Introduction to Services Marketing

Introduction to Services Marketing
Chapter 1 Introduction to Services Marketing

How Important is the Service Sector in Our Economy?
In most countries, services add more economic value than agriculture, raw materials and manufacturing combined In developed economies, employment is dominated by service jobs and most new job growth comes from services Jobs range from high-paid professionals and technicians to minimum-wage positions Service organizations can be any size—from huge global corporations to local small businesses Most activities by government agencies and nonprofit organizations involve services

Source: Bureau of Economic Analysis, November 2002
Services dominate the United States Economy: GDP by Industry, 2001 (Fig. 1.1) Agriculture, Forestry, Mining, Construction 8% Finance, Insurance, Real Estate 20% Manufacturing 14% Government (mostly services) 13% Wholesale and Retail Trade 16% Other Services 11% Transport, Utilities, Communications 8% SERVICES Business Services 5% Health 6% Source: Bureau of Economic Analysis, November 2002

Changing Structure of Employment as Economic Development Evolves (Fig
Share of Employment Agriculture Services Industry Time, per Capita Income Source: IMF, 1997

Some Service Industries Profiled by NAICS but Not Identified by SIC Codes
Casino Hotels Continuing Care Retirement Communities Diagnostic Imaging Centers Diet and Weight Reducing Centers Environmental Consulting Gold Courses and Country Clubs Hazardous Waste Collection HMO Medical Centers Industrial Design Services Investment Banking and Securities Dealing Management Consulting Services Satellite Telecommunications Telemarketing Bureaus Temporary Help Services

Internal Services Service elements within an organization that facilitate creation of--or add value to--its final output Includes: accounting and payroll administration recruitment and training legal services transportation catering and food services cleaning and landscaping Increasingly, these services are being outsourced

Major Trends in Service Sector (Fig. 1.3)
Government Policies (e.g., regulations, trade agreements) Social Changes (e.g., affluence, lack of time, desire for experiences) Business Trends Manufacturers offer service Growth of chains and franchising Pressures to improve productivity and quality More strategic alliances Marketing emphasis by nonprofits Innovative hiring practices Advances in IT (e.g., speed, digitization, wireless, Internet) Internationalization (travel, transnational companies)

Some Impacts of Technological Change
Radically alter ways in which service firms do business: with customers (new services, more convenience) behind the scenes (reengineering, new value chains) Create relational databases about customer needs and behavior, mine databanks for insights Leverage employee capabilities and enhance mobility Centralize customer service—faster and more responsive Develop national/global delivery systems Create new, Internet-based business models

Marketing Relevant Differences Between Goods and Services

Defining the Essence of a Service
An act or performance offered by one party to another An economic activity that does not result in ownership A process that creates benefits by facilitating a desired change in: customers themselves physical possessions intangible assets

Distinguishing Characteristics of Services (Table 1.1)
Customers do not obtain ownership of services Service products are ephemeral and cannot be inventoried Intangible elements dominate value creation Greater involvement of customers in production process Other people may form part of product experience Greater variability in operational inputs and outputs Many services are difficult for customers to evaluate Time factor is more important--speed may be key Delivery systems include electronic and physical channels

Marketing Implications - 1
No ownership Customers obtain temporary rentals, hiring of personnel, or access to facilities and systems Pricing often based on time Customer choice criteria may differ for renting vs. purchase--may include convenience, quality of personnel Can’t own people (no slavery!) but can hire expertise and labor Services cannot be inventoried after production Service performances are ephemeral—transitory, perishable Exception: some information-based output can be recorded in electronic/printed form and re-used many times Balancing demand and supply may be vital marketing strategy Key to profits: target right segments at right times at right price Need to determine whether benefits are perishable or durable

Customers may be involved in production process Customer involvement includes self-service and cooperation with service personnel Think of customers in these settings as “partial employees” Customer behavior and competence can help or hinder productivity, so marketers need to educate/train customers Changing the delivery process may affect role played by customers Design service facilities, equipment, and systems with customers in mind: user-friendly, convenient locations/schedules Intangible elements dominate value creation Understand value added by labor and expertise of personnel Effective HR management is critical to achieve service quality Make highly intangible services more “concrete” by creating and communicating physical images or metaphors and tangible clues

Value Added by Tangible vs Intangible Elements in Goods and Services (Fig. 1.4)
Hi Salt Soft drinks CD Player Golf clubs New car Tailored clothing Furniture rental Fast food restaurant Tangible Elements Plumbing repair Office cleaning Health club Airline flight Retail banking Insurance Lo Weather forecast Intangible Elements Hi

Other people are often part of the service product Achieve competitive edge through perceived quality of employees Ensure job specs and standards for frontline service personnel reflect both marketing and operational criteria Recognize that appearance and behavior of other customers can influence service experience positively or negatively Avoid inappropriate mix of customer segments at same time Manage customer behavior (the customer is not always right!) Greater variability in operational inputs and outputs Must work hard to control quality and achieve consistency Seek to improve productivity through standardization, and by training both employees and customers Need to have effective service recovery policies in place because it is more difficult to shield customers from service failures

Often difficult for customers to evaluate services Educate customers to help them make good choices, avoid risk Tell customers what to expect, what to look for Create trusted brand with reputation for considerate, ethical behavior Encourage positive word-of-mouth from satisfied customers Time factor assumes great importance Offer convenience of extended service hours up to 24/7 Understand customers’ time constraints and priorities Minimize waiting time Look for ways to compete on speed Distribution channels take different forms Tangible activities must be delivered through physical channels Use electronic channels to deliver intangible, information-based elements instantly and expand geographic reach

Important Differences Exist among Services

Four Categories of Services Employing Different Underlying Processes (Fig. 1.5)
What is the Nature of the Service Act? Who or What is the Direct Recipient of the Service? DIRECTED AT PEOPLE DIRECTED AT POSSESSIONS People Processing TANGIBLE ACTS Possession Processing e.g., airlines, hospitals, haircutting, restaurants hotels, fitness centers e.g., freight, repair, cleaning, landscaping, retailing, recycling INTANGIBLE ACTS Mental Stimulus Processing Information Processing (directed at intangible assets) e.g., broadcasting, consulting, education, psychotherapy e.g., accounting, banking, insurance, legal, research

Implications of Service Processes (1) Seeking Efficiency May Lower Satisfaction
Processes determine how services are created/delivered— process change may affect customer satisfaction Imposing new processes on customers, especially replacing people by machines, may cause dissatisfaction New processes that improve efficiency by cutting costs may hurt service quality Best new processes deliver benefits desired by customers Faster Simpler More conveniently Customers may need to be educated about new procedures and how to use them

Implications of Service Processes: (2) Designing the Service Factory
People-processing services require customers to visit the “service factory,” so: Think of facility as a “stage” for service performance Design process around customer Choose convenient location Create pleasing appearance, avoid unwanted noises, smells Consider customer needs--info, parking, food, toilets, etc.

Implications of Service Processes: (3) Evaluating Alternative Delivery Channels
For possession-processing, mental-stimulus processing, or information processing services, alternatives include: 1. Customers come to the service factory 2. Customers come to a retail office 3. Service employees visit customer’s home or workplace 4. Business is conducted at arm’s length through - physical channels (e.g., mail, courier service) - electronic channels (e.g., phone, fax, , Web site)

Implications of Service Processes: (4) Balancing Demand and Capacity
When capacity to serve is limited and demand varies widely, problems arise because service output can’t be stored: 1. If demand is high and exceeds supply, business may be lost 2. If demand is low, productive capacity is wasted Potential solutions: Manage demand Manage capacity

Implications of Service Processes: (5) Applying Information Technology
All services can benefit from IT, but mental-stimulus processing and information-processing services have the most to gain: Remote delivery of information-based services “anywhere, anytime” New service features through websites, , and internet (e.g., information, reservations) More opportunities for self-service New types of services

Implications of Service Processes: (6) Including People as Part of the Product
Involvement in service delivery often entails contact with other people Managers should be concerned about employees’ appearance, social skills, technical skills Other customers may enhance or detract from service experience--need to manage customer behavior

The Services Marketing Mix

Elements of The Services Marketing Mix: “7Ps” vs. the Traditional “4Ps”
Rethinking the original 4Ps Product elements Place and time Promotion and education Price and other user outlays Adding Three New Elements Physical environment Process People

The 7Ps: (1) Product Elements
All Aspects of Service Performance that Create Value Core product features—both tangible and intangible elements Bundle of supplementary service elements Performance levels relative to competition Benefits delivered to customers (customers don’t buy a hotel room, they buy a good night’s sleep) Guarantees

The 7Ps: (2) Place and Time
Delivery Decisions: Where, When, and How Geographic locations served Service schedules Physical channels Electronic channels Customer control and convenience Channel partners/intermediaries

The 7Ps: (3) Promotion and Education
Informing, Educating, Persuading, and Reminding Customers Marketing communication tools media elements (print, broadcast, outdoor, retail, Internet, etc.) personal selling, customer service sales promotion publicity/PR Imagery and recognition branding corporate design Content information, advice persuasive messages customer education/training

The 7Ps: (4) Price and Other User Outlays
Marketers Must Recognize that Customer Outlays Involve More than the Price Paid to Seller Traditional Pricing Tasks Selling price, discounts, premiums Margins for intermediaries (if any) Credit terms Identify and Minimize Other 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

The 7Ps: (5) Physical Environment
Designing the Servicescape and providing tangible evidence of service performances Create and maintaining physical appearances buildings/landscaping interior design/furnishings vehicles/equipment staff grooming/clothing sounds and smells other tangibles Select tangible metaphors for use in marketing communications

7Ps: (6) Process Method and Sequence in Service Creation and Delivery
Design of activity flows Number and sequence of actions for customers Providers of value chain components Nature of customer involvement Role of contact personnel Role of technology, degree of automation

The 7Ps: (7) People Managing the Human Side of the Enterprise
The right customer-contact employees performing tasks well job design recruiting/selection training motivation evaluation/rewards empowerment/teamwork The right customers for the firm’s mission fit well with product/processes/corporate goals appreciate benefits and value offered possess (or can be educated to have) needed skills (co-production) firm is able to manage customer behavior

Managing the 7Ps Requires Collaboration between Marketing, Operations, and HR Functions (Fig. 1.7)
Customers Operations Management Marketing Human Resources

Consumer Behavior in Service Encounters
Chapter 2 Consumer Behavior in Service Encounters

Where Does the Customer Fit in a Service Organization? (Fig. 2.1)
Consumers rarely involved in manufacture of goods but often participate in service creation and delivery Challenge for service marketers is to understand how customers interact with service operations Flowcharting clarifies how customer involvement in service encounters varies with type of process - see Fig. 2-1: People processing (e.g., motel stay): customer is physically involved throughout entire process Possession processing (e.g., DVD repair): involvement may be limited to drop off of physical item/description of problem and subsequent pick up Mental stimulus processing (e.g., weather forecast): involvement is mental, not physical; here customer simply receives output and acts on it Information processing (e.g., health insurance): involvement is mental - specify information upfront and later receive documentation of coverage

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

Levels of Customer Contact with Service Organizations (Fig. 2.2)
p I c F d N H A T v ( E . ) b V h B k G 4 - S D y Mail Based Repairs Internet-based Services Movie Theater Emphasizes encounters with service personnel High Subway Internet Banking Emphasizes encounters with equipment Low

Managing Service Encounters--1
Service encounter: A period of time during which customers interact directly with a service Moments of truth: Defining points in service delivery where customers interact with employees or equipment Critical incidents: specific encounters that result in especially satisfying/dissatisfying outcomes for either customers or service employees

Managing Service Encounters--2
Service success often rests on performance of junior contact personnel Must train, coach, role model desired behavior Thoughtless or badly behaved customers can cause problems for service personnel (and other customers) Must educate customers, clarify what is expected, manage behavior

The Purchase Process for Services (Adapted from Fig. 2-3)
Prepurchase Stage Awareness of need Information search Evaluation of alternative service suppliers Service Encounter Stage Request service from chosen supplier Service delivery Postpurchase Stage Evaluation of service performance Future intentions

Perceived Risks in Purchasing and Using Services (Table 2.1)
Functional – unsatisfactory performance outcomes Financial – monetary loss, unexpected extra costs Temporal – wasted time, delays lead to problems Physical – personal injury, damage to possessions Psychological – fears and negative emotions Social – how others may think and react Sensory – unwanted impacts to any of five senses

Factors that Influence Customer Expectations of Services (Fig. 2.4)
Predicted Service Explicit & Implicit Service Promises Word-of-Mouth Past Experience Desired Service ZONE OF TOLERANCE Adequate Service Personal Needs Beliefs about What Is Possible Perceived Service Alterations Situational Factors Source: Adapted from Zeithaml, Parasuraman & Berry

Components of Customer Expectations
Desired Service Level: wished-for level of service quality that customer believes can and should be delivered Adequate Service Level: minimum acceptable level of service Predicted Service Level: service level that customer believes firm will actually deliver Zone of Tolerance: range within which customers are willing to accept variations in service delivery

Intangible Attributes, Variability, and Quality Control Problems Make Services Hard to Evaluate
Search attributes – Tangible characteristics that allow customers to evaluate a product before purchase Experience attributes – Characteristics that can be experienced when actually using the service Credence attributes – Characteristics that are difficult to evaluate confidently even after consumption Goods tend to be higher in search attributes, services tend to be higher in experience and credence attributes Credence attributes force customers to trust that desired benefits have been delivered

How Product Attributes Affect Ease of Evaluation) (Fig. 2.5)
Most Goods High in search attributes High in experience High in credence Difficult to evaluate Easy Most Services Clothing Chair Motor vehicle Foods Restaurant meals Lawn fertilizer Haircut Entertainment Computer repair Legal services Complex surgery Education Source: Adapted from Zeithaml

Customer Satisfaction is Central to the Marketing Concept
Satisfaction defined as attitude-like judgment following a service purchase or series of service interactions Customers have expectations prior to consumption, observe service performance, compare it to expectations Satisfaction judgments are based on this comparison Positive disconfirmation if better than expected Confirmation if same as expected Negative disconfirmation if worse than expected Satisfaction reflects perceived service quality, price/quality tradeoffs, personal and situational factors Research shows links between customer satisfaction and a firm’s financial performance

Customer Delight: Going Beyond Satisfaction
Research shows that delight is a function of 3 components Unexpectedly high levels of performance Arousal (e.g., surprise, excitement) Positive affect (e.g., pleasure, joy, or happiness) Is it possible for customers to be delighted by very mundane services? Progressive Insurance has found ways to positively surprise customers with customer-friendly innovations and extraordinary customer service

A Service Business is a System Comprising Three Overlapping Subsystems
Service Operations (front stage and backstage) 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 Service Marketing (front stage) Includes service delivery (as above) and all other contacts between service firm and customers

Service Delivery System
Service Marketing System: (1) High Contact Service--e.g., Hotel (Fig. 2.7) Service Marketing System Service Delivery System Other Contact Points The Customer Technical Core Interior & Exterior Facilities Equipment Service People Other Customers Advertising Sales Calls Market Research Surveys Billing / Statements Miscellaneous Mail, Phone Calls, Faxes, etc. Random Exposure to Facilities / Vehicles Chance Encounters with Service Personnel Word of Mouth Service Operations System Backstage Front Stage (invisible) (visible)

Service Delivery System
Service Marketing System: (2) Low Contact Service--e.g., Credit Card (Fig. 2.8) Service Marketing System Service Delivery System Other Contact Points Service Operations System Advertising Mail Market Research The Surveys Technical Self Service Core Customer Equipment Random Exposures Facilities, Personnel Phone, Fax, Web site etc. Word of Mouth Front Stage Backstage (visible) (invisible)

Service as Theater “ 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

The Dramaturgy of Service Delivery
Service dramas unfold on a “stage”--settings may change as performance unfolds Many service dramas are tightly scripted, others improvised Front-stage personnel are like members of a cast Like actors, employees have roles, may wear special costumes, speak required lines, behave in specific ways Support comes from a backstage production team Customers are the audience—depending on type of performance, may be passive or active

Role and Script Theories
Role: A set of behavior patterns learned through experience and communication Role congruence: In service encounters, employees and customers must act out defined roles for good outcomes Script: A sequence of behavior to be followed by employees and customers during service delivery Some scripts (e.g. teeth cleaning) are routinized, others flexible Technology change may require a revised script Managers should reexamine existing scripts to find ways to improve delivery, increase productivity, enhance experiences

Positioning Services in Competitive Markets
Chapter 3 Positioning Services in Competitive Markets

Search for Competitive Advantage in Services Requires Differentiation and Focus
Intensifying competition in service sector threatens firms with no distinctive competence and undifferentiated offerings Slowing market growth in mature service industries means that only way for a firm to grow is to take share from competitors Rather than attempting to compete in an entire market, firm must focus efforts on those customers it can serve best Must decide how many service offerings with what distinctive (and desired) characteristics

Standing Apart from the Competition
A business must set itself apart from its competition. To be successful it must identify and promote itself as the best provider of attributes that are important to target customers GEORGE S. DAY

Basic Focus Strategies for Services (Fig. 3.1)
BREADTH OF SERVICE OFFERINGS Narrow Wide Service Unfocused Focused Many (Everything for everyone) NUMBER OF MARKETS SERVED Fully Focused Market (Service and Focused Few market focused) Source: Robert Johnston

Four Principles of Positioning Strategy
1. Must establish position for firm or product in minds of customers 2. Position should be distinctive, providing one simple, consistent message 3. Position must set firm/product apart from competitors 4. Firm cannot be all things to all people--must focus Jack Trout

Uses of Positioning in Marketing Management (Table 3.1)
Understand relationships between products and markets compare to competition on specific attributes evaluate product’s ability to meet consumer needs/expectations predict demand at specific prices/performance levels Identify market opportunities introduce new products redesign existing products eliminate non-performing products Make marketing mix decisions, respond to competition distribution/service delivery pricing communication

Possible Dimensions for Developing Positioning Strategies
Product attributes Price/quality relationships Reference to competitors (usually shortcomings) Usage occasions User characteristics Product class

Developing a Market Positioning Strategy (Fig. 3.3)
Size Composition Location Trends MARKET ANALYSIS Define, Analyze Market Segments Select Target Segments To Serve INTERNAL ANALYSIS Resources Reputation Constraints Values Articulate Desired Position in Market Marketing Action Plan Select Benefits to Emphasize to Customers - Strengths Weaknesses Current Positioning COMPETITIVE ANALYSIS Analyze Possibilities for Differentiation Source: Adapted from Michael R. Pearce

Positioning of Hotels in Belleville: Price vs. Service Level (Fig. 3
Expensive Grand Regency PALACE Shangri-La High Moderate Service Service Atlantic Sheraton Italia Castle Alexander IV Airport Plaza Less Expensive

Positioning of Hotels in Belleville: Location vs. Physical Luxury (Fig
High Luxury Regency Grand Shangri-La Sheraton PALACE Financial Shopping District Inner District and Convention Centre Suburbs Italia Castle Alexander IV Atlantic Airport Plaza Moderate Luxury

Positioning after New Hotel Construction: Price vs. Service Level (Fig
Expensive Mandarin New Grand Heritage Marriott Continental Action? PALACE Regency Shangri-La High No action? Moderate Service Service Atlantic Sheraton Italia Castle Alexander IV Less Expensive Airport Plaza

Positioning after New Hotel Construction: Location vs
Positioning after New Hotel Construction: Location vs. Physical Luxury (Fig. 3.7) High Luxury Mandarin New Grand Heritage Continental Marriott Regency Sheraton Shangri-La Action? PALACE Financial No action? Shopping District Inner District and Convention Centre Suburbs Italia Castle Alexander IV Atlantic Airport Plaza Moderate Luxury

Positioning Maps Help Managers to Visualize Strategy
Positioning maps display relative performance of competing firms on key attributes Research provides inputs to development of positioning maps Challenge is to ensure that attributes employed in maps are important to target segments performance of individual firms on each attribute accurately reflects perceptions of customers in target segments Predictions can be made of how positions may change in the light of new developments in the future Simple graphic representations are often easier for managers to grasp than tables of data or paragraphs of prose Charts and maps can facilitate a “visual awakening” to threats and opportunities and suggest alternative strategic directions

Creating the Service Product
Chapter 4 Creating the Service Product

Key Steps in Service Planning: Matching Opportunities to Resources
Must relate marketing opportunities to firm’s resources (physical, financial, technological, human) Identify, evaluate firm’s marketing assets Customer portfolio/lifetime value (customer equity) Market knowledge Marketing implementation skill Product line Competitive positioning strategies Brand reputation (brand equity) Identify, evaluate firm’s operating assets Physical facilities, equipment Technology and systems (especially IT) Human resources (numbers, skills, productivity) Leverage through alliances and partnerships Potential for customer self service Cost structure

(Customer Base, Mkt. Knowledge, Implementation Skills, Brand Reput.)
Service Design Involves Matching Marketing Concept with Operations Concept (Fig. 4.1) Corporate Objectives and Resources Marketing Assets (Customer Base, Mkt. Knowledge, Implementation Skills, Brand Reput.) Operating Assets (Facilities/Equipment, IT Systems, People, Op. Skills, Cost Structure) Service Marketing Concept Benefits to customer from core/ supplementary elements, style, service level, accessibility User costs/outlays incurred Price/other monetary costs Time Mental and physical effort Neg. sensory experiences Service Operations Concept Nature of processes Geographic scope of ops Scheduling Facilities design/layout HR (numbers, skills) Leverage (partners, self-service) Task allocation: front/backstage staff; customers as co-producers Service Delivery Process

Understanding the Components of the Augmented Service Product

Shostack’s Molecular Model of a Total Market Entity - Passenger Airline Service (Fig. 4-2)
Distribution Price Vehicle Service frequency Transport In-flight service Pre- and post-flight Food service and drink KEY Tangible elements Intangible elements Marketing Positioning (Weighted toward evidence) Source: Shostack

Core Products and Supplementary Services
Most firms offer customers a package of benefits: core product (a good or a service) supplementary services that add value to the core In mature industries, core products often become commodities Supplementary services help to differentiate core products and create competitive advantage by: facilitating use of the core service enhancing the value and appeal of the core

Core and Supplementary Product Design: What Do We Offer and How Do We Create and Deliver It?
services offered and how created and delivered Delivery Concept For Core Product Scheduling Process Core Service Level Customer Role

What Should Be the Core and Supplementary Elements of Our Service Product?
How is our core product defined and what supplementary elements currently augment this core? What product benefits create the most value for customers? Is our service package differentiated from the competition in ways that are meaningful to target customers? What are current levels of service on the core product and each of the supplementary elements? Can we charge more for higher service levels on key attributes (e.g., faster response, better physical amenities, easier access, more staff, superior caliber personnel)? Alternatively, should we cut service levels and charge less?

Core and Supplementary Services in a Luxury Hotel (Offering Guests Much More than a Cheap Motel!)

USE GUESTROOM OVERNIGHT
What Happens, When, and in What Sequence? The Time Dimension in the Augmented Service Product Reservation USE GUESTROOM OVERNIGHT Parking Get car Check in Porter USE ROOM Meal Pay TV Room service Phone Check out Pre Visit Time Frame of an Overnight Hotel Stay (real-time service use)

The Flower of Service: Categorizing Supplementary Services (Fig. 4-5)
Information Payment Consultation Billing Core Order-Taking Exceptions Hospitality KEY: Safekeeping Facilitating elements Enhancing elements

Facilitating Services - Information (Table 4.1)
Customers often require information about how to obtain and use a product or service. They may also need reminders and documentation Core

Facilitating Services - Order-Taking (Table 4.2)
Many goods and services must be ordered or reserved in advance. Customers need to know what is available and may want to secure commitment to delivery Core

Facilitating Services - Billing (Table 4.3)
“How much do I owe you?” Customers deserve clear, accurate and intelligible bills and statements Core

Facilitating Services - Payment (Table 4.4)
Customers may pay faster and more cheerfully if you make transactions simple and convenient for them Core

Enhancing Services - Consultation (Table 4.5)
Value can be added to goods and services by offering advice and consultation tailored to each customer’s needs and situation Core

Enhancing Services - Hospitality (Table 4.6)
Customers who invest time and effort in visiting a business and using its services deserve to be treated as welcome guests (after all, marketing invited them there!) Core

Enhancing Services - Safekeeping (Table 4.7)
Customers prefer not to worry about looking after the personal possessions that they bring with them to a service site. They may also want delivery and after-sales services for goods that they purchase or rent Core

Enhancing Services - Exceptions (Table 4.8)
Customers appreciate some flexibility in a business when they make special requests. They expect it when not everything goes according to plan Core

Branding Service Products

Service Branding: Clarifying Distinctive Service Offerings
Marriott Hotel Brands Marriott Hotels Marriott Resorts Courtyard by Marriott Fairfield Inns Residence Inns SpringHill Suites TownePlace Suites Marriott Vacation Clubs International British Airways Brands Intercontinental First Club World World Traveller Plus World Traveller European Club Europe Euro-Traveller UK Domestic Shuttle

Branding a High-Tech, B2B Product Line: A Family of Brands at Sun Microsystems
Corporate umbrella brand Sun Microsystems Product line brand (system support services) Sun Spectrum Support Sub-brands (4 levels of support service programs) Platinum Gold Silver Bronze

Sun Spectrum Support: Sub-branding Highlights Four Service Levels
Sub-branding clarifies service levels offered at different fees Platinum: “Mission Critical” On-site service 24/7, two-hour response; telephone support 24/7, onsite parts replacement; additional services available Gold: “Business Critical” Onsite service Mon-Fri 8am-8pm, four-hour response; telephone support 24/7; onsite parts replacement Silver: “Basic Support” Onsite service Mon-Fri 8am-5pm, four-hour response; telephone support Mon-Fri 8am-8pm; onsite parts replacement Bronze: “Self Support” Phone support Mon-Fri 8am-5pm; parts replacement by courier

New Service Development

New Service Development: A Hierarchy of New Service Categories
Major service innovations--new core products for previously undefined markets Major process innovations--using new processes to deliver existing products and offer extra benefits Product line extensions--additions to current product lines Process line extensions--alternative delivery procedures Supplementary service innovations--adding new or improved facilitating or enhancing elements Style changes--visible changes in service design or scripts

New Service Development: Physical Goods as Source of Service Ideas
Customers can rent goods—use and return for a fee— instead of purchasing them Customers can hire personnel to operate their own or rented equipment Any new durable product may create need for after-sales services (possession processing) Shipping Installation Problem-solving and consulting advice Cleaning Maintenance Repair Upgrading Disposal

Creating Services as Substitutes for Owning and/or Using Goods (Fig
Own a Physical Good Rent the Use of a Physical Good • Drive own car Rent car and drive it Perform the • Type on own word processor Rent word processor and type Work Oneself Hire Someone • Hire chauffeur to drive car • Hire a taxi or limousine to Do the Work • Hire typist to use word processor • Send work to secretarial service

Service Development through Delivery Options: Alternative Meal Service Formats (Fig. 4-8)
Fast-Food Restaurant See sign Park and Order meal, Pick up Find table Clear table (Eat In) enter and pay meal and eat and leave Drive-In See sign Stop car at Order via Get meal at Drive away, Restaurant order point microphone pickup, pay eat later (Take Out) Home Telephone Order food, Driver rings Pay driver, Delivery Restaurant give address doorbell take food Eat Home Arrange to Plan meal, pay deposit Food and staff arrive Meal is Staff cleans up; pay Catering meet caterer prepared Eat and served

Elements of a Hotel Offering: Trading off Room Price vs
Elements of a Hotel Offering: Trading off Room Price vs. Features/Services External building design and features Room features Food-related services Lounge facilities Services (e.g., reception) Leisure facilities Security—people/systems

Success Factors in New Service Development
Market synergy Good fit between new product and firm’s image/resources Advantage vs. competition in meeting customers’ needs Strong support from firm during/after launch Firm understands customer purchase decision behavior Organizational factors Strong interfunctional cooperation and coordination Internal marketing to educate staff on new product and its competition Employees understand importance of new services to firm Market research factors Scientific studies conducted early in development process Product concept well defined before undertaking field studies

Designing the Communications Mix for Services
Chapter 5 Designing the Communications Mix for Services

Advertising Implications for Overcoming Intangibility (Fig. 5-1)
Problem Advertising Strategy Generality - objective claims Document physical system capacity Cite past performance statistics - subjective claims Present actual service delivery incident Nonsearchability Present customer testimonials Cite independently audited performance Abstractness Display typical customers benefiting Impalpability Documentary of step-by-step process, Case history of what firm did for customer Narration of customer’s subjective experience Source: Mittal and Baker

Other Communications Challenges in Services Marketing
Facilitate customer involvement in production prepare customers for service experience and demonstrate roles teach customers about new technologies, new features Help customers to evaluate service offerings provide tangible or statistical clues to service performance highlight quality of equipment and facilities emphasize employee qualifications, experience, professionalism Simulate or dampen demand to match capacity provide information about timing of peak, off-peak periods offer promotions to stimulate off-peak demand Promote contribution of service personnel help customers understand service encounter highlight expertise and commitment of backstage personnel

Setting Clear Objectives: Checklist for Marketing Communications Planning (“5 Ws”)
Who is our target audience? What do we need to communicate and achieve? How should we communicate this? Where should we communicate this? When do communications need to take place?

Common Educational and Promotional Objectives in Service Settings (Table 5-2)
Create memorable images of specific companies and their brands Build awareness/interest for unfamiliar service/brand Build preference by communicating brand strengths and benefits Compare service with competitors’ offerings and counter their claims Reposition service relative to competition Stimulate demand in off-peak and discourage during peak

Educational and Promotional Objectives (cont.)
Encourage trial by offering promotional incentives Reduce uncertainty/perceived risk by providing useful info and advice Provide reassurance (e.g., promote service guarantees) Familiarize customers with service processes before use Teach customers how to use a service to best advantage Recognize and reward valued customers and employees

Marketing Communications Mix for Services (Fig. 10.4)
Personal Publicity & Instructional Corporate Advertising Sales Promotion Communications Public Relations Materials Design Press Selling Broadcast Sampling Web sites Signage releases/kits Customer Press Interior decor Print Manuals service Coupons conferences Sign-up Special Training Internet Brochures Vehicles rebates events Video- Telemarketing Outdoor Gifts Sponsorship Equipment audiocassettes Word-of-mouth (other customers) Prize Trade Shows, Exhibitions Software Word of mouth Direct mail promotions CD-ROM Stationery * Media-initiated coverage Voice mail Uniforms Key: * Denotes communications originating from outside the organization

Originating Sources of Messages Received by a Target Audience (Fig
Messages originating within the organization outside the organization Production Channels Marketing Front-line staff Service outlets Advertising Sales promotions Direct marketing Personal selling Public relations Word of mouth Media editorial A U D I E N C

What is Brand Equity and Why Does It Matter
What is Brand Equity and Why Does It Matter? (From Berry, “Cultivating Brand Equity”) Definition: A set of assets and liabilities linked to a brand’s name and symbol that adds to (or subtracts from) the perceived value of the product Insights Brand equity can be positive or negative Positive brand equity creates marketing advantage for firm plus value for customer Perceived value generates preference and loyalty Management of brand equity involves investment to create and enhance assets, remove liabilities

A Service Branding Model: How Communications + Experience Create Brand Equity
Marketer-controlled communications Firm’s Presented Brand (Sales, Advertising, PR) Awareness of Firm’s Brand Uncontrolled brand communications Firm’s Brand Equity What Media, Intermediaries, Word-of-Mouth Say re: Firm Customer’s Experience with Firm Meaning Attached To Firm’s Brand Source: Adapted from L. L. Berry ( Fig. 1)

Marketing Communication and the Internet (1)
International in Scope Accessible from almost anywhere in the world Simplest form of international market entry Internet Applications Promote consumer awareness and interest Provide information and consultation Facilitate 2-way communications through and chat rooms Stimulate product trial Enable customers to place orders Measure effectiveness of specific advertising/promotional campaigns

Marketing Communications and the Internet (2)
Web Site design considerations Memorable address that is actively promoted Relevant, up-to-date content (text, graphics, photos) Contain information that target users will perceive as useful/interesting Easy navigation Fast download Internet advertising Banners and buttons on portals and other websites seek to draw online traffic to own site Limits to effectiveness—exposure (“eyeballs”) may not lead to increases in awareness/preference/sales Hence, advertising contracts may tie fees to marketing relevant behavior (e.g., giving personal info or making purchase)

Pricing and Revenue Management
Chapter 6 Pricing and Revenue Management

What Makes Service Pricing Strategy Different (and Difficult)?
No ownership of services--hard for firms to calculate financial costs of creating an intangible performance Variability of inputs and outputs--how can firms define a “unit of service” and establish basis for pricing? Many services hard for customers to evaluate--what are they getting in return for their money? Importance of time factor--same service may have more value to customers when delivered faster Delivery through physical or electronic channels--may create differences in perceived value

Objectives of Pricing Strategies
Revenue and profit objectives Seek profit Cover costs Patronage and user base-related objectives Build demand Build a user base

The Pricing Tripod (Fig. 6.1)
Strategy Costs Competition Value to customer

Three Main Approaches to Pricing
Cost-Based Pricing Set prices relative to financial costs (problem: defining costs) Competition-Based Pricing Monitor competitors’ pricing strategy (especially if service lacks differentiation) Who is the price leader? (one firm sets the pace) Value-Based Relate price to value perceived by customer

Activity-Based Costing: Relating Activities to the Resources They Consume
Managers need to see costs as an integral part of a firm’s effort to create value for customers When looking at prices, customers care about value to themselves, not what production costs the firm Traditional cost accounting emphasizes expense categories, with arbitrary allocation of overheads ABC management systems examine activities needed to create and deliver service (do they add value?) Must link resource expenses to: variety of products produced complexity of products demands made by individual customers

Net Value = (Benefits – Outlays) (Fig. 6.3)
Effort Time e Perceived Outlays Perceived Benefits

Enhancing Gross Value Pricing Strategies to Reduce Uncertainty
service guarantees benefit-driven (pricing that aspect of service that creates value) flat rate (quoting a fixed price in advance) Relationship Pricing non-price incentives discounts for volume purchases discounts for purchasing multiple services Low-cost Leadership Convince customers not to equate price with quality Must keep economic costs low to ensure profitability at low price

Paying for Service: The Customer’s Perspective
Customer “expenditures” on service comprise both financial and non-financial outlays Financial costs: price of purchasing service expenses associated with search, purchase activity, usage Time expenditures Physical effort (e.g., fatigue, discomfort) Psychological burdens (mental effort, negative feelings) Negative sensory burdens (unpleasant sensations affecting any of the five senses)

Determining the Total Costs of a Service to the Consumer (Fig. 6.4)
Search Costs Price Operating Costs Related Monetary Costs Incidental Expenses Time Costs Purchase and Use Costs Physical Costs Psychological Costs Sensory Costs Necessary follow-up After Costs Problem solving

Trading off Monetary and Non- Monetary Costs (Fig. 6.5)
Which clinic would you patronize if you needed a chest x-ray (assuming all three clinics offer good quality) ? Clinic A Clinic B Clinic C Price $45 Located 1 hour away by car or transit Next available appointment is in 3 weeks Hours: Monday – Friday, 9am – 5pm Estimated wait at clinic is about 2 hours Price $85 Located 15 min away by car or transit Next available appointment is in 1 week Hours: Monday – Friday, 8am – 10pm Estimated wait at clinic is about minutes Price $125 Located next to your office or college Next appointment is in 1 day Hours: Mo –Sat, 8am – 10pm By appointment - estimated wait at clinic is about 0 to 15 minutes

Increasing Net Value by Reducing Non-financial Costs of Service
Reduce time costs of service at each stage Minimize unwanted psychological costs of service Eliminate unwanted physical costs of service Decrease unpleasant sensory costs of service

Revenue Management: Maximizing Revenue from Available Capacity at a Given Time
Based on price customization - charging different customers (value segments) different prices for same product Useful in dynamic markets where demand can be divided into different price buckets according to price sensitivity Requires rate fences to prevent customers in one value segment from purchasing more cheaply than willing to pay RM uses mathematical models to examine historical data and real time information to determine what prices to charge within each price bucket how many service units) to allocate to each bucket

The Strategic Levers of Revenue (Yield) Management
Quadrant 4: Continuing Care Hospitals Quadrant 3: Restaurants Golf Courses Unpredictable Quadrant 2: Hotel Rooms Airline Seats Rental Cars Cruise Lines Quadrant 1: Movies Stadiums/Arenas Function Space Predictable Duration Variable Fixed Price

Dealing with Common Customer Conflicts Arising from Revenue Management
Perceived Unfairness & Perceived Financial Risk Associated with Multi-Tier Pricing and Selective Inventory Availability Customer conflict can arise from: Marketing tools to reduce customer conflicts: Unfulfilled Inventory Commitment Unfulfilled Demand of Regular Customers Unfulfilled Price Expectation of Group Customers Change in the Nature of the Service Fenced Pricing Bundling Categorising High Published Price Well designed Customer Recovery Programme for Oversale Preferred Availability Policies Offer Lower Displacement Cost Alternatives Physical Segregation & Perceptible Extra Service Set Optimal Capacity Utilisation Level

Price Elasticity (Fig. 6.6)
De Di Price per unit of service Quantity of Units Demanded De : Demand is price elastic. Small changes in price lead to big changes in demand. Di : Demand for service is price inelastic. Big changes have little impact on demand.

Key Categories of Rate Fences (Table 6.2)
Examples Physical (Product-related) Fences Basic Product Class of travel (Business/Economy class) Size and furnishing of a hotel room Seat location in a theatre Amenities Free breakfast at a hotel, airport pick up etc. Free golf cart at a golf course Service Level Priority wait listing Increase in baggage allowances Dedicated service hotlines Dedicated account management team

Key Categories of Rate Fences (Table 6.2 cont’d)
Non Physical Fences Transaction Characteristics Time of booking or reservation Requirements for advance purchase Must pay full fare two weeks before departure Location of booking or reservation Passengers booking air tickets for an identical route in different countries are charged different prices Flexibility of ticket usage Fees/penalties for canceling or changing a reservation (up to loss of entire ticket price) Non refundable reservation fees

Non Physical Fences (cont’d) Consumption Characteristics Time or duration of use Early bird special in restaurant before 6pm Must stay over on Sat for airline, hotel Must stay at least five days Location of consumption Price depends on departure location, esp in international travel Prices vary by location (between cities, city centre versus edges of city)

Non Physical Fences (cont’d) Buyer Characteristics Frequency or volume of consumption Member of certain loyalty-tier with the firm get priority pricing, discounts or loyalty benefits Group membership Child, student, senior citizen discounts Affiliation with certain groups (e.g. Alumni) Size of customer group Group discounts based on size of group

Relating Price Buckets and Fences to the Demand Curve (Fig. 6.7)
First Class Full Fare Economy (No Restrictions) One-Week Advance Purchase One-Week Advance Purchase, Saturday Night Stayover 3-Week Advance Purchase, Saturday Night Stayover 3-Wk Adv. Prchs, Sat. Night Stay, No changes/refunds 3-Week Adv. Prchs, Sat. Night Stay., $100 for Changes Late Sales through Consolidators/ Internet, no refunds Capacity of Aircraft No. of Seats Demanded of 1st-class Cabin Price per Seat

Ethical Concerns in Pricing
Customers are vulnerable when service is hard to evaluate or they don’t observe work Many services have complex pricing schedules hard to understand difficult to calculate full costs in advance of service Unfairness and misrepresentation in price promotions misleading advertising hidden charges Too many rules and regulations customers feel constrained, exploited customers unfairly penalized when plans change

Pricing Issues: Putting Strategy into Practice (Table 6.3)
How much to charge? What basis for pricing? Who should collect payment? Where should payment be made? When should payment be made? How should payment be made? How to communicate prices?

Consumption follows the Timing of Payments (Research Insight 6.1)
Frequency of Health Club Visits Annual Payment Plan Semiannual Payment Plan Time Line Quarterly Payment Plan Monthly Payment Plan Source: John Gourville and Dilip Soman, “Pricing and the Psychology of Consumption,” Harvard Business Review, September 2002,

Distributing Services
Chapter 7(5) Distributing Services

Applying the Flow Model of Distribution to Services
Distribution embraced three interrelated elements Information and promotion flow Negotiation flow Product flow

Information and Physical Processes of the Augmented Service Product (Fig. 7.1)
Exceptions Billing Payment Information Processes Consultation Safekeeping Physical Processes Order- Taking Core Hospitality

Using Websites for Service Delivery
Information Read brochure/FAQ; get schedules/ directions; check prices Payment Pay by bank card Direct debit Consultation Conduct dialog Use expert systems Core Billing Receive bill Make auction bid Check account status Order-Taking Make/confirm reservations Submit applications Order goods, check status Exceptions Make special requests Resolve problems Hospitality Record preferences Safekeeping Track package movements Check repair status CORE: Use Web to deliver information-based core services

Options for Service Delivery
There are 3 types of interactions between customers and service firms Customer goes to the service provider (or intermediary) Service provider goes to the customer Interaction at arm’s length (via the Internet, telephone, fax, mail, etc.)

Method of Service Delivery (Table 7.1)
Availability of Service Outlets Nature of Interaction between Customer and Service Organization Single Site Multiple Sites Customer goes to service organization Theater Barbershop Bus service Fast-food chain Service organization goes to customer House painting Mobile car wash Mail delivery Auto club road service Customer and service organization transact at arm’s length Credit card company Local TV station Broadcast network Telephone company

Place vs. Cyberspace Place - customers and suppliers meet in a physical environment Cyberspace - customers and suppliers do business electronically in virtual environment created by phone/internet linkages Required for people processing services Offers live experiences, social interaction, e.g., food services More emphasis on eye-catching servicescape, entertainment Ideal for info-based services Saves time Facilitates information gathering May use express logistics service to deliver physical core products

“24/7” - Factors Encouraging Extended Operating Hours (Mgt Memo 7.1)
Economic pressure from consumers Changes in legislation Economic incentives to improve asset utilization Availability of employees to work nights, weekends Automated self-service

Technology Revolutionizes Service Delivery: Some Examples
Smart mobile telephones to link users to Internet Voice recognition software Automated kiosks for self-service (e.g. bank ATMs) Web sites provide information take orders and accept payment deliver information-based services Smart cards that can act as “electronic wallets”

E-Commerce: Factors that Attract Customers to Virtual Stores
Convenience (24-hour availability, save time, effort) Ease of obtaining information on-line and searching for desired items Better prices than in bricks-and-mortar stores Broad selection

Splitting Responsibilities for Delivering Supplementary Services (Fig
As created by As enhanced As experienced originating firm by distributor by customer + Core =

Franchising Franchising is a fast growth strategy, when
Resources are limited Long-term commitment of store managers is crucial Local knowledge is important Fast growth is necessary to pre-empt competition

Service Process and Market Entry
People Processing Services Export the service concept Import customers Transport customers to new locations Possession Processing Services Most require an ongoing local presence, whether it is the customers dropping off items or personnel visiting customer sites Information Based Services Export the service to a local service factory Export the information via telecommunications and transform it locally

Barriers to International Trade in Services
Operating successfully in international markets remains difficult for certain services despite efforts of the WTO and control relaxations Barriers include Refusal by immigration offices to issue work permits Heavy taxes on foreign firms Domestic preference policies Legal restrictions Lack of broadly-agreed accounting standards Cultural differences (esp. for entertainment industry)

Forces for Internationalization
Market drivers Competition drivers Technology drivers Cost drivers Government drivers Impact will vary by service type (people, possessions, information)

Modes of Internationalization
Export information-based services transmit via electronic channels store in physical media, ship as merchandise Use third parties to market/deliver service concept licensing agents brokers franchising alliance partners minority joint ventures Control service enterprise abroad direct investment in new business buyout of existing business

Impact of Globalization Drivers on Different Service Categories (Table 7.2)
People Processing Possession Processing Information Based Competition Simultaneity of production and consumption limits leverage of foreign competitive advantage, but management systems can be globalized Technology drives globalization of competitors with technical edge. Highly vulnerable to global dominance by competitors with monopoly or competitive advantage in information. Market People differ economically and culturally, so needs for service and ability to pay may vary. Level of economic developments impacts demand for services to individually owned goods Demand for many services is derived to a significant degree from economic and educational levels.

Impact of Globalization Drivers on Different Service Categories (Table 7.2, cont’d)
People Processing Possession Processing Information Based Technology Use of IT for delivery of supplementary services may be a function of ownership and familiarity with technology. Need for technology- based service delivery systems depends on possessions requiring service and the cost trade-offs in labor substitution Ability to deliver core services through remote terminals may be a function of investment in computerization etc. Cost Variable labor rates may impact on pricing in labor-sensitive services. Variable labor rates may favor low-cost locations. Major cost elements can be centralized & minor cost elements localized. Government Social policies (e.g., health) vary widely and may affect labor cost etc. Policies may decrease/increase cost & encourage/discourage certain activities Policies may impact demand and supply and distort pricing

Designing and Managing Service Processes
Chapter 8 Designing and Managing Service Processes

Developing a Blueprint – Some Basic Advice
Identify key activities in creating and delivering the service Distinguish between front stage (what customers experience) and back stage Chart activities in sequence Show how interactions between customers and employees are supported by backstage activities and systems Establish service standards for each step Identify potential fail points Focus initially on “big picture” (later, can drill down for more detail in specific areas)

Service Blueprinting: Key Components
1. Define standards for frontstage activities 2. Specify physical evidence 3. Identify principal customer actions line of interaction (customers and front stage personnel) 5. Front stage actions by customer-contact personnel 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 Where appropriate, show fail points and risk of excessive waits

Simplified Example: Blueprinting a Hotel Visit (extract only)
Hotel exterior, lobby, employees, key Elevator, corridor, room, bellhop Physical Evidence Front Stage Make Arrive, valet park Check-in Go to room Customer Actions reservation at reception Line of Interaction Employee Actions Face-to-face Doorman greets, valet takes car Receptionist verifies, gives key to room Phone Contact Rep. records, confirms Backstage Line of Visibility Make up Room Valet Parks Car Enter data Register guest data

Improving Reliability of Processes by Failure Proofing
Analysis of reasons for failure often reveals opportunities for failure proofing to reduce/eliminate risk of errors Errors include: treatment errors—human failures during contact with customers tangible errors—failures in physical elements of service Fail-safe procedures include measures to prevent omission of tasks or performance of tasks incorrectly in wrong order too slowly not needed or specified Need fail-safe methods for both employees and customers

Process Redesign: Principal Approaches (Table 8-1)
Eliminating non-value-adding steps Shifting to self-service Delivering direct service Bundling services Redesigning physical aspects of service processes

Customers as Co-Producers: Levels of Participation in Service Production
Low – Employees and systems do all the work Medium – Customer inputs required to assist provider Provide needed information, instructions Make personal effort May share physical possessions High – Customer works actively with provider to co-produce the service

Self Service Technologies (SSTs)
Self-service is ultimate form of customer involvement in service production Customers undertake specific activities using facilities or systems provided by service supplier Customer’s time and effort replace those of employees Concept is not new—self-serve supermarkets date from 1930s, ATMs and self-serve gas pumps from 1970s Today, customers face wide array of SSTs to deliver information-based services, both core and supplementary Many companies seek to divert customers from employee contact to Internet-based self-service

Service Firms as Teachers: Well-trained Customers Perform Better
Firms must teach customers roles as co-producers of service Customers need to know how to achieve best results Education can be provided through: Brochures Advertising Posted instructions Machine-based instructions Websites, including FAQs Service providers Fellow customers Employees must be well-trained to help advise, assist customers

Managing Customers as Partial Employees to Increase Productivity and Quality
1. Analyze customers’ present roles in the business and compare to management’s ideal 2. Determine if customers know how to perform and have necessary skills 3. Motivate customers by ensuring that will be rewarded for performing well 4. Regularly appraise customers’ performance; if unsatisfactory, consider changing roles or termination

The Problem of Customer Misbehavior – Identifying and Managing “Jaycustomers”
What is a jaycustomer? A customer who behaves in a thoughtless or abusive fashion, causing problems for the firm itself, employees, other customers Why do jaycustomers matter? Can disrupt processes Affect service quality May spoil experience of other customers What should a firm do about them? Try to avoid attracting potential jaycustomers Institute preventive measures Control abusive behavior quickly Take legal action against abusers BUT firm must act in ways that don’t alienate other customers

Six Types of “Jaycustomer”
Thief – seeks to avoid paying for service Rule breaker – ignores rules of social behavior and/or procedures for safe, efficient use of service Belligerent – angrily abuses service personnel (and sometimes other customers) physically and/or emotionally Family Feuders – fight with other customers in their party Vandal – deliberately damages physical facilities, furnishings, and equipment Deadbeat – fails to pay bills on time Can you think of others? How should firms deal with each of these problems?

Balancing Demand and Capacity
Chapter 9 Balancing Demand and Capacity

Relating Demand to Capacity: Four Key Concepts
Excess demand: too much demand relative to capacity at a given time Excess capacity: too much capacity relative to demand at a given time Maximum capacity: upper limit to a firm’s ability to meet demand at a given time Optimum capacity: point beyond which service quality declines as more customers are serviced

Variations in Demand Relative to Capacity (Fig. 9-1)
VOLUME DEMANDED Demand exceeds capacity (business is lost) CAPACITY UTILIZED Maximum Available Demand exceeds optimum capacity Capacity (quality declines) Optimum Capacity (Demand and Supply Well Balanced Excess capacity Low Utilization (wasted resources) (May Send Bad Signals) TIME CYCLE 1 TIME CYCLE 2

Defining Productive Capacity in Services
Physical facilities to contain customers Physical facilities to store or process goods Physical equipment to process people, possessions, or information Labor used for physical or mental work Public/private infrastructure—e.g., highways, airports, electricity

Alternative Capacity Management Strategies
Level capacity (fixed level at all times) Stretch and shrink offer inferior extra capacity at peaks (e.g. bus/metro standees) vary seated space per customer (e.g. elbow room, leg room) extend/cut hours of service Chase demand (adjust capacity to match demand) schedule downtime in low demand periods use part-time employees rent or share extra facilities and equipment cross-train employees Flexible Capacity (vary mix by segment)

Predictable Demand Patterns and Their Underlying Causes (Table 9-1)
Predictable Cycles of Demand Levels day week month year other Underlying Causes of Cyclical Variations employment billing or tax payments/refunds pay days school hours/holidays seasonal climate changes public/religious holidays natural cycles (e.g. coastal tides)

Causes of Seemingly Random Changes in Demand Levels
Weather Health problems Accidents, Fires, Crime Natural disasters Question: which of these events can be predicted?

Alternative Demand Management Strategies (Table 9-2)
Take no action let customers sort it out Reduce demand higher prices communication promoting alternative times Increase demand lower prices communication, including promotional incentives vary product features to increase desirability more convenient delivery times and places Inventory demand by reservation system Inventory demand by formalized queueing

Hotel Room Demand Curves by Segment and by Season (Fig. 9-2)
Price per Room Night Bl Bh Bh = business travelers in high season Th Bl = business travelers in low season Tl Th = tourist in high season Tl = tourist in low season Th Bh Bl Tl Quantity of Rooms Demanded at Each Price by Travelers in Each Segment in Each Season Note: hypothetical example

Avoiding Burdensome Waits for Customers
Add extra capacity so that demand can be met at most times (problem: may add too many costs) Rethink design of queuing system to give priority to certain customers or transactions Redesign processes to shorten transaction time Manage customer behavior and perceptions of wait Install a reservations system

Alternative Queuing Configurations (Fig. 9-4)
Single line, single server, single stage Single line, single servers at sequential stages Parallel lines to multiple servers Designated lines to designated servers Single line to multiple servers (“snake”) 21 “Take a number” (single or multiple servers) 28 29 20 30 25 26 24 31 27 32 23

Tailoring Queuing Systems to Market Segments: Criteria for Allocation to Designated Lines
Urgency of job emergencies vs. non-emergencies Duration of service transaction number of items to transact complexity of task Payment of premium price First class vs. economy Importance of customer frequent users/loyal customers vs. others

Ten Propositions on the Psychology of Waiting Lines (Table 9-3)
1. Unoccupied time feels longer 2. Preprocess/postprocess waiting feel longer than in-process 3. Anxiety makes waiting seem longer 4. Uncertain waiting is longer than known, finite waiting 5. Unexplained waiting seems longer 6. Unfair waiting is longer than equitable waiting 7. People will wait longer for more valuable services 8. Waiting alone feels longer than in groups 9. Physically uncomfortable waiting feels longer 10. Waiting seems longer to new or occasional users Sources: Maister; Davis & Heineke; Jones & Peppiatt

Benefits of Effective Reservations Systems
Controls and smoothes demand Pre-sells service Informs and educates customers in advance of arrival Customers avoid waiting in line for service (if service times are honored) Data capture helps organizations prepare financial projections

Characteristics of Well-designed Reservations Systems
Fast and user friendly for customers and staff Can answer customer questions Offers options for self service (e.g. Web) Accommodates preferences (e.g., room with view) Deflects demand from unavailable first choices to alternative times and locations Includes strategies for no-shows and overbooking requiring deposits to discourage no-shows canceling unpaid bookings after designated time compensating victims of over-booking

Setting Capacity Allocation Sales Targets for a Hotel by Segment and Time Period (Fig. 9-5)
Week 7 Week 36 Capacity (% rooms) (Low Season) (High Season) 100% Out of commission for renovation Executive service guests Executive service guests Transient guests Weekend package 50% W/E package Transient guests Groups and conventions Groups (no conventions) Airline contracts Airline contracts Nights: M Tu W Th F S Sn M Tu W Th F S Sn Time

Information Needed for Demand and Capacity Management Strategies
Historical data on demand level and composition, noting responses to marketing variables Demand forecasts by segment under specified conditions Fixed and variable cost data, profitability of incremental sales Site-by-site demand variations Customer attitudes towards queuing Customer evaluations of quality at different levels of capacity utilization

Planning the Service Environment
Chapter 10 Planning the Service Environment

The Purpose of Service Environments
The service environment influences buyer behaviour in 3 ways Message-creating Medium: symbolic cues to communicate the distinctive nature and quality of the service experience. Attention-creating Medium: to make the servicescape stand out from other competing establishments, and to attract customers from target segments. Effect-creating Medium: colors, textures, sounds, scents and spatial design to enhance the desired service experience, and/or to heighten an appetite for certain goods, services or experiences Helps the firm to create a distinctive image & positioning that is unique.

Comparison of Hotel Lobbies (Figure 10.1)
The servicescape is part of the value proposition! Orbit Hotel and Hostel, Los Angeles Four Seasons Hotel, New York

The Mehrabian-Russell Stimulus-Response Model (Figure 10.2)
Response Behaviors: Approach/ Avoidance & Cognitive Processes Dimensions of Affect: Pleasure and Arousal Environmental Stimuli & Cognitive Processes

The Mehrabian-Russell Stimulus-Response Model
Simple and fundamental model of how people respond to environments Peoples’ conscious and unconscious perceptions and interpretation of the environment influence how they feel in that environment Feelings, rather than perceptions or thoughts drive behavior Typical outcome variable is ‘approach’ or ‘avoidance’ of an environment, but other possible outcomes can be added to the model as well

The Russell Model of Affect
Arousing Pleasant Sleepy Unpleasant Exciting Relaxing Boring Distressing

The Russell Model of Affect
Emotional responses to environments can be described along two main dimensions, pleasure and arousal. Pleasure is subjective depending on how much the individual likes or dislikes the environment Arousal quality of an environment is dependent on its “information load”, i.e., its degree of Novelty (unexpected, surprising, new, familiar) and Complexity (number of elements, extent of motion or change)

Drivers of Affect Affect can be caused by perceptions and cognitive processes of any degree of complexity. Simple Cognitive Processes, Perception of Stimuli tangible cues (of service quality) consumer satisfaction Complex Cognitive Processes affective charged schemata processing attribution processes The more complex a cognitive process becomes, the more powerful its potential impact on affect.However, most service encounters are routine. Simple processes can determine affect.

Behavioral Consequence of Affect
Basically, pleasant environments result in approach, and unpleasant environments result in avoidance Arousal acts as an amplifier of the basic effect of pleasure on behavior If the environment is pleasant, increasing arousal can lead to excitement and stronger positive consumer response. If the environment is unpleasant, increasing arousal level will move consumers into the Distressing region Feelings during the service encounter is also an important driver of customer loyalty

An Integrated Framework – Bitner’s ServiceScape Model (Figure 10.4)
Environmental Dimensions Moderators Internal Responses Behaviour Holistic Environ- ment Cognitive Emotional Psychological Ambient Conditions Space/ Function Signs, Symbols & Artefacts Approach or Avoid Employee Response Moderator Employee Responses Social Interaction Between Customers & Employees Perceived ServiceScape Customer Responses Customer Response Moderator Approach or Avoid Cognitive Emotional Psychological

An Integrated Framework – Bitner’s ServiceScape Model(con’t)
Identifies the main dimensions in a service environment and views them holistically Customer and employee responses classified under, cognitive, emotional and psychological which would in turn lead to overt behavior towards the environment Key to effective design is how well each individual dimension fits together with everything else

Dimensions of the Service Environment
Service environments are complex and have many design elements. The main dimensions in the servicescape model includes: Ambient Conditions Music (e.g, fast tempo and high volume increase arousal levels) Scent (strong impact on mood, affect and evaluative responses, purchase intention and in-store behavior) Color (e.g, warm colors associated with elated mood states and arousal but also increase anxiety, cool colors reduce arousal but can elicit peacefulness and calm)

Dimensions of the Service Environment (con’t)
Spatial Layout and Functionality Layout refers to size and shape of furnishings and the ways it is arranged Functionality is the ability of those items to facilitate performance Signs, Symbols and Artifact Explicit or implicit signals to communicate the firm’s image, help consumers find their way and to convey the rules of behavior

Impact of Music on Restaurant Diners (Table 10-2)
Restaurant Patron Behavior Fast-beat Music Environment Slow-beat Music Environment Difference between Slow and Fast-beat Environments Absolute Difference % Difference Consumer time spent at table 45min 56min +11min +24% Spending on food $55.12 $55.81 +$0.69 +1% Spending on beverages $21.62 $30.47 +$8.85 +41% Total spending $76.74 $86.28 +$9.54 +12% Estimated gross margin $48.62 $55.82 +$7.20 +15%

The Effects of Scents on the Perceptions of Store Environments (Table 10-3)
Evaluation Unscented Environment Mean Ratings Scented Environment Mean Ratings Difference Store Evaluation Negative/positive 4.65 5.24 +0.59 Outdated/modern 3.76 4.72 +0.96 Store Environment Unattractive/attracti ve 4.12 4.98 +0.86 Drab/colorful 3.63 +1.09 Boring/Stimulating 3.75 4.40 +0.65

The Effects of Scents on the Perceptions of Store Environments (Table 10-3)
Evaluation Unscented Environment Mean Ratings Scented Environment Mean Ratings Difference Merchandise Outdated/up- to-date style 4.71 5.43 +0.72 Inadequate/adequate 3.80 4.65 +0.85 Low/high quality 4.81 5.48 +0.67 Low/high price 5.20 4.93 -0.27

Aromatherapy: The Effects of Fragrance on People (Table 10-4)
Aromather apy Class Tradition al Use Potential Psychological Impact on People Orange Citrus Calming Soothing agent, astringen t Calming and relaxing effect esp. for nervous people Lavender Herbaceo us Calming, balancing, soothing Muscle relaxant, soothing agent Relaxing and calming, helps create a homey and comfortable feel Jasmine Floral Uplifting, balancing Emollient soothing agent Helps makes people feel refreshed, joyful, comfortable Peppermint Minty Energizing, stimulating Skin cleanser Increase attention level and boosts energy

Common Associations and Human Responses to Colors (Table 10-5)
Degree of Warmth Nature Symbol Common Association and Human Responses to Color Red Warm Earth High energy and passion; can excite, stimulate, and increase arousal and blood pressures Orange Warmest Sunset Emotions, expressions, and warmth Green Cool Grass and Trees Nurturing, healing and unconditional love Blue Coolest Sky and Ocean Relaxation, serenity and loyalty

Selection of Environmental Design Elements
There is a multitude of research on the perception and impact of environmental stimuli on behaviour, including: People density, crowding Lighting Sound/noise Scents and odours Queues No standard formula to designing the perfect combination of these elements. Design from the customer’s perspective Design with a holistic view!

Tools to Guide in Servicescape Design
Keen Observation of Customers’ Behavior and Responses to the service environment by management, supervisors, branch managers, and frontline staff Feedback and Ideas from Frontline Staff and Customers using a broad array of research tools ranging from suggestion boxes to focus groups and surveys. Field Experiments can be used to manipulate specific dimensions in an environment and the effects observed. Blueprinting or Service Mapping - extended to include the physical evidence in the environment.

Managing People for Service Advantage
Chapter 11 Managing People for Service Advantage

Frontline Service Personnel: Source of Customer Loyalty and Competitive Advantage
Frontline is an important source of differentiation and competitive advantage. It is: a core part of the product the service firm the brand Frontline also drives customer loyalty, with employees playing key role in anticipating customer needs, customizing service delivery and building personalized relationships

Boundary Spanning Roles
Boundary spanners link the inside of the organization to the outside world Multiplicity of roles often results in service staff having to pursue both operational and marketing goals Consider management expectations of restaurant servers: deliver a highly satisfying dining experience to their customers be fast and efficient at executing operational task of serving customers do selling and cross selling, e.g. “We have some nice desserts to follow your main course”

Role Stress in the Frontline
3 main causes of role stress: Person vs. Role: Conflicts between what jobs require and employee’s own personality and beliefs Organization vs. Customer: Dilemma whether to follow company rules or to satisfy customer demands Customer vs. Customer: Conflicts between customers that demand service staff intervention

Emotional Labor “The act of expressing socially desired emotions during service transactions” (Hochschild, The Managed Heart) Three approaches used by employees surface acting deep acting spontaneous response 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

The Cycles of Failure, Mediocrity and Success
Too many managers make short-sighted assumptions about financial implications of: Low pay Low investment (recruitment, training) High turnover human resource strategies Often costs of short-sighted policies are ignored: Costs of constant recruiting, hiring & training Lower productivity & lower sales of new workers Costs of disruptions to a service while a job remains unfilled Loss of departing person’s knowledge of business and customers Cost of dissatisfied customers

Source: Schlesinger and Heskett
Cycle of Failure (Fig. 11.1) Customer turnover Failure to develop customer loyalty No continuity in relationship for customer dissatisfaction Employees can’t respond to customer problems Employees become bored Employee dissatisfaction; poor service attitude Repeat emphasis on attracting new customers Low profit margins Narrow design of jobs to accommodate low skill level Use of technology to control quality High employee turnover; poor service quality Payment of low wages Minimization of selection effort Minimization of training Emphasis on rules rather than service E m p l o y e C c u s t r Source: Schlesinger and Heskett

Service Sabotage (Fig. 11-A)
‘Openness’ of Service Sabotage Behaviors Covert Overt Routinized Customary-Private Service Sabotage Customer-Public Service Sabotage e.g. Waiters serving smaller servings, bad beer or sour wine e.g. Talking to guests like young kids and putting them down ‘Normality’ of Service Sabotage Behaviors Sporadic-Private Service Sabotage Sporadic-Public Service Sabotage e.g. Chef occasionally purposefully slowing down orders e.g. Waiters spilling soup onto laps, gravy onto sleeves, or hot plates into someone’s hands Intermittent

Cycle of Mediocrity (Fig. 11.2)
Good wages/benefits high job security Other suppliers (if any) seen as equally poor Customers trade horror stories Service not focused on customers’ needs Employees spend working life in environment of mediocrity Narrow design of jobs Success = not making mistakes Complaints met by indifference or hostility Employee dissatisfaction (but can’t easily quit) Emphasis on rules vs. pleasing customers E m p l o e C c u s t r Promotion and pay increases based on longevity, lack of mistakes Initiative is discouraged Jobs are boring and repetitive; employees unresponsive Resentment at inflexibility and lack of employee initiative; complaints to employees No incentive for cooperative relationship to obtain better service Training emphasizes learning rules Customer dissatisfaction

Train, empower frontline personnel to control quality
Cycle of Success (Fig. 11.3) C y Low customer turnover Customer loyalty Continuity in relationship with High customer satisfaction Extensive training Employee satisfaction, positive service attitude Repeat emphasis on customer loyalty and retention Higher profit margins Broadened job designs Lowered turnover, high service quality Above average wages Intensified selection effort E m p l o e c u s t r Train, empower frontline personnel to control quality Source: Heskett and Schlesinger

How to Manage People for Service Advantage?
Staff performance is a function of both ability and motivation. How can we get able service employees who are motivated to productively deliver service excellence? Hire the right people Enable your people Motivate and energize your people

Hire the Right People “The old saying ‘People are your most
important asset’ is wrong. The RIGHT people are your most most important asset.” Jim Collins

Recruitment The right people are a firm’s most important asset: take a focused, marketing-like approach to recruitment Clarify what must be hired versus what can be taught Clarify nature of the working environment, corporate values and style, in addition to job specs Ensure candidates have/can obtain needed qualifications Evaluate candidate’s fit with firm’s culture and values Fit personalities, styles, energies to the appropriate jobs

Select And Hire the Right People: (1) Be the Preferred Employer
Create a large pool: “Compete for Talent Market Share” What determines a firm’s applicant pool? Positive image in the community as place to work Quality of its services The firm’s perceived status There is no perfect employee Different jobs are best filled by people with different skills, styles or personalities Hire candidates that fit firm’s core values and culture Focus on recruiting naturally warm personalities

Select and Hire the Right People: (2) How to Identify the Best Candidates
Observe Behavior Hire based on observed behavior, not words you hear Best predictor of future behavior is past behavior Consider group hiring sessions where candidates given group tasks Personality Testing Willingness to treat co-workers and customers with courtesy, consideration and tact Perceptiveness regarding customer needs Ability to communicate accurately and pleasantly

Select and Hire the Right People: (3) How to Identify the Best Candidates
Employ Multiple, Structured Interviews Use structured interviews built around job requirements Use more than one interviewer to reduce similar to me effects Give Applicants a Realistic Preview of the Job Chance to have “hands-on” with the job Assess how the candidates respond to job realities Allow candidates to self select themselves out of the job

Train Service Employees
The Organizational Culture, Purpose and Strategy Promote core values, get emotional commitment to strategy Get managers to teach “why”, “what” and “how” of job. Interpersonal and Technical Skills Both are necessary but neither is sufficient for optimal job performance Product/Service Knowledge Staff’s product knowledge is a key aspect of service quality Staff need to be able to explain product features and to position products correctly

Factors Favoring Employee Empowerment
Firm’s strategy is based on competitive differentiation and on personalized, customized service Emphasis on long-term relationships vs. one-time transactions Use of complex and non-routine technologies Environment is unpredictable, contains surprises Managers are comfortable letting employees work independently for benefit of firm and customers Employees seek to deepen skills, like working with others, and are good at group processes

Control vs. Involvement Model of Management
Control concentrates 4 key features at top of organization; Involvement pushes them down: Information about operating results and measures of competitive performance Rewards based on organizational performance (e.g. profit sharing, stock ownership) Knowledge/skills enabling employees to understand and contribute to organizational performance Power to influence work procedures and organizational direction (e.g. quality circles, self-managing teams) Source: Bowen and Lawler

Levels of Employee Involvement
Suggestion involvement Employee recommendation Job involvement Jobs redesigned Employees retrained Supervisors facilitate High involvement Information is shared Employees skilled in teamwork, problem solving etc. Participate in decisions Profit sharing and stock ownership

Motivate and Energize the Frontline
Use the full range of available rewards effectively, including: Job content Feedback and recognition Goal accomplishment

The Inverted Organizational Pyramid (Fig. 11.5)
Frontline Staff Top Mgmt Middle Mgmt Legend: = Service encounters, or ‘Moments of Truth.’ Traditional Organizational Pyramid Inverted Pyramid with a Customer & Frontline Focus Customer Base & Top Mgmt Support Frontline

The Wheel of Successful HR in Service Firms (Fig. 11.6)
Leadership that: 1. Hire the Right People 3. Motivate & Energize Your People 2. Enable Your People Be the preferred employer & compete for talent market share Intensify the selection process Empower Frontline Build high performance service delivery teams Extensive Training Utilize the full range of rewards Service Excellence & Productivity Focuses the entire organization on supporting the frontline Fosters a strong service culture with passion for service and productivity Drives values that inspire, energize and guide service providers

Managing Relationships and Building Loyalty
Chapter 12 Managing Relationships and Building Loyalty

Four Stages of Brand Loyalty in a Consumer
Cognitive loyalty – perception from brand attribute information that one brand is preferable to its alternatives Affective loyalty – developing a liking for the brand based on cumulatively satisfying usage occasions Conative loyalty – commitment to rebuying the same brand Action loyalty – exhibiting consistent repurchase behavior

Based on data from Reichheld and Sasser
Loyalty is Important to Profitability : Index of Customer Profits over Time (Fig. 12.1) Credit card Industrial laundry Industrial distribution Auto servicing (Year 1=100) 50 250 300 350 – 100 150 200 Year 1 Year 2 Year 3 Year 4 Year 5 Based on data from Reichheld and Sasser

What Makes Loyal Customers More Profitable?
Tend to spend more as relationship develops customer’s balances may grow may consolidate purchases to one supplier Cost less to serve less need for information and assistance make fewer mistakes Recommend new customers to firm (act as unpaid sales people) Trust leads to willingness to pay regular prices vs. shopping for discounts

Analyzing Why Customers Are More Profitable over Time (Fig. 12.2)
Profit from price premium Profit from references Profit from reduced op. costs Profit from increased usage Base Profit 1 2 3 4 5 6 7 Year Source: Reichheld and Sasser

Measuring Customer Equity: Calculating Life Time Value of Each Customer
Value at Acquisition revenues (application fee + initial purchase) Less costs (marketing +credit check + account set up) Annual Value (project for each year of relationship) revenues (annual fee + sales + service fees + value of referrals) Less costs (account management + cost of sales + write-offs) Net Present Value Determine anticipated customer relationship lifetime Select appropriate discount figure Sum anticipated annual values (future profits) at chosen discount rate Customer Equity is total sum of NPVs of all current customers

Customer-Firm Relationship
Today’s marketers seek to develop long-term relationships with customers. Relationship marketing includes: Database Marketing: Involves the use of technology by delivering differentiated service levels to consumers and subsequently tracking the relationship. Interaction Marketing: Usually in B2B context where people and the social process also add mutually beneficial value. Network Marketing: Common in B2B context where companies commit resources to develop positions in a network of relationships with the stakeholders and relevant agencies.

Types of Relationships with Customers (Table 12.1)
Type of Relationship--Firm and Customer Nature of Service Delivery “Membership” No formal relationship Continuous Cable TV Radio station Insurance Police College enrollment Lighthouse Discrete transactions Subscriber phone Pay phone Theater subscription Movie theater Warranty repair Public transport

Basic Segmentation Issues: Building an Appropriate Customer Portfolio
Target customers whose needs match firm’s capabilities Focus on value of prospective customers within each segment, not just numbers Avoid targeting customers who might abuse: our employees, facilities other customers Create a mix of segments to reduce risks of volatility during swings of economic cycles

Service-Relevant Segmentation Variables
Timing of service use (e.g., by hour, day, season) Level of skill and experience as co-producer/self- server Preferred language in face-to-face contact Access to electronic delivery systems (e.g., Internet) Attitudes toward use of new service technologies

Identifying and Selecting Target Segments (Mgt Memo 12.2)
User characteristics demographics psychographics geographic location benefits sought User behavior when, where, how services used quantity/value of purchases frequency of use profitability of relationship sensitivity to marketing variables

Portfolio of Professional Assignments (Fig. 12.4)
Major, State-of-the-art challenges for the firm’s principals that give the firm high visibility Demanding client assignments offering a learning experience for the firm’s most experienced associates “Pacesetters” Significant Projects Routine client projects shared among principals and associates “Bread and Butter” Projects Entry-level tasks for new associates or for research assistants & paraprofessionals Analytical Work on Project Data

The Customer Pyramid (Fig. 12.5)
Good Relationship Customers Which segment sees high value in our offer, spends more with us over time, costs less to maintain, and spreads positive word-of-mouth? Platinum Gold Which segment costs us in time, effort and money, yet does not provide the return we want? Which segment is difficult to do business with? Iron Lead Poor Relationship Customers

How Customers See Relational Benefits in Service Industries (Research Insights 12.1)
Confidence benefits less risk of something going wrong, less anxiety ability to trust provider know what to expect get firm’s best service level Social benefits mutual recognition, known by name friendship, enjoyment of social aspects Special treatment benefits better prices, discounts, special deals unavailable to others extra services higher priority with waits, faster service

The Customer Satisfaction-Loyalty Relationship (Fig. 12.6)
Apostle 100 Zone of Affection 80 Near Apostle 60 Zone of Indifference Loyalty (Retention) 40 Zone of Defection 20 Terrorist 1 2 3 4 5 Neither satisfied nor dissatisfied Very dissatisfied Very Satisfied Dissatisfied Satisfied Satisfaction

The Wheel of Loyalty (Fig. 12.7)
3. Reduce Churn Drivers 1. Build a Foundation for Loyalty Conduct churn diagnostic Segment the market Address key churn drivers Be selective in acquisition Implement complaint handling & service recovery Enabled through: Frontline staff Account managers Membership programs CRM Systems Use effective tiering of service. Customer Loyalty Increase switching costs Deliver quality service. 2. Create Loyalty Bonds Build higher level bonds Deepen the relationship Give loyalty rewards

Rewarding Value of Use, Not Just Frequency at British Airways (Best Practice in Action 12.2)
Dedicated reservations Reservations assurance Priority waitlist and standby Advance notification of delays exceeding 4 hours Upgraded check-in Preferred boarding Special services assistance Bonus air miles Upgrade for two

Drivers of Service Switching (Fig. 12.9)
Service Failure / Recovery Value Proposition Core Service Failure Service Mistakes Billing Errors Service Catastrophe Pricing High Price Price Increases Unfair Pricing Deceptive Pricing Service Encounter Failures Uncaring Impolite Unresponsive Unknowledgeable Service Switching Inconvenience Location/Hours Wait for Appointment Wait for Service Response to Service Failure Negative Response No Response Reluctant Response Competition Found Better Service Others Involuntary Switching Customer Moved Provider Closed Ethical Problems Cheat Hard Sell Unsafe Conflict of Interest

Common CRM Applications (Mgt Memo 12.2)
Signifies the whole process by which relationships with customers are built and maintained. CRM as an enabler, offering a “unified customer interface” and allow firms to better understand and segment the customers etc. Applications include: Data collection Data analysis Sales force automation Marketing automation Call center automation

Customer Relationship Strategies with CRM Systems: Key Questions
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 incremental profit potential of increasing share of wallet with current customers? How much does this vary by customer tier and/or segment? How much time and resource can we allocate to CRM right now? If we believe in CRM, why have we not taken steps in that direction before? What can we do today to develop customer relationship without spending on technology?

Customer Feedback and Service Recovery
Chapter 13 Customer Feedback and Service Recovery

American Customer Satisfaction Index: Selected Industry Scores, 2002
100 (Max = 100) 90 85 79 80 79 80 74 76 71 71 70 70 66 65 62 60 50 40 30 20 10 % Change 3.7% 1.3% 0.0% 1.3% 2.8% 0.0% 0.0% 8.2% 2.9% -2.6% 4.8% 3.3% 2002 vs 2001 Hotels Airlines Industry: Soft drinks Express mail, parcels Personal computers Hospitals IRS (tax) Fast food Restaurants Life insurance Comm. banks Broadcasting (natl. news) Cars, vans, etc.

Key Questions for Managers to Ask about Customer Complaining Behavior
Why do customers complain? What proportion of unhappy customers complain? Why don’t unhappy customers complain? Who is most likely to complain? Where do customers complain?

Courses of Action Open to a Dissatisfied Customer (Figure 13.1)
Service Encounter is Dissatisfactory Take some form of public action Take some form of private action Take no action Complain to the service firm Complain to a third party Take legal action to seek redress Defect (switch provider) Negative word-of-mouth Any one or a combination of these responses is possible

Dimensions of Perceived Fairness in Service Recovery Process (Figure 13.2)
Procedural Justice Interactive Justice Outcome Complaint Handling & Service Recovery Process Justice Dimensions of the Service Recovery Process Customer Satisfaction with the Service Recovery Source: Tax and Brown

Proportion of Unhappy Customers Who Buy Again Depending on the Complaint Process
9% 37% 19% 46% 54% 70% 82% 95% 10 20 30 40 50 60 70 80 90 100 Customer did not complain Complaint was not resolved Complaint was resolved resolved quickly Problem cost > $100 Problem cost $1 - 5 Source: TARP study

Impact of Effective Service Recovery on Retention
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 84% 92% 46% No Problem Problem, but effectively resolved Problem Unresolved Customer Retention Source: IBM-Rochester study

Components of an Effective Service Recovery System (Figure 13.3)

Strategies to Reduce Customer Complaint Barriers (Table 13.1)
Complaint Barriers for Dissatisfied Customers Strategies to Reduce These Barriers Inconvenience Difficult to find the right complaint procedure. Effort, e.g., writing a letter. Make feedback easy and convenient by: Printing Customer Service Hotline numbers, and postal addresses on all customer communications materials. Doubtful Pay Off Uncertain whether any action, and what action will be taken by the firm to address the issue the customer is unhappy with. Reassure customers that their feedback will be taken seriously and will pay off by: Having service recovery procedures in place, and communicating this to customers. Featuring service improvements that resulted from customer feedback. Unpleasantness Complaining customers fear that they may be treated rudely, may have to hassle, or may feel embarrassed to complain. Make providing feedback a positive experience: Thank customers for their feedback. Train the frontline not to hassle and make customers feel comfortable. Allow for anonymous feedback.

How to Enable Effective Service Recovery
Be proactive—on the spot, before customers complain Plan recovery procedures Teach recovery skills to relevant personnel Empower personnel to use judgment and skills to develop recovery solutions

Guidelines for Effective Problem Resolution (Management Memo 13.1)
Act fast Admit mistakes but don’t be defensive Understand problem from customer’s viewpoint Don’t argue Acknowledge customer’s feelings Give benefit of doubt Clarify steps to solve problem Keep customers informed of progress Consider compensation Persevere to regain goodwill

Service Guarantees Help Promote and Achieve Service Loyalty
Force firms to focus on what customers want Set clear standards Highlights cost of service failures Require systems to get & act on, customer feedback Reduce risks of purchase and build loyalty

Types of Service Guarantees
Single attribute-specific guarantee – one key service attribute is covered Multiattribute-specific guarantee – a few important service attributes are covered Full-satisfaction guarantee – all service aspects covered with no exceptions Combined guarantee – like the full-satisfaction, adding explicit minimum performance standards on important attributes

The Hampton Inn 100% Satisfaction Guarantee (Figure 13.4)
What are the benefits of such a guarantee? Are there any downsides?

Key Objectives of Effective Customer Feedback Systems
Assessment and benchmarking of service quality and performance Customer-driven learning and improvements Creating a customer-oriented service culture

Building a Customer Feedback System
Total market surveys Post-transaction surveys Ongoing customer surveys Customer advisory panels Employee surveys/panels Focus groups Mystery shopping Complaint analysis Capture of service operating data

Strengths and Weakness of Key Customer Feedback Collection Tools (Table 13.3)
Selection of a cocktail of effective customer feedback collection tools. Potential for Service Recovery Collection Tools Multi-level Measurement Action-able Represen-tative, Reliable First Hand Learning Cost Effective Service Satisfaction Process Satisfaction Specific Feedback Total Market Survey (inclu. competitors) Annual Survey on overall satisfaction Transactional Survey (process specific) Service Feedback Cards (process specific) Mystery Shopping (service testers) Unsolicited Feedback Recd (Online feedback system) Focus Group Discussions Service Reviews Meets Requirements: Fully Moderate Little/Not at all

Entry Points for Unsolicited Feedback
Employees serving customers face-to-face or by phone Intermediaries acting for original supplier Managers contacted by customers at head/regional office Complaint cards mailed or placed in special box Complaints passed to company by third-party recipients consumer advocates trade organizations legislative agencies other customers

Improving Service Quality and Productivity
Chapter 14 Improving Service Quality and Productivity

Importance of Productivity and Quality for Service Marketers
Helps to keep costs down lower prices to develop market, compete better increase margins to permit larger marketing budgets raise profits to invest in service innovation May impact service experience (must avoid negatives) May require customer involvement, cooperation Quality Gain competitive advantage, maintain loyalty Increase value (may permit higher margins) Improve profits

Perspectives on Service Quality
Transcendental: Quality = excellence. Recognized only through experience Product-Based: Quality is precise and measurable User-Based: Quality lies in the eyes of the beholder Manufacturing-Based: Quality is conformance to the firm’s developed specifications Value-Based: Quality is a trade-off between price and value

Dimensions of Service Quality
Tangibles Reliability Responsiveness Assurance competence, courtesy credibility security Empathy access communication understanding of customer

Seven Service Quality Gaps (Fig. 14.1)
Customer experience relative to expectations Advertising and sales promises Customer interpretation of communications 1. Knowledge Gap 2. Standards Gap 3. Delivery Gap 5. Perceptions Gap Service Gap Customer needs and expectations Management definition of these needs Translation into design/delivery specs Execution of Customer perceptions of product execution 6. Interpretation Gap 4. I.C.Gap MANAGEMENT CUSTOMER

Prescriptions for Closing Service Quality Gaps (Table 14.3)
Knowledge: Learn what customers expect--conduct research, dialogue, feedback Standards: Specify SQ standards that reflect expectations Delivery: Ensure service performance matches specs--consider roles of employees, equipment, customers Internal communications: Ensure performance levels match marketing promises Perceptions: Educate customers to see reality of service delivery Interpretation: Pretest communications to make sure message is clear and unambiguous.

Hard and Soft Measures of Service Quality
Hard measures refer to standards and measures that can be counted, timed or measured through audits typically operational processes or outcomes e.g. how many trains arrived late? Soft measures refer to standards and measures that cannot easily be observed and must be collected by talking to customers, employees or others e.g. SERVQUAL, surveys, and customer advisory panels. Control charts are useful for displaying performance over time against specific quality standards.

Hard Measures of Service Quality
Control charts to monitor a single variable Service quality indexes Root cause analysis (fishbone charts) Pareto analysis

Composition e of FedEx’s Service Quality Index (SQI) (Table 14.4)
Late Delivery – Right Day Late Delivery – Wrong Day Tracing request unanswered Complaints reopened Missing proofs of delivery Invoice adjustments Missed pickups Lost packages Damaged packages Aircraft Delays (minutes) Overcharged (packages missing label) Abandoned calls 1 5 10 Failure Type Total Failure Points (SQI) = Weighting Factor XXX,XXX Daily Points X No of Incidents =

Control Chart: Percent of Flights Leaving within 15 Minutes of Schedule (Fig. 14.2)
J F M A S O N D 60% 70% 80% 90% 100% Month

Tools to Address Service Quality Problems
Fishbone diagrams: A cause-and-effect diagram to identify potential causes of problems. Pareto charts: 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: A visualization of service delivery. It allows one to identify fail points in both the frontstage and backstage.

Cause and Effect Chart for Airline Departure Delays (Fig. 14.3)
Aircraft late to gate Late food service Late fuel Late cabin cleaners Poor announcement of departures Weight and balance sheet late Delayed Departures Delayed check-in procedure Acceptance of late passengers Facilities, Equipment Front-Stage Personnel Procedures Materials, Supplies Customers Gate agents cannot process fast enough Late/unavailable airline crew Arrive late Oversized bags Weather Air traffic Frontstage Procedure Backstage Information Other Causes Mechanical Failures Late pushback Late baggage

Analysis of Causes of Flight Departure Delays (Fig. 14.4)
4.9 % All stations, excluding Chicago-Midway Hub 15.3% 23.1% 19% 33.3% 15.4% 11.7% 9.5% 8.7% 23.1% 33.3% 23.1% 11.3% 53.3% Newark 15% Washington Natl. Late passengers Late weight and balance sheet Waiting for pushback Late cabin cleaning / supplies Waiting for fueling Other

Return on Quality (ROQ)
ROQ approach is based on four assumptions: Quality is an investment Quality efforts must be financially accountable It’s possible to spend too much on quality Not all quality expenditures are equally valid Implication: Quality improvement efforts may benefit from being related to productivity improvement programs

When Does Improving Service Reliability Become Uneconomical. (Fig. 14
Satisfy Target Customers Through Service Recovery 100% Optimal Point of Reliability: Cost of Failure = Service Recovery Service Reliability Satisfy Target Customers Through Service Delivery as Planned A B C D Investment Small Cost, Large Improvement Large Cost, Small Improvement Assumption: Customers are equally (or even more) satisfied with the service recovery provided than with a service that is delivered as planned.

Productivity in a Service Context
Productivity measures amount of output produced relative to the amount of inputs. Improvement in productivity means an improvement in the ratio of outputs to inputs. Intangible nature of many service elements makes it hard to measure the productivity of service firms, especially for information based services.

Efficiency, Effectiveness, and Productivity
Efficiency: comparison to a standard--usually time-based (e.g., how long employee takes to perform specific task) Problem: focus on inputs rather than outcomes May ignore variations in quality or value of service Effectiveness: degree to which firm is meeting its goals Cannot divorce productivity from quality/customer satisfaction Productivity: financial valuation of outputs to inputs Consistent delivery of outcomes desired by customers should command higher prices

Measuring Service Productivity
Traditional measures of service output tend to ignore variations in quality or value of service That is, they focus on outputs rather than outcomes, and stress efficiency but not effectiveness. Firms that are more effective in consistently delivering outcomes desired by customers can command higher prices. Furthermore, loyal customers are more profitable. Measures with customers as denominator include: profitability by customer capital employed per customer shareholder equity per customer

Questions to Ask When Developing Strategies to Improve Service Productivity
How to transform inputs into outputs efficiently? Will improving productivity hurt quality? Will improving quality hurt productivity? Are employees or technology the key to productivity? Can customers contribute to higher productivity?

Operations-driven vs. Customer-driven Actions to Improve Service Productivity
Operations-driven strategies Control costs, reduce waste Set productive capacity to match average demand Automate labor tasks Upgrade equipment and systems Train employees Leverage less-skilled employees through expert systems Customer-driven strategies Change timing of customer demand Involve customers more in production Ask customers to use third parties

Backstage and Frontstage Productivity Changes: Implications for Customers
Backstage improvements can ripple to the front stage and affect customers e.g., new printing peripherals may affect appearance of bank statements. Front-stage productivity enhancements are especially visible in high contact services. Some may just require passive acceptance by customers Others require customers to change their scripts and behavior.

Overcoming Customers’ Reluctance to Accept Changes in Environment and Behavior
Develop customer trust Understand customers’ habits and expectations Pretest new procedures and equipment Publicize the benefits Teach customers to use innovations and promote trial Monitor performance, continue to seek improvements

Six Sigma Methodology to Improve and Redesign Customer Service Processes
Process Improvement Process Design/Redesign Define Identify the problem Define requirements Set goals Identify specific or broad problems Define goal/change vision Clarify scope & customer requirements Measure Validate problem/process Refine problem/goal Measure key steps/inputs Measure performance to requirements Gather process efficiency data Analyze Develop causal hypothesis Identify root causes Validate hypothesis Identify best practices Assess process design Refine requirements Improve Develop ideas to measure root causes Test solutions Measure results Design new process Implement new process, structures and systems Control Establish measures to maintain performance Correct problems if needed Establish measures & reviews to maintain performance

Organizing for Service Leadership
Chapter 15 Organizing for Service Leadership

Customer-Led versus Market-Oriented Philosophies of Management
Firms may lose market leader position if listen too closely to current customers Service leadership requires curiosity, risk taking Customer-led businesses focus on understanding expressed desires of customers in currently served markets Market-oriented businesses commit to understand current/ latent customer desires plus competitors’ plans, capabilities Scan market more broadly, have longer-term focus Work closely with lead users (windows to future vs. anchors to past) Combine traditional research with experimentation, observation Conclusion: Pursue customer satisfaction, but set limits on being led by customers, especially during rapid change

The Service Profit Chain (Fig. 15.1)
Loyalty Service Quality Productivity & Output EMPLOYEES Capability Satisfaction Value CUSTOMERS Revenue Growth Profitability Operating strategy and service delivery system concept Target Market Internal External Workplace design Job design Selection and development Rewards and recognition Information and communication Tools for serving customers Quality and productivity improvements yield higher service quality and lower costs Lifetime value Retention Repeat business Referral

Causal Links in the Service Profit Chain (Table 15.1)
Customer loyalty drives profitability and growth Customer satisfaction drives customer loyalty Value drives customer satisfaction Employee productivity and retention drive value Employee loyalty drives productivity Employee satisfaction drives loyalty and productivity Internal quality drives employee satisfaction Top management leadership underlies chain’s success

Integrating Three Functional Imperatives (recap from Chapter 1)
Customers Marketing Imperative Human Resources Operations

Defining Three Functional Imperatives
Marketing Imperative Target “right” customers and build relationships Offer solutions that meet their needs Define quality package with competitive advantage Operations Imperative Create, deliver specified service to target customers Adhere to consistent quality standards Achieve high productivity to ensure acceptable costs Human Resource Imperative Recruit and retain the best employees for each job Train and motivate them to work well together Achieve both productivity and customer satisfaction

Reducing Intra-Organizational Tension
Transfers and cross training Cross functional taskforces New tasks and new people Process management teams Gain-sharing programs

The Search for Synergy: A Top Management Perspective
What do we want? What can we do? What do our customers want? What do our employees, intermediaries, and other partners want?

From Losers to Leaders: Moving Up the Service Performance Ladder
Service Leaders Crème de la crème of their respective industries Names synonymous with outstanding service, customer delight Service Professionals Clear positioning strategy Sustained reputation for meeting customer expectations Service Non-entities Traditional operations mindset Rudimentary marketing, often emphasizing price discounts Service Losers Only survive because of lack of viable alternatives in marketplace

Achieving Service Leadership by Focusing on Role of Each Functional Area
Marketing: move from tactical to innovative and strategic Operations: move from reactive/cost oriented to focused, innovative, well coordinated with marketing and HR Human Resources: move from tight control of low-cost workers to quality of employees as strategic advantage

Leadership for Change Management Involves Eight Stages
Create sense of urgency to develop impetus for change Put together strong team to direct process Create appropriate vision of where organization must go Communicate new vision broadly Empower employees to act on vision Produce sufficient short term results to create credibility Build momentum to tackle tougher problems Anchor new behaviors in the organizational culture Source: John Kotter

Leadership Qualities Needed in Service Organizations
Vision, charisma, persistence, high expectations, expertise, empathy, persuasiveness, integrity Ability to visualize quality of service as foundation for competing Believe in people who work for the firm, make good communications a priority Possess a natural enthusiasm for the business, teach it to others, pass on nuances, secrets, crafts of operating Cultivate leadership qualities of others in organization Use values to navigate firms through difficult times

Transformational Leadership May Require Changing Corporate Culture
Shared perceptions regarding what is important Shared values about what is right and wrong Shared understanding about what works and what doesn’t Shared beliefs about why these things are important Shared styles of working and relating to others Climate for Service--Tangible working environment atop underlying culture. Influential factors include: Shared perceptions concerning practices, procedures and types of behaviors that get rewarded Clarity about mission and values, level of commitment to common purpose Flexibility: freedom to innovate, sense of responsibility, standards

Introduction to Services Marketing

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