Service Marketing - Lathund: Modeller
Kapitel 1 - Introduction to Service
Modell 1: Lovelock´s classifications of service
Modell 2: Tangibility spectrum
People as Reciplents
Possessions as Recipients
Services Directed at
People’s Bodies
Services Directed at People’s
Tangible Possessions
Passenger Transportation
Healthcare
Spa Treatments
Courier Services
Car Repair
Landry or Dry Cleaning
Services Directed at
People’s Minds
Services Directed at
Intangible Assets/
Possessions
Education
Entertainment
Psychotherapy
Accounting
Banking
Legal Services
Modell 3 : Del av service Dominant
Modell 4 : Service Triangel
Kapitel 2 - The Gaps Model of Service Quality
Modell 1 : The gaps model
Modell 2: Gaps
Kapitel 3 - Consumer Behaviour in Services
Modell 1: Continuum of evaluation for different types of products Modell 2: Stages in consumers
decision-making
Modell 3 : Del av, stages in consumers decision-making
Kapitel 4 - Customer Expectations of Service
Modell 1: Customer expectations
Modell 2: Dual customer expectations levels
Kapitel 5 - Customer Perceptions of Service (uppfattning)
Modell 1: The quality-satisfaction link
Modell 2: The net promoter score
Modell 3: The evidence of service from the customer’s point of view
Kapitel 6 - Listening to Customers
Modell 1:Databases information
Modell 2: Importance/ performance matrix
Kapitel 7 - Building Customer Relationships
Modell 1 : Customer profitability segments , the customer pyramid
Modell 3:
Kapitel 8 - Service Innovation and Design (nya lösningar och design)
Modell 2: Relationship development strategies
Modell 3: Levels of relationship strategies
Kapitel 8 - Service Innovation and
Design (nya lösningar och design)
Modell 1- Front-end planning &
Implementation
Kapitel 9 - Customer-Defined Service Standards (företaget bestämmer standard)
Modell 1- Development of customer-defined service standards
Kapitel 10 - The Physical and Virtual Servicescape (landskap)
Modell 1 - Framework for understanding servicescape effects on behavior
Kapitel 11 - Employees´ Roles in Service Delivery
Modell 1 - The service profit chain
Modell 2- Human resource strategies for delivering service quality
Modell 3- Inverted service marketing triangle
Kapitel 12 - Customers´ Roles in Service Delivery
Modell 1- Self-service technologies
Modell 2 - Strategies for enhancing customer participation
Kapitel 13 - Delivering Service Through Electronic Channels and Intermediaries
“Modell 1” - Delivering services through electronic channels
“Modell 2” - Benefits and challenges in franchising
“Modell 3” - Benefits and challenges in distributing services through agents and brokers
Kapitel 14 - Managing Demand and Capacity (efterfrågan och kapacitet)
Modell 1 - The underlying issue: Lack of inventory capability
Modell 2 - Strategies for matching capacity and demand
A- Strategies for shifting demand to match capacityB- Strategies for adjusting capacity to match
försöker ändra efter de vi har (extern)
demand- Ändra kapacitet (internt)
Modell 3- Queuing strategies: When demand and capacity cannot be matched
Kapitel 15 - Service Recovery
Modell 1- Service recovery paradox
Modell 2 - Service recovery strategies
Kapitel 16 - Managing External and Internal Communications
Modell 1 - Communication and service marketing triangle
Modell 2 - Communication challenges
Modell 3- Communication challenges -> 2. Manage service promises
Kapitel 17 - Pricing of Services
Modell 1- Monetary and non-monetary costs
Modell 2- Three basic marketing price
structures and challenges associated with their use
Kapitel 18 - The Financial Impact of Service Quality
Modell 1- Service and profitability: The direct relationship
Modell 2 - Two approaches - offensive marketing and defensive marketing
A- Offensive marketing:
Attracting more and better customers
B-Defensive marketing: Customer
retention
Modell 3- The key drivers of service quality, customer retention and profits
Modell 4- Company performance measurement:
The balanced performance scorecard
Modell 5- The measures that matters most
→ Shareholder value
= Värde för aktieägarna!
Service Marketing - Lathund: Begrepp
Kapitel 1 - Introduction to Service
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What is a Services (viktigt att kunna skriva på tentan!!)
Tangibility spectrum (Modell 2)
○ Tangible actions = konkreta handlingar (fysisk)
○ Intangible actions = imateriella handlingar
Service contexts
○ (1) Service organizations
○ (2) Services as products
○ (3) Services as experiences
○ (4) Customer service
○ (5) Transformative services.
Service dominant logic (Modell 3) + Value in use
Characteristics of services - karaktärsdrag hos tjänster
○ Implications of intangibility: Går inte att ta på.
○ Implications of heterogeneity: Svårt att allt blir lika
○ Implications of inseparability: flygplan
○ Implications of perishability: kan inte lämna tillbaka
Service marketing (Modell 4)
Service marketing mix
○ Traditional four Ps - product, price, place (distribution) and promotion.
○ Services marketing mix + people, physical evidence and process.
Kapitel 2 - The Gaps Model of Service Quality
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Gaps model of service quality (Modell 1)
Provider gaps
○ Gap 1: Not knowing what customers expect
○ Gap 2: Not selecting the right service quality
○ Gap 3: Not delivering to service designs and standards
○ Gap 4: Not matching performance to promises
○ Gap 5: Customer gap. Not matching the expected service with the perceived service
Kapitel 3 - Consumer Behaviour in Services
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Consumer evaluation processes for services
○ 1. Search qualities
○ 2. Experience qualities
○ 3. Credence qualities
Stages in consumers decision-making
○ 1. Recognition:.
○ 2. Information search:
○ 3. Evaluation of alternatives
○ 4. Purchase
○ 5. Consumer experience during service delivery
○ 6. Post-purchase evaluation
■ (1) Word of mouth , (2) Brand loyalty
Understanding the difference among customers
Kapitel 4 - Customer Expectations of Service
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Customer expectations
○ (1) What are the expectations?
○ (2) What factors influence the formation of these expectations?
○ (3) How can the firm meet these expectations?
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Dual customer expectations levels (Modell 1)
○ Desired service
○ Adequate service
○ Zone of tolerance
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Factors that influence customer expectation ( Modell 2)
○ Factors that influences the desired service
■ Lasting service intensifiers
■ Personal needs
○ Factors that influence the adequate service
■ Temporary service intensifiers
■ Perceived service alternatives
■ Self-perceived service roles
■ Situational factors
○ Sources of both desired and predicted service expectations
■ Explicit service promises
■ Implicit service promises
■ Online and offline word-of-mouth communication
■ Past experience
■ - > Predicted service
Kapitel 5 - Customer Perceptions of Service (uppfattning)
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Customer satisfaction - Factors influencing customer satisfaction, two main categories.
○ Product and service features
- Service quality
- Product quality
- Price
○ Personal factors
- Personal factors: Pre-existing emotions
- Situation factors; Other consumers, family, co-workers, etc
- Perceptions of equality or fairness
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The net promoter score
○ Promoters
○ Passives
○ Detractors
Service quality
○ (1) Outcome quality
○ (2) Interaction quality
○ (3) Physical environment quality.
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The five dimensions of service quality
○ Reliability:
○ Assurance:
○ Tangibles:
○ Empathy:
○ Responsiveness
E-service quality dimensions
○ Fulfillment:
○ Reliability:
○ Efficiency:
○ Privacy:
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Three dimensions of that service recovery are responsiveness, compensation and contact.
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Nordic model of service quality
○ Technical quality
○ Functional quality
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Service encounters (kunna beskriva på tenta)
○ The service encounter is an opportunity to:
■ (1) Reinforce quality,
■ (2) Increase loyalty.
■ (3) Build trust
■ (4) Build brand identity
○ Service encounter cascade: service encounters links together
Three types of service encounters
○ Remote encounters
○ Phone encounters
○ Face-to-face encounters
The evidence of service (Modell 3)
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Kapitel 6 - Listening to Customers
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Databases information (Modell 1)
Monitoring user-generated content and netnography
○ User-generated content
○ Netnography
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Using marketing research to understand customer expectations
○ Common research objectives for services is
■ (1) To monitor and track service performance and
■ (2) To assess overall company performance compared with that of
competitors.
SERVQUAL
○ Contains 21 attributes grouped into five service quality dimensions = RATER
Stages in the research process
○ 1. Define problem
○ 2. Develop measurement strategy
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3. Implement research programme
4. Collect and tabulate data
5. Interpret and analyze findings
6. Report findings
The key forms of service research is
○ (1) Critical incidents studies
○ (2) Mystery shopping
○ (3) Database research.
○ Research approaches:
■ Mystery shopping
■ Customer panels
■ Lost customer research
Importance/ performance matrix
Ethics in marketing research
○ Goodwill
○ Trust
○ Professional
○ Confidential
Kapitel 7 - Building Customer Relationships
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Relationship marketing
The evolution of customers relationships - different strategies depending on stage:
○ 1. As strangers
○ 2. As acquaintances
○ 3. As friends
○ 4. As partners
Depending on the customer, expectations will also differ.
○ 1. Transactional expectations
○ 2. Active relational expectations
○ 3. Passive relationship expectations
Benefits of relationships
Customer profitability segments THE CUSTOMER PYRAMID (Modell 1)
○ 1. The platinum tier
○ 2. The gold tier
○ 3. The iron tier
○ 4. The led tier
Relationship development strategies (Modell 2)
○ Core service provision
○ Switching barriers
○ Relationship bonds
Levels of relationship strategies (Modell 3)
Kapitel 8 - Service Innovation and Design (nya lösningar och design)
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Challenges with service innovation
Stages in service innovation and development process
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Modell 1
○ Front-end planning
■ 1. Business strategy development or review:
■ 2. New-service strategy development:
■ 3. Idea generation:
■ 4. Service concept development:
■ 5. Business analysis:
○ Implementation
■ 6. Service development and testing:
■ 7. Market testing
■ 8. Commercialization:
■ 9. Post-introduction evaluation:
Service blueprint
Key factors driving successful innovation
○ 1. The need for portfolio planning and integrating of new services with existing
processes and systems.
○ 2. The need for multiple measures of success.
○ 3. The need to maintain flexibility in the innovation and the process.
Kapitel 9 - Customer-Defined Service Standards (företaget bestämmer standard)
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Factors necessary for appropriate service standards
○ Standardization of service behavior and actions, three forms:
■ 1. Substitution of technology for personal contact and human effort
■ 2. Improvement in work methods
■ 3. Combinations of these two methods
Customer-defined standards
○ There are two types of customer-defined standards.
■ (1) Hard customer-defined standards
■ (2) Soft customer-defined standards
Development of customer-defined service standards (Modell 1)
○ 1. Identify existing or desired service encounter sequence
○ 2. Translate customer expectations into behaviors and actions
○ 3. Determine appropriate standards
○ 4. Develop feedback measurements for standards , Hard or soft
○ 5. Establish target levels of standards
○ 6. Track measures against standard
○ 7. Provide feedback about performance to employees
○ 8. Update target levels and measures
Criteria for creating service standards
Kapitel 10 - The Physical and Virtual Servicescape (landskap)
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Strategic roles of the servicescape
○ Package
○ Facilitator
○ Socializer
○ Differentiator
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Framework for understanding servicescape effects on behavior (Modell 1)
Stimulus-organism-response theory
○ Clue management
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Guidelines for physical evidence strategy
○ Recognize the strategic impact of physical evidence.
○ Blueprint the physical evidence of service.
○ Clarify strategic roles of the servicescape.
○ Assess and identify physical evidence opportunities.
○ Be prepared to update and modernize the evidence.
○ Work cross-functionally.
Kapitel 11 - Employees´ Roles in Service Delivery
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Failure in service delivery
Service culture
The critical importance of service employees
○ The customer-contact employees are critical to success since they
■ (1) are the service
■ (2) are the organization in the customer’s eye
■ (3) are the brand and
■ (4) are marketers.
The service profit chain (Modell 1)
Boundary-spanning roles
Boundary-spanning roles and emotional labor
○ Strategies for managing emotional labor:
■ 1. Screen for emotional labor abilities.
■ 2. Teach emotional management skills and appropriate behaviors.
■ 3. Carefully fashion the physical work environment.
■ 4. Allow employees to air their views.
■ 5. Put management in the front line.
■ 6. Give employees a break.
■ 7. Hand over demanding customers to managers.
Human resource strategies for delivering service quality (Modell 2)
Empowerment
○ Benefits
■ - Employees feel better about their jobs and themselves.
■ - Employees will interact with customers with more warmth and enthusiasm.
■ - Empowered employees are a great source of service ideas.
■ - Great word-of-mouth advertising from customers.
○ Drawbacks
■ - A potentially greater investment in selection and training.
■ - Higher labor costs.
■ - Potentially slower or inconsistent service delivery.
■ - May violate customers’ perceptions of fair play.
■ - Employees may “give away the store” or make bad decisions.
Inverted service marketing triangle (Modell 3)
Kapitel 12 - Customers´ Roles in Service Delivery
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Customer participation
○ Levels of customer participation
■ Low: Consumer presence required during service delivery
■ Moderate: Consumer inputs required for service creation
■ High: Consumer co-creates the service
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Fellow customers
Customer’s roles in service delivery
○ Customers as productive resources
○ Customers as contributors to service quality and satisfaction
○ Customers as competitors
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Self-service technologies (Modell 1)
Strategies for enhancing customer participation (Modell 2)
Kapitel 13 - Delivering Service Through Electronic Channels and Intermediaries
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Multi-channel
Omni-channel
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Delivering services through electronic channels (Modell 1)
Delivery service through intermediaries = mellanhand
○ Two types = franchisees and agents.
○ Benefits and challenges in franchising (Modell 2)
○ Benefits and challenges in distributing services (Modell 3)
Kapitel 14 - Managing Demand and Capacity (efterfrågan och kapacitet)
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The underlying issue: Lack of inventory capability (Modell 1)
Capacity constraints
○ Time examples: Legal, consulting
○ Labor examples: Law firm, consulting firm
○ Equipment examples: Delivery services, telecommunications
○ Facilities examples: Hotels, restaurants
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Demand patterns
○ Predictable cycles
○ Random demand fluctuations
○ Demand patterns by market segments
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Strategies for matching capacity and demand
○ 1. Strategies for shifting demand to match capacity (Modell 2 A)
○ 2. Strategies for adjusting capacity to match demand (Modell 2 B)
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Revenue management
Queuing strategies: When demand and capacity cannot be matched (Modell 3)
Kapitel 15 - Service Recovery
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Service recovery paradox (Modell 1)
Types of complainers
○ Passives
○ Voicers
○ Irates
○ Activists
Customers’ recovery expectations
○ Fair treatment - Three types of justice
■ Outcome justice
■ Procedural justice
■ Interactional justice
Service recovery strategies (Modell 2)
Service guarantees
Kapitel 16 - Managing External and Internal Communications
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Complexity of today’s communication
Communication and service marketing triangle (Modell 1)
○ The customer is the target for two types of communication:
■ 1. External marketing
■ 2. Interactive marketing
○ Communication in the organization
■ 3. Internal marketing.
Communication challenges - Five major approaches (Modell 2)
○ 1. Address service intangibility
○ 2. Manage service promises (Modell 3)
○ 3. Manage customer expectations
○ 4. Manage customer education
○ 5. Manage internal marketing communication
■ Internal marketing can be both:
■ (1) Vertical
■ (2) Horizontal
Kapitel 17 - Pricing of Services
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Reasons why service prices are different for customers
○ 1. Customer knowledge of service prices:
○ 2. Price is a key signal of quality in service:
○ 3. The role of non-monetary costs:
Monetary and non-monetary costs (Modell 1)
Three basic marketing price structures & challenges associated with their use (Modell 2)
○ Cost-based pricing
○ Competition-based pricing
○ Demand-based pricing
Dynamic pricing and adapting the price
○ Two other ways to price:
■ Dynamic pricing
■ Adapting the price
Kapitel 18 - The Financial Impact of Service Quality
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Service and profitability: The direct relationship (Modell 1)
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Two approaches - offensive marketing and defensive marketing (Modell 2)
○ Offensive marketing: Attracting more and better customers
○ Defensive marketing: Customer retention
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The key drivers of service quality, customer retention and profits (Modell 3)
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Company performance measurement:The balanced performance scorecard (Modell 4)
○ Customer perspective
○ Operative perspective
○ Financial perspective
○ Innovation and learning perspective
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The measures that matters most (Modell 5)
Sammanfattning service dominant logic
Allting handlar om en tjänst. Även när det verkar gälla varor så är det ändå en tjänst.
Med förslaget om en tjänstedominant logik avses att värde uppstår i användandet av
en tjänst. Det följer av detta att användaren är en medskapare av värde. Således
uppstår inte värde vid produktion. Genom detta tankesätt blir allting tjänster – oavsett
om det är varor eller (klassiska) tjänster som utväxlas så blir värdet i slutändan en
tjänst i och med att användaren realiserar det förmedlade erbjudandet. Den
tjänstedominanta logiken vilar på tio fundamentala utgångspunkter vilka utgör en
kritik och alternativ mot det synsätt som idag kallas den varudominanta logiken.
Kritiken inriktar sig framför allt mot att den varudominanta logiken ser värde som
något som uppstår vid produktion och att användaren har en passiv roll ofta endast
som betalare eller mottagare. Den tjänstedominanta logiken är ett nytt synsätt som
ersätter den klassiska uppdelningen av erbjudanden i varor och tjänster. Istället för att
erbjudanden är antingen eller så blir allt förutsättningar till en tjänst. Användare köper
varor för de tjänster varorna skapar, inte för varornas egenskaper. Implikationerna av
den tjänstedominanta logiken för innovation är att fokus förflyttas från vad som sker i
ett företag till vad som händer för en användare. Innovation utifrån den
tjänstedominanta logiken innebär att användarens situation förändras men det behöver
inte nödvändigtvis innebära att någon produktutveckling skett. Den tjänstedominanta
logiken fokuserar inte på vad som förändras hos en viss produkt utan snarare på hur
mycket effektivare en användare blir.
heja heja <3333