sq exam revision (october 2013)
TRANSCRIPT
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Exam Revision: October
2013
Service Quality MKTG 1268
1
July 2013 Semester
Note: all students are to understand that these notes are
provided as a guideline on how to prepare more
effectively for the examination. It is NOT intended to be
a ‘spotting exercise’ or model answers- all students must
read the text and your lecture notes in the first instance.
The lecturer has mentioned many times in class that it is
the responsibility of students to READ THE ASSIGNED
TEXT CHAPTERS IN FULL. Those who rely completely on
studying from the PowerPoint slides may end up under-
performing in the exams.
Please take note of this carefully before you start your
revision
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Sections in the Paper
• There are THREE Parts in the SQ Exam Paper
• Part A consists of 10 multiple choice questions worth 2 marks. (= 20 marks)
• Part B consists of two 'Discussion Questions' worth 20 marks each (=40 marks)
• Part C consists of two Applied Theory Cases - questions related to each case totals to 20 marks each (i.e., section totals 40 marks)
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Coverage and Focus
• In terms of the examinable chapters... MCQs cover chapters 7 to 15
• For the discussion and case questions (Sections B and C), they cover chapters 1, 2, 4, 8, 10, 11, 12, 13, 14
• The exam is more applied in nature: – Mere regurgitation of theory is NOT enough
– You need to apply the concepts of SQ to the case or scenarios
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The cases for Section C
• There are TWO cases in Section C
• One is a one-paragraph scenario and there are two questions (two questions totaling to 20 marks) related to that case/scenario.
• The other, student will need to read a newspaper article then answer all the questions associated with the case (four questions totaling to 20 marks).
Take around 20 -25 minutes to finish these 2 questions
These will be short answers, be concise, get to the point and APPLY. Estimate around 5 minutes to answer each question.
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Techniques for doing well in mini-cases
• Read the case in detail
• Pick out the key issues; try to assess WHICH area of SQ is it referring to – there are so many areas that is possible. The questions will give you the hints of course.
• Apply the relevant SM (service marketing) concept BUT do not elaborate too much on what the concept is BUT how it is RELEVANT to the case study issues. Application more important than regurgitation of theory!
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Time management
• Do justice to each Part; don’t over-write on one area even if you know a lot because you will sacrifice the quality of later questions
• Write the content in proportion to the marks
• Assuming you take 15 minutes to finish MCQ then you have 105 minutes to do Parts A and B; proportion half for each part – around 50 minutes
• Part B – 2 Discussion Questions 20 marks each; take 25 minutes to finish each question
• Part C – Two Case Studies (take 50 minutes to finish this part)
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Here is a sample of what a case study from a newspaper
cutting might look like (this is NOT coming out for your exam)
You can see that this case is about the SQ gaps. So questions will appear on that. But more importantly, read the case in detail, find out what are the problems. Can you link these to any of the service 4 characteristics? Is the service high or low contact? Which box does it belong to in the Lovelock matrix? Who are the target customers and what is the buyer behavior? What aspect of the 7 Ps are relevant in your case study and why? Are there any special SM issues such as CRM, Change Leadership, Capacity Management and Queues, etc, etc can be applied here. THINK – THINK – APPLY!
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The following are just extract of slides from my lectures
DO NOT interpret these as being
the only content that you need to
read!!
COVER all the text chapters AND my lecture
notes on the exam-assigned chapters of the text
And practice the end of chapter questions + the
sample exam questions that have been given.
Review of content from the key chapters 8
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Chapter One – Introduction to Services Marketing
9
You must also know:
Characteristics of services
The Lovelock Classification Model
The External Factors affecting the Service Industry
Be prepared to give good examples for each
Marketing Mix element
And show how each element helps to address one
or more of the characteristics of service
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Government
Policies
Business
Trends
Social
Changes Advances
in IT
Globalization
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
● New markets and product categories
● Increase in demand for services
● More intense competition
Forces Transforming the Service Economy
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Four Categories Of Services (Fig 1.10)
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Characteristics of Services
Compared to Goods
Intangibility
Perishability
Simultaneous Production
and Consumption
Heterogeneity
Learn the meaning of
each of these terms
well!
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Services Pose Distinctive Marketing Challenges
Marketing management tasks in the service sector differ from those in
the manufacturing sector.
The eight common differences are:
1. Most service products cannot be inventoried
2. Intangible elements usually dominate value creation
3. Services are often difficult to visualize and understand
4. Customers may be involved in co-production
5. People may be part of the service experience
6. Operational inputs and outputs tend to vary more widely
7. The time factor often assumes great importance
8. Distribution may take place through nonphysical channels
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Differences, Implications, and
Marketing-Related Tasks (1) (Table 1.2)
Difference
Most service products
cannot be inventoried
Intangible elements
usually dominate
value creation
Services are often
difficult to visualize &
understand
Customers may be
involved in co-
Production
Implications
Customers may be
turned away
Harder to evaluate
service & distinguish
from competitors
Greater risk &
uncertainty perceived
Interaction between
customer & provider;
but poor task execution
could affect satisfaction
Marketing-Related Tasks
Use pricing, promotion, reservations to smooth demand; work with ops to manage capacity
Emphasize physical clues, employ metaphors and vivid images in advertising
Educate customers on
making good choices; offer
guarantees
Develop user-friendly
equipment, facilities &
systems; train customers,
provide good support
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Implications
Behavior of service
personnel & customers
can affect satisfaction
Hard to maintain quality, consistency, reliability
Difficult to shield customers from failures
Time is money;
customers want service
at convenient times
Electronic channels or
voice telecommunications
Difference
People may be part of
service experience
Operational inputs and
outputs tend to vary
more widely
Time factor often
assumes great
importance
Distribution may take
place through
nonphysical channels
Marketing-Related Tasks
Recruit, train employees to
reinforce service concept
Shape customer behavior
Redesign for simplicity and failure proofing
Institute good service recovery procedures
Find ways to compete on speed of delivery; offer
extended hours
Create user-friendly, secure websites and free access by telephone
Differences, Implications, and
Marketing-Related Tasks (2) (Table 1.2) 15
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Traditional 4 Ps Applied to Services (1)
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
16 Note: as part of your preparations
make sure you understand all the 7
Services Marketing Ps
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Traditional 4 Ps Applied to Services (2)
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
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
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Traditional 4 Ps Applied to Services (3)
Price and other user outlays From the firm’s perspective, pricing generates income and creates profits
From the customer’s perspective, pricing is key part of costs to obtained wanted benefits
Marketers must recognize that customer costs involve more than price paid to seller
Identify and minimize non-monetary costs incurred by users:
Additional monetary costs associated with service usage (e.g., travel to service location, parking, phone, babysitting, etc.)
Time expenditures, especially waiting
Unwanted mental and physical effort
Negative sensory experiences
Revenue management is an important part of pricing
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Traditional 4 Ps Applied to Services (4)
Promotion and Education Plays three vital roles:
Provide information and advice
Persuades the target customers of merit of service product or brand
Encourages customer to take action at specific time
Customers may be involved in co-production so:
Teach customer how to move effectively through the service process
Shape customers’ roles and manage their behavior
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Extended Mix for Managing the Customer Interface
(1)
Process
How firm does things may be as important as what it does
Customers often actively involved in processes, especially when acting as co-producers of service
Operational inputs and outputs vary more widely
Quality and content varies among employees, between employees
Variations can be with different customers
Variations from time of the day
Variability can be reduced by:
Standardized procedures
Implementing rigorous management of service quality
Training employees more carefully
Automating tasks
Train employees in service recovery procedures
Manage process design and “flow of customers
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Extended Mix for Managing the Customer Interface
(2)
Physical environment Design the servicescape and provide tangible evidence of service performances
Create and maintain physical appearances
Buildings/landscaping
Interior design/furnishings
Vehicles/equipment
Staff grooming/clothing
Sounds and smells
Other tangibles Manage physical cues carefully— can have profound impact on customer
impressions
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Extended Mix for Managing the Customer Interface
(3)
People
Interactions between customers and contact personnel
strongly influence customer perceptions of service
quality
Well-managed firms devote special care to selecting, training and motivating service employees
Other customers can also affect one’s satisfaction with a service
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How would you LINK the 4 characteristics of
services to the 7 Ps? 23
Intangibility Perishability Heterogeneity Inseparability
PRODUCT X X
PRICE X
PROMOTION X X
PLACE X
PEOPLE X
PHYSICAL EV X
PROCESS X X
This is just an illustration to show how the different elements of the marketing mix can
address the challenges of the services characteristics; the links are not necessarily
definitive but rather indicative. What do you think?
My favorite diagram: remember in whatever question
you handle in the SQ paper, whatever topic it may be,
always LINK back to one or more of the problems that
services marketing mix is trying to address.
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Sample Practice Exam Essay Questions
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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”.
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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
Sample Practice Exam Essay Questions
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Sample Practice Exam Essay Questions
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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
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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.
Sample Practice Exam Essay Questions
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Chapter 2: Consumer Behavior in a Service Context
High and Low
Contact Service
Systems
The 3
stages of
Consumer
Decision
Making
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Pre-purchase Stage
Service Encounter Stage
Post-purchase Stage
Pre-purchase Stage - Overview
Customers seek solutions to aroused needs
Evaluating a service may be difficult
Uncertainty about outcomes Increases perceived risk
What risk reduction strategies can service suppliers develop?
Understanding customers’ service expectations
Components of customer expectations
Making a service purchase decision
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Service Attributes
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Pre-purchase Stage – Evaluation of Alternatives
Service Attributes
Search attributes help customers evaluate a product before purchase Style, color, texture, taste, sound
Experience attributes cannot be evaluated before purchase—must “experience” product to know it Vacations, sporting events, medical procedures
Credence attributes are product characteristics that customers find impossible to evaluate confidently even after purchase and consumption Quality of repair and maintenance work
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Pre-purchase Stage – Evaluation of Alternatives
Perceived Risks
Functional – unsatisfactory performance outcomes
Financial – monetary loss, unexpected extra costs
Temporal – wasted time, delays leading to problems
Physical – personal injury, damage to possessions
Psychological – fears and negative emotions
Social – how others may think and react
Sensory – unwanted impact on any of five senses
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Pre-purchase Stage – Evaluation of Alternatives
Perceived Risks – Strategies for Firms to Manage Consume
Perceptions of Risk
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•Display credentials
•Use evidence management (e.g., furnishing, equipment
etc.)
•Give customers online access to information about order
status
•Offer guarantees
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Pre-purchase Stage – Evaluation of Alternatives
Service Expectations – Factors Influencing Consumer
Expectations of Service (Fig. 2.14)
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Pre-purchase Stage – Purchase Decision
When possible alternatives have been compared
and evaluated, the best option is selected
Can be quite simple if perceived risks are low and
alternatives are clear
Very often, trade-offs are involved. The more
complex the decision, the more trade-offs need to
be made
Price is often a key factor in the purchase decision
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Service Encounter Stage - Overview
Pre-purchase Stage
Service Encounter Stage
Post-purchase Stage
● Service encounters range from high-
to low-contact
● Understanding the servuction system
● Theater as a metaphor for service
delivery: An integrative perspective
Service facilities
Personnel
Role and script theories
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37
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Service Encounter Stage : Overview
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Service Encounter Stage
Service encounter – a period of time during which a
customer interacts directly with the service provider
Might be brief or extend over a period of time (e.g., a phone
call or visit to the hospital)
Models and frameworks:
“Moments of Truth” – importance of managing touchpoints
High/low contact model – extent and nature of contact points
Servuction model – variations of interactions
Theater metaphor – “staging” service performances
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Distinctions between High-contact
and Low-contact Services
High-contact Services
Customers visit service facility and remain throughout service delivery
Active contact between customers and service personnel
Includes most people-processing services
Low-contact Services
Little or no physical contact with service personnel
Contact usually at arm’s length through electronic or physical distribution channels
New technologies (e.g. Web) help reduce contact levels
Medium-contact Services Lie in between These Two
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The Servuction System (Fig 2.21)
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Servuction System:
Service Production and Delivery
Servuction System – visible front stage and invisible backstage
Service Operations (front stage and backstage)
Technical core where inputs are processed and service elements created
Includes facilities, equipment, and personnel
Service Delivery (front stage)
Where “final assembly” of service elements takes place and service is delivered to customers
Includes customer interactions with operations and other customers
Other contact points
Includes customer contacts with other customers
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Service Encounter Stage Theater as a Metaphor for Service Delivery
“All the world’s a stage and all the men and women merely players. They have their exits and their entrances and each man in his time plays many parts”
William Shakespeare
As You Like It
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Theatrical Metaphor: An Integrative Perspective
Good metaphor as service delivery is a series of events that customers experience as a performance
Service facilities
• Stage on which drama unfolds
• This may change from one act to another
Personnel
• Front stage personnel are like members of a cast
• Backstage personnel are support production team
Roles
• Like actors, employees have roles to play and behave in specific ways
Scripts
• Specifies the sequences of behavior for customers and employees
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Post-encounter Stage - Overview
Pre-purchase Stage
Service Encounter Stage
Post-purchase Stage
Evaluation of service performance
Future intentions
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© Pearson Education South Asia Pte Ltd 2013. All rights reserved 46
Post-purchase Stage : Overview
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Sample Practice Exam Question:
47
Explain each of the following:
Search, experience and credence
attributes (6 marks)
At least four out of the seven types of
perceived risks involved in the purchase
and/or use of services (4 marks)
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Chapter 4 - Product 48
You should have an advantage studying this for the exam
because it was the key topic used in the writing of your group
report.
All areas need to be covered in this chapter- do NOT attempt
to spot topics
Designing a Service Product
The Flower of Service
Branding Service Products and
Experiences
New Service Development
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Refer back also to the key concepts that underpin
the service product 49
Chapter one: recall and understand the implications of the 4 characteristics of the service product
Chapter two: remember that service products being intangible are assessed by customer based on three qualities – search, experience and credence qualities
Services can be high or low contact
Service can be visible (front stage) and non-visible to the customer (back stage)
Above all, the service product is derived from the positioning of the service brand.
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Designing a Service Concept (1)
Core Product Central component that supplies the principal,
problem-solving benefits customers seek
Supplementary Services Augment the core product, facilitating its use and
enhancing its value and appeal
Delivery Processes Used to deliver both the core product and each of the
supplementary services
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Designing a Service Concept (2)
Service concept design must address the following issues:
How the different service components are delivered to the customer
The nature of the customer’s role in those processes
How long delivery lasts
The recommended level and style of service to be offered
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Integration of Core Product, Supplementary
Elements and Delivery Process (Fig. 4.3) 52
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The Flower of Service (Fig 4.4) (1)
Core
Information
Consultation
Order-Taking
Hospitality
Payment
Billing
Exceptions
Safekeeping
Facilitating elements
Enhancing elements
KEY:
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Managerial Implications
Not every core product is surrounded by supplementary elements from all eight clusters
Nature of product helps to determine:
Which supplementary services must be offered
Which might usefully be added to enhance value and ease of doing business with the organization
People-processing and high contact services tend to have more supplementary services
Firms that offer different levels of service often add extra supplementary services for each upgrade in service level
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Make sure you have some examples ready for illustrating the
different elements of the Flower or Service (example SISTIC)
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Efficient and
reliable event
ticket services
Online, telephone
and counter service
Hotline and counter
staff to provide advice
on best seats Payment and
billing done online-
instantaneous
transaction
Detailed website
with all event
details
Customer hotline
and email for
feedback and
after-sales
Special bookings
for corporate and
group sales
(prepare your own examples!)
(your answer?)
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Product Lines And Brands
Most service organizations offer a line of products rather than just a single product.
They may choose among 3 broad alternatives:
Single brand to cover all products and services
A separate, stand-alone brand for each offering
Some combination of these two extremes
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Spectrum of Branding Alternatives (Fig 4.18)
Source: derived from Aaker and Joachimsthaler
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A Hierarchy of New Service Categories (1)
1. Style changes
Visible changes in service design or scripts
2. Service improvements
Modest changes in the performance of current products
3. Supplementary service innovations
Addition of new or improved facilitating or enhancing elements
4. Process-line extensions
Alternative delivery procedures
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A Hierarchy of New Service Categories (2)
5. Product-line extensions
Additions to current product lines
6. Major process innovations
Using new processes to deliver existing products with added benefits
7. Major service innovations
New core products for previously undefined markets
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Achieving Success in Developing New Services
In developing new services,
Core product is of secondary importance
Ability to maintain quality of the total service offering is key
Accompanying marketing support activities are vital
Market knowledge is of utmost importance
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Sample Exam Question
Draw a diagram of the Flower of Service model, distinguishing between the ‘facilitating’ and ‘enhancing’ supplementary elements. (4 marks)
Explain and give examples of each of the eight petals/elements (16 marks)
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Practice Exam Question
List and explain the five(5) of the
seven types of a ‘new service’.
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Practice Exam Question : A Case Situation
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Café Rende is a small café well known among the locals for its
delicious cakes, well blended coffee and nice décor. To cater for
rising customer expectations, the owner has decided to update
her shop by painting the walls, changing the furniture and also
installing credit card payment facility because she noted that
more customers ask to pay by credit card. She also introduced,
due to popular demand, a series of cake baking classes. She also
introduced home delivery service for locations within a 3 km
radius and for purchases of more than $50.
Question for discussion:
There are seven new service development categories. Categorize
and define each of the new services introduced at Café Rende.
This is a good example of a
scenario-type applied question
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Chapter 8 – Service Processes
Flowcharting Service Delivery
Blueprinting Services to Create Valued Experiences and Productive Operations
Service Process Redesign
The Customer as Co-Producer
Self-Service Technologies (SST)
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Developing a Blueprint
Identify key activities in creating and delivering service
Define “big picture” before “drilling down” to obtain a higher level of detail
Advantages of Blueprinting
Distinguish between “front-stage” and “backstage”
Clarify interactions between customers and staff, and support by backstage activities and systems
Identify potential fail points; take preventive measures; prepare contingency
Pinpoint stages in the process where customer commonly have to wait
Blueprinting
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Key Components of a Service Blueprint
1. Define standards for front-stage activities
2. Specify physical evidence
3. Identify main customer actions
4. Line of interaction (customers and front-stage personnel)
5. Front-stage actions by customer-contact personnel
6. Line of visibility (between front stage and backstage)
7. Backstage actions by customer contact personnel
8. Support processes involving other service personnel
9. Support processes involving IT
- Identify fail points and risks of excessive waits
- Set service standards and do failure-proofing
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Identify ‘Fail Points’
Analysis of reasons for failure often reveals opportunities for failure proofing to reduce/eliminate future risk of errors
Need fail-safe methods for both employees and customers
Have poka-yokes to ensure service staff do things correctly, as requested, or at the right speed
Customer poka-yokes focus on preparing the customer for:
The encounter
Understanding and anticipating their roles
Selecting the correct service or transaction
See Service Insights 8.1 – Framework to prevent customer failures
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Why Redesign?
Revitalizes process that has become outdated
Changes in external environment make existing practices obsolete and require redesign of underlying processes
Creation of brand-new processes to stay relevant
Rusting occurs internally
Natural deterioration of internal processes; creeping bureaucracy; evolution of spurious, unofficial standards
Symptoms:
- Extensive information exchange
- Data that is not useful
- High ratio of checking or control activities to value-adding activities
- Increased exception processing
- Customer complaints about inconvenient and unnecessary procedures
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Levels of Customer Participation (2)
3 levels
Low – Employees and systems do all the work
- Often involves standardized service
- Medium – Customer helps firm create and deliver service
- Provide needed information and instructions
- Make some personal effort; share physical possessions
High – Customer works actively with provider to co-produce the service
- Service cannot be created without customer’s active participation
- Customer can jeopardize quality of service outcome (e.g. weight loss, marriage counseling)
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Customers can influence productivity and quality of service processes and outputs
Customers not only bring expectations and needs, they also need to have relevant service production competencies
Customers also need to be recruited as they are “partial employees”. Firms need to get those with the skills to do the tasks
For the relationship to last, both parties need to cooperate with each other
Customers as Partial Employees
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Self-Service Technologies (SSTs)
Many companies and government organizations seek
to divert customers from employee contact to Internet-
based self-service
Disadvantages:
Anxiety and stress
experienced by
customers who are
uncomfortable with
using them
Some see service
encounters as social
experiences and prefer
to deal with people
Advantages:
Time and Cost savings
Flexibility
Convenience of location
Greater control over
service delivery
High perceived level of
customization
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Psy
cholo
gic
al Fa
ctors
Rela
ted
to U
se o
f
SSTs
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• You are about to open a cafeteria business. To ensure that all your service staff understands the service process you have designed for your business, you have decided to develop a blueprint to identify key activities in creating and delivering your service.
• How would you explain the advantages of your blueprint to your service staff?
• What are the key components of a service blueprint?
• Present the service blueprint that you have developed for your cafeteria business.
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Sample Practice Exam Essay Question:
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Sample Practice Exam Essay Question: read the following
case study and answer the question (next page)
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Question for the exam case study:
• Suggest how restructured hospitals can reduce the bed crunch using the following service process redesign strategies
a) Getting rid of non-value added steps
b) Redesign the physical aspects of the service process
c) Offering direct service
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a) What are SSTs?
b) Give two examples of how SST have replaced traditional forms of delivery of core products, and two examples of how SST have replaced traditional forms of delivery of supplementary services
c) What are some of the advantages and disadvantages of SSTs?
Sample Practice Exam Essay Question:
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(a) Identify and describe three clearly different uses of Self-Service Technologies (SSTs). Give real-life examples of each. (12 marks)
(b.) What are the benefits of SSTs for customers and the service organization? (8 marks)
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Another Sample Practice Exam Essay
Question on SSTs:
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Chapter 10 : Crafting the Service Environment
Physical environment Design the servicescape and provide tangible evidence of
service performances Key point to note: when the service is intangible, the
strategy is to create a tangible or physical environment in which service delivery takes place
Create and maintain physical appearances
Buildings/landscaping
Interior design/furnishings
Vehicles/equipment
Staff grooming/clothing
Sounds and smells
Other tangibles
Manage physical cues carefully— can have profound impact on customer impressions
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1. Shape customers’ experience and their behavior
Message-creating medium: symbolic cues to communicate the distinctive nature and quality of the service experience
Attention-creating medium: make servicescape stand out from competition and attract customers from target segments
Effect-creating medium: use colors, textures, sounds, scents and spatial design to enhance desired service experience
2. Support image, positioning and differentiation
3. Part of the value proposition
4. Facilitate service encounter and enhance productivity
Purpose of Service Environments
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Physical surroundings help shape appropriate feelings and reactions in customers and employees
Servicescapes form a core part of the value proposition Banyan Tree (consider all the different stimuli that
help to create the total luxury spa experience)
The Transformers Ride at Universal Studios
Servicescape as Part of Value Proposition
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The Russell Model of Affect (Fig. 10.8)
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An Integrative Framework: Bitner’s Servicescape Model (Fig. 10.9)
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An Integrative Framework:
The Servicescape Model 82
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Design
elements in
a retail store
environment
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PUTTING IT ALL TOGETHER
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Selection of Environmental Design Elements
Consumers perceive service environments holistically
Design with a holistic view
Servicescapes have to be seen holistically: No dimension of design can be optimized in isolation, because everything depends on everything else
Holistic characteristic of environments makes designing service environment an art
Must design from a customer’s perspective
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Practice Exam Question
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Describe four core purposes of service environment
(8 marks)
Explain the effects of the service environment on
consumer behaviour using the servicescape model.
Suggest 4 ways in which ambient conditions can be
used to improve the service experience of a
customer in a spa service. (12 marks)
(Total = 20 marks)
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Practice Exam Questions
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The servicescape of a service outlet serves
several important functions (in terms of
influencing buyer/customer behavior). What
are they?
Draw the Bitner servicescape model, and
explain each of its component. Using real-life
examples, contrast ‘good’ and ‘bad’
servicescape designs.
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Chapter 11 : Managing People for Service
Advantage
People
Interactions between customers and contact personnel
strongly influence customer perceptions of service
quality
Well-managed firms devote special care to selecting, training and motivating service employees; HR function
Empowerment for improving customer service
Other customers can also affect one’s satisfaction with a service; customers are considered part of the ‘people’ element
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Overview of Chapter 11
Service Employees Are Extremely Important
Frontline Work Is Difficult and Stressful
Cycles of Failure, Mediocrity, and Success
Human Resources Management – How To Get It Right?
Service Leadership and Culture
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Importance of Service Personnel
Help maintain firm’s positioning. They are:
A core part of the product
The staff represent the service firm
The staff are a core part of the service brand
Frontline is an important driver of customer loyalty
Anticipate customer needs
Customize service delivery
Build personalized relationships
Key driver of productivity of frontline operation
Generate sales, cross-sales and up-sales
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Front Line in Low-Contact Services
Many routine transactions are now conducted without involving front-line staff, e.g., ATMs (Automated Teller Machines)
IVR (Interactive Voice Response) systems
Websites for reservations/ordering, payment etc.
Though technology and self-service interface is becoming a key engine for service delivery, front-line employees remain crucially important
“Moments of truth” affect customer’s views of the service firm
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Boundary Spanning and Role Stress
Boundary spanners link the organization to outside
world
Multiplicity of roles often results in service staff having
to pursue both operational and marketing goals
Consider management expectations of service staff:
delight customers
be fast and efficient in executing operational tasks
do selling, cross selling, and up-selling
enforce pricing schedules and rate integrity
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Boundary Spanning and Role Stress
Boundary spanners link inside of organization to outside world and often experience role stress from multiple roles they have to perform
3 main causes of role stress: a) Organization vs. Client: Dilemma whether to follow
company rules or to satisfy customer demands
This conflict is especially acute in organizations that are not customer oriented
b) Person vs. Role: Conflicts between what jobs require and employee’s own personality and beliefs
c) Client vs. Client: Conflicts between customers that demand service staff intervention
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Emotional Labor
“The act of expressing socially desired emotions during service transactions” (Hochschild, The Managed Heart)
Occurs when there is gap between what employees feel inside, and emotions that management requires them to display to customers
Performing emotional labor in response to society’s or management’s display rules can be stressful
Good HR practice emphasizes selective recruitment, training, counseling, strategies to alleviate stress
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Cycle of Failure (1) (Fig 11.6)
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Cycle Of Mediocrity (1) (Fig. 11.9)
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Cycle of Success (1) (Fig. 11.11)
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The Service Talent Cycle for
Service Firms (Fig. 11.12)
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Service employees need to learn:
Organizational culture, purpose and strategy Get emotional commitment to core strategy and core
values
Get managers to teach “why”, “what” and “how” of job
Interpersonal and technical skills Both are necessary but neither alone is enough for
performing a job well
Product/service knowledge Staff’s product knowledge is a key aspect of service
quality
Staff must explain product features and help consumers make the right choice
Train Service Employees Actively
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Is Empowerment Always Appropriate?
Empowerment is most appropriate when: Firm’s business strategy is based on personalized,
customized service and competitive differentiation Emphasis on extended relationships rather than short-
term transactions Use of complex and non-routine technologies Service failures are non-routine and cannot be
designed out of the system Business environment is unpredictable, consisting of
surprises Managers are comfortable letting employees work
independently for benefit of firm and customers Employees seek to deepen skills, like working with
others, and have good interpersonal and group process skills
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Suggestion involvement
Employee make recommendation through formalized programs
Job involvement
Jobs redesigned
Employees retrained, supervisors reoriented to facilitate performance
High involvement
Information is shared
Employees skilled in teamwork, problem solving etc.
Participate in management decisions
Profit sharing and stock ownership
Levels of Employee Involvement
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Motivate And Energize The Frontline
Use full range of available rewards effectively, including:
Job content People are motivated and satisfied knowing they are
doing a good job
Feedback and recognition People derive a sense of identity and belonging to an
organization from feedback and recognition
Goal achievement Specific, difficult but attainable and accepted goals
are strong motivators
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SERVICE LEADERSHIP
AND CULTURE
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Service Leadership and Culture
Charismatic/transformational leadership:
Change front line’s values, goals to be consistent with firm
Motivate staff to perform their best
Service culture can be defined as:
Shared perceptions of what is important
Shared values and beliefs of why they are important
A strong service culture focuses the entire organization on the frontline and top management is informed and actively involved
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The Inverted Organizational Pyramid (Fig. 11.25)
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Sample Practice Exam Essay Question
106
The owner of “Tasty Restaurant” noticed that profits had been
decreasing over the last year. Staff turnover had also been
particularly high. In an effort to ‘fix’ this situation, he decided to hire a
marketing manager (i.e. you) for advice. As the newly appointed
marketing manager of this restaurant, you found out that the owner
had been focusing on cost-cutting to maximize revenues.
(a) Drawing on the most appropriate services marketing theories, what
will you say to this owner to convince him of the links between investing
in human resources and profitability, and vice-versa (i.e. the link
between poor human resource management and negative profit
performance)?
(b) How will you implement Human Resource Management (HRM) to
move the restaurant towards success as a service organization
(Describe five clearly different HR tasks to be implemented)?
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Sample Exam Question:
107
Draw and explain in detail all the three of the
HRM cylces (eg Cycle of Success, Cycle of
Mediocrity and Cycle of Failure). Why is good
HRM (Human Resource Management) important
within service organizations? Give examples of
good HRM practices.
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Chapter 12 : Managing Relationships and Building
Loyalty
The Search for Customer Loyalty The Wheel of Loyalty Building a Foundation for Loyalty Strategies for Developing Loyalty Bonds with
Customers Strategies for Reducing Customers Defections CRM: Customer Relationship Management
Systems What a Comprehensive CRM Strategy
Includes
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Why Is Customer Loyalty Important to A
Firm’s Profitability?
Customers become more profitable the longer they remain with a firm:
Increase purchases and/or account balances
Customers / families purchase in greater quantities as they grow
Reduced operating costs
Fewer demands from suppliers and operating mistakes as customer becomes experienced
Referrals to other customers
Positive word-of-mouth saves firm from investing money in sales and advertising
Price premiums
Long-term customers willing to pay regular price
Willing to pay higher price during peak periods
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© Pearson Education South Asia Pte Ltd 2013. All rights reserved 110
Assessing the Value of a Loyal Customer
• Must not assume that loyal customers are always
more profitable than those making one-time
transactions
Large customers may expect price discounts in return for
loyalty
Revenues don’t necessarily increase with time for all types
of customers
• Tasks:
Determine costs and revenues for customers from different
market segments at different points in their customer
lifecycles
Predict future profitability
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Customers stay loyal when we create value for them
Value can be created for customers through
Confidence benefits
Confidence in correct performance
Ability to trust the provider
Lower anxiety when purchasing
Knowing what to expect and receive
Why are Customers Loyal? (1) (Service Insights 12.1)
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Why are Customers Loyal? (2) (Service Insights 12.1)
Social benefits
Mutual recognition and friendship between
service provider and customer
Special treatment
Better price
Discounts not available to most customer
Extra services
Higher priority when there is a wait
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The Wheel of Loyalty (Fig. 12.6)
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113
Learn all sections
of this model!
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Service companies should consider the financial value to the
firm of each customer, rather than just count how many
customers can be served. Heavy users (who buy more
frequently and in larger volumes) are generally more
profitable than occasional users. And because customers
interact with each other in many services, managers need to
think about whether different target segments are compatible
with one another.
Attracting the right customers is important as they bring in
long-term revenues, continued growth in referrals, etc. Emphasis
must also be given to prevent attracting the wrong customers
that typically results in costly churn, a diminished company
reputation and disillusioned employees.
Targeting the Right Customers and
Searching for Value, Not Volume
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Effective Tiering of Service :The Customer Pyramid (Fig 12.8)
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Service tiering, building loyalty bonds, and creating membership programs are three of the strategies.
Customer tiers can be developed around different levels of profit contribution, needs (including sensitivities to variables such as price, comfort, and speed), and identifiable personal profiles such as demographics. Each customer tier requires significantly different service levels based on customer requirements and customer value to the firm.
Slicing the customer base per se allows the firm to see clearly where the profits and the loss making segments are and tailor their marketing accordingly in response.
Effective Tiering of Service :The Customer Pyramid (Fig 12.8)
Read up on the four tiers of customers (platinum, gold, iron
and lead (page 369)
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Relationship between Satisfaction and Loyalty
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The satisfaction-loyalty relationship can be divided
into three zones:
zone of defection—occurs at low satisfaction levels
zone of indifference—found at moderate
satisfaction levels
zone of affection—occurs at very high satisfaction
where customers do not find the need to seek
alternative service providers
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The Customer Satisfaction Loyalty Relationship (Fig. 12.10)
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Strategies for Developing Loyalty Bonds with
Customers (1)
Deepening the relationship
Bundling/Cross-selling services makes switching a major effort that customer is unwilling to go through unless extremely dissatisfied with service provider
Customers benefit from buying all their various services from the same provider
One-stop-shopping, potentially higher service levels, higher service tiers etc
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Strategies for Developing Loyalty Bonds
with Customers (2)
Reward Based Bonds Can be financial or non-financial bonds or a
combination of both Financial bonds
Discounts on purchases, loyalty program rewards (e.g. frequent flier miles), cash-back programs
Non-financial rewards
Priority to loyalty program members for waitlists and queues in call centers; higher baggage allowances, priority upgrading, access to airport lounges for frequent flyers
Intangible rewards
Special recognition and appreciation
Reward-based loyalty programs are relatively easy to copy and rarely provide a sustained competitive advantage
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See example of rewards used by British
Airways in Service Insights 12.4 on page
375 of the text (see Table 12.1)
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Serv
ice Insi
ght 12.4
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Strategies for Developing Loyalty Bonds
with Customers (3)
Social Bonds Based on personal relationships between providers
and customers
Harder to and takes a longer time to build, but also harder to imitate and thus, better chance of retention in the long term
Customization Bonds Customized service for loyal customers
e.g. Starbucks
Customers may find it hard to adjust to another service provider who cannot customize service
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Analyze Customer Defections and Monitor
Declining Accounts
Understand reasons for customer switching
Churn Diagnostics common in mobile phone industry
Analysis of data warehouse information on churned and declining customers
Exit interviews:
Ask a short set of questions when customer cancels account; in-depth interviews of former customers by third party agency
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What Drives Customers to Switch? (Fig 12.14)
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Address Key Churn Drivers
Deliver quality service
Reduce inconvenience and non-monetary costs
Have fair and transparent pricing
Industry specific drivers
Cellular phone industry: handset replacement a common reason for subscribers discontinuing services – offer handset replacement programs
Take active steps to retain customers
Save teams: specially trained call center staff to deal with customers who want to cancel their accounts
Be careful about how save teams are rewarded (see Service Insights 12.5)
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Other Ways to Reduce Churn
Implement Effective Complaint Handling and Service Recovery Procedures
Increase Switching Costs Natural switching costs
e.g. Changing primary bank account – many related services tied to account
Can be created by instituting contractual penalties for switching
Must be careful not to be perceived as holding customers hostage
High switching barriers and poor service quality likely to generate negative attitudes and bad word of mouth
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Common Applications Of CRM Systems (1) (Service Insights 12.6)
Data collection
Customer data such as contact details, demographics, purchasing history, service preferences, and the like
Data analysis Data captured is analyzed and categorized
Used to tier customer base and tailor service delivery accordingly
Sales force automation
Sales leads, cross-sell and up-sell opportunities can be effectively identified and processed
Entire sales cycle from lead generation to close of sales and after- sales service can be tracked and facilitated through CRM system
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Common Objectives Of CRM Systems (2) (Service Insights 12.6)
Marketing automation
Mining of customer data enables the firm to target its market
Goal to achieve one-to-one marketing and cost savings, often in the context of loyalty and retention programs
Results in increasing the ROI on its marketing expenditure
CRM systems also allows firms to judge effectiveness of marketing campaigns through the analysis of responses
Call center automation
Call center staff have customer information at their finger tips and can improve their service levels to all customers
Caller ID and account numbers allow call centers to identify the customer tier the caller belongs to, and to tailor the service accordingly
For example, platinum callers get priority in waiting loops.
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© Pearson Education South Asia Pte Ltd 2013. All rights reserved 129
What a Comprehensive CRM Strategy Includes Integrated Framework for CRM Strategy Development
Strategy Development
• Assessment of business strategy
• Business strategy guides
development of customer strategy
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Implementation of CRM- key questions to ask when
defining customer relationship strategy:
How should our value proposition change to increase customer loyalty?
How much customization or one-to-one marketing and service delivery is appropriate and profitable?
What is the increase in profit from increasing share-of-wallet with current customers? How much does this vary by customer tier and/or segment?
How much time and resources can we provide to CRM right now?
If we believe in customer relationship management, why haven’t we taken more steps in that direction in past?
What can we do today to develop customer relationships without spending on technology?
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Practice Examination Questions
131
The implementation of profitable service strategies
can include building relationships and customer
loyalty as well as putting effective complaint
handling/service recovery processes in place.
Describe the various strategies for building customer
loyalty (10 marks) and complaint handling/service
recovery (10 marks)
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Practice Examination Question
132
As a graduate who has undertaken and successfully completed the MKTG 1268 Service Quality course, and a potential manager and owner of your own service business, you know the importance of building customer loyalty for the long-term success of your business, as well as good service recovery strategies when ‘things go wrong’. Recall and list the key theories and concepts you have learnt that are important to building customer loyalty and implementing good service recovery, and give examples of how these may be implemented.
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Practice Exam Question
133
Café Rende is a small café well known among the locals for its delicious
cakes, well blended coffee and nice décor. To cater for rising customer
expectations, the owner has decided to update her shop by painting the
walls, changing the furniture and also installing credit card payment
facility because she noted that more customers ask to pay by credit
card. She also introduced, due to popular demand, a series of cake
baking classes. She also introduced home delivery service for locations
within a 3 km radius and for purchases of more than $50.
Question: Discuss the customer feedback collection took from which the
owner’s service improvement ideas evolved and suggest TWO other
feedback collection tools that can potentially be implemented in the
future (by a small business like Café Rende), identifying each of their
strengths and weaknesses.
This is a good example of a
scenario-type applied question
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Chapter 13: Service Recovery
Customer Complaining Behavior
Customer Responses to Effective Service Recovery
Principles of Effective Service Recovery Systems
Service Guarantees
Discouraging Abuse and Opportunistic Customer Behavior
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Customer satisfaction formula: linking the topics
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Service Quality
(chapter 14) This chapter (13) Chapter 12
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Customer response to service failures
1. Do nothing
2. Complain in some form to the service firm
3. Take some kind of overt action with a third
party (e.g. complain to a consumer claims
tribunal)
4. Defect and simply not patronise this firm again
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Customer Response Categories to Service Failures (Fig. 13.3)
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Why do customers complain?
Compensation for a monetary loss—either in the
form of a refund and/or by having a service
performed again.
Complain to rebuild self-esteem. When customers
feel service employees have mistreated them,
their self-esteem, self-worth, or sense of fairness
may be negatively affected.
Help to improve the service
Because of concern for others
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The types of ‘justices’ (see page 342 and Figure
13.7) 139
Procedural justice
Concerns policies and rules that customer has to go
through in order to seek service recovery
Interactional justice
Dealing with employees of the firm; their behaviors
towards the aggrieved customer
Outcome justice
Compensation received by the customer
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3 Dimensions of Perceived Fairness in Service Recovery
Process (Fig. 13.6)
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Dealing with Complaining Customers and
Recovering from Service Failure
Take complaints professionally and not personally
Be prepared to deal with angry customer who may
behave in an insulting way to service personnel who
may not be at fault
Take the perspective that customer complaints allow
firm a chance to
Correct problems,
Restore relationships
Improve future satisfaction for all
Develop effective service recovery procedures
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Service recovery
Service recovery involves actions taken
by the organisation to put things right
for the customer following a service
(core or supplementary) failure.
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Importance of Service Recovery
Plays a crucial role in achieving customer satisfaction
Tests a firm’s commitment to satisfaction and service quality Employee training and motivation is highly
important
Impacts customer loyalty and future profitability Complaint handling should be seen as a profit
center, not a cost center
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The Service Recovery Paradox
Customers who experience a service failure that is satisfactorily resolved may be more likely to make future purchases than customers without problems (Note: not all research supports this paradox)
If second service failure occurs, the paradox disappears—customers’ expectations have been raised and they become disillusioned
Severity and “recoverability” of failure (e.g., spoiled wedding photos) may limit firm’s ability to delight customer with recovery efforts
Best strategy: Do it right the first time
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Principles of effective service recovery systems
145
Table 13.1 recommends some strategies companies can adopt to reduce customer complaint barriers. The activities suggested have three main objectives;
(1) Making feedback easy and convenient—make feedback tools easily accessible to customers,
(2) reassuring customers that their feedback would taken seriously and acted upon—publish feedback from customers and subsequent actions in company newsletters/publications, and
(3) make the feedback process a positive experience for the customers—training frontline staff to make customers feel comfortable giving feedback; thanking customers for feedback.
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Strategies to Reduce Customer Complaint Barriers (Table 13.1)
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How to Enable Effective Service Recovery
Be proactive On the spot, before customers complain
Plan recovery procedures Identify most common service problems and have
prepared scripts to guide employees in service recovery
Teach recovery skills to relevant personnel
Empower personnel to use judgment and skills to develop recovery solutions
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The Power of Service Guarantees
• Force firms to focus on what customers want
• Set clear standards
• Require systems to get & act on customer
feedback
• Force organizations to understand why they fail
and to overcome potential fail points
• Reduce risks of purchase and build loyalty
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How to Design Service Guarantees
Unconditional
Easy to understand and communicate
Meaningful to the customer
Easy to invoke
Easy to collect
Credible
149
See Service Insights
13. 3 on page 408
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Types of Service Guarantees
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Seven Types of Jaycustomers: (1)
The Cheat and Thief
The Cheat: thinks of various way to cheat the firm
The Thief: No intention of paying--sets out to steal or pay less
Services lend themselves to clever schemes to avoid payment
e.g., bypassing electricity meters, circumventing TV cables, riding free on public transportation
Firms must take preventive actions against thieves, but make allowances for honest but absent-minded customers
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Seven Types of Jaycustomers: (2)
The Rulebreaker
Many services need to establish rules to guide customers safely through the service encounter
Government agencies may impose rules for health and safety reasons
Some rules protect other customers from dangerous behavior
e.g. ski patrollers issue warnings to reckless skiers by attaching orange stickers on their lift tickets
Ensure company rules are necessary, not should not be too much or inflexible
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Shouts loudly, maybe mouthing insults, threats and curses
Service personnel are often abused even when they are not to be blamed
Confrontations between customers and service employees can easily escalate
Firms should ensure employees have skills to deal with difficult situations
Seven Types of Jaycustomers: (3)
The Belligerent
Confrontations between Customers and Service Employees Can Easily Escalate
In a public environment, priority is to remove person from other customers
May be better to support employee’s actions and get security or the police if necessary if an employee has been physically attacked
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Family Feuders: People who get into arguments with other customers – often members of their own family
The Vandal:
Service vandalism includes pouring soft drinks into bank cash machines; slashing bus seats, breaking hotel furniture
Bored and drunk young people are a common source of vandalism
Unhappy customers who feel mistreated by service providers take revenge
Prevention is the best cure
Seven Types Of Jaycustomers: (4)
Family Feuders And Vandals 155
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Seven Types Of Jaycustomers: (5)
The Deadbeat
Customers who fail to pay (as distinct from “thieves” who never intended to pay in the first place)
Preventive action is better than cure--e.g., insisting on prepayment; asking for credit card number when order is taken
Customers may have good reasons for not paying
- If the client's problems are only temporary ones, consider long-term value of maintaining the relationship
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Consequences of Dysfunctional Customer Behavior
Employees:
Mood or temper negatively affected
Long-term psychological damage
Staff morale will fall, affecting productivity
Other Customers:
Positive – rally to support an employee who is perceived to
be abused
Negative – Contagious bad behavior might escalate the
situation
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Practice Exam Question
158
You are the chief marketing officer at XCel Pte Ltd.
From your perspective, for the benefit of the
organization, it is worthy to have service guarantees in
place. However, you need approval from the executive
board before you proceed with designing the service
guarantees. Explain to the executive board:
(a) the power of service guarantees
(b) how to design a service guarantee
(c) present the different types of service guarantees to the
board for consideration
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Practice Examination Question
159
As a graduate who has undertaken and successfully completed the MKTG 1268 Service Quality course, and a potential manager and owner of your own service business, you know the importance of building customer loyalty for the long-term success of your business, as well as good service recovery strategies when ‘things go wrong’. Recall and list the key theories and concepts you have learnt that are important to building customer loyalty and implementing good service recovery, and give examples of how these may be implemented.
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Practice Examination Question:
160
Research suggests that many dissatisfied
customers never complain but simply defect to
a competitor. What are the management
implications of this finding and how might
managers try to minimise such defections?
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Practice Examination Question:
161
Using the most appropriate theory/conceptual
model taught in this course, explain why a
customer may be ‘satisfied’ with consistently
poor levels of service (quality) they experience
from the same service provider.
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Chapter 14 – Service Quality and Productivity
Integrating Service Quality and Productivity Strategies
What is Service Quality?
The GAP Model – A Conceptual Tool to Identify and Correct Service Quality Problems
Measuring and Improving Service Quality
Learning From Customer Feedback
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Overview of Chapter 14 (cont’d)
Hard Measures of Service Quality
Tools to Analyze and Address Service Quality Problems
Return on Quality
Defining and Measuring Productivity
Improving Service Productivity
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Productivity and quality in a service context
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Service managers need to focus on both productivity and quality from the customer’s point of view to ensure long-term financial success. Service quality is the extent to which a service meets or exceeds customer expectations.
Productivity measures how efficiently a service firm can turn inputs into outputs. Productivity and quality were historically seen as issues for operations managers, so companies focused on making internal process improvements that were not necessarily linked to customer service priorities. Continuing efforts to understand and improve quality reinforces the idea that quality is customer defined.
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Integrating Service Quality and
Productivity Strategies
Quality and productivity are twin paths to creating value for both customers and companies
Quality focuses on the benefits created for customers; productivity addresses financial costs incurred by firm If service processes are more efficient and increase
productivity, this may not result in better quality experience for customers
Getting service employees to work faster to increase productivity may sometimes be welcomed by customers, but at other times feel rushed and unwanted
Marketing, operations and human resource managers need to work together for quality and productivity improvement
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5 Dimensions of Service Quality
Responsiveness: Promptness; helpfulness
Tangibles: Appearance of physical elements
Reliability: Dependable and accurate performance
Assurance: Competence, courtesy, credibility, security
Empathy: Easy access, good communication,
understanding of customer
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Table 14.1 Dimensions of Service Quality
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Six Service Quality Gaps (Fig. 14.5)
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Summary of the 6 Gaps
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Gap 1, the Knowledge Gap relates to a lack of management
understanding of what customers expect.
Gap 2, the Standards Gap is a failure to translate managers’ perceptions
of customer expectations into the quality standards established for service
delivery.
Gap 3, the Delivery Gap is the difference between specified delivery
standards and the firm’s actual performance.
Gap 4, the Communications Gap is the difference between what the
company communicates and what is actually delivered to the customer.
Gap 5, the Perceptions Gap is the difference between what the company
has actually delivered and what the customer perceives s/he has received
(note this perception may be wrong due to difficulty in evaluating the
service).
Gap 6 (the overall gap) or the Service Gap is the difference between what
the customer perceives and his/her original expectations.
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Suggestions for Closing the
6 Service Quality Gaps (1) (Table 14.2)
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Suggestions for Closing the
6 Service Quality Gaps (2) (Table 14.2)
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Suggestions for Closing the
6 Service Quality Gaps (3) (Table 14.2)
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Suggestions for Closing the
6 Service Quality Gaps (4) (Table 14.2) 173
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Soft and Hard Measures of Service Quality
Soft measures —not easily observed, must be collected by talking to customers, employees or others Provide direction, guidance and feedback to
employees on ways to achieve customer satisfaction
Can be quantified by measuring customer perceptions and beliefs
e.g. SERVQUAL, surveys, and customer advisory panels
Hard measures —can be counted, timed or measured through audits Typically operational processes or outcomes
Standards often set with reference to percentage of occasions on which a particular measure is achieved
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SERVQUAL – See Appendix 14.1 (also see Table14.4 on page 396)
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Service-based components: The SERVQUAL Scale
SERVQUAL (Appendix 14.1) is a survey research
instrument based on the premise that customers can
evaluate a firm’s service quality by comparing their
service perceptions with their prior expectations.
In its basic form, the scale contains 21 perception
items and 21 expectation items, reflecting five
dimensions of service quality:
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Key Objectives of Effective Customer Feedback
Systems 176
Together, these allow the
company to understand
where it stands against the
best in the market, how it is
perceived by its customers,
and help improve its service
offering to satisfy (if not
delight) its customers.
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Customer Feedback Collection Tools
Total market surveys
Annual surveys
Transactional surveys
Service feedback cards
Mystery shopping
Unsolicited customer feedback
Focus group discussions
Service reviews
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Hard Measures of Service Quality
Service quality indexes Embrace key activities that have an impact on customers
Control charts to monitor a single variable Offer a simple method of displaying performance over
time against specific quality standards
Enable easy identification of trends
Are only good if data on which based are accurate
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Tools to Analyze and Address
Service Quality Problems
Fishbone diagram
Cause-and-effect diagram to identify potential causes of problems
Pareto Chart
Separating the trivial from the important. Often, a majority of problems is caused by a minority of causes (i.e. the 80/20 rule)
Blueprinting
Visualization of service delivery, identifying points where failures are most likely to occur
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Covered in Chapter 8
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Cause-and-Effect Chart for
Flight Departure Delays (Fig. 14.10)
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Customer-driven Ways to Improve Productivity
Change timing of customer demand
By shifting demand away from peaks, managers can make better use of firm’s productive assets and provide better service
Involve customers more in production
Get customers to self-serve
Encourage customers to obtain information and buy from firm’s corporate Websites
Ask customers to use third parties
Delegate delivery of supplementary service elements to intermediary organizations
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Backstage and Front-Stage Productivity Changes: Implications for
Customers
Backstage changes may impact customers Keep track of proposed backstage changes, and
prepare customers for them
e.g., new printing peripherals may affect appearance of bank statements
Front-stage productivity enhancements are especially visible in high contact services Some improvements only require passive acceptance,
while others require customers to change behavior
Must consider impacts on customers and address customer resistance to changes
See Service Insights 14.3 : Managing Customers’ Reluctance to Change
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Practice Exam Essay Question:
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List and describe each of the five service
quality (e.g. SERVQUAL) dimensions.
How does/can your lecturer for MKTG1268
Service Quality (i.e. the provider of education
as a form of service), demonstrate each of
these five dimensions
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Sample Practice Exam Essay Question: read the following
case study and answer the question (next page)
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Question for the exam case study:
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• Using the GAPs model, identify THREE gaps that explain why there is a difference in the satisfaction levels between subsidized and unsubsidized patients at the restructured hospitals. Suggest FOUR ways restructured hospitals can close the gaps.
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Chapters 5 – 7 ? (the remaining
Service MM elements not tested)
Now what about the other chapters? 186
These should be read as an overview because there will be a
question about applying the 7Ps - so, in that regards, the students
probably need to know those chapters to the extent of being
able to explain most of the 7Ps, and to generally know what is
involved in terms of the marketing decisions related to each of
those P
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Chapter 5: Distributing Services Through Physical
and Electronic Channels
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
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
There are distribution channels for services – travel agency, medical, education etc.
187 Key Issues
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Chapter 6 : Setting Prices and Implementing
Revenue Management
Price and other user outlays From the firm’s perspective, pricing generates income and creates profits
From the customer’s perspective, pricing is key part of costs to obtained wanted benefits. Marketers must recognize that customer costs involve more than price paid to seller.
Factors affecting pricing of services
Identify and minimize non-monetary costs incurred by users:
Additional monetary costs associated with service usage (e.g., travel to service location, parking, phone, babysitting, etc.)
Time expenditures, especially waiting
Unwanted mental and physical effort
Negative sensory experiences
Revenue management is an important part of pricing
Rate fencing
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Chapter 7: Promoting Services and Educating
Customers
Difficulty of marketing communication because of intangibility issue
Promotion and Education Plays three vital roles:
Provide information and advice
Persuades the target customers of merit of service product or brand.
Encourages customer to take action at specific time
The promotions mix used in services marketing Customers may be involved in co-production so:
Teach customer how to move effectively through the service process
Shape customers’ roles and manage their behavior
189 Key Issues
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And Finally….
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The best of luck !!
Go out there and SCORE!!
SQ LO1 Class of April 2013