Harrah's and British Airways are also mentioned.
(I) A strategic planning process involves answering questions to formulate strategies and achieve objectives. It includes steps like analyzing strengths/weaknesses, formulating strategies, implementing, and evaluating.
(II) Key aspects of strategic planning are developing a mission statement, conducting a SWOT analysis, choosing competitive strategies like lowering costs or differentiation, and using a service-oriented approach.
(III) A service-oriented strategic model involves internal marketing to employees, external marketing to customers, and interactive marketing between them. It requires a customer-focused culture, targeted strategies, and tactical implementation.
This chapter introduces key concepts about services marketing. It discusses why studying services is important as the service sector dominates most economies. Services pose unique challenges for marketing due to their intangible nature. An expanded marketing mix of 8Ps is required for effective services marketing, including product, place, price, promotion, process, physical environment, people, and productivity/quality. Government policies, technology advances, and other forces are transforming the service industry in ways that require innovative marketing approaches.
the customers role in service delivery ft4adittosrabon
The document discusses the important role customers play in service delivery and outlines three key points:
1) Customer participation is essential in many services and they can influence their own satisfaction levels.
2) Other customers present can positively or negatively impact the service experience.
3) Customers serve as productive resources, contributors to quality, and even competitors through self-service options. The level of customer participation varies across industries and situations.
This document provides an overview of key concepts in services marketing. It discusses how services differ from goods in areas such as intangibility, customer involvement in production, and the inability to store services after production. The document also emphasizes the importance of an integrated approach to service management that links marketing, operations, and human resources functions. It notes how government policies, social changes, and business trends are continually shaping the environment for service sector businesses.
This course aims to teach students about marketing of services in India. It is relevant for students interested in careers in the large services sector as well as industries with significant service components. The course will provide a more comprehensive overview of services marketing than a standard marketing course. It covers key topics like the nature of services, customer behavior and expectations, service quality, employee roles, pricing strategies, and more. Students will analyze case studies in class and complete a live project in a growing services industry as a group. Evaluation includes case discussions, a group project, tests and exams.
A Marketing Strategy for Service FirmsRonald Ellis
The document proposes a three-tiered direct marketing program (DMP) to help service firms increase business-to-business sales through a strategic marketing plan, contact management software, and implementation of marketing initiatives. The DMP is designed to replace episodic sales efforts with a sustained, focused, and disciplined marketing attack through comprehensive strategic planning, identifying and tracking high-potential prospects, and executing the marketing plan. The goal is to increase profits through a systematic marketing program and gain a competitive advantage.
Significance of Service quality is very important for the success of a service company :
1. To win credibility & get repeat customers : If a company offers quality service consistently, It enjoys repeat business, i.e., customers visit it repeatedly. They may even refer it to their friends & relatives and provide positive word-of-mouth publicity to the quality service offered by the company.
2. To charge premium price : When a company offers superior quality service, compared to its competitors, customers who value quality will always prefer this company to other players in the market. So, the company will be in a position to charge a premium price from customers.
According to Berry & A Parasuraman, service quality is determined by customers using various criteria like credibility, security, access, communications, tangibles, responsiveness, reliability, competence, courtesy, tangibles, understanding, etc. Gronoos also suggested another list of criteria as professionalism & skills, attitude & behaviour, accessibility & flexibility, reliability & trustworthiness, reputation & credibility, and recovery. Since some of these factors are similar or overlapping, the authors have consolidated these into five distinct dimensions,
These dimensions represent how consumers organise information about service quality in their minds. These five dimensions were found relevant for banking, insurance, appliances repair, & maintenance, securities brokerage, long distance tele-service, auto repair service, & others. The dimensions are also applicable to retail & business services. This can be logically extended to internal services as well.
The document discusses strategic service concepts for Alamo Drafthouse, including its target market segments, service concept, operating strategy, and service delivery system. It analyzes Alamo's market position compared to competitors based on food quality and movie selection. Alamo is positioned in the fourth quadrant with good food quality and few movie selections. The summary also identifies qualifiers, service winners, and service losers for both Alamo and multiplex movie theaters that differentiate their customer criteria.
This document provides an overview of the 5th edition of the textbook "Services Marketing: People, Technology, Strategy" by Christopher Lovelock and Jochen Wirtz. Some key details include:
- Jochen Wirtz is a new co-author and the book has been streamlined from 18 to 15 chapters.
- The book contains 15 classroom-tested case studies, 12 of which are new, to provide real-world examples.
- There are also 8 readings from thought leaders in services marketing to supplement concepts.
- The chapters and cases cover a wide range of service industries and topics within services marketing like pricing, customer relationships, and quality improvement.
- Features
Consumer needs and wants are filled with market offering of products and strong customer brand
engagement. In organizations importance of marketing process, orientation elements, STP,
Marketing Mix, Consumer Insights are being illustrated here. Above all the role of marketing in
creating values for customers and ways of maintaining strong brand loyalty and customer
engagement with practical examples are described in this assignment. Authoritative achievement
to a great extent relies on upon the dynamic promoting techniques it takes to maintain in the
aggressive commercial center.
SQ Lecture Six : Crafting the Service Environment (chapter 10)SQAdvisor
Here are two practice exam questions on servicescapes:
1. The core purposes of a service environment are to:
- Shape customers' experience and behavior
- Support the company's image, positioning and differentiation
- Facilitate the service encounter process
- Enhance employee and customer productivity
2. The Bitner servicescape model shows that ambient conditions, space/function, signs/symbols/artifacts, and people influence customer responses such as cognitive, emotional and physiological responses which then impact approach/avoidance behaviors and satisfaction. Good ambient conditions in a spa could include soothing music, relaxing scents, dim lighting and comfortable temperatures to reduce stress and anxiety. Bad design could include loud music, strong smells, bright harsh lights
The document discusses various aspects of services marketing. It begins by defining key terms like marketing, services, and customer expectations. It then covers characteristics of services like intangibility, heterogeneity, inseparability, and perishability. The challenges of services marketing are discussed along with potential solutions. Key frameworks for understanding customer expectations and service quality are introduced, including the SERVQUAL model. Strategic issues like market segmentation, targeting, positioning, and differentiation strategies are also summarized.
Utsav Mahendra : Managing Relationships and Building Loyalty Utsav Mahendra
The document discusses managing customer relationships and loyalty. It describes the four stages of brand loyalty as cognitive, affective, conative, and action loyalty. Loyal customers are more profitable over time as they spend more, cost less to serve, and recommend new customers. The document also discusses measuring customer lifetime value, developing relationships through database marketing and interaction marketing, segmenting and targeting customers, and strategies for building and maintaining customer loyalty.
SQ Lecture Eight - Balancing Demand Against Productive CapacitySQAdvisor
This document discusses balancing demand and productive capacity in service industries. It covers defining capacity, understanding patterns of demand, and managing both demand and capacity. Key points include defining productive capacity, analyzing predictable demand patterns and their underlying causes, using marketing strategies to reshape demand patterns through pricing and product features, and inventorying demand through waiting lines and reservation systems. The goal is to carefully balance customer demands with the available capacity of a service firm's resources through planning and demand management.
The document discusses the key characteristics of services and how they differ from goods. It notes that services are intangible, perishable, variable, and involve customers. The document outlines different types of services and provides examples. It also discusses challenges in managing services due to their unique characteristics and proposes some ways to address these challenges, such as through training, automation, and managing demand and supply.
Service can be defined as any act or performance that one party can offer to another that is essentially intangible and does not result in ownership. Services make up a large and growing portion of economic activity worldwide. There are four main categories of services: service industries and companies, services as products, customer service, and derived services. Service marketing faces unique challenges due to the intangible nature of services, inseparability of production and consumption, heterogeneity of services, and perishability. The 7 Ps of service marketing are price, place, product, promotion, physical evidence, process, and people.
Os principais tipos de pesquisa são:
- Exploratória: visa obter informações iniciais sobre um tema, identificar variáveis importantes e formular hipóteses.
- Descritiva: tem como objetivo descrever características de uma população ou fenômeno. Busca medir com precisão variáveis como tamanho de mercado, participação, preferências, etc.
- Explicativa: tem como objetivo testar hipóteses sobre as relações entre variáveis, identificar causas e efeitos. Utiliza métodos como experimentos, correlações, regressões.
Al
Material preparado para a disciplina de Gestão Financeira e Orçamentária III.
Avaliação de Emnpresas, Valuation, métodos de precificação de um negócio.
SQ Lecture Three : Positioning Services & Developing Service Products (Ch 3 a...SQAdvisor
This document summarizes key topics from lectures on service quality and marketing. It discusses segmenting customer markets, targeting specific segments, and positioning services to differentiate from competitors. Chapters 3 and 4 of the textbook are covered, focusing on developing service concepts and positioning strategies. Customer, competitor, and company analyses are identified as important to determine positioning. The document provides examples of focus strategies and questions to develop an effective positioning approach.
This document provides an introduction and overview of services. It defines services as intangible deeds, processes, and performances that may include tangible components and are typically produced and consumed simultaneously. The document outlines some key challenges in services like quality, communication, and coordination. It provides examples of common service industries and discusses how the proportion of services in economies has increased over time. Finally, it discusses differences between goods and services and introduces an expanded 7 Ps marketing mix framework for services, focusing on people, physical evidence, and processes in addition to the traditional 4 Ps.
O documento discute as características principais dos serviços. Define serviço como qualquer ato ou desempenho essencialmente intangível oferecido por uma parte a outra. Explora a importância crescente do setor de serviços na economia e sociedade. Também descreve as quatro principais características dos serviços: intangibilidade, inseparabilidade, heterogeneidade e perecibilidade.
Marketing de Serviços: Conceitos e AdministraçãoGustavo Mendonça
Os aspectos que diferenciam uma oferta de serviços em relação a uma oferta de "produto" e as condições que uma empresa precisa ter para desempanhar uma prestação de serviços corretamente
O documento discute os serviços e sua importância crescente na economia. Resume que serviços são atividades econômicas intangíveis que criam benefícios para os clientes, representam a maior parte da economia nos EUA e em muitos países, e são responsáveis pela maioria dos novos empregos criados.
This document provides an overview of consumer behavior and the consumer decision-making process related to marketing services. It discusses key concepts like search, experience, and credence attributes that distinguish services from goods. It also outlines the consumer purchase decision-making process in 3 sentences or less:
The consumer decision-making process involves problem recognition, information search among alternatives, evaluation of alternatives based on importance of attributes, purchase decision, and post-purchase behavior.
The document summarizes key differences between two major IT companies - Infosys and IBM. It provides an overview of their offerings, revenues, and history. Infosys is an Indian IT services company founded in 1981 with $5 billion in annual revenues, while IBM is a larger American company founded in 1881 and generating $100 billion annually from a variety of products, software, and services. The document then discusses the services sector and challenges of services marketing.
In this slide presentation know about “Services Marketing”, which is an integral part of even the developed economies. The developed economies thus called as service economies reveal that the service sector accounts for more employment, contribution in GDP and more consumption than manufactured goods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
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This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
This document discusses key aspects of services marketing. It begins by outlining reasons for the growth of the services sector such as technological advances, globalization, and changing lifestyles. It then covers several topics related to services marketing including:
1. Characteristics that make services different than goods such as intangibility, inseparability, inconsistency, and perishability.
2. The importance of people in service delivery and strategies for recruitment, training, motivation, and empowerment of employees.
3. The concept of a "service encounter" where customers interact with service providers.
4. Dimensions of service quality and models for understanding gaps between customer expectations and actual service delivery.
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This chapter introduces services marketing. It discusses why services are important to study as they dominate the economy in many nations. Powerful forces are transforming service markets, including social changes, business trends, advances in technology, and globalization. Services are defined as involving the rental of benefits rather than the transfer of ownership, and are categorized into rented goods, defined space rentals, labor and expertise rentals, access to shared environments, and systems/networks. The challenges of marketing services compared to goods are also addressed.
This document discusses key concepts in services marketing. It begins by outlining learning objectives related to understanding how services contribute to economic growth, identifying major service industry categories, and forces transforming service markets. It then defines services using a framework of non-ownership and identifies four categories of services based on whether the recipient is people or possessions and whether the service is tangible or intangible. The document also discusses characteristics of services that pose distinctive marketing challenges, components of the traditional and extended marketing mixes applied to services, and the importance of people, process and physical environment in managing the customer interface for services.
Topic 1- Introduction to Service Marketing 10 October 2023.pptxParvathaneniKarishma
Dr. Gobinda Roy gave a presentation on service marketing at the International Management Institute Kolkata. The presentation discussed how IBM shifted from manufacturing to providing services like IT consulting and support. It explained that services now dominate economies worldwide. The service sector contributes over half of India's GDP and employment. The presentation defined services as intangible deeds or performances provided to customers. It noted several characteristics that distinguish services from goods, such as intangibility, heterogeneity, simultaneous production and consumption, and perishability. The marketing mix for services (the 7 Ps) was also introduced, which includes product, price, place, promotion, people, physical evidence, and process.
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This document provides an overview of accelerating digital transformation. It defines digital transformation, outlines reasons to accelerate it, and discusses key pillars and clear winners. It also covers technologies driving transformation, roles in driving it for boards, executives, business owners and consultants. Finally, it provides a checklist and common points of failure for digital transformation journeys.
How to Get Started with Digital Transformationbasilmph
Digital transformation has become a critical necessity in today's business landscape. A McKinsey study underpins that to remain competitive, businesses must adapt and innovate. It not only enhances operational efficiency but also brings about improved customer experience. Digital transformation strategy can open up new revenue streams, improve staff productivity, and enable quick decision-making.
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Digital transformation (DX) is shaping the future of business. While it can mean different things to different leaders, DX is about migrating from on-premises and labor-based models to the cloud, then complementing migration with cloud capabilities and agility. But to stop there would miss the full potential of using the cloud to enable DX.
The potential of DX is the sum of its parts: “digital” and “transformation.” Explored in isolation, we’re limited to either the constant pursuit and implementation of new technologies that enhance capabilities or a focus on change to modernize and become more efficient and innovative. Combined, they represent the future of business, how it operates, how it serves customers and employees, and how it adapts to industry evolution.
DX is continuous, never ends, and never a “won and done” series of checked boxes. DX is how organizations continually respond to disruptive events, trends, and technologies – beyond IT. The most effective partners in a DX journey explore existing states and capabilities within, benchmark those results against industry best practices and customer needs, and apply those insights to a strategic digital transformation plan of their own.
Future-proofing public sector and commercial businesses starts with future-proofing partner businesses. The PTP is an accelerator to drive DX and business modernization from B2B all the way to B2C. The PTP provides partners with the guidance to accelerate the development of their AWS skills and expertise to better serve their government, education, or nonprofit and also commercial customers’ journeys to the cloud.
Introducing the AWS Partner Transformation Program eBook
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The eBook explores digital trends, DX methodologies, and the needs and areas of opportunity for partner organizations. The eBook can help PTP partners chart a “transformation plan” to set the stage for their customers’ digital transformation.
The time is now to future-proof your business to future-proof your customer's business.
Demystifying Digital Transformation A Beginner's Guidetdtl tdtl
Unlock the complexities of digital transformation with this comprehensive beginner's guide. Learn the basics, benefits, and steps to embark on this transformative journey.
Understanding Digital Transformation and Its Importance in Today’s Business L...Anil
As of my last knowledge update in January 2022, I don't have specific information about "Techwave" or the latest developments in the business landscape post that date. However, I can provide a general understanding of digital transformation and its importance in today's business environment.
Here is an analysis of the two-wheeler industry in India using Porter's Five Forces model for M&M's entry into this business:
1. Threat of new entrants: Moderate to high threat. Established players like Hero, Honda, TVS, Bajaj have strong brand loyalty. However, costs of entry are relatively low with contract manufacturing available. M&M's brand equity can offset barriers.
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RTMNU 4th sem MBA
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Module 4
INTRODUCTION TO SERVICES MARKETING
BY Jayanti R Pande
MBA free notes pdf download
JRP MBA notes
Free RTMNU Marketing notes by Jayanti Pande
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Benefits Management: the essential ingredient for change, 10 Jan 2017. Southampton
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This presentation describes the key drivers and management imperatives for successful transformational change in organisations. It shows how placing Benefits Management at the heart of change management directly addresses and enables success.
In the main there are two key attributes of the Benefits Management methodology that help deliver successful business change.
The first is a flexible framework which can be easily embedded across the entire organisational change structure. This provides powerful change management capabilities that focus on delivering the desired end results and outcomes for the business.
Secondly and arguably most importantly, is the need to focus on the decision makers and data owners within the organisation. They are responsible for driving the change and associated benefits forward. This applies equally to; the senior responsible owner, the business change manager and benefit owners.
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If there is new technology or a threat to our current or aspired market objectives, then organisations must rise to the change challenge or accept the inevitable consequences such as reduced market share or business failure.
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On the theme of benefits management, the presentation impressed the need for measurable improvement but not at all costs. One of the challenges of benefits management is to identify which benefits are the ones to address, and not just because they happen to be measurable!
Several useful frameworks and tools are recommended and referenced in the presentation.
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See also: http://bit.ly/2iykbXX
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Enterprise Digital Transformation | The Future of Business Growth
SQ Lecture One : Introduction
1. 1
Service Quality
MKTG 1268
Lecture One
Course overview
Introduction to Services
Marketing (Ch 1 )
JAN 2013 Semester
GEOFFREY DA SILVA
2. Course objectives
2
1. Recognize the customer’s and the service
provider’s (e.g. marketer’s) perspective
and roles in service exchanges.
2. Implement marketing plans.
3. Recognize and adapt to changing
environments.
3. Learning outcomes
3
1. Describe the unique characteristics of services and
their implications on marketing strategies.
2. Describe the major differences between marketing
products and services in relation to the expanded
marketing mix of product, price, promotion, place &
time (e.g. service logistics), people, processes and
physical evidence and the different nature of
consumer behaviour.
3. Describe the links between Marketing, Operations
and Human Resource Management in service
organizations.
4. Learning outcomes (cont’d)
4
4. Articulate key concepts in services marketing
including: service encounters, service blueprinting,
relationship marketing, service scripts, service
guarantees and service logistics.
5. Conceptualize and articulate service quality and
describe how it can be defined, measured and
improved.
6. Expound the concepts involved in implementing
service quality such as setting service standards,
customer focus, organisational change, leadership,
quality tools, quality awards and processes.
5. Coverage of topics (RMIT syllabus)
5
Class 1: Course overview; Introduction to Services Marketing (Ch 1 )
Class 2: Customer Behaviour in the Services Context (Ch 2), Introduction to
’Service Quality’ (Ch 14)
Class 3: Positioning Services in Competitive Markets; Developing Service
Products (Ch 3 and 4)
Class 4: Distributing Services Through Physical and Electronic Channels;
Setting Prices and Implementing Revenue Management (Ch 5 and 6)
Class 5: Promoting Services and Educating Customers; Designing and
Managing Service Processes(Ch 7 and 8)
Class 6: Crafting the Service Environment (Ch 10)
Class 7: Managing People for Service Advantage (Ch 11)
Class 8: Balancing Demand Against Productive Capacity (Ch 9)
Class 9: Managing Relationships and Building Loyalty, Complaint Handling and
Service Recovery (Ch 12 and 13)
Class 10: Improving Service Quality and Productivity (Ch 14)
Class 11: Organising for Change Management and Service Leadership (Ch 15)
Class 12: Revision and exam discussion / hints
6. Compulsory textbook
6
Lovelock, C., Wirtz, J. and Chew, P. (2013), Essentials of
Services Marketing, 2ND Edition Pearson Education,
Singapore.
7. Before we start…
7
This is not a foundation course but rather an applied
course
You are assumed to have understood all the earlier
topics and concepts that you have learnt in
previous Marketing courses such as Principles of
Marketing, Consumer Behavior and Marketing
Research
Many of the topics we will cover in Services
Quality/Marketing course will draw upon these
concepts
8. What concepts?
8
What is the marketing concept?
Understanding the marketing environment
Understanding consumer buying behavior- this is
challenging in SM since the product is intangible
and the customer does not buy the product per se
but rather experiences a service.
Segmentation, Targeting and Positioning- the
foundation for Marketing Strategy
The Marketing Mix- now we don’t have 4 but rather
7 Ps
9. Overview of Chapter 1
9
Why study services?
Powerful forces that are transforming service
markets
What are services?
Four broad categories of services
Challenges posed by services
Expanded marketing mix for services
Framework for effective services marketing
strategies
11. Why Study Services?
11
Services Dominate Economy in Most Nations
Most New Jobs are Generated by Services
Fastest Growth Expected in Knowledge-Based
Industries
Many New Jobs are Well-Paid Positions Requiring
Good Educational Qualifications
Many manufacturing firms moved to marketing
stand- alone services
14. Contribution of Services to Singapore economy
14
See Department of Statistics for details
Web Link
http://www.singstat.gov.sg/stats/themes/economy/services.ht
ml
15. There is also a national index for SQ in Singapore
15
Customer Satisfaction Index of Singapore
Undertaken by the Institute of Service Excellence at
the Singapore Management University
Website: http://www.smu.edu.sg/centres/ises/
2011 report:
http://www.smu.edu.sg/centres%5Cises%5Cdownloads
%5Ccsisg2011q1_executivesummary.pdf
16. Powerful forces that are transforming service
markets
16
1. Social changes
2. Business trends like productivity and
cost savings, franchising etc.
3. Advances in information technology
4. Internationalization and globalization
17. Forces Transforming the Service Economy
17 Social Business Advances
Changes Trends in IT
Government
Globalization
Policies
● New markets and product categories
● Increase in demand for services
● More intense competition
Innovation in service products & delivery systems, stimulated by better technology
Customers have more choices and exercise more power
Success hinges on:
● Understanding customers and competitors
● Viable business models
● Creation of value for customers and firm
18. Forces Transforming the Service Economy (1)
18 Social Business Advances in
Changes Trends IT
Government
Globalization
Policies
● Changes in regulations
● Privatization
● New rules to protect customers,
employees, and the environment
● New agreement on trade in services
19. Forces Transforming the Service Economy (2)
19 Social Business Advances in
Changes Trends IT
Government
Globalization
Policies
● Rising consumer expectations
● More affluence
● Personal Outsourcing
● Increased desire for buying experiences vs.
things
● Rising consumer ownership of high tech
equipment
● Easier access to more information
● Immigration
● Growing but aging population
20. 20
Read the examples and the impact on the
service economy
21. Forces Transforming the Service Economy (3)
21 Social Business Advances in
Changes Trends IT
Government
Globalization
Policies
● Push to increase shareholder value
● Emphasis on productivity and cost savings
● Manufacturers add value through service and
sell services
● More strategic alliances
● Focus on quality and customer satisfaction
● Growth of franchising
● Marketing emphasis by nonprofits
22. Forces Transforming the Service Economy (4)
22 Social Advances in
Business
Changes Trends IT
Government
Globalization
Policies
● Growth of Internet
● Greater bandwidth
● Compact mobile equipment
● Wireless networking
● Faster, more powerful software
● Digitization of text, graphics, audio, video
23. 23
Read the examples and the impact on the
service economy
24. Forces Transforming the Service Economy (5)
24 Social Business Advances in
Changes Trends IT
Government
Globalization
Policies
● More companies operating on transnational
basis
● Increased international travel
● International mergers and alliances
● “Offshoring” of customer service
● Foreign competitors invade domestic markets
25. 25
Read the examples and the impact on the
service economy
27. What are Services? (1)
27
Services involve a form of rental, offering
benefits without transfer of ownership
Include rental of goods
Marketing tasks for services differ from
those involved in selling goods and
transferring ownership
29. Explanation of the 5 broad categories:
29
Rented goods services—provides customers with temporary right to
exclusive use of physical good
Defined space and place rentals—obtain a defined portion of a
larger space and sharing its use with other customers, under varying
degrees of privacy
Labor and expertise rentals—hire others to work that they either
choose not to do, or lack the necessary expertise and tools to do
Access to shared physical environments—may be located indoors or
outdoors or a combination
Systems and networks: access and usage—rent the right to
participate in specified networks like telecommunications, utilities etc.
30. Four Broad Categories of Services
30
Based on differences in nature of service act
(tangible/intangible) and who or what is direct
recipient of service (people/possessions), there are
four categories of services:
People processing
Possession processing
Mental stimulus processing
Information processing
32. 1.4 Four broad categories of services
People Processing
Customers must:
physically enter the service
factory
co-operate actively with the
service operation
Managers should think about
process and output from
customer’s perspective
to identify benefits created
and non-financial costs:
Time, mental, physical effort
32
33. 1.4 Four broad categories of services
Possession Processing
Possession Processing
Customers are less
involved compared to
people processing
services
Involvement may be
limited to just
dropping off the
possession
Production and
consumption are
separable
33
35. 1.4 Four broad categories of services
Mental Stimulus Processing
● Mental Stimulus Processing
● Ethical standards required
when customers who
depend on such services
can potentially be
manipulated by suppliers
● Physical presence of
recipients not required
● Core content of services is
information-based
Can be ‘inventoried’’
35
36. 1.4 Four broad categories of services
Information Processing
Information Processing
Information is the most
intangible form of
service output
May be transformed into
enduring forms of
service output
Line between
information processing
and mental stimulus
processing may be
blurred.
36
38. Think about your project – the nature of the service
product:
38
Given the nature of your service product, which cell
would it be put under?
How would this classification affect your positioning
of your service offer?
You need to use the service classification matrix to
determine this.
What marketing challenges would your service
product face?
39. Challenges posed by services
Services Pose Distinctive Marketing Challenges
• Marketing management tasks in the service sector differ from
those in the manufacturing sector.
• The eight common differences are:
– Most service products cannot be inventoried
– Intangible elements usually dominate value creation
– Services are often difficult to visualize and understand
– Customers may be involved in co-production
– People may be part of the service experience
– Operational inputs and outputs tend to vary more widely
– The time factor often assumes great importance
– Distribution may take place through nonphysical channels
39
40. Challenges posed by services
Differences, Implications, and Marketing-Related
Tasks (1) (Table 1.2)
Difference Implications Marketing-Related Tasks
Most service products Customers may be Use pricing, promotion,
cannot be inventoried turned away reservations to smooth
demand; work with ops to
Intangible elements Harder to evaluate manage capacity
usually dominate service & distinguish Emphasize physical clues,
value creation from competitors employ metaphors and
vivid
images in advertising
Services are often Greater risk &
difficult to visualize & uncertainty perceived Educate customers on
understand making good choices; offer
guarantees
Customers may be Interaction between
involved in co- customer & provider; Develop user-friendly
Production but poor task equipment, facilities &
execution
could affect systems; train customers,
satisfaction provide good support
40
41. Challenges posed by services
Differences, Implications, and Marketing-Related
Tasks (2) (Table 1.2)
Difference Implications Marketing-Related Tasks
People may be part of Behavior of service Recruit, train employees to
service experience personnel & customers reinforce service concept
can affect satisfaction Shape customer behavior
Operational inputs Hard to maintain quality,
and Redesign for simplicity and
outputs tend to vary consistency, reliability failure proofing
more widely Difficult to shield Institute good service
recovery procedures
customers from failures
Time is money; Find ways to compete on
Time factor often
customers want service speed of delivery; offer
assumes great
at convenient times extended hours
importance
Electronic channels or Create user-friendly,
Distribution may take
voice secure websites and free
place through telecommunications access by telephone
nonphysical channels
41
42. Challenges posed by services
Added by Physical, Intangible Elements Helps
Distinguish Goods and Services (Fig 1.14)
42
44. Services Require An Expanded Marketing Mix
44
● Marketing can be viewed as:
A strategic and competitive thrust pursued by top
management
A set of functional activities performed by line managers
A customer-driven orientation for the entire organization
● Marketing is only function to bring operating revenues
into a business; all other functions are cost centers.
● The “7 Ps” of services marketing are needed to create
viable strategies for meeting customer needs
profitably in a competitive marketplace
45. The 7 Ps of Services Marketing
45
● Product elements (Chapter 4)
● Place and time (Chapter 5)
● Price and other user outlays (Chapter 6)
● Promotion and education (Chapter 7)
● Process (Chapter 8)
● Physical environment (Chapter 10)
● People (Chapter 11)
46. The 7 Ps of services marketing
Applying the 4 Ps of Marketing to Services (1)
46
Product elements
Service products are at the heart of services marketing
strategy
Marketing mix begins with creating service concept that
offers value
Service product consists of core and supplementary
elements:
Core products meet primary needs
Supplementary elements are value-added enhancements
48. The 7 Ps of services marketing
Applying the 4 Ps of Marketing to Services (2a)
48
Place and time
Service distribution can take place through physical and
non-physical channels
Some firms can use electronic channels to deliver all (or
at least some) of their service elements
Information-based services can be delivered almost
instantaneously electronically
49. The 7 Ps of services marketing
Applying the 4 Ps of Marketing to Services (2b)
49
Place and time
Delivery Decisions: Where, When, How
Time is of great importance as customers are physically
present
Convenience of place and time become important
determinants of effective service delivery
59. Recognize why service businesses need to integrate the
marketing, operations, and human resource functions
59
The 7Ps model demonstrates that marketing can’t
operate separately from other functional areas in a
successful service organization.
Marketing, operations, and human resources all play
central and interrelated roles in meeting customer needs
Marketing links the firm to its external environment and
acts as a customer champion; operations is concerned
with service design and delivery, often involving
customers in operational processes; and human
resources helps to recruit, train, and motivate
employees whose jobs bring them into direct contact
with customers.
60. LETS RECAP: So now you should be clear that
services have FOUR important characteristics
Intangibility Heterogeneity
Simultaneous
Production Perishability
and
Consumption
Important points to note:
- These characteristics are actually CHALLENGES or problems faced by the service
marketer
- The service marketer needs to use the right tools – marketing mix elements to
overcome these challenges
61. Additional Slides on the Four Characteristics of
Services
• Source: Philip Kotler and Kevin Lane Keller
• Marketing Management (an Asian Perspective)
61
62. Intangibility
• Unlike physical products, services cannot be seen, tasted, felt,
heard, or smelled before they are bought.
• To reduce uncertainty, buyers will look for evidence of quality.
• They will draw inferences about quality from the place,
people, equipment, communication material, symbols, and
price that they see.
• Therefore, the service provider’s task is to “manage the
evidence,” to “tangibilize the intangible.”Whereas product
marketers are challenged to add abstract ideas, service
marketers are challenged to add physical evidence and
imagery to abstract offers
• Service companies can try to demonstrate their service
quality through physical evidence and presentation.
62
63. Suppose a bank wants to position itself as a “fast” bank. It could make
this positioning strategy tangible through a number of marketing tools:
• Place — The exterior and interior should have clean lines. The
layout of the desks and the traffic flow should be planned
carefully. Waiting lines should not get overly long.
• People — Personnel should be busy. There should be a
sufficient number of employees to manage the workload.
• Equipment — Computers, copying machines, and desks
should be and look “state of the art.”
• Communication material — Printed materials — text and
photos — should suggest efficiency and speed.
• Symbols — The name and symbol should suggest fast service.
• Price — The bank could advertise that it will deposit $5 in the
account of any customer who waits in line for more than five
minutes
63
64. Managing the Physical Evidence : DBS Bank
• This DBS branch in Singapore looks very modern and is equipped
with gadgets to appeal to the more tech-savvy market.
64
65. Intangibility
• Service marketers must be able to transform
intangible services into concrete benefits.
• Because there is no physical product, the
service provider’s facilities—its primary and
secondary signage, environmental design and
reception area, employee apparel, collateral
material, and so on—are especially important.
• All aspects of the service delivery process can
be branded.
65
66. Intangibility
• Service providers
such as medical
doctors will use
brand elements
such as where
they received
their medical
education from to
make their service
and benefits more
tangible.
66
67. Inseparability
• Services are typically produced and consumed
simultaneously.
• Because the client is also present as the service is
produced, provider-client interaction is a special
feature of service marketing.
• Several strategies exist for getting around this
limitation:
i. Work with larger groups
ii. Work faster
iii. Train more service providers
67
68. Variability
• Because they depend on who provides them
and when and where they are provided,
services are highly variable.
• This is a challenge of ensuring high and
consistent standards of service quality.
• To reassure customers, some firms offer
service guarantees that may reduce consumer
perception of risk.
68
69. There are three steps service firms can take to
increase quality control:
1. Invest in good hiring and training procedures.
2. Standardize the service-performance process
throughout the organization.
– Prepare a service blueprint that depicts
events and processes in a flowchart, with
the objective of recognizing potential fail
points.
– Monitor customer satisfaction; take action
to overcome service gaps
69
71. Perishability
• Services cannot be stored.
• Perishability is not a problem when demand is
steady.
• When demand fluctuates service firms have
problems.
• Several strategies can produce a better match
between supply and demand
– Pricing and promotions are often used to
influence demand and supply
71
74. Chapter 1 Summary: Introduction to Services
Marketing (1)
74
Reasons for studying services
Service sector dominates economy in most nations
Most new jobs are generated by services
Powerful forces—government policies, social changes, business trends, IT
advances, and globalization—are transforming service markets
The service concept and its definition:
Services offer benefits without transfer of ownership
Four broad categories of services – people processing, possession
processing, mental stimulus processing and information processing
Customers expect value from access to goods, facilities, labor,
professional skills, environments, networks & systems in return for money,
time, effort
74
75. Chapter 1 Summary: Introduction to Services
Marketing (2)
75
Services present distinctive marketing challenges relative to
goods, requiring:
Expanded marketing mix comprising 7Ps instead of
traditional 4Ps
Framework for developing effective services marketing
strategies:
Understanding service products, consumers & markets
Applying the 4 Ps to services
Managing the customer interface
Implementing profitable service strategies
75
76. Sample Practice Exam Essay Questions
76
1. The marketing of services is different to the
marketing of tangible goods‖. Provide support for
this statement by:
(a.) Identifying and explaining the unique
characteristics of services.
(b.) Describing the expanded marketing mix for
services, highlighting how it may be different to the
―traditional marketing mix of 4Ps‖.
77. Sample Practice Exam Essay Questions
77
2. List and describe each of the expanded marketing
mix elements and contrast the expanded marketing
mix for services to the traditional marketing mix for
tangible goods
3. List and discuss each of the four broad categories of
services.
Demonstrate your understanding of these four
categories of services by giving at least three
examples of each and highlighting the implications
of such services
78. Sample Practice Exam Essay Questions
78
List and explain why the unique characteristics of
services (that makes them different to tangible
goods).
Classify the following two services into
people/possession/mental-stimulus/information-
processing services and explain your selection:
Funeral service
Online dating service
79. Sample Practice Exam Essay Questions
79
The marketing mix for services is different to that of
tangible goods. Explain the marketing mix elements
applicable to service contexts, and highlight its
differences to the marketing mix elements of
tangible goods. Select a service that you are
familiar with, and describe its marketing mix
elements.
80. Sample Practice Exam Essay Questions
80
Demonstrate your understanding of the unique
characteristics of services by listing the eight (8)
common differences between services and tangible
goods, and relating each to the example of
education (and other services e.g. library,
administrative and IT support) provided by a
university.