CHAPTER 1
Services Marketing
Introduction to
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Overview of Chapter 1 Why study services? Powerful forces that are transforming service Markets What are services? Four broad categories of services
Challenges posed by services
Expanded marketing mix for services Framework for effective services marketing strategies
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Why Study Services?
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Why Study Services?
Services Dominate Economy in Most Nations Most New Jobs are Generated by Services
Fastest Growth Expected in Knowledge-Based Industries Many New Jobs are Well-Paid Positions Requiring Good Educational Qualifications
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Contribution of Services Industries to Global GDP
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Estimated Size of Service Sector in Selected Countries
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Powerful Forces Are Transforming Service Markets
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Forces Transforming the Service Economy
Social Changes Government Policies Business Trends
Advances in IT Globalization
New markets and product categories Increase in demand for services More intense competition
Innovation in service products & delivery systems, stimulated by better technology
Customers have more choices and exercise more power
Success hinges on: Understanding customers and competitors Viable business models Creation of value for customers and firm
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Forces Transforming the Service Economy (1)
Social Changes Government Policies Business Trends Advances in
IT
Globalization
Changes in regulations Privatization New rules to protect customers,
employees, and the environment
New agreement on trade in services
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Forces Transforming the Service Economy (2)
Social Changes Government Policies Business Trends Advances in
IT
Globalization
Rising consumer expectations More affluence Personal Outsourcing Increased desire for buying experiences vs.
things
Rising consumer ownership of high tech
equipment
Easier access to more information Immigration Growing but aging population
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Forces Transforming the Service Economy (3)
Social Changes Government Policies Business Trends Advances in
IT
Globalization
Push to increase shareholder value Emphasis on productivity and cost savings Manufacturers add value through service and sell
services
More strategic alliances Focus on quality and customer satisfaction Growth of franchising Marketing emphasis by nonprofits
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Forces Transforming the Service Economy (4)
Social Changes Government Policies Business Trends
Advances in IT Globalization
Growth of Internet Greater bandwidth Compact mobile equipment Wireless networking Faster, more powerful software Digitization of text, graphics, audio, video
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Forces Transforming the Service Economy (5)
Social Changes Government Policies Business Trends Advances in
IT
Globalization
More companies operating on transnational basis Increased international travel International mergers and alliances Offshoring of customer service Foreign competitors invade domestic markets
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What Are Services?
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What are Services? (1)
Services involve a form of rental, offering benefits without transfer of ownership
Include rental of goods Marketing tasks for services differ from those involved in selling goods and transferring ownership
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What are Services? (2)
Five broad categories within non-ownership framework:
1. Rented goods services 2. Defined space and place rentals 3. Labor and expertise rentals 4. Access to shared physical environments 5. Systems and networks: access and usage
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What are Services? (3)
Implications of Renting Versus Owning (Service Insights 1.1)
Markets exist for renting durable goods rather than selling them Renting portions of larger physical entity (e.g., office space, apartment) can form basis for service Customers more closely engaged with service suppliers
Time plays central role in most services
Customer choice criteria may differ between rentals and outright purchases Services offer opportunities for resource sharing
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Four Broad Categories of Services
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Four Broad Categories of Services
Based on differences in nature of service act (tangible/intangible) and who or what is direct recipient of service (people/possessions), there are four categories of services:
People processing Possession processing
Mental stimulus processing
Information processing
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Four Categories Of Services
(Fig 1.10)
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Four Categories Of Services
People Processing Customers must:
physically enter the service factory co-operate actively with the service operation
Managers should think about process and output from customers perspective
to identify benefits created and non-financial costs: - Time, mental, physical effort
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Possession Processing
Possession Processing Customers are less physically involved compared to people processing services Involvement is limited Production and consumption are separable
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Mental Stimulus Processing
Mental Stimulus Processing Ethical standards required when customers who depend on such services can potentially be manipulated by suppliers Physical presence of recipients not required Core content of services is information-based
Can be inventoried
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Information Processing
Information Processing Information is the most intangible form of service output, But may be transformed into enduring forms of service output Line between information processing and mental stimulus processing may be blurred.
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Value Added by Physical, Intangible Elements Helps Distinguish Goods and Services (Fig 1.16)
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Defining Services
Services
Are economic activities offered by one party to another Most commonly employ time-based performances to bring about desired results in: - Recipients themselves - Objects or other assets for which purchasers have responsibility
In exchange for their money, time, and effort, service customers expect to obtain value from
Access to goods, labor, facilities, environments, professional skills, networks, and systems; But they do not normally take ownership of any of the physical elements involved.
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Challenges Posed by Services
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Services Pose Distinctive Marketing Challenges
Marketing management tasks in the service sector differ from those in the manufacturing sector. The eight common differences are:
Most service products cannot be inventoried Intangible elements usually dominate value creation Services are often difficult to visualize and understand
Customers may be involved in co-production
People may be part of the service experience Operational inputs and outputs tend to vary more widely
The time factor often assumes great importance
Distribution may take place through nonphysical channels
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Differences, Implications, and Marketing-Related Tasks (1) (Table 1.1)
Difference
Most service products cannot be inventoried Intangible elements usually dominate value creation Services are often difficult to visualize & understand Customers may be involved in coProduction
Implications
Customers may be turned away Harder to evaluate service & distinguish from competitors Greater risk & uncertainty perceived
Marketing-Related Tasks
Use pricing, promotion, reservations to smooth demand; work with ops to manage capacity Emphasize physical clues, employ metaphors and vivid images in advertising Educate customers on making good choices; offer guarantees Develop user-friendly equipment, facilities & systems; train customers, provide good support
Interaction between customer & provider; but poor task execution could affect satisfaction
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Differences, Implications, and Marketing-Related Tasks (2) (Table 1.1)
Difference
People may be part of service experience
Implications
Behavior of service personnel & customers can affect satisfaction Hard to maintain quality, consistency, reliability Difficult to shield customers from failures Time is money; customers want service at convenient times Electronic channels or voice telecommunications
Marketing-Related Tasks
Recruit, train employees to reinforce service concept Shape customer behavior Redesign for simplicity and failure proofing Institute good service recovery procedures
Operational inputs and outputs tend to vary more widely Time factor often assumes great importance
Find ways to compete on speed of delivery; offer extended hours
Create user-friendly, secure websites and free access by telephone
Distribution may take place through nonphysical channels
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Expanded Marketing Mix for Services
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Services Require An Expanded Marketing Mix
Marketing can be viewed as:
A strategic and competitive thrust pursued by top management
A set of functional activities performed by line managers
A customer-driven orientation for the entire organization
Marketing is only function to bring operating revenues into a business; all other functions are cost centers. The 7 Ps of services marketing are needed to create viable strategies for meeting customer needs profitably in a competitive marketplace
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The 7 Ps of Services Marketing
Product elements (Chapter 4) Place and time (Chapter 5) Price and other user outlays (Chapter 6) Promotion and education (Chapter 7) Process (Chapter 8) Physical environment (Chapter 10) People (Chapter 11)
I dont care if you learn this.
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Traditional 4 Ps Applied to Services (1) Product elements
Service products are at the heart of services marketing strategy
Marketing mix begins with creating service concept that offers value Service product consists of core and supplementary elements
- Core products meet primary needs - Supplementary elements are value-added enhancements
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Traditional 4 Ps Applied to Services (2) Place and time
Service distribution can take place through physical and nonphysical channels
Some firms can use electronic channels to deliver all (or at least some) of their service elements
Information-based services can be delivered almost instantaneously electronically
Delivery Decisions: Where, When, How Time is of great importance as customers are physically present Convenience of place and time become important determinants of effective service delivery
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Traditional 4 Ps Applied to Services (3)
Price and other user outlays
Marketers must recognize that customer costs involve more than price paid to seller Identify and minimize non-monetary costs incurred by users: - Additional monetary costs associated with service usage (e.g., travel to service location, parking, phone, babysitting, etc.) - Time expenditures, especially waiting - Unwanted mental and physical effort - Negative sensory experiences Revenue management is an important part of pricing
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Traditional 4 Ps Applied to Services (4)
Promotion and Education
Plays three vital roles:
- Provide information and advice
- Persuades the target customers of merit of service product or brand - Encourages customer to take action at specific time
Customers may be involved in co-production so:
- Teach customer how to move effectively through the service process - Shape customers roles and manage their behavior
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Extended Mix for Managing the Customer Interface (1)
Process
How firm does things may be as important as what it does Customers often actively involved in processes, especially when acting as coproducers of service Operational inputs and outputs vary more widely
- Quality and content varies among employees, between employees - Variations can be with different customers - Variations from time of the day
Variability can be reduced by:
- Standardized procedures - Implementing rigorous management of service quality - Training employees more carefully - Automating tasks - Train employees in service recovery procedures
Manage process design and flow of customers
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Extended Mix for Managing the Customer Interface (2)
Physical environment
Design servicescape and provide tangible evidence of service performances
Create and maintain physical appearances
- Buildings/landscaping - Interior design/furnishings - Vehicles/equipment - Staff grooming/clothing - Sounds and smells - Other tangibles Manage physical cues carefully can have profound impact on customer impressions
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Extended Mix for Managing the Customer Interface (3) People
Interactions between customers and contact personnel strongly influence customer perceptions of service quality Well-managed firms devote special care to selecting, training and motivating service employees Other customers can also affect ones satisfaction with a service
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