This document outlines learning objectives and content for a service strategy course. It covers formulating a strategic service vision, analyzing a firm's competitive environment and strategies, examining customer purchase decisions and the role of information in services. Key topics discussed include segmenting customer markets, developing service concepts, crafting operating strategies, designing delivery systems, and categorizing firms by competitiveness stage. The document provides guidance on strategic vision components and discusses generic competitive strategies, information uses, virtual value chains, and limits to information use. Discussion topics posed at the end relate examples of strategy combinations, ethical issues in micro-marketing, most powerful information uses, examples of sustained world-class firms, and whether top firms can be considered learning organizations.
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.
Chapter 9: Effectiveness of Loyalty Programsitsvineeth209
This document discusses the effectiveness of loyalty programs. It covers key drivers of loyalty program effectiveness including program design characteristics, customer characteristics, market characteristics, and firm characteristics. It also provides a 7-point checklist for successful loyalty program design and implementation. Examples are provided of Tesco's successful loyalty program and the Starwood Hotels loyalty program. The conclusion is that the most effective programs are those that leverage customer data to create true value for customers.
The document summarizes key concepts from Chapter 3 of a service strategy textbook. It covers formulating a strategic service vision, analyzing the competitive environment of services, discussing generic service strategies and stages of competitiveness. Specific topics discussed include developing a service concept, operating strategy and delivery system, analyzing target markets and competitors, and categorizing firms based on their distinctive competence and service delivery capabilities.
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.
The document discusses strategies for building customer loyalty. It covers segmenting customers, delivering quality service, creating loyalty programs with rewards, deepening relationships through bundling services, customizing service, and developing social and structural bonds between customers and the business. The goal is to make customers less likely to switch to competitors by increasing their switching costs and satisfaction with the current service provider.
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.
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 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 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.
Chapter 9: Effectiveness of Loyalty Programsitsvineeth209
This document discusses the effectiveness of loyalty programs. It covers key drivers of loyalty program effectiveness including program design characteristics, customer characteristics, market characteristics, and firm characteristics. It also provides a 7-point checklist for successful loyalty program design and implementation. Examples are provided of Tesco's successful loyalty program and the Starwood Hotels loyalty program. The conclusion is that the most effective programs are those that leverage customer data to create true value for customers.
The document summarizes key concepts from Chapter 3 of a service strategy textbook. It covers formulating a strategic service vision, analyzing the competitive environment of services, discussing generic service strategies and stages of competitiveness. Specific topics discussed include developing a service concept, operating strategy and delivery system, analyzing target markets and competitors, and categorizing firms based on their distinctive competence and service delivery capabilities.
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.
The document discusses strategies for building customer loyalty. It covers segmenting customers, delivering quality service, creating loyalty programs with rewards, deepening relationships through bundling services, customizing service, and developing social and structural bonds between customers and the business. The goal is to make customers less likely to switch to competitors by increasing their switching costs and satisfaction with the current service provider.
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.
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 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 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.
The document discusses strategic service vision and competitive strategies for services. It provides guidance on formulating a strategic service vision by addressing the target market, service concept, operating strategy, and delivery system. It then discusses various competitive service strategies such as overall cost leadership, differentiation, and focus. Key aspects of developing a strategic service vision are identified as the target market segments, service concept, operating strategy, and service delivery system. Competitive strategies can involve pursuing overall cost leadership, differentiation, or a focus strategy targeting specific buyer groups or services.
This document discusses customer relationship management (CRM) and its importance for banking industry survival. It begins with an introduction in the name of Allah and provides key objectives for the research. The introduction discusses the background and problem statement, highlighting how customers are essential for business survival. It presents a theoretical framework and discusses hypotheses regarding how wide branch networks, customized products/services, effective marketing, and low service charges can help manage customer relationships. The research methodology discusses tools like questionnaires, sampling techniques, and data analysis that will be used. Finally, the literature review summarizes several research articles and studies related to CRM strategies, implementation, and impact in the banking sector.
Influencing factors on Service Delivery
Impacts of Service Characteristics
The Role of Intermediaries
The Impact of Technology
Strength & Weaknesses of Delivery Models
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.
I. Stages of Operational Competitiveness the different levels of customer con...Lena Argosino
I. Stages of Operational Competitiveness
the different levels of customer contact in the service firm
II. Classification of the different strategies in different service operation
Improving Service Quality and Productivity - Service MarketingNuwan Ireshinie
This document discusses improving service quality and productivity. It begins with an agenda that outlines integrating quality and productivity strategies to achieve long-term profitability by delivering high quality experiences to customers more efficiently. The document then covers topics such as defining and measuring service quality and productivity, tools to analyze quality problems, and strategies to improve quality such as addressing gaps in service and implementing quality frameworks like ISO 9000 and Six Sigma. It emphasizes that quality and productivity improvements should focus on redesigning customer service processes to boost both service quality and efficiency.
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.
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.
This document discusses key concepts for classifying and understanding services:
1. The Service Process Matrix classifies services based on their degree of labor intensity and customer interaction/customization. This affects managerial challenges.
2. The Service Package describes the facilities, goods, information, and services that comprise a service.
3. Services have distinctive characteristics like intangibility, simultaneity of production/consumption, perishability, heterogeneity, and customer participation.
4. Services can be classified strategically based on factors like their nature, customer relationships, customization, demand characteristics, and delivery method. This provides insights for managing different types of services.
Services Marketing
Chapter – 9
Pricing Of Services
Introduction
Pricing or Price is the key element in the traditional marketing mix (the 4Ps) and also the enhanced marketing mix (the 7 Ps). This is the element which earns revenue. This is highly critical because this is the strategy which can make or mar the business.
The firms must make it both ways –the price must
(1) get profits for the firm, and
(2) give value to its customers.
Names of Service Pricing
Pricing for goods is easy and straight forward, while for services it is complicated, may be controlled by several authorities, varies with time, place, people, etc.
For goods the price has a single name “PRICE”, but for services it has several names like :
Names of Service Prices
What Makes Service Pricing Different?
No Ownership of Services
Higher Ratio of Fixed Costs to Variable Costs
Variability of Both Inputs and Outputs.
Many Services Are Hard to Evaluate
This document discusses key principles of marketing, including distribution channels and intermediaries. It notes that intermediaries provide benefits like system-wide efficiency through functional specialization and managing discrepancies in quantity and assortment between producers and consumers. The document also covers topics like channel design decisions, managing channel conflict, the nature and importance of marketing logistics, mass marketing vs direct marketing, customer databases, forms of direct marketing, considerations for online marketing, issues around email marketing, and ideals around obtaining email permission.
Chapter 14: Impact of CRM on Marketing Channelsitsvineeth209
This document discusses the impact of customer relationship management (CRM) on marketing channels. It explores how traditional and emerging channels influence CRM strategies and opportunities and challenges around managing multi-channel customer relationships. Key topics covered include the role of channels in customer relationships, drivers of multi-channel buying behavior, and implications of new channel trends for CRM approaches.
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.
This document discusses balancing demand and productive capacity in the service industry. It notes that services cannot be stockpiled like products, which causes issues with fluctuating demand. The goal is to utilize staff, equipment, and facilities as productively as possible. The document outlines different factors to consider when matching demand and capacity, including defining capacity, understanding demand levels and patterns, and employing strategies like adjusting capacity, marketing, queues and reservations systems. It discusses analyzing demand by segment, identifying predictable and random demand patterns, and managing demand through various approaches like pricing. Overall, the key is understanding demand in order to effectively match it with capacity.
An exclusive presentation by Mr. Mayank Sahai, AVP - Corporate Marketing - Tata Teleservices Ltd. on ‘Enhancing Marketing Performance to drive Business Objectives.’ The presentation was made at SAS Forum India 2013.
1) The document discusses the growth of the services sector in major post-industrial nations between 1965-2005, with the US having the highest percentage of employment in services at 78.6% by 2005.
2) It defines services as economic activities offered by one party to another, bringing about desired results for recipients through time-based performances. Customers expect value but do not take ownership of physical elements.
3) Key drivers of services sector growth include information technology, innovation, changing demographics like aging populations and two-income families.
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.
This document discusses the key elements of a business model canvas including key partners, key activities, key resources, value propositions, customer relationships, channels, customer segments, revenue streams, and cost structure. It provides descriptions and questions to consider for each element to help define an organization's business model.
Este documento presenta una conferencia sobre tecnologías web como HTML, CSS y JavaScript. Incluye secciones sobre actualizaciones de HTML y Web Components, herramientas y recursos para CSS como preprocesadores y sistemas de cuadrícula, y temas de rendimiento de JavaScript. También menciona grupos como el W3C que están desarrollando nuevas especificaciones y recomendaciones para la web.
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.
The document discusses strategic service vision and competitive strategies for services. It provides guidance on formulating a strategic service vision by addressing the target market, service concept, operating strategy, and delivery system. It then discusses various competitive service strategies such as overall cost leadership, differentiation, and focus. Key aspects of developing a strategic service vision are identified as the target market segments, service concept, operating strategy, and service delivery system. Competitive strategies can involve pursuing overall cost leadership, differentiation, or a focus strategy targeting specific buyer groups or services.
This document discusses customer relationship management (CRM) and its importance for banking industry survival. It begins with an introduction in the name of Allah and provides key objectives for the research. The introduction discusses the background and problem statement, highlighting how customers are essential for business survival. It presents a theoretical framework and discusses hypotheses regarding how wide branch networks, customized products/services, effective marketing, and low service charges can help manage customer relationships. The research methodology discusses tools like questionnaires, sampling techniques, and data analysis that will be used. Finally, the literature review summarizes several research articles and studies related to CRM strategies, implementation, and impact in the banking sector.
Influencing factors on Service Delivery
Impacts of Service Characteristics
The Role of Intermediaries
The Impact of Technology
Strength & Weaknesses of Delivery Models
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.
I. Stages of Operational Competitiveness the different levels of customer con...Lena Argosino
I. Stages of Operational Competitiveness
the different levels of customer contact in the service firm
II. Classification of the different strategies in different service operation
Improving Service Quality and Productivity - Service MarketingNuwan Ireshinie
This document discusses improving service quality and productivity. It begins with an agenda that outlines integrating quality and productivity strategies to achieve long-term profitability by delivering high quality experiences to customers more efficiently. The document then covers topics such as defining and measuring service quality and productivity, tools to analyze quality problems, and strategies to improve quality such as addressing gaps in service and implementing quality frameworks like ISO 9000 and Six Sigma. It emphasizes that quality and productivity improvements should focus on redesigning customer service processes to boost both service quality and efficiency.
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.
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.
This document discusses key concepts for classifying and understanding services:
1. The Service Process Matrix classifies services based on their degree of labor intensity and customer interaction/customization. This affects managerial challenges.
2. The Service Package describes the facilities, goods, information, and services that comprise a service.
3. Services have distinctive characteristics like intangibility, simultaneity of production/consumption, perishability, heterogeneity, and customer participation.
4. Services can be classified strategically based on factors like their nature, customer relationships, customization, demand characteristics, and delivery method. This provides insights for managing different types of services.
Services Marketing
Chapter – 9
Pricing Of Services
Introduction
Pricing or Price is the key element in the traditional marketing mix (the 4Ps) and also the enhanced marketing mix (the 7 Ps). This is the element which earns revenue. This is highly critical because this is the strategy which can make or mar the business.
The firms must make it both ways –the price must
(1) get profits for the firm, and
(2) give value to its customers.
Names of Service Pricing
Pricing for goods is easy and straight forward, while for services it is complicated, may be controlled by several authorities, varies with time, place, people, etc.
For goods the price has a single name “PRICE”, but for services it has several names like :
Names of Service Prices
What Makes Service Pricing Different?
No Ownership of Services
Higher Ratio of Fixed Costs to Variable Costs
Variability of Both Inputs and Outputs.
Many Services Are Hard to Evaluate
This document discusses key principles of marketing, including distribution channels and intermediaries. It notes that intermediaries provide benefits like system-wide efficiency through functional specialization and managing discrepancies in quantity and assortment between producers and consumers. The document also covers topics like channel design decisions, managing channel conflict, the nature and importance of marketing logistics, mass marketing vs direct marketing, customer databases, forms of direct marketing, considerations for online marketing, issues around email marketing, and ideals around obtaining email permission.
Chapter 14: Impact of CRM on Marketing Channelsitsvineeth209
This document discusses the impact of customer relationship management (CRM) on marketing channels. It explores how traditional and emerging channels influence CRM strategies and opportunities and challenges around managing multi-channel customer relationships. Key topics covered include the role of channels in customer relationships, drivers of multi-channel buying behavior, and implications of new channel trends for CRM approaches.
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.
This document discusses balancing demand and productive capacity in the service industry. It notes that services cannot be stockpiled like products, which causes issues with fluctuating demand. The goal is to utilize staff, equipment, and facilities as productively as possible. The document outlines different factors to consider when matching demand and capacity, including defining capacity, understanding demand levels and patterns, and employing strategies like adjusting capacity, marketing, queues and reservations systems. It discusses analyzing demand by segment, identifying predictable and random demand patterns, and managing demand through various approaches like pricing. Overall, the key is understanding demand in order to effectively match it with capacity.
An exclusive presentation by Mr. Mayank Sahai, AVP - Corporate Marketing - Tata Teleservices Ltd. on ‘Enhancing Marketing Performance to drive Business Objectives.’ The presentation was made at SAS Forum India 2013.
1) The document discusses the growth of the services sector in major post-industrial nations between 1965-2005, with the US having the highest percentage of employment in services at 78.6% by 2005.
2) It defines services as economic activities offered by one party to another, bringing about desired results for recipients through time-based performances. Customers expect value but do not take ownership of physical elements.
3) Key drivers of services sector growth include information technology, innovation, changing demographics like aging populations and two-income families.
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.
This document discusses the key elements of a business model canvas including key partners, key activities, key resources, value propositions, customer relationships, channels, customer segments, revenue streams, and cost structure. It provides descriptions and questions to consider for each element to help define an organization's business model.
Este documento presenta una conferencia sobre tecnologías web como HTML, CSS y JavaScript. Incluye secciones sobre actualizaciones de HTML y Web Components, herramientas y recursos para CSS como preprocesadores y sistemas de cuadrícula, y temas de rendimiento de JavaScript. También menciona grupos como el W3C que están desarrollando nuevas especificaciones y recomendaciones para la web.
Este documento habla sobre la tecnología HTML5 y el proceso de desarrollo de estándares por parte del W3C. Brevemente resume que HTML5, CSS y JavaScript son las tecnologías clave, y que para fines de 2014 y 2016 se espera que las especificaciones HTML5 y HTML5.1 sean completadas. También menciona que grandes empresas como Adobe, Facebook, Google, Microsoft, etc. participan en el desarrollo de estándares a través de la W3C.
This document discusses ways to enhance the browser experience by improving the "health" of the browser. It provides several ideas and approaches to consider, such as using responsive web design (RWD) for multi-device support, considering browsers based on Webkit, and determining whether a single page application (SPA) is needed. It also discusses aspects of the browser like the JavaScript engine and rendering engine. The document recommends checking browser compatibility and performance, and considering tools like polyfills and Modernizr to address issues. Finally, it briefly mentions some emerging HTML5 APIs and experimental browser technologies.
Este documento trata sobre la tecnología de audio y video en la web. Brevemente describe los formatos compatibles con diferentes navegadores como MP4, WebM y Ogg, y recomienda asegurarse de que el servidor soporte estos formatos. También recomienda soluciones como Video for Everybody y MediaElement.js para reproducir audio y video en todos los navegadores. Finalmente, ofrece consejos sobre el uso de fuentes web y herramientas como Google WebFonts y Font Squirrel.
This document welcomes students to Miss Cande's 3rd grade class and provides some information about the teacher and classroom rules for the upcoming school year. The teacher lives in Vicente López and has a dog named Morena. Students are expected to listen to the teacher, follow directions quickly, respect others and themselves, raise their hand before speaking, be respectful, and be responsible. The teacher is sure they will have a great year together.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
ID-6.2 Airport control and monitoring systemRoman Siansky
The ID-6.2 system may be used at airports of all sizes and categories. The user may start with monitoring of a single system and then extend the scope of use to cover multiple systems. In the same way the system configuration may be changed. At the beginning the system may work with a single computer
and subsequently more servers and workstations may be added.
Este documento presenta la agenda de un evento tecnológico que incluye charlas sobre temas como HTML, librerías que facilitan el desarrollo web, debugging de código, microformatos y debates sobre la profesión de informático. También presenta a los organizadores y algunas herramientas y librerías web.
Haruskah pemeriksaan hemoglobin preoperatif selalu dilakukanhannankh
pemeriksaan kadar hemoglobin selalu dilakukan sebelum suatu operasi/pembedahan dijalankan. Namun, apakah benar ini harus selalu dilakukan? Temukan jawabannya di terjemahan jurnal ini
The document outlines an ethics training presentation for counselors on issues in clinical supervision, including maintaining competency and avoiding dual relationships. Key responsibilities of supervisors are to ensure their own training in supervision, assess supervisees' competence, treat supervisees with respect, and model ethical practices such as maintaining confidentiality and teaching decision-making processes. The presentation also covers how to identify and manage multiple roles and issues of power within the supervisory relationship.
HTML5 Today es un evento online en el que pretendemos acercar las últimas novedades en torno al desarrollo web tanto Frontend como Backend.
¿Harto de tener que seguir miles de feeds, twitters, foros y mil cosas más? ¿Te sientes infoxicado? @tessekkur y @NTKOG te traen un resumen quincenal de técnicas, artículos, charlas para que tu desarrollo web diario sea cada vez más rápido, eficiente y productivo.
The document lists 10 things that God will not ask about on judgment day, focusing more on how people treated others than material possessions or achievements. It suggests God will ask how many people one helped transport or welcomed into their home, how one performed their job and treated neighbors and friends, and about one's character rather than skin color or job title. The passage encourages forwarding the message to others considered "keepers" in one's life.
This document summarizes Agilent Technologies' experience managing services spend through an indirect spend reduction program. It discusses how Agilent analyzed its services spend, identified savings opportunities through strategic sourcing and spend management strategies, and was able to achieve 10-15% reductions compared to benchmarks. Key factors in Agilent's success included executive support, aligning procurement goals with business units, understanding spend trends through analysis, and establishing clear accountability for managing categories strategically.
1. The document discusses how companies can pursue growth through service offerings rather than just products. It argues that companies should redefine their markets based on customer activities and outcomes.
2. A framework is presented for analyzing service opportunities which involves mapping customer activities, relating this to a service-opportunities matrix, and assessing risks with a mitigation matrix.
3. The service-opportunities matrix identifies four types of growth: temporal expansion, spatial expansion, temporal reconfiguration, and spatial reconfiguration. This framework helps companies determine where to focus growth from new service offerings.
This document discusses customer service practices at Sainsbury's Supermarket. It will:
1) Identify and describe different types of customers and their needs.
2) Identify and analyze the skills required for customer service.
3) Describe how Sainsbury's incorporates consumer protection into its customer service policy and uses customer service to meet customer needs and strategic objectives.
The report will show how Sainsbury's focuses on investing in people, planning skills development, taking action to develop necessary skills, and evaluating training outcomes to achieve business goals.
The document provides information about a supply chain management forum in the oil and gas industry. It includes an overview of the speaker's background and company. The speaker discusses why supply chain transformations are important, considerations for transformation using the PACE framework, assessing maturity levels, and key aspects of a successful transformation including executive commitment, change management, understanding financial impacts, and people, processes, and tools. The speaker emphasizes the importance of measurement, understanding strengths and weaknesses, managing risks, and that transformation is a journey rather than a single event.
The document discusses sources of competitive advantage and how to sustain them. It identifies four main sources: structural advantage through economies of scale; strong frontline execution; insight and foresight to anticipate changes; and lower costs. It also discusses differentiation and analyzing value chains to understand customer needs and find unique ways to meet them better than competitors. Sustaining advantage requires designing strategy for robustness against threats like imitation and substitution, and having an agile organization that can learn and adapt over time.
Describes what a target operating mode is, and the process to distill a target operating model from a business vision or set of business strategic aims
This document provides an overview of a lecture on technology in services. It discusses Porter's competitive model and how technology can be used to build barriers, change the basis of competition, and provide new opportunities. It also covers different levels of service innovation, the service design process, service blueprints, and approaches to service system design like production-line and customer as co-producer models.
This document outlines a service strategy prepared by three individuals. It discusses formulating a strategic service vision by determining the target market, service concept, operating strategy, and delivery system. It also covers understanding the competitive environment of services, generic competitive service strategies of cost leadership, differentiation and focus. Additional topics include winning customers in the marketplace, the competitive role of information in services, categorizing service firms by their stage of competitiveness, and conducting a data envelopment analysis.
The document discusses key concepts in services marketing including:
- Services have unique characteristics like intangibility, inseparability of production and consumption, variability, and perishability.
- Customers play a key role in service delivery and the quality depends on the front-line workers.
- A unified services theory proposes that all unique aspects of managing services stem from the involvement of customers in the production process.
1. The document discusses identifying and profiling high value business customers in order to develop targeted promotions to increase average revenue per user (ARPU) and profitability.
2. It examines how to assess customer relationship management (CRM) systems used to collect customer data and determine customer value through segmentation and clustering.
3. Examples are provided of tailored promotions that were developed for high value business customers based on their needs and behaviors.
Veterans Alliance Resourcing, Inc. (VAR) is a Service Disabled Veteran Owned Small Business (SDVOSB) providing complete end-to-end service supply chain solutions and high technology business development services. As seasoned industry veterans, we are more than just another technology consulting group. Our team brings decades of experience in developing and executing creative service solutions.
La Dove Associates -- CRM/Customer Care Consulting Overview LaDove Associates
This document summarizes the consulting services and experience of Brett LaDove. It includes testimonials from past clients praising Brett's strategic vision and ability to balance tactical execution with long-term goals. The document also provides examples of Brett's work including planning processes, defining objectives and metrics, prioritizing strategies, and articulating plans to support business cases. It describes Brett's methodology for tasks like technology selection, vendor selection, and customer satisfaction research.
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.
Value Add, Value Pricing, Value Proposition 10.4.10jab617
This document discusses strategies for developing an effective value proposition and pricing model for business services. It defines key concepts like value, value-add, value chain, and value pricing. The presentation provides exercises for attendees to analyze these concepts for their own organizations and client situations. The goal is to help service providers understand how to clearly communicate their value and determine appropriate pricing based on customer perceptions.
This document discusses key concepts in services marketing. It begins by defining services and their components, which include the physical product, service product, service environment, and service delivery.
It then covers characteristics of services such as intangibility, inseparability, and perishability. Various classifications of services are presented, including by type of customer (consumer vs industrial) and nature of the service.
The marketing mix framework is expanded for services to include people, processes, and physical evidence in addition to the traditional 4Ps. Product, price, place, promotion, and their application to services are described. The role of technology in improving service processes is also covered.
The document concludes with a discussion of managing demand and
This document discusses key concepts in services marketing. It begins by defining services and their components, which include the physical product, service product, service environment, and service delivery.
It then covers characteristics of services such as intangibility, inseparability, and perishability. Various classifications of services are presented, including those based on the nature of the service act and scope for customization.
The marketing mix or "7Ps" for services is examined in depth, covering product, price, promotion, place, people, physical evidence, and processes. Other topics include managing demand and supply challenges in services, technology's role in improving service productivity, and blueprinting service processes. Building service aspirations and designing service processes are
Product Vision and Strategy - Creating Value Doug Henderson
This document provides an overview of a business model canvas template and how to use it. The canvas includes sections for key partners, activities, resources, customer segments, channels, customer relationships, revenue streams, and costs. It describes how the different elements of a business model fit together and provides questions to help define each element, such as identifying key customer segments, understanding their needs and problems, determining value propositions, mapping the customer journey, and outlining costs and revenues.
Service design is focused on creating usable, easy, and desirable experiences for services through a combination of tangible and intangible channels. It takes a user-centered approach to understand behaviors, needs, and expectations in order to develop new service solutions. Some key tools of service design include service safaris to experience services firsthand, storyboards to prototype experiences, and service blueprints to map the customer journey. Applying service design helped a clothing manufacturer improve collaboration between departments, provide better support to user groups, and deliver a more seamless service experience leading to increased profits and staffing.
Identifying causes of customer risk and churn, and then applying approaches for prospective winback, are tremendously important to any company. The content of this presentation enables organizations to optimize customer loyalty behavior
2. Learning Objectives
Formulate a strategic service vision.
Discuss the competitive environment of services.
Describe how a service competes using the three generic
service strategies.
Discuss the service purchase decision.
Discuss the competitive role of information in services.
Explain the role of the virtual value chain in service
innovation.
Discuss the limits in the use of information.
Categorize a service firm according to its stage ofCategorize a service firm according to its stage of
competitiveness.competitiveness.
Conduct a data envelopment analysis (DEA).Conduct a data envelopment analysis (DEA).
3. Strategic Service Vision
Target Market Segments
What are common characteristics of important marketWhat are common characteristics of important market
segments?segments?
What dimensions can be used to segment the market,What dimensions can be used to segment the market,
demographic, psychographic?demographic, psychographic?
How important are various segments?How important are various segments?
What needs does each have?What needs does each have?
How well are these needs being served, in what manner,How well are these needs being served, in what manner,
by whom?by whom?
4. Strategic Service Vision
Service Concept
What are important elements of the service to be provided,What are important elements of the service to be provided,
stated in terms of results produced for customers?stated in terms of results produced for customers?
How are these elements supposed to be perceived by theHow are these elements supposed to be perceived by the
target market segment, by the market in general, bytarget market segment, by the market in general, by
employees, by others?employees, by others?
How do customers perceive the service concept?How do customers perceive the service concept?
What efforts does this suggest in terms of the manner inWhat efforts does this suggest in terms of the manner in
which the service is designed, delivered, marketed?which the service is designed, delivered, marketed?
5. Strategic Service Vision
Operating Strategy
What are important elements of the strategy: operations,What are important elements of the strategy: operations,
financing, marketing, organization, human resources,financing, marketing, organization, human resources,
control?control?
On which will the most effort be concentrated?On which will the most effort be concentrated?
Where will investments be made?Where will investments be made?
How will quality and cost be controlled: measures,How will quality and cost be controlled: measures,
incentives, rewards?incentives, rewards?
What results will be expected versus competition in termsWhat results will be expected versus competition in terms
of, quality of service, cost profile, productivity,of, quality of service, cost profile, productivity,
morale/loyalty of servers?morale/loyalty of servers?
6. Strategic Service Vision
Service Delivery System
What are important features of the service delivery systemWhat are important features of the service delivery system
including: role of people, technology, equipment, layout,including: role of people, technology, equipment, layout,
procedures?procedures?
What capacity does it provide, normally, at peak levels?What capacity does it provide, normally, at peak levels?
To what extent does it, help insure quality standards,To what extent does it, help insure quality standards,
differentiate the service from competition, provide barriersdifferentiate the service from competition, provide barriers
to entry by competitors?to entry by competitors?
7. Competitive Environment of Services
Relatively Low Overall Entry BarriersRelatively Low Overall Entry Barriers
Economies of Scale LimitedEconomies of Scale Limited
High Transportation CostsHigh Transportation Costs
Erratic Sales FluctuationsErratic Sales Fluctuations
No Power Dealing with Buyers or SuppliersNo Power Dealing with Buyers or Suppliers
Product Substitutions for ServiceProduct Substitutions for Service
High Customer LoyaltyHigh Customer Loyalty
Exit BarriersExit Barriers
8. Competitive Service Strategies
(Overall Cost Leadership)
Seeking Out Low-cost CustomersSeeking Out Low-cost Customers
Standardizing a Custom ServiceStandardizing a Custom Service
Reducing the Personal Element in ServiceReducing the Personal Element in Service
Delivery (promote self-service)Delivery (promote self-service)
Reducing Network Costs (hub and spoke)Reducing Network Costs (hub and spoke)
Taking Service Operations Off-lineTaking Service Operations Off-line
9. Competitive Service Strategies
(Differentiation)
Making the Intangible Tangible (memorable)Making the Intangible Tangible (memorable)
Customizing the Standard ProductCustomizing the Standard Product
Reducing Perceived RiskReducing Perceived Risk
Giving Attention to Personnel TrainingGiving Attention to Personnel Training
Controlling QualityControlling Quality
Note: Differentiation in service means being unique in
brand image, technology use, features, or reputation for
customer service.
10. Competitive Service Strategies
(Focus)
Buyer Group: (e.g. USAA insurance andBuyer Group: (e.g. USAA insurance and
military officers)military officers)
Service Offered: (e.g. Shouldice HospitalService Offered: (e.g. Shouldice Hospital
and hernia patients)and hernia patients)
Geographic Region: (e.g. Austin CableGeographic Region: (e.g. Austin Cable
Vision and TV watchers)Vision and TV watchers)
12. Service Purchase Decision
Service QualifierService Qualifier: To be taken seriously a: To be taken seriously a
certain level must be attained on thecertain level must be attained on the
competitive dimension, as defined by othercompetitive dimension, as defined by other
market players.market players. ExamplesExamples are cleanlinessare cleanliness
for a fast food restaurant or safe aircraft forfor a fast food restaurant or safe aircraft for
an airline.an airline.
Service WinnerService Winner: The competitive: The competitive
dimension used to make the final choicedimension used to make the final choice
among competitors.among competitors. ExampleExample is price.is price.
13. Service Purchase Decision (cont.)
Service LoserService Loser: Failure to deliver at or: Failure to deliver at or
above the expected level for a competitiveabove the expected level for a competitive
dimension.dimension. ExamplesExamples are failure to repairare failure to repair
auto (dependability), rude treatmentauto (dependability), rude treatment
(personalization) or late delivery of package(personalization) or late delivery of package
(speed).(speed).
14. Competitive Role of Information
in Services
Strategic Focus Competitive Use of InformationStrategic Focus Competitive Use of Information
On-line Off-lineOn-line Off-line
(Real time) (Analysis)(Real time) (Analysis)
Creation of barriers to entry: Data base asset:Creation of barriers to entry: Data base asset:
External Reservation system Selling informationExternal Reservation system Selling information
(Customer) Frequent user club Development of services(Customer) Frequent user club Development of services
Switching costs Micro-marketingSwitching costs Micro-marketing
Revenue generation: Productivity enhancement:Revenue generation: Productivity enhancement:
Internal Yield management Inventory statusInternal Yield management Inventory status
(Operations) Point of sale Data envelopment(Operations) Point of sale Data envelopment
Expert systems analysis (DEA)Expert systems analysis (DEA)
15. The Virtual Value Chain
MarketMarketplaceplace vs Marketvs Marketspacespace
Creating New Markets Using Information (Gather,Creating New Markets Using Information (Gather,
Organize, Select, Synthesize, and Distribute)Organize, Select, Synthesize, and Distribute)
Three Stage EvolutionThree Stage Evolution
• 1st Stage (Visibility): See physical operations more• 1st Stage (Visibility): See physical operations more
effectively with information – Ex. USAA “paperless operation”effectively with information – Ex. USAA “paperless operation”
• 2• 2ndnd
Stage (Mirroring Capability): Substitute virtual activitiesStage (Mirroring Capability): Substitute virtual activities
for physical – Ex. USAA “automate underwriting”for physical – Ex. USAA “automate underwriting”
• 3• 3rdrd
Stage (New Customer Relationships): Draw on informationStage (New Customer Relationships): Draw on information
to deliver value to customer in new ways – Ex. USAA “eventto deliver value to customer in new ways – Ex. USAA “event
oriented service”oriented service”
16. Limits in the Use of Information
Anti-competitive (Barrier to entry)Anti-competitive (Barrier to entry)
Fairness (Yield management)Fairness (Yield management)
Invasion of Privacy (Micro-marketing)Invasion of Privacy (Micro-marketing)
Data Security (Medical records)Data Security (Medical records)
Reliability (Credit report)Reliability (Credit report)
17. Using Information to Categorize Customers
CodingCoding grades customers on how profitable theirgrades customers on how profitable their
business is.business is.
RoutingRouting is used by call centers to place customersis used by call centers to place customers
in different queues based on customer code.in different queues based on customer code.
TargetingTargeting allows choice customers to have feesallows choice customers to have fees
waived and get other hidden discounts.waived and get other hidden discounts.
SharingSharing data about your transaction history withdata about your transaction history with
other firms is a source of revenue.other firms is a source of revenue.
18. Stages in Service Firm Competitiveness
1. Available for service 2. Journeyman 3. Distinctive competence 4. World-class service delivery1. Available for service 2. Journeyman 3. Distinctive competence 4. World-class service delivery
Customers patronize service Customers neither seek Customers seek out the firm The company’s name is synonymousCustomers patronize service Customers neither seek Customers seek out the firm The company’s name is synonymous
firm for reasons other than out nor avoid the firm. on the basis of its sustained with service excellence. Its servicefirm for reasons other than out nor avoid the firm. on the basis of its sustained with service excellence. Its service
performance. reputation for meeting doesn’t just satisfy customers; itperformance. reputation for meeting doesn’t just satisfy customers; it
customer expectationscustomer expectations delightsdelights them and thereby expandsthem and thereby expands
customer expectations to levels itscustomer expectations to levels its
competitors are unable to fulfill.competitors are unable to fulfill.
Operations is reactive, Operations functions in a Operations continually excels, Operations is a quick learner and fastOperations is reactive, Operations functions in a Operations continually excels, Operations is a quick learner and fast
at best. mediocre, uninspired reinforced by personnel innovator; it masters every step of theat best. mediocre, uninspired reinforced by personnel innovator; it masters every step of the
fashion. management and systems service delivery process and providesfashion. management and systems service delivery process and provides
that support an intense capabilities that are superior tothat support an intense capabilities that are superior to
customer focus. competitors.customer focus. competitors.
SERVICE QUALITYSERVICE QUALITY
Is subsidiary to cost, Meets some customer Exceeds customer Raises customer expectations andIs subsidiary to cost, Meets some customer Exceeds customer Raises customer expectations and
highly variable. expectations; consistent expectations; consistent seeks challenge; improveshighly variable. expectations; consistent expectations; consistent seeks challenge; improves
on one or two key on multiple dimensions. continuously.on one or two key on multiple dimensions. continuously.
dimensions.dimensions.
19. Stages in Service Firm Competitiveness
1. Available for service 2. Journeyman 3. Distinctive competence 4. World-class service delivery1. Available for service 2. Journeyman 3. Distinctive competence 4. World-class service delivery
BACK OFFICEBACK OFFICE
Counting room. Contributes to service, plays Is equally valued with front Is proactive, develops its ownCounting room. Contributes to service, plays Is equally valued with front Is proactive, develops its own
an important role in the total office; plays integral role. capabilities, and generatesan important role in the total office; plays integral role. capabilities, and generates
service, is given attention, opportunities.service, is given attention, opportunities.
but is still a separate role.but is still a separate role.
CUSTOMERCUSTOMER
Unspecified, to be A market segment whose A collection of individuals A source of stimulation, ideas,Unspecified, to be A market segment whose A collection of individuals A source of stimulation, ideas,
satisfied at minimum cost. basic needs are understood. whose variation in needs is and opportunity.satisfied at minimum cost. basic needs are understood. whose variation in needs is and opportunity.
understood.understood.
INTRODUCTION OF NEW TECHNOLOGYINTRODUCTION OF NEW TECHNOLOGY
When necessary for When justified by cost When promises to enhance Source of first-mover advantages,When necessary for When justified by cost When promises to enhance Source of first-mover advantages,
survival, under duress. savings. service. creating ability to do things yoursurvival, under duress. savings. service. creating ability to do things your
competitors can’t do.competitors can’t do.
WORKFORCEWORKFORCE
Negative constraint. Efficient resource; disciplined; Permitted to select among Innovative; creates procedures.Negative constraint. Efficient resource; disciplined; Permitted to select among Innovative; creates procedures.
follows procedures. alternative procedures.follows procedures. alternative procedures.
FRONT-LINE MANAGEMENTFRONT-LINE MANAGEMENT
Controls workers. Controls the process. Listens to customers; coaches Is listened to by top managementControls workers. Controls the process. Listens to customers; coaches Is listened to by top management
and facilitates workers. as a source of new ideas. Mentorsand facilitates workers. as a source of new ideas. Mentors
works to enhance their career.works to enhance their career.
21. America West Winning Customers
Service Qualifiers:Service Qualifiers:
Service Winners:Service Winners:
Service Losers:Service Losers:
22. America West Strategic Service Vision
Target market segmentsTarget market segments
Service conceptService concept
Operating strategyOperating strategy
Service delivery systemService delivery system
23. America West Airlines Positioning
CABIN SERVICECABIN SERVICE
Full ServiceFull Service
PREFLIGHT SERVICEPREFLIGHT SERVICE
Inconvenient ConvenientInconvenient Convenient
No AmenitiesNo Amenities
24. Mrs. Fields Strategic Use of Information
Strategic Focus Competitive Use of InformationStrategic Focus Competitive Use of Information
On-line Off-lineOn-line Off-line
(Real time) (Analysis)(Real time) (Analysis)
Creation of barriers to entry: Data base asset:Creation of barriers to entry: Data base asset:
ExternalExternal
(Customer)(Customer)
Revenue generation: Productivity enhancement:Revenue generation: Productivity enhancement:
InternalInternal
(Operations)(Operations)
25. Mrs. Fields Management Information System
How might the management informationHow might the management information
system contribute to a reported 100%system contribute to a reported 100%
turnover of store managers?turnover of store managers?
Will the management information systemWill the management information system
support or inhibit the expansion of Mrs.support or inhibit the expansion of Mrs.
Field’s outlets? Why?Field’s outlets? Why?
30. Discussion Topics
1.1. Give examples of service firms that use both the strategyGive examples of service firms that use both the strategy
of focus and differentiation and the strategy of focus andof focus and differentiation and the strategy of focus and
overall cost leadership.overall cost leadership.
2.2. What ethical issues are associated with micro-marketing?What ethical issues are associated with micro-marketing?
3.3. For each of the three generic strategies (i.e., costFor each of the three generic strategies (i.e., cost
leadership, differentiation, and focus) which of the fourleadership, differentiation, and focus) which of the four
competitive uses of information is most powerful?competitive uses of information is most powerful?
4.4. Give an example of a firm that begin as world-class andGive an example of a firm that begin as world-class and
has remained in that category.has remained in that category.
5.5. Could firms in the “world-class service delivery” stage ofCould firms in the “world-class service delivery” stage of
competitiveness be descried as “learning organizations”?competitiveness be descried as “learning organizations”?
31. Interactive Class Exercise
The class divides and debates theThe class divides and debates the
proposition “Frequent flyer award programsproposition “Frequent flyer award programs
are or are not anticompetitive.”are or are not anticompetitive.”