Services Marketing Christopher Lovelock ppts combined
January 25, 2017 | Author: Anuja Falnikar | Category: N/A
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Chapter 1
Introduction to Services Marketing
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Services Marketing 5/E
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Services Marketing 5/E
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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% SERVICES
Business Health Services 6% 5%
Transport, Utilities, Communications 8%
Source: Bureau of Economic Analysis, November 2002 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Changing Structure of Employment as Economic Development Evolves (Fig. 1.2)
Agriculture Services
Industry
Time, per Capita Income Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Services Marketing 5/E
Source: IMF, 1997
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Some Service Industries Profiled by NAICS but Not Identified by SIC Codes Casino Hotels
HMO Medical Centers
Continuing Care Retirement Communities
Industrial Design Services
Diagnostic Imaging Centers
Investment Banking and Securities Dealing
Diet and Weight Reducing Centers
Management Consulting Services
Environmental Consulting
Satellite Telecommunications
Gold Courses and Country Clubs
Telemarketing Bureaus
Hazardous Waste Collection Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Temporary Help Services
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Services Marketing 5/E
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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)
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Marketing Relevant Differences Between Goods and Services
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Marketing Implications - 2
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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Lo
Fast food restaurant Plumbing repair Office cleaning Health club Airline flight Retail banking Insurance Weather forecast Intangible Elements
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Marketing Implications - 3
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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Marketing Implications - 4
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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Important Differences Exist among Services
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Four Categories of Services Employing Different Underlying Processes (Fig. 1.5)
What is the Nature of the Service Act? TANGIBLE ACTS
INTANGIBLE ACTS
Who or What is the Direct Recipient of the Service? DIRECTED AT PEOPLE
DIRECTED AT POSSESSIONS
People Processing
Possession Processing
e.g., airlines, hospitals, haircutting, restaurants hotels, fitness centers
e.g., freight, repair, cleaning, landscaping, retailing, recycling
Mental Stimulus Processing e.g., broadcasting, consulting, education, psychotherapy
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Information Processing (directed at intangible assets)
e.g., accounting, banking, insurance, legal, research
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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.
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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, email, Web site)
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 informationbased services “anywhere, anytime” New service features through websites, email, and internet (e.g., information, reservations) More opportunities for self-service New types of services
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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The Services Marketing Mix
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Managing the 7Ps Requires Collaboration between Marketing, Operations, and HR Functions (Fig. 1.7)
Operations Management
Marketing Management Customers
Human Resources Management Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Chapter 2
Consumer Behavior in Service Encounters
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Levels of Customer Contact with Service Organizations (Fig. 2.2) Emphasizes encounters with service personnel
High Nursing Home
HairCut 4- Star Hotel
Management Consulting Good Restaurant
Telephone Banking
Airline Tra vel (Econ.)
Retail Banking
Car Repair
Motel
Insurance
Dry Cleaning Fast Food
Movie Theater Cable TV
Subway • Internet Banking Mail Based Repairs
Emphasizes encounters with equipment Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Internet-based Services
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Factors that Influence Customer Expectations of Services
Personal Needs Desired Service Beliefs about What Is Possible
(Fig. 2.4)
Explicit & Implicit Service Promises Word-of-Mouth Past Experience
ZONE OF TOLERANCE
Perceived Service Alterations Adequate Service
Predicted Service
Situational Factors
Source: Adapted from Zeithaml, Parasuraman & Berry Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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How Product Attributes Affect Ease of Evaluation) (Fig. 2.5)
High in search attributes
Complex surgery
Legal services
Computer repair
Haircut
Lawn fertilizer
Restaurant meals
Foods
Motor vehicle
Chair
Clothing
Easy to evaluate
Entertainment
Most Services
Most Goods
Difficult to evaluate
High in experience High in credence attributes attributes Source: Adapted from Zeithaml
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Services Marketing 5/E
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Services Marketing 5/E
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Service Marketing System: (1) High Contact Service--e.g., Hotel (Fig. 2.7) Service Marketing System Service Delivery System Other Customers
Service Operations System Interior & Exterior Facilities
Technical Core
Equipment
The Customer
Service People
Backstage (invisible)
Front Stage (visible)
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Other Customers
Services Marketing 5/E
Other Contact Points 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
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Service Marketing System: (2) Low Contact Service--e.g., Credit Card (Fig. 2.8) Service Marketing System Service Delivery System Service Operations System
Other Contact Points
Advertising Mail Technical Core
Self Service Equipment
The Customer
Phone, Fax, Web site etc. Backstage (invisible)
Market Research Surveys Random Exposures Facilities, Personnel
Word of Mouth
Front Stage (visible)
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Services Marketing 5/E
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Chapter 3
Positioning Services in Competitive Markets
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Basic Focus Strategies for Services (Fig. 3.1)
BREADTH OF SERVICE OFFERINGS
Narrow Service Focused
Unfocused (Everything for everyone)
Fully Focused (Service and market focused)
Market Focused
Many NUMBER OF MARKETS SERVED
Few
Wide
Source: Robert Johnston Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Possible Dimensions for Developing Positioning Strategies
Product attributes Price/quality relationships Reference to competitors (usually shortcomings) Usage occasions User characteristics Product class Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Developing a Market Positioning Strategy (Fig. 3.3) MARKET ANALYSIS
- Size - Composition - Location - Trends
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
COMPETITIVE ANALYSIS
- Strengths - Weaknesses - Current Positioning
Analyze Possibilities for Differentiation Source: Adapted from Michael R. Pearce
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Positioning of Hotels in Belleville: Price vs. Service Level (Fig. 3.4) Expensive
Grand Regency
PALACE Shangri-La
High Service Sheraton
Atlantic
Moderate Service
Italia Castle
Alexander IV Airport Plaza
Less Expensive Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Positioning of Hotels in Belleville: Location vs. Physical Luxury (Fig. 3.5) High Luxury
Regency
Grand Sheraton
Shangri-La
PALACE Financial District
Shopping District and Convention Centre
Inner Suburbs
Italia
Castle
Alexander IV Atlantic Airport Plaza Moderate Luxury
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Positioning after New Hotel Construction: Price vs. Service Level (Fig. 3.6) Mandarin New Grand Heritage Marriott Continental
Expensive
Action? Regency High Service
PALACE Shangri-La No action?
Moderate Service
Atlantic Sheraton Italia
Less Expensive
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Services Marketing 5/E
Castle Alexander IV Airport Plaza
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Positioning after New Hotel Construction: Location vs. Physical Luxury (Fig. 3.7) High Luxury Mandarin New Grand Heritage Marriott Sheraton Shangri-La
Continental Action? PALACE Financial District
No action?
Inner Suburbs
Shopping District and Convention Centre
Castle
Regency
Italia Alexander IV Atlantic Airport Plaza
Moderate Luxury
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Chapter 4
Creating the Service Product
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Service Design Involves Matching Marketing Concept with Operations Concept (Fig. 4.1) Corporate Objectives and Resources Marketing Assets
Operating Assets
(Customer Base, Mkt. Knowledge, Implementation Skills, Brand Reput.)
(Facilities/Equipment, IT Systems, People, Op. Skills, Cost Structure)
Service Marketing Concept
Service Operations Concept
•Benefits to customer from core/ supplementary elements, style, service level, accessibility
•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
•User costs/outlays incurred •Price/other monetary costs •Time •Mental and physical effort •Neg. sensory experiences
Service Delivery Process
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Understanding the Components of the Augmented Service Product
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Shostack’s Molecular Model of a Total Market Entity - Passenger Airline Service (Fig. 4-2) Distribution Price
Vehicle
Service frequency
Transport Pre- and post-flight service
In-flight service
Food and drink
KEY
Tangible elements Intangible elements Marketing Positioning (Weighted toward evidence) Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Services Marketing 5/E
Source: Shostack 1 - 72
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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Core and Supplementary Product Design: What Do We Offer and How Do We Create and Deliver It?
Supplementary services offered and how created and delivered
Delivery Concept For Core Product Scheduling
Process
Core Service Level
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Customer Role
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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? Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Core and Supplementary Services in a Luxury Hotel (Offering Guests Much More than a Cheap Motel!)
Reservation Cashier
Valet Parking
Business Center
Room Service
Reception A Bed for the Night in an Elegant Private Room with a Bathroom
Wake-up Call Telephone
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Baggage Service
Cocktail Bar Entertainment/ Sports / Exercise
Restaurant
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What Happens, When, and in What Sequence? The Time Dimension in the Augmented Service Product
Reservation Parking
Get car Check in USE ROOM
Check out Phone USE GUESTROOM OVERNIGHT
Porter Meal
Pre Visit
Pay TV
Room service
Time Frame of an Overnight Hotel Stay (real-time service use)
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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The Flower of Service: Categorizing Supplementary Services (Fig. 4-5)
Information Payment
Billing
Consultation
Core
Exceptions
Order-Taking
Hospitality
KEY:
Facilitating elements
Safekeeping
Enhancing elements Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Facilitating Services - Information (Table 4.1)
Core
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Customers often require information about how to obtain and use a product or service. They may also need reminders and documentation
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Facilitating Services - Order-Taking (Table 4.2)
Core
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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
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Facilitating Services - Billing (Table 4.3)
Core
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
“How much do I owe you?” Customers deserve clear, accurate and intelligible bills and statements
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Facilitating Services - Payment (Table 4.4)
Core
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Customers may pay faster and more cheerfully if you make transactions simple and convenient for them
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Enhancing Services - Consultation (Table 4.5)
Core
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Value can be added to goods and services by offering advice and consultation tailored to each customer’s needs and situation
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Enhancing Services - Hospitality (Table 4.6)
Core
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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!)
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Enhancing Services - Safekeeping (Table 4.7)
Core
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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Enhancing Services - Exceptions (Table 4.8)
Core
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Customers appreciate some flexibility in a business when they make special requests. They expect it when not everything goes according to plan
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Branding Service Products
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Service Branding: Clarifying Distinctive Service Offerings
Marriott Hotel Brands
British Airways Brands
Marriott Hotels
Intercontinental First Club World World Traveller World Traveller
Marriott Resorts Courtyard by Marriott Fairfield Inns Residence Inns
European Club Europe Euro-Traveller
SpringHill Suites TownePlace Suites Marriott Vacation Clubs
International Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Plus
UK Domestic Shuttle
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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New Service Development
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Creating Services as Substitutes for Owning and/or Using Goods (Fig. 4-7)
Own a Physical Good
Perform the Work Oneself Hire Someone to Do the Work
Rent the Use of a Physical Good
• Drive own car
• Rent car and drive it
• Type on own word processor
• Rent word processor and type
• Hire chauffeur to drive car
•• Hire a taxi or limousine
• Hire typist to use word processor
•• Send work to secretarial service
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Service Development through Delivery Options: Alternative Meal Service Formats (Fig. 4-8)
Fast-Food Restaurant (Eat In)
See sign
Park and enter
Order meal, and pay
Pick up meal
Find table and eat
Drive away, eat later
Drive-In Restaurant (Take Out)
See sign
Stop car at order point
Order via microphone
Get meal at pickup, pay
Home Delivery
Telephone Restaurant
Order food, give address
Driver rings doorbell
Pay driver, take food
Home Catering
Arrange to meet caterer
Plan meal, pay deposit
Food and staff arrive
Meal is prepared and served
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Services Marketing 5/E
Clear table and leave
Eat
Eat
Staff cleans up; pay
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Chapter 5
Designing the Communications Mix for Services
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Advertising Implications for Overcoming Intangibility (Fig. 5-1) Problem
Advertising Strategy
Generality - objective claims - subjective claims
Document physical system capacity Cite past performance statistics 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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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?
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Marketing Communications Mix for Services (Fig. 10.4)
Personal Communications
Advertising
Sales Promotion
Publicity & Public Relations
Instructional Materials
Sampling
Press releases/kits
Web sites
Coupons
Press conferences
Manuals
Corporate Design
Selling
Broadcast
Customer service
Print
Training
Internet
Sign-up rebates
Special events
Brochures
Vehicles
Telemarketing
Outdoor
Gifts
Sponsorship
Videoaudiocassettes
Equipment
Direct mail
Prize promotions
Trade Shows, Exhibitions
Software CD-ROM
Stationery
Media-initiated coverage
Voice mail
Uniforms
Word-of-mouth Word mouth (other of customers)
*
Signage
Interior decor
Key: * Denotes communications originating from outside the organization
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Originating Sources of Messages Received by a Target Audience (Fig. 5-5) Messages originating within the organization Front-line staff Service outlets Advertising Sales promotions Direct marketing Personal selling Public relations
A U D I E N C E
Word of mouth
Messages originating outside the organization Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Media editorial
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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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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)
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 e-mail and chat rooms Stimulate product trial Enable customers to place orders Measure effectiveness of specific advertising/promotional
campaigns
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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) Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Chapter 6
Pricing and Revenue Management
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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
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Objectives of Pricing Strategies
Revenue and profit objectives Seek profit Cover costs
Patronage and user base-related objectives Build demand Build a user base
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The Pricing Tripod (Fig. 6.1)
Pricing Strategy
Competition Costs Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Value to customer Services Marketing 5/E
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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
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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
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Net Value = (Benefits – Outlays) (Fig. 6.3)
Effort Time
e
Perceived Outlays
Perceived Benefits
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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
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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)
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Determining the Total Costs of a Service to the Consumer (Fig. 6.4) Price
Search Costs
Related Monetary Costs Time Costs Purchase and Use Costs
Operating Costs
Incidental Expenses
Physical Costs Psychological Costs Sensory Costs
After Costs
Necessary follow-up Problem solving
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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
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 30 45 minutes
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Services Marketing 5/E
Clinic C 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 1 - 120
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
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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
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The Strategic Levers of Revenue (Yield) Management Price
Duration
Fixed
Predictable
Unpredictable
Variable
Quadrant 1:
Quadrant 2:
Movies Stadiums/Arenas
Hotel Rooms Airline Seats
Function Space
Rental Cars Cruise Lines
Quadrant 3:
Quadrant 4:
Restaurants Golf Courses
Continuing Care Hospitals
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Dealing with Common Customer Conflicts Arising from Revenue Management Customer conflict can arise from:
Marketing tools to reduce customer conflicts:
Perceived Unfairness & Perceived
Financial Risk Associated with Multi-Tier Pricing and Selective Inventory Availability
Fenced Pricing Bundling Categorising High Published Price
Unfulfilled Inventory Commitment
Well designed Customer Recovery
Unfulfilled Demand of Regular
Preferred Availability Policies
Customers Unfulfilled Price Expectation of Group Customers Change in the Nature of the Service
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Programme for Oversale
Offer Lower Displacement Cost
Alternatives Physical Segregation & Perceptible Extra Service Set Optimal Capacity Utilisation Level
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Price Elasticity (Fig. 6.6)
Price per unit of service
Di De
De Di
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.
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Key Categories of Rate Fences (Table 6.2)
Rate Fences
Examples
Physical (Product-related) Fences Basic Product
Amenities Service Level
Class of travel (Business/Economy class) Size and furnishing of a hotel room Seat location in a theatre Free breakfast at a hotel, airport pick up etc. Free golf cart at a golf course Priority wait listing Increase in baggage allowances Dedicated service hotlines Dedicated account management team
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Key Categories of Rate Fences (Table 6.2 cont’d)
Non Physical Fences Transaction Characteristics Time of booking or reservation Location of booking or reservation Flexibility of ticket usage
Requirements for advance purchase Must pay full fare two weeks before departure Passengers booking air tickets for an identical route in different countries are charged different prices
Fees/penalties for canceling or changing a reservation (up to loss of entire ticket price) Non refundable reservation fees
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Key Categories of Rate Fences (Table 6.2 cont’d)
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)
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Key Categories of Rate Fences (Table 6.2 cont’d)
Non Physical Fences (cont’d) Buyer Characteristics Frequency or volume of consumption
Member of certain loyalty-tier with the firm get
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
priority pricing, discounts or loyalty benefits
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Relating Price Buckets and Fences to the Demand Curve (Fig. 6.7) Price per Seat 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-Week Adv. Prchs, Sat. Night Stay., $100 for Changes 3-Wk Adv. Prchs, Sat. Night Stay, No changes/refunds Late Sales through Consolidators/ Internet, no refunds
Capacity of 1st-class Cabin
Capacity of Aircraft
No. of Seats Demanded
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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
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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? Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Consumption follows the Timing of Payments
Frequency of Health Club Visits
Annual Payment Plan
Quarterly Payment Plan
Frequency of Health Club Visits
(Research Insight 6.1)
Semiannual Payment Plan
Monthly Payment Plan
Time Line
Time Line
Source: John Gourville and Dilip Soman, “Pricing and the Psychology of Consumption,” Harvard Business Review, September 2002, 90-96.
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Chapter 7
Distributing Services
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Applying the Flow Model of Distribution to Services Distribution embraced three interrelated elements
Information and promotion flow Negotiation flow Product flow
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Information and Physical Processes of the Augmented Service Product (Fig. 7.1) Information Processes Payment
Information Consultation OrderTaking
Core
Billing
Exceptions
Hospitality Safekeeping
Physical Processes Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Using Websites for Service Delivery Information Read brochure/FAQ; get schedules/ directions; check prices
Consultation
Payment
Conduct e-mail dialog Use expert systems
Pay by bank card Direct debit
Billing
Order-Taking
Receive bill Make auction bid Check account status
Core
Exceptions
Make/confirm reservations Submit applications Order goods, check status
Hospitality
Make special requests Resolve problems
Record preferences
Safekeeping Track package movements Check repair status
CORE: Use Web to deliver information-based core services Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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.)
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Method of Service Delivery (Table 7.1) Availability of Service Outlets Nature of Interaction Single Site Multiple Sites between Customer and Service Organization Customer goes to service organization Service organization goes to customer Customer and service organization transact at arm’s length
Theater Barbershop House painting Mobile car wash Credit card company Local TV station
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Services Marketing 5/E
Bus service Fast-food chain Mail delivery Auto club road service Broadcast network Telephone company
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Place vs. Cyberspace Required for people processing services
Place - customers and
suppliers meet in a physical Offers live experiences, social environment interaction, e.g., food services
More emphasis on eye-catching servicescape, entertainment
Cyberspace - customers
and suppliers do business electronically in virtual environment created by phone/internet linkages
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Ideal for info-based services Saves time Facilitates information gathering May use express logistics service to deliver physical core products
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“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
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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”
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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
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Splitting Responsibilities for Delivering Supplementary Services (Fig. 7.2)
As created by originating firm
Core
As enhanced by distributor
+
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
As experienced by customer
=
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Core
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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
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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 Import customers Export the information via telecommunications and transform it
locally Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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)
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Forces for Internationalization
Market drivers Competition drivers Technology drivers Cost drivers Government drivers Impact will vary by service type (people, possessions, information)
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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
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Impact of Globalization Drivers on Different Service Categories (Table 7.2)
Globalization Drivers
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.
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Impact of Globalization Drivers on Different Service Categories (Table 7.2, cont’d) Globalization People Drivers Processing Use of IT for delivery of Technology
Possession Processing
Information Based
Need for technologysupplementary services based service delivery may be a function of systems depends on ownership and familiarity possessions requiring with technology. 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
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Chapter 8
Designing and Managing Service Processes
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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)
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Service Blueprinting: Key Components 1. Define standards for frontstage activities 2. Specify physical evidence 3. Identify principal customer actions 4. ------------line of interaction (customers and front stage personnel)-------5. Front stage actions by customer-contact personnel 6. ------------line of visibility (between front stage and backstage)-------------7. Backstage actions by customer contact personnel 8. Support processes involving other service personnel 9. Support processes involving IT Where appropriate, show fail points and risk of excessive waits
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Simplified Example: Blueprinting a Hotel Visit (extract only)
Hotel exterior, lobby, employees, key
Stage
Physical Evidence
Front
Line of Interaction
Make Customer reservation Actions Employee Actions Face-to-face Phone Contact
Backstage
Line of Visibility
Arrive, valet park
Check-in at reception
Doorman greets, valet takes car
Receptionist verifies, gives key to room
Elevator, corridor, room, bellhop Go to room
Rep. records, confirms Make up Room
Valet Parks Car Enter data
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
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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
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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
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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
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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
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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
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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?
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Chapter 9
Balancing Demand and Capacity
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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
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Variations in Demand Relative to Capacity (Fig. 9-1) VOLUME DEMANDED Demand exceeds capacity (business is lost) CAPACITY UTILIZED Demand exceeds optimum capacity (quality declines)
Maximum Available Capacity Optimum Capacity (Demand and Supply Well Balanced
Excess capacity (wasted resources)
Low Utilization (May Send Bad Signals)
TIME CYCLE 1 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
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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) Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Predictable Demand Patterns and Their Underlying Causes (Table 9-1)
Predictable Cycles of Demand Levels day week month year other
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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) Services Marketing 5/E
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Causes of Seemingly Random Changes in Demand Levels
Weather Health problems Accidents, Fires, Crime Natural disasters Question: which of these events can be predicted?
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
Bl
Bh
Th Tl
Quantity of Rooms Demanded at Each Price by Travelers in Each Segment in Each Season Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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”) “Take a number” (single or multiple servers)
28
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26 27 32
21 20
25
30 31
29
23
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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
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Ten Propositions on the Psychology of Waiting Lines (Table 9-3) 1. Unoccupied time feels longer 2. Preprocess/postprocess waiting feel longer than inprocess 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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
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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
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Setting Capacity Allocation Sales Targets for a Hotel by Segment and Time Period (Fig. 9-5) Capacity (% rooms) 100%
Week 7
Week 36
(Low Season)
(High Season)
Out of commission for renovation
Executive service guests
Executive service guests Transient guests 50%
Weekend package Transient guests
W/E package
Groups and conventions Groups (no conventions) Airline contracts Nights: M
Tu
W
Th
Airline contracts F
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S
Sn
M
Time
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W
Th
F
S
Sn 1 - 179
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
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Chapter 10
Planning the Service Environment
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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. Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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The Mehrabian-Russell Stimulus-Response Model (Figure 10.2)
Environmental Stimuli & Cognitive Processes
Dimensions of Affect:
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Pleasure and Arousal
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Response Behaviors: Approach/ Avoidance & Cognitive Processes
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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
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The Russell Model of Affect
Arousing Distressing
Exciting
Pleasant
Unpleasant
Relaxing
Boring
Sleepy
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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)
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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. Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
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An Integrated Framework – Bitner’s ServiceScape Model (Figure 10.4) Environmental Dimensions
Ambient Conditions
Space/ Function
Signs, Symbols & Artefacts
Moderators Holistic Environment
Internal Responses Cognitive Emotional Psychological
Employee Response Moderator
Employee Responses
Perceived ServiceScape
Customer Response Moderator
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Customer Responses Cognitive Emotional Psychological
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Behaviour
Approach or Avoid Social Interaction Between Customers & Employees
Approach or Avoid
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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
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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) Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
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Impact of Music on Restaurant Diners (Table 10-2) Restaurant Patron Behavior
Fast-beat Slow-beat Difference between Music Music Slow and Fast-beat Environment Environment 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%
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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 Drab/colorful
4.12
4.98
+0.86
3.63
4.72
+1.09
Boring/Stimulating
3.75
4.40
+0.65
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The Effects of Scents on the Perceptions of Store Environments (Table 10-3) Evaluation
Unscented Environment Mean Ratings
Scented Environment Mean Ratings
Difference
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
Merchandise
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Aromatherapy: The Effects of Fragrance on People (Table 10-4) Fragrance
Aromath erapy
Aromather apy Class
Tradition Potential Psychological al Use Impact on People
Orange
Citrus
Calming
Calming and relaxing effect esp. for nervous people
Lavender
Herbaceo Calming, us balancing, soothing
Jasmine
Floral
Soothing agent, astringen t Muscle relaxant, soothing agent Emollient soothing agent Skin cleanser
Increase attention level and boosts energy
Peppermint Minty
Uplifting, balancing Energizing, stimulating
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Relaxing and calming, helps create a homey and comfortable feel Helps makes people feel refreshed, joyful, comfortable
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Common Associations and Human Responses to Colors (Table 10-5) Color
Degree of Nature Common Association and Warmth Symbol 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 Relaxation, serenity and loyalty Ocean
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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! Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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.
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Chapter 11
Managing People for Service Advantage
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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
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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”
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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
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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
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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
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Cycle of Failure (Fig. 11.1) Customer turnover
Failure to develop customer loyalty
Repeat emphasis on attracting new customers
Low profit margins
High employee turnover; poor service quality
Use of technology Emphasis on to control quality rules rather than service Payment of low wages
No continuity in relationship for Employee dissatisfaction; customer poor service attitude
Customer dissatisfaction
Employees become bored
Narrow design of jobs to accommodate low skill level
Minimization of selection effort Minimization of training
Employees can’t respond to customer problems
Source: Schlesinger and Heskett
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Routinized Intermittent
‘Normality’ of Service Sabotage Behaviors
Service Sabotage (Fig. 11-A) ‘Openness’ of Service Sabotage Behaviors Covert
Overt
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
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
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Cycle of Mediocrity (Fig. 11.2) Customers trade horror stories
Other suppliers (if any) seen as equally poor
Employee dissatisfaction (but can’t easily quit)
Employees spend working life in environment of mediocrity Narrow design of jobs
No incentive for cooperative relationship to obtain better service
Emphasis on rules vs. pleasing customers
Complaints met by indifference or hostility
Training emphasizes Success = learning rules not making mistakes Service not focused on customers’ needs Jobs are boring and repetitive; employees Good wages/benefits unresponsive high job E security Resentment at inflexibility and Promotion lack of employee initiative; and pay complaints to employees increases based Initiative is on longevity, discouraged lack of mistakes Customer dissatisfaction
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Cycle of Success (Fig. 11.3) Low customer turnover
Customer loyalty
Higher profit margins
Lowered turnover, high service quality Continuity in relationship with customer Employee satisfaction, positive service attitude
High customer satisfaction
Repeat emphasis on customer loyalty and retention
Extensive training
Broadened job designs
Train, empower frontline personnel to control quality
Above average wages Intensified selection effort
Source: Heskett and Schlesinger
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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?
1. Hire the right people 2. Enable your people 3. Motivate and energize your people
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Quality The
image in the community as place to work
of its services
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
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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 Ability
regarding customer needs
to communicate accurately and pleasantly
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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
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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
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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
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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
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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
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Motivate and Energize the Frontline Use the full range of available rewards effectively, including:
Job content Feedback and recognition Goal accomplishment
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The Inverted Organizational Pyramid (Fig. 11.5) Customer Base Top Mgmt
Frontline Staff
Middle Mgmt
Legend:
Frontline Staff
Middle Mgmt & Top Mgmt Support Frontline
Traditional Organizational Pyramid
Inverted Pyramid with a Customer & Frontline Focus
= Service encounters, or ‘Moments of Truth.’
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The Wheel of Successful HR in Service Firms (Fig. 11.6) Leadership that: 1. Hire the Right People
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
3. Motivate & Energize Your People
Utilize the full range of rewards
Be the preferred employer & compete for talent market share
Service Excellence & Productivity
Intensify the selection process
2. Enable Your People Empower Frontline Build high performance service delivery teams Extensive Training
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Chapter 12
Managing Relationships and Building Loyalty
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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
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Loyalty is Important to Profitability : Index of Customer Profits over Time (Fig. 12.1) (Year 1=100) 350 – 300 250 200 150 100 50 0
Year 1 Credit card
Year 2 Industrial laundry
Year 3
Year 4
Industrial distribution
Year 5 Auto servicing
Based on data from Reichheld and Sasser
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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
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Source: Reichheld and Sasser
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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
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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.
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Types of Relationships with Customers (Table 12.1)
Type of Relationship--Firm and Customer Nature of Service Delivery Continuous
Discrete transactions
“Membership” Cable TV Insurance College enrollment Subscriber phone Theater subscription Warranty repair
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No formal relationship Radio station Police Lighthouse Pay phone Movie theater Public transport
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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
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Service-Relevant Segmentation Variables
Timing of service use (e.g., by hour, day, season) Level of skill and experience as co-producer/selfserver
Preferred language in face-to-face contact Access to electronic delivery systems (e.g., Internet) Attitudes toward use of new service technologies
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Identifying and Selecting Target Segments (Mgt Memo 12.2)
User characteristics
demographics psychographics geographic location benefits sought
User behavior
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when, where, how services used quantity/value of purchases frequency of use profitability of relationship sensitivity to marketing variables
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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
Analytical Work on Project Data
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Entry-level tasks for new associates or for research assistants & paraprofessionals
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
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The Customer Satisfaction-Loyalty Relationship (Fig. 12.6)
Apostle
Loyalty (Retention)
100
Zone of Affection 80
Near Apostle 60
40
Zone of Indifference Zone of Defection
20
Terrorist 0
1 Very dissatisfied
2
3
4
Neither satisfied Dissatisfied Satisfied nor dissatisfied
5 Very Satisfied
Satisfaction Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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The Wheel of Loyalty (Fig. 12.7) 3. Reduce Churn Drivers Conduct churn diagnostic Address key churn drivers Enabled through: Frontline staff Account managers Membership programs CRM Systems
Implement complaint handling & service recovery Increase switching costs
Build higher level bonds
1. Build a Foundation for Loyalty Segment the market Be selective in acquisition Use effective tiering of service.
Customer Loyalty
Deliver quality service.
2. Create Loyalty Bonds Deepen the relationship Give loyalty rewards
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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
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Drivers of Service Switching (Fig. 12.9) Service Failure / Recovery
Value Proposition
Core Service Failure
Pricing
• Service Mistakes • Billing Errors • Service Catastrophe
Service Encounter Failures • • • •
Uncaring Impolite Unresponsive Unknowledgeable
• • • •
Service Switching
Response to Service Failure • Negative Response • No Response • Reluctant Response
High Price Price Increases Unfair Pricing Deceptive Pricing
Inconvenience • Location/Hours • Wait for Appointment • Wait for Service
Competition • Found Better Service
Others Involuntary Switching
Ethical Problems
• Customer Moved • Provider Closed
• Unsafe • Cheat • Hard Sell • Conflict of Interest
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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
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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?
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Chapter 13
Customer Feedback and Service Recovery
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American Customer Satisfaction Index: Selected Industry Scores, 2002 Score (Max = 100)
100 90
85
80
79
80
79
74
71
71
70
66
70
76 65
62
60 50 40 30 20 10 % Change 0 3.7% 2002 vs 2001
1.3% 0.0% 1.3% 2.8% 0.0% 0.0% 8.2% 2.9% -2.6%
4.8% 3.3%
Industry:
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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?
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Courses of Action Open to a Dissatisfied Customer (Figure 13.1) Complain to the service firm Take some form of public action Service Encounter is Dissatisfactory
Take some form of private action
Take no action
Complain to a third party Take legal action to seek redress Defect (switch provider) Negative word-ofmouth
Any one or a combination of these responses is possible Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Dimensions of Perceived Fairness in Service Recovery Process (Figure 13.2) Complaint Handling & Service Recovery Process Justice Dimensions of the Service Recovery Process Procedural Justice
Interactive Justice
Outcome Justice
Customer Satisfaction with the Service Recovery Source: Tax and Brown Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Proportion of Unhappy Customers Who Buy Again Depending on the Complaint Process 100 90 80 70 60 50 40 30 20 10 0
95% 82% 70% 54% 46% 37% 19% 9% Customer did not complain
Complaint was not resolved
Problem cost > $100
Complaint was resolved
Complaint was resolved quickly
Problem cost $1 - 5 Source: TARP study
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Impact of Effective Service Recovery on Retention
No Problem
84%
Problem, but effectively resolved
92%
Problem Unresolved
46% 0%
10%
20%
30%
40%
50%
60%
70%
80%
90% 100%
Customer Retention Source: IBM-Rochester study Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Components of an Effective Service Recovery System (Figure 13.3)
Do Dothe theJob JobRight Rightthe the First Time First Time
+
Effective EffectiveComplaint Complaint Handling Handling
Identify IdentifyService Service Complaints Complaints
=
Increased IncreasedSatisfaction Satisfaction and Loyalty and Loyalty Conduct ConductResearch Research Monitor MonitorComplaints Complaints Develop Develop“Complaints “Complaints as Opportunity” as Opportunity” Culture Culture
Resolve ResolveComplaints Complaints Effectively Effectively
Develop DevelopEffective Effective System and System andTraining Traininginin Complaints Handling Complaints Handling
Learn Learnfrom fromthe the Recovery Experience Recovery Experience
Conduct ConductRoot RootCause Cause Analysis Analysis
Close the Loop via Feedback
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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, e-mail 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.
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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
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Guidelines for Effective Problem Resolution (Management Memo 13.1) Act fast
Give benefit of doubt
Admit mistakes but don’t be defensive
Clarify steps to solve problem
Understand problem from customer’s viewpoint
Keep customers informed of progress
Don’t argue
Consider compensation
Acknowledge customer’s feelings
Persevere to regain goodwill
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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
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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
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The Hampton Inn 100% Satisfaction Guarantee (Figure 13.4)
What are the benefits of such a guarantee?
Are there any downsides?
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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
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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
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Strengths and Weakness of Key Customer Feedback Collection Tools (Table 13.3) Selection of a cocktail of effective customer feedback collection tools. Multi-level Measurement
Collection Tools
Service Satisfaction
Process Satisfaction
Specific Feedback
Actionable
Represen Potential -tative, for Service Reliable Recovery
First Hand Learning
Cost Effective
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
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Little/Not at all
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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
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Chapter 14
Improving Service Quality and Productivity
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Importance of Productivity and Quality for Service Marketers Productivity
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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
ManufacturingBased:
Quality is conformance to the firm’s developed specifications
Value-Based:
Quality is a trade-off between price and value
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Dimensions of Service Quality
Tangibles Reliability Responsiveness Assurance
competence, courtesy credibility security
Empathy access communication understanding of customer
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Seven Service Quality Gaps (Fig. 14.1) CUSTOMER
Customer needs and expectations
1. Knowledge Gap Management definition of these needs
MANAGEMENT
2. Standards Gap Translation into design/delivery specs
3. Delivery Gap Execution of design/delivery specs
4. I.C.Gap
Advertising and sales promises
5. Perceptions Gap
Customer interpretation of communications
Customer perceptions of product execution
7.
6. Interpretation Gap
Service Gap Customer experience relative to expectations
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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.
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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.
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Hard Measures of Service Quality
Control charts to monitor a single variable
Service quality indexes Root cause analysis (fishbone charts)
Pareto analysis
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Composition e of FedEx’s Service Quality Index (SQI) (Table 14.4) Failure Type
Weighting X Factor
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
No of Daily = Incidents Points
1 5 1 5 1 1 10 10 10 5 5 1
Total Failure Points (SQI) = Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Control Chart: Percent of Flights Leaving within 15 Minutes of Schedule (Fig. 14.2)
100% 90% 80% 70% 60% J
F
M
A
M
J
J
A
S
O
N
D
Month Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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.
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Cause and Effect Chart for Airline Departure Delays (Fig. 14.3) Facilities, Equipment
Arrive late Oversized bags
Customers Customers
Frontstage Front-Stage Personnel Personnel
Procedure Procedures
Delayed check-in Gate agents Aircraft late to procedure gate cannot process Mechanical fast enough Acceptance of late Failures passengers Late/unavailable Late pushback airline crew
Delayed Departures Late food service
Other Causes Weather Air traffic
Late cabin cleaners
Late baggage
Weight and balance sheet late
Late fuel Materials, Materials, Supplies Supplies
Poor announcement of departures
Backstage Personnel
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Information
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Analysis of Causes of Flight Departure Delays
15.3%
23.1%
15.4%
(Fig. 14.4)
All stations, excluding Chicago-Midway Hub 11.7%
23.1%
23.1%
33.3%
33.3% 53.3%
15%
Washington Natl.
Late passengers Waiting for pushback Waiting for fueling
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19% 9.5%
8.7% 11.3%
Newark
4.9 %
Late weight and balance sheet Late cabin cleaning / supplies Other
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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
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When Does Improving Service Reliability Become Uneconomical? (Fig. 14.5) Satisfy Target Customers Through Service Recovery
Service Reliability
100%
Optimal Point of Reliability: Cost of Failure = Service Recovery
A
B
Satisfy Target Customers Through Service Delivery as Planned
D
C
Investment Small Cost, Large Improvement
Large Cost, Small Improvement
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Assumption: Customers are equally (or even more) satisfied with the service recovery provided than with a service that is delivered as planned.
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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.
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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
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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
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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?
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Operations-driven vs. Customer-driven Actions to Improve Service Productivity Operations-driven strategies Customer-driven strategies Control costs, reduce waste Change timing of customer demand Set productive capacity to match average demand Involve customers more in Automate labor tasks production Upgrade equipment and systems Ask customers to use third parties Train employees Leverage less-skilled employees through expert systems Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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.
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Six Sigma Methodology to Improve and Redesign Customer Service Processes Process Improvement Process Design/Redesign Define Measure Analyze
Improve
Control
Identify the problem Define requirements Set goals Validate problem/process Refine problem/goal Measure key steps/inputs Develop causal hypothesis Identify root causes Validate hypothesis Develop ideas to measure root causes Test solutions Measure results Establish measures to maintain performance Correct problems if needed
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
Identify specific or broad problems Define goal/change vision Clarify scope & customer requirements Measure performance to requirements Gather process efficiency data Identify best practices Assess process design Refine requirements Design new process Implement new process, structures and systems
Establish measures & reviews to maintain performance Correct problems if needed
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Chapter 15
Organizing for Service Leadership
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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
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The Service Profit Chain (Fig. 15.1) Internal
External Service concept
Operating strategy and service delivery system
Target Market
Loyalty
CUSTOMERS
EMPLOYEES Satisfaction Productivity & Output Quality
Service Value
Revenue Growth Satisfaction
Loyalty
Profitability
Capability Service Quality
• 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
Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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• Lifetime value • Retention • Repeat business • Referral
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Integrating Three Functional Imperatives (recap from Chapter 1)
Marketing Imperative
Human Resources Imperative
Customers
Operations Imperative
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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
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Reducing Intra-Organizational Tension
Transfers and cross training Cross functional taskforces New tasks and new people Process management teams Gain-sharing programs
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The Search for Synergy: A Top Management Perspective What do we want?
What do our employees, intermediaries, and other partners want?
What do our customers want?
What can we do? Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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
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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 lowcost workers to quality of employees as strategic advantage
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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Transformational Leadership May Require Changing Corporate Culture
Corporate Culture: Shared Shared Shared Shared Shared
perceptions regarding what is important values about what is right and wrong understanding about what works and what doesn’t beliefs about why these things are important 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 Slide ©2004 by Christopher Lovelock and Jochen Wirtz
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