designing and managing services marketing management, 13 th ed 13

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Designing and Managing Services Marketing Management, 13 th ed 13

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Page 1: Designing and Managing Services Marketing Management, 13 th ed 13

Designing and Managing Services

Marketing Management, 13th ed

13

Page 2: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-2

Chapter Questions

• How do we define and classify services and how do they differ from goods?

• How do we market services?

• How can we improve service quality?

• How do service marketers create strong brands?

• How can goods marketers improve customer support services?

Page 3: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-3

The Mayo Clinic Considers All Aspects of a Patient’s Experience

Page 4: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-4

What is a Service?

A service is any act of performance that one party can offer another that is

essentially intangible and does not result in the ownership of anything; its production may or may not be tied to a

physical product.

Page 5: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-5

Service Sectors

GovernmentPrivate

nonprofit

Manufacturing

Business Retail

Page 6: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-6

General Motors’ OnStar Service

Page 7: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-7

Categories of Service Mix

Pure tangible goodPure tangible good

Good w/ accompanying servicesGood w/ accompanying services

HybridHybrid

Service w/ accompanying goodsService w/ accompanying goods

Pure servicePure service

Page 8: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-8

Service Distinctions

• Equipment-based or people-based

• Service processes

• Client’s presence required or not

• Personal needs or business needs

• Objectives and ownership

Page 9: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-9

Figure 13.2 Continuum of Evaluation for Different Types of Products

Page 10: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-10

Distinctive Characteristics of Services

Intangibility

Inseparability

Variability

Perishability

Page 11: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-11

Physical Evidence and Presentation

Place

People

Equipment

Communication material

Symbols

Price

Page 12: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-12

Disney Relies Upon Tangible Cues

Page 13: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-13

Blue Man Group Exhibits Inseparability

Page 14: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-14

How to Increase Quality Control

Invest in good hiring and

training procedures

Monitor customer satisfaction

Standardize the

service-performance process

Page 15: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-15

Matching Demand and Supply

Demand side• Differential pricing• Nonpeak demand• Complementary

services• Reservation

systems

Supply side• Part-time

employees• Peak-time efficiency• Increased consumer

participation• Shared services• Facilities for future

expansion

Page 16: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-16

Figure 13.3 A Blueprint for Overnight Hotel Stay

Page 17: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-17

Consumer-Friendly Services

Page 18: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-18

Improving Service Quality

• Listening• Reliability• Basic service• Service design• Recovery

• Surprising customers

• Fair play• Teamwork• Employee research• Servant leadership

Page 19: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-19

Figure 13.4 Root Causes of Customer Failure

Page 20: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-20

Solutions to Customer Failures

• Redesign processes and redefine customer roles to simplify service encounters

• Incorporate the right technology to aid employees and customers

• Create high-performance customers by enhancing their role clarity, motivation, and ability

• Encourage customer citizenship where customers help customers

Page 21: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-21

Figure 13.5 Three Types of Marketing in Service Industries

Page 22: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-22

Table 13.1 Factors Leading to Customer Switching Behavior

• Pricing

• Inconvenience

• Core Service Failure

• Service Encounter Failures

• Response to Service Failure

• Competition

• Ethical Problems

• Involuntary Switching

Page 23: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-23

Figure 13.6 Service-Quality Model

Page 24: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-24

Gaps That Cause Unsuccessful Service Delivery

• Gap between consumer expectation and management perception

• Gap between management perception and service-quality specifications

• Gap between service-quality specifications and service delivery

• Gap between service delivery and external communications

• Gap between perceived service and expected service

Page 25: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-25

Determinants of Service Quality

Reliability

Responsiveness

Assurance

Empathy

Tangibles

Page 26: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-26

Best Practices• Strategic Concept• Top-Management

Commitment• High Standards• Self-Service

Technologies• Monitoring Systems• Satisfying Customer

Complaints• Satisfying

Employees

Page 27: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-27

Figure 13.7 Importance-Performance Analysis

Page 28: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-28

Table 13.3 Customer Importance and Performance Ratings for an Auto Dealership

Page 29: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-29

Developing Brand Strategies for Services

Choosing

Brand Elements

Establishing Image

Dimensions

Devising Branding

Strategy

Page 30: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-30

Customer Worries

Failure frequency

Downtime

Out-of-pocket costs

Page 31: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-31

Table 13.4 Top Customer Service Providers

• USAA• Four Seasons

Hotels• Cadillac• Nordstrom• Wegman Food

Markets• Edward Jones

• Lexus• UPS• Enterprise Rent-A-

Car• Starbucks• Ritz-Carlton• Amica Insurance• Southwest Airlines

Page 32: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-32

Marketing Debate

Is service marketing different fromproduct marketing?

Take a position:1. Product and service marketing are fundamentally different.

or

2. Product and service marketing are highlyrelated.

Page 33: Designing and Managing Services Marketing Management, 13 th ed 13

Copyright © 2009 Pearson Education, Inc.  Publishing as Prentice Hall 13-33

Marketing Discussion

Colleges and universities can be classified as service organizations.

How can you apply the marketingprinciples developed in this chapter to your school?

Do you have any advice as to how it could become a better service marketer?