service marketing
TRANSCRIPT
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Services Marketing
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Current Competitive Trends
• Customer Satisfaction and Customer Focus
• Value
• TQM and Service Quality
• Service as a key differentiator in Manufacturing Firms
• New measurement systems linking C.S with financial goals and operational measurements
• Emerging Technology
• Internationalisation of Services
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Characteristics Of ServicesCharacteristics Of Services
• Intangibility
• Inseparability
• Heterogeneity
• Ownership
• Experiential
• Perishability
Implication of these characteristics ???
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The Product ContinuumThe Product Continuum
Goods
Salt
Shoes
VCR
Automobile
Fast Food
Cruise
Consulting
Insurance
Education
Ideas / Services
Tangible dominant
Intangible dominant
Products contain both tangible and intangible components; predominantly tangible products are called goods, and predominantly intangible products are considered services.
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Mahatma Gandhi on Customer Orientation
• A customer is the most important person in our premises
• A customer is not dependent on us , we are dependent on him
• A customer is not an interruption in our work, he is the purpose of it.
• We are not doing a favour by serving him, it is he who does a favour by giving us the opportunity to do so.
• A customer is not someone to argue or match wits with. Nobody ever won an argument with a customer
• A customer is a person who brings us his wants. It is our job to handle them profitably to him and to ourselves.
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Services Marketing Mix
• Product
• Price
• Promotion
• Place
• People
• Physical evidence
• Processes
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Service TriangleService Triangle
Management
Employee CustomerDelivering the promise
Selling the promise
Enabling the promise
External M
arketingInte
rnal
Mar
ketin
g
Interactive Marketing
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Common Traps
• Regarding internal communications as less important
• Playing “favorites” and the opposite, i.e. automatically treating some people less well
• Forgetting the effect on the external customer• Being more concerned with “the system” than the
end result• Having a messy filing system• Reacting quickest to those who “shout loudest ”• Placing your own priority on the item
Internal paperwork nearly always affects the external customer. Process it quickly and
efficiently
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Customer Satisfaction = f (x, y)
X =
Y =
Your Performance
Customer Expectations
Performance > Expectations Delight / Wow
Performance = Expectations Satisfaction
Performance < Expectations Dissatisfaction
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Gap 1 : Not knowing what customers expect
Gap 2 : Not selecting the right service design standards
Gap 3 : Not delivering to Service Standards
Gap 4 : Not matching Performance to Promises
Gap 5 : Perceived Service and Expected Service
Service Quality Gaps
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GAP - 1
CUSTOMER EXPECTATIONS
Key Factors Insufficient marketing research Inadequate use of Marketing research Lack of interaction between management and customers Insufficient communication between contact employees
and managers Too many layers between contact personnel and top
management
MANAGEMENT OF PERCEPTIONS OF CUSTOMER EXPECTATIONS
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GAP - 2
Key Factors Inadequate management commitment to service quality Absence of formal process for setting service quality goals Inadequate standardization of tasks Perception of infeasibility – that customer expectations
cannot be met Co-Driven Standards
MANAGEMENT OF PERCEPTIONS OF CUSTOMER EXPECTATIONS
SERVICE QUALITY SPECIFICATIONS
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GAP - 3
Key Factors Lack of teamwork Poor employee – job fit Poor technology job fit Lack of perceived control ( contact personnel) Inappropriate evaluation / compensation system Role conflict / ambiguity among contact employees Failure to match demand and supply Customers not fulfilling their roles and responsibilities
SERVICE QUALITY SPECIFICATIONS
SERVICE DELIVERY
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GAP - 4
Key Factors Inadequate communication between salesperson &
operations Inadequate communication between advertising & operations Differences in policies and procedures across branches or
departments Exaggeration in advertising Exaggeration in personal selling
SERVICE DELIVERY
EXTERNAL COMMUNICATION TO CUSTOMERS
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Why Study Consumers?
• The psychology of consumers: how they think, feel, reason, and select between different alternatives
• Psychology of how the consumer is influenced by his or her environment
• The behavior of consumers while shopping
• Information Search
• Evaluation of service alternatives
• Service Purchase and consumption
• Post-purchase evaluation
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Behavior refers to a consumer’s response (or Behavior refers to a consumer’s response (or lack of response) to a given stimuli.lack of response) to a given stimuli.
Switchers Vs. LoyalsSwitchers Vs. Loyals
First Level Segmentation - Demographics & Psychographics
Second Level Segmentation - Desired Benefits
Third level Segmentation - Behavior
Segmentation DynamicsSegmentation Dynamics
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DIMENSIONS OF QUALITY
• Reliability
• Tangibles
• Responsiveness
• Assurance
• Empathy
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The Five Dimensions of Service
Service Dimension Definition
Reliability The ability to perform the promised service dependably & accurately
Tangibles The appearance of physical facilities, equipment, personnel & communication materials
Responsiveness The willingness to help customers & provide prompt service
Assurance The knowledge & courtesy of employees and their ability to convey trust & confidence
Empathy The caring, individualised attention provided to the customer
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The flower of ServiceInformation
Consultation
Order Taking
Hospitality
Caretaking
Exceptions
Billing
Payment
CORE
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Creating and Delivering New Services
CORPORATE OBJECTIVES AND RESOURCES
Market Opportunity Analysis Resource Allocation Analysis
Market Positioning Statements Operating Assets Management
Service Marketing Concept Service Operations Concept
SERVICE DELIVERY PROCESS
Performance Evaluation
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Service Blueprints
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Gap Analysis Grid
Low Priority
Current company strength
Low High
Low
High
IMPORTANCE
SATISFACTION
Attributes that need attention - area where priorities should be focused
Unnecessary strengths - possible overkill
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Key reasons for provider GAP 4Service Delivery
Key Factors Related to Pricing:
Assuming that customers hold reference prices for services
Narrowly defining price as monetary cost
Signalling the wrong quality level with an inappropriate price
Not understanding customers’ value definitions
Not matching price strategy to customers’ value definitions
External communications to Customers
GAP
4
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Image Value
Product Value
Services Value
Monetary Price
Time cost
Energy cost
Psychic cost
Total
customer
value
Total
customer
cost
Customerdelivered value
Determinants Of Customer Added Value
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Customer definitions of value
“Value is low price”
• Discounting• Odd Pricing• Syncro-pricing• Penetration Pricing
“Value is everything I want in a service”
• Prestige pricing
• Skimming Pricing
“Value is the quality I get for the price I pay”
• Value Pricing
• Market Segmentation Pricing
“Value is all that I get for all that I give”•Price Framing
•Price Bunding
•Complementary pricing
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Key reasons for provider GAP 3
Customer-Driven Service Designs and Standards
Key Factors Related to Demand and Capacity:
• Failure to smooth the peaks and valleys of demand
• Overuse of capacity
• Attracting inappropriate customer segments to build demand
• Relying too much on price to smooth demand
Service Delivery
GAP
3
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Strategies for shifting demand to match capacity
Shift Demand Demand too lowDemand too high
Use Signage to communicate busy days and times
Offer incentives to customers for usage during nonpeak times
Take care of loyal or ‘regular’ customers first
Advertise peak usage times and benefits of non peak use
Charge full price for the service - no discounts
Use Sales and advertising to increase business from current market segments
Modify the service offering to appeal to new market segments
Offer discounts or price reductions
Modify hours of operation
Bring the service to the customer
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Strategies for flexing capacity to match demand
Flex Capacity Demand too lowDemand too high
Stretch time, labor, facilities, and equipment
Cross- train employees
Hire part-time employees
Request overtime work from employees
Rent or share facilities
Rent or share equipment
Subcontract or outscore activities
Perform, maintenance, renovations
Schedule vacations
Schedule employee training
Lay off employees
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Elements of Physical Evidence
Servicescape
Facility ExteriorExterior DesignSignageParkingLandscapeSurrounding Environment
Facility InteriorInterior DesignEquipmentSignageLayoutAir quality / Temp.
Other TangiblesBusiness cards
Stationery
Billing statements
Reports
Employee dress
Uniforms
Brochures
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Typology of the Service Organisations based on variations in form and use of Servicescape.
Servicescape usage LeanElaborate
Complexity of the Servicescape
Self-Service
(Customer only)
Remote Service
(employee only)
Telephone company
Insurance company
Utility
Professional services
Telephone mail -order desk
Automated voice-messaging based services
Essel World
Golf course
ATM
Vending machines
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Typology of the Service Organisations based on variations in form and use of Servicescape.
Servicescape usage LeanElaborate
Complexity of the Servicescape
Interpersonal Services
(both customer and employee)
Hotels
Restaurants
Health clinic
Hospital
Bank
Airline
School
Dry cleaner
Hair saloon
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How Do Customers Form ExpectationsHow Do Customers Form Expectations
Word of mouth
Price
Past experience
Brand image and your communications
Your competitors communications
Independent research agencies
Business Drivers / End Customers Expectations
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LEVELS OF EXPECTATION
THE SERVICE QUALITY LADDER
CUSTOMER B
EOMES
C
HAMPIO
N
DESIRED
SERVICE
ZONE OF
TOLERNACE
ADEQUATE SERVICE
UNSATISFACTORY
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Approaches for managing customer expectations
Communicate realities in the service
industry
Communicate criteria for service
effectiveness
Create tiered-value offerings
Offer choices
Delivery
> or =
Promise
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