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,Chapter10:CraftingtheServiceEnvironment,汽车防盗器,OverviewofChapter10,WhatIsthePurposeofServiceEnvironments?UnderstandingConsumerResponsestoServiceEnvironmentsDimensionsoftheServiceEnvironmentPuttingItAllTogether,WhatIsthePurposeofServiceEnvironments?,PurposeofServiceEnvironments,HelpsfirmtocreatedistinctiveimageanduniquepositioningServiceenvironmentaffectsbuyerbehaviorinthreeways:Message-creatingmedium:SymboliccuestocommunicatethedistinctivenatureandqualityoftheserviceexperienceAttention-creatingmedium:MakeservicescapestandoutfromcompetitionandattractcustomersfromtargetsegmentsEffect-creatingmedium:Usecolors,textures,sounds,scentsandspatialdesigntoenhancedesiredserviceexperience,ComparisonofHotelLobbies(Fig10.1),FourSeasonsHotel,NewYork,OrbitHotelandHostel,LosAngeles,Eachservicescapeclearlycommunicatesandreinforcesitshotelsrespectivepositioningandsetsserviceexpectationsasguestsarrive,PhysicalsurroundingshelpshapeappropriatefeelingsandreactionsincustomersandemployeesForexample:Disneyland,DenmarksLegolandServicescapesformacorepartofthevaluepropositionForexample:ClubMed,LasVegas,Florida-basedMuvicoLasVegas:Repositioneditselftoasomewhatmorewholesomefunresort,visuallystrikingentertainmentcenterFlorida-basedMuvico:Buildsextravagantmovietheatresandoffersplushamenities.“Whatsetsyouapartishowyoupackageit.”(MuvicosCEO,HamidHashemi)Thepowerofservicescapesisbeingdiscovered,ServicescapeasPartofValueProposition,UnderstandingConsumerResponsestoServiceEnvironments,TheMehrabian-RussellStimulus-ResponseModel(Fig10.2),Response/Behavior:ApproachAvoidanceandCognitiveProcesses,EnvironmentalStimuliandCognitiveProcesses,DimensionsofAffect:PleasureandArousal,FeelingsAreaKeyDriverofCustomerResponsestoServiceEnvironments,InsightsfromMehrabian-RussellStimulus-ResponseModel,SimpleyetfundamentalmodelofhowpeoplerespondtoenvironmentsTheenvironment,itsconsciousandunconsciousperceptions,andinterpretationinfluencehowpeoplefeelinthatenvironmentFeelings,ratherthanperceptions/thoughtsdrivebehaviorTypicaloutcomevariableis“approach”or“avoidance”ofanenvironment,butotherpossibleoutcomescanbeaddedtomodel,TheRussellModelofAffectFig10.3,InsightsfromRussellModelofAffect,Emotionalresponsestoenvironmentscanbedescribedalongtwomaindimensions:Pleasure:Direct,subjective,dependingonhowmuchindividuallikesordislikesenvironmentArousal:Howstimulatedindividualfeels,dependslargelyoninformationrateorloadofanenvironmentRussellseparatedcognitivepartofemotionsfromthesetwoemotionaldimensionsAdvantage:simplicity,allowsadirectassessmentofhowcustomersfeelFirmscansettargetsforaffectivestates,DriversofAffect,AffectcanbecausedbyperceptionsandcognitiveprocessesofanydegreeofcomplexityItsthesimplecognitiveprocessesthatdeterminehowpeoplefeelinaservicesettingIfhigherlevelsofcognitiveprocessesaretriggered,theinterpretationofthisprocessdeterminespeoplesfeelingsThemorecomplexacognitiveprocessbecomes,themorepowerfulitspotentialimpactonaffect.However,mostserviceencountersareroutineandsimpleprocessescandetermineaffect.,BehavioralConsequenceofAffect,Pleasantenvironmentsresultinapproach,whereasunpleasantonesresultinavoidanceArousalamplifiesthebasiceffectofpleasureonbehaviorIfenvironmentispleasant,increasingarousalcangenerateexcitement,leadingtoastrongerpositiveconsumerresponseIfenvironmentisunpleasant,increasingarousallevelwillmovecustomersintothe“distressed”regionFeelingsduringserviceencountersareanimportantdriverofcustomerloyalty,AmbientConditionsSpace/FunctionSigns,Symbols,andArtifacts,AnIntegrativeFramework:BitnersServicescapeModel(Fig10.4),ENVIRONMENTALDIMENSIONS,HOLISTICENVIRONMENT,MODERATORS,INTERNALRESPONSES,BEHAVIOR,Source:MaryJ.Bitner,“Servicescapes:TheImpactofPhysicalSurroundingsonCustomersandEmployees,”JournalofMarketing56(April1992),pp.57-71.,PerceivedServicescape,CustomerResponseModerator,CustomerResponses,CognitiveEmotionalPsychological,ApproachAttractionStay/ExploreSpendMore$SatisfactionAvoid(oppositeofapproach),SocialInteractionBetweenCustomersandEmployees,AnIntegrativeFramework:BitnersServicescapeModel(2),IdentifiesthemaindimensionsinaserviceenvironmentandviewsthemholisticallyInternalcustomerandemployeeresponsescanbecategorizedintocognitive,emotional,andpsychologicalresponses,whichleadtoovertbehavioralresponsestowardstheenvironmentKeytoeffectivedesignishowwelleachindividualdimensionfitstogetherwitheverythingelse,DimensionsoftheServiceEnvironment,MainDimensionsinServicescapeModel,AmbientConditionsCharacteristicsofenvironmentpertainingtoourfivesensesSpatialLayoutandFunctionalitySpatiallayout:FloorplanSizeandshapeoffurnishings,counters,machinery,equipment,andhowtheyarearrangedFunctionality:AbilityofthoseitemstofacilitateperformanceSigns,Symbols,andArtifactsExplicitorimplicitsignalsto:CommunicatefirmsimageHelpconsumersfindtheirwayConveyrulesofbehavior,ImpactofAmbientConditions,AmbientenvironmentiscomposedofhundredsofdesignelementsanddetailsthatmustworktogethertocreatedesiredserviceenvironmentAmbientconditionsareperceivedbothseparatelyandholistically,andinclude:LightingandcolorschemesSizeandshapeperceptionsSoundssuchasnoiseandmusicTemperatureScentsCleverdesignoftheseconditionscanelicitdesiredbehavioralresponsesamongconsumers,ImpactofMusic,Inservicesettings,musiccanhaveapowerfuleffectonperceptionsandbehaviors,evenifplayedatbarelyaudiblelevelsStructuralcharacteristicsofmusicsuchastempo,volume,andharmonyareperceivedholisticallyFasttempomusicandhighvolumemusicincreasearousallevelsPeopletendtoadjusttheirpace,eithervoluntarilyorinvoluntarily,tomatchtempoofmusicCarefulselectionofmusiccandeterwrongtypeofcustomers,ImpactofMusiconRestaurantDiners,RestaurantPatronBehavior,Fast-beatMusicEnvironment,Slow-beatMusicEnvironment,DifferencebetweenSlow-andFast-beatEnvironments,AbsoluteDifference,%Difference,Consumertimespentattable,45min,56min,+11min,+24%,Spendingonfood,$55.12,$55.81,+$0.69,+1%,Spendingonbeverages,$21.62,$30.47,+$8.85,+41%,Totalspending,$76.74,$86.28,+$9.54,+12%,Estimatedgrossmargin,$48.62,$55.82,+$7.20,+15%,Source:RonaldE.Milliman(1982),“UsingBackgroundMusictoAffecttheBehaviorofSupermarketShoppers,”JournalOfMarketing,56(3):pp.8691,ImpactofScent,AnambientsmellisonethatpervadesanenvironmentMayormaynotbeconsciouslyperceivedbycustomersNotrelatedtoanyparticularproductScentshavedistinctcharacteristicsandcanbeusedtosolicitemotional,physiological,andbehavioralresponsesInservicesettings,researchhasshownthatscentscanhavesignificanteffectoncustomerperceptions,attitudes,andbehaviors,EffectsofScentsonPerceptionsofStoreEnvironments(1),Source:EricR.Spangenberg,AynE.Crowley,andPamelaW.Hendersen(1996),“ImprovingtheStoreEnvironment:DoOlfactoryCuesAffectEvaluationsandBehaviors?,”JournalOfMarketing,(April):pp.6780.,EffectsofScentsonPerceptionsofStoreEnvironments(2),Source:EricR.Spangenberg,AynE.Crowley,andPamelaW.Hendersen(1996),“ImprovingtheStoreEnvironment:DoOlfactoryCuesAffectEvaluationsandBehaviors?,”JournalOfMarketing,(April):pp.6780,Aromatherapy:EffectsofSelectedFragrancesonPeople(Table10.2),ImpactofColor,Colorscanbestimulating,calming,expressive,disturbing,impressional,cultural,exuberant,symbolicColorpervadeseveryaspectofourlives,embellishestheordinary,givesbeautyanddramatoeverydayobjectsColorshaveastrongimpactonpeoplesfeelingsColorscanbedefinedintothreedimensions:HueisthepigmentofthecolorValueisthedegreeoflightnessordarknessofthecolorChromareferstohue-intensity,saturation,orbrilliance,CommonAssociationsandHumanResponsestoColors(Table10.3),ImpactofSigns,Symbols,andArtifacts,GuidecustomersclearlythroughprocessofservicedeliveryCustomerswillautomaticallytrytodrawmeaningfromthesigns,symbols,andartifactsUnclearsignalsfromaservicescapecanresultinanxietyanduncertaintyabouthowtoproceedandobtainthedesiredserviceForinstance,signscanbeusedtoreinforcebehavioralrules(seepictureonnextslide),SignsTeachandReinforceBehavioralRulesinServiceSettings(Fig10.7),Note:FinesareinSingaporedollars(equivalenttoroughlyUS$300),PeopleArePartoftheServiceEnvironment(Fig10.8),DistinctiveServicescapesCreateCustomerExpectations,PuttingItAllTogether,SelectionofEnvironmentalDesignElements,ConsumersperceiveserviceenvironmentsholisticallyDesignwithaholisticviewServicescapeshavetobeseenholistically:Nodimensionofdesigncanbeoptimizedinisolation,becauseeverythingdependsoneverythingelseHolisticcharacteristicofenvironmentsmakesdesigningserviceenvironmentanartSeeResearchInsights10.2:MatchandMismatchofScentandMusicinSingaporeMustdesignfromacustomersperspective,ToolstoGuideServicescapeDesign,Keenobservationofcustomersbehaviorandresponsestotheserviceenvironmentbymanagement,supervisors,branchmanagers,andfrontlinestaffFeedbackandideasfromfrontlinestaffandcustomers,usingabroadarrayofresearchtoolsfromsuggestionboxestofocusgroupsandsurveys.Fieldexperimentscanbeusedtomanipulatespecificdimensionsinanenvironmentandtheeffectsobserved.Blueprintingorservicemappingextendedtoincludephysicalevidenceinth