1、15-1,Chapter 15 Designing and Managing Services by,PowerPoint by Milton M. Pressley University of New Orleans,15-2,Every business is a service business. Does your service put a smile on the customers face?,Kotler on Marketing,15-3,Chapter Objectives,In this chapter, we focus on the following questio
2、ns: How are services defined and classified? How do services differ from goods? How can service firms improve their differentiation, quality, and productivity? How can goods-producing companies improve their customer support services?,15-4,K is a virtual advice marketplace,The Nature of Services,Gov
3、ernment sector Private non-profit sector Business sector Manufacturing sector Service,15-5,Categories of Service Mix Pure tangible good Tangible good with accompanying services Hybrid Major service with accompanying minor goods and services Pure service,The Nature of Services,15-6,Characteristics of
4、 Services and Their Marketing Implications Intangibility Service positioning strategy can be made tangible through: Place People Equipment Communication material Symbols Price,The Nature of Services,15-7,Online companies that provide services are often directly impacted by the quality of a customers
5、 computer or the customers Internet connection. Can you think of another service sector that has so little control over the environment in which their services are provided?,Discussion Question,15-8,The Nature of Services,Carbone and Haeckel purpose the following for customer experience engineering
6、Performance and context clues Humanics Mechanics Experience blueprint,15-9,The Nature of Services,Inseparability Variability Quality control by: Good hiring and training procedures Service blueprint Monitoring customer satisfaction,15-10,Perishability Strategies for better matching between demand an
7、d supply in a service business Differential pricing Nonpeak demand Complementary services Reservation systems Part-time employees Peak-time efficiency Increased consumer participation Shared services Facilities for future expansion,The Nature of Services,15-11,Marketing Strategies for Service Firms,
8、Three Additional Ps People Physical evidence presentation Process,15-12,Figure 15.3: Three Types of Marketing in Service Industries,15-13,Marketing Strategies for Service Firms,Service Companies face three tasks: Competitive differentiation Service quality Productivity Managing differentiation Offer
9、ing Primary service package Secondary service features,15-14,Kaiser Permanente Online has over 30,000 registered users,15-15,Marketing Strategies for Service Firms,Faster and Better Delivery Reliability Resilience Innovativeness Image Managing Service Quality Perceived service Expected service,15-16
10、,FedEx and UPS have taken over much of the US Postal Services business, mostly through flexibility and innovation that the USPS cant match. Can you think of another governmental service (anywhere in the world) where a private company has been able to take the profitable segment of a service, and lea
11、ve the less profitable or more risky segment for a government agency?,Discussion Question,15-17,Marketing Strategies for Service Firms,Five gaps that cause unsuccessful delivery Gap between consumer expectation and management perception Gap between management perception and service-quality specifica
12、tion Gap between service-quality specification and service delivery Gap between service delivery and external communications Gap between perceived service and expected service,15-18,Five determinants of service quality Reliability Responsiveness Assurance Empathy Tangibles Strategic Concept Top-Mana
13、gement Commitment High Standards Self-Service Technologies (SSTS),Marketing Strategies for Service Firms,15-19,M provides access to services that users can perform themselves,15-20,Table 15.1 Customer Importance and Performance Ratings for an Auto Dealership,See text for complete table,15-21,Marketi
14、ng Strategies for Service Firms,Satisfying Customer Complaints Satisfying Employees As Well As Customers Managing Productivity Seven approaches to improving service productivity: Have service providers work more skillfully Increase the quantity of service by surrendering some quality “Industrialize
15、the service” by adding equipment and standardizing production Reduce or make obsolete the need for a service by inventing a product solution Design a more effective service Present customers with incentives to substitute their own labor for company labor Harness the power of technology to give custo
16、mers access to better service and make service workers more productive,15-22,Managing Product Support Services,Customers have three worries Reliability and failure frequency Downtime duration Out-of-pocket costs of maintenance and repair Life-cycle cost,15-23,Managing Product Support Services,To pro
17、vide the best support for expensive equipment, firms offer: Facilitating services Value-augmenting services Herman Miller Office Furniture Company offers: Five-year product warranties Quality audits after installation Guaranteed move-in dates Trade-in allowances on systems products,15-24,Managing Pr
18、oduct Support Services,Postsale Service Strategy Major trends in product support service Lele has noted the following: Equipment manufacturers are building more reliable and more easily fixable equipment Customers are becoming more sophisticated about buying product support services “Service unbundl
19、ing”,15-25,Managing Product Support Services,Customers dislike dealing with multiple service providers handling different types of equipment Third-party service organizations Service contracts (extended warranties) may diminish in importance Customer service choices are increasing rapidlythis is holding down prices and profits Companies are increasing the quality of their call centers and their customer service representatives (CSRs),
