MBA全套教材--服务场英文原版

1、MBA全套教材-服务市场（英文原版）,A note on the PowerPoint Slides.,These PowerPoint slides contain selected exhibits, figures and tables from the chapters as well as objectives for the chapters. For many chapters, we include extra lecture slides and in-class exercises that we have compiled and used in our classes.

2、 The lecture slides are not intended to provide full outlines or complete lectures for the chapters, but rather may be used selectively to enhance class sessions.,Objectives for Chapter 1:Introduction to Services,Explain what services are and identify service trends Explain the need for special serv

3、ices marketing concepts and practices Outline the basic differences between goods and services and the resulting challenges for service businesses Introduce the service marketing triangle Introduce the expanded services marketing mix Introduce the gaps model of service quality,Challenges for Service

4、s,Defining and improving quality Communicating and testing new services Communicating and maintaining a consistent image Motivating and sustaining employee commitment Coordinating marketing, operations and human resource efforts Setting prices Standardization versus personalization,Examples of Servi

5、ce Industries,Health Care hospital, medical practice, dentistry, eye care Professional Services accounting, legal, architectural Financial Services banking, investment advising, insurance Hospitality restaurant, hotel/motel, bed Eli Ginzberg and George J. Vojta, “The Service Sector of the U.S. Econo

6、my,” Scientific American, 244,3 (1981): 31-39.,Year,Services Manufacturing Mining Eli Ginzberg and George J. Vojta, “The Service Sector of the U.S. Economy,” Scientific American, 244,3 (1981): 31-39.,Services Manufacturing Mining identify most common categories of service failure for remedial action

7、,Obtain customer feedback while service experience is still fresh; act on feedback quickly if negative patterns develop,Use as input for quantitative surveys; provide a forum for customers to suggest service-improvement ideas,Assess companys service performance compared to competitors; identify serv

8、ice-improvement priorities; track service improvement over time,Measure individual employee service behaviors for use in coaching, training, performance evaluation, recognition and rewards; identify systemic strengths and weaknesses in service,Measure internal service quality; identify employee-perc

9、eived obstacles to improve service; track employee morale and attitudes,Determine the reasons why customers defect,Research Objective,Type of Research,Future Expectations Research,To forecast future expectations of customers To develop and test new service ideas,Stages in the Research Process,Stage

10、1 : Define Problem Stage 2 : Develop Measurement Strategy Stage 3 : Implement Research Program Stage 4 : Collect and Tabulate Data Stage 5 : Interpret and Analyze Findings Stage 6 : Report Findings,Figure 5-5 Service Quality Perceptions Relative to Zones of Tolerance by Dimensions,Retail Chain,9 8 7

11、 6 5 4 3 2 1 0,Reliability Responsiveness Assurance Empathy Tangibles,O,O,O,O,Zone of Tolerance S.Q. Perception,O,O,Service Quality Perceptions Relative to Zones of Tolerance by Dimensions,Computer Manufacturer,10 8 6 4 2 0,Reliability Responsiveness Assurance Empathy Tangibles,O,O,O,O,O,Zone of Tol

12、erance S.Q. Perception,O,Figure 5-6 Importance/Performance Matrix,HIGH,HIGH,LOW,Performance,Importance,Attributes to Improve,Attributes to Maintain,High Leverage,Attributes to De-emphasize,Attributes to Maintain,Low Leverage,Chapter 6,BUILDING CUSTOMER RELATIONSHIPS,Objectives for Chapter 6:Building

13、 Customer Relationships,Explain relationship marketing, its goals, and the benefits of long-term relationships for firms and customers Explain why and how to estimate customer lifetime value Specify the foundations for successful relationship marketing-quality core services and careful market segmen

14、tation Provide you with examples of successful customer retention strategies Introduce the idea that “the customer isnt always right”,Relationship Marketing,is a philosophy of doing business that focuses on keeping and improving current customers does not necessarily emphasize acquiring new customer

15、s is usually cheaper (for the firm)-to keep a current customer costs less than to attract a new one goal = to build and maintain a base of committed customers who are profitable for the organization thus, the focus is on the attraction, retention, and enhancement of customer relationships,Lifetime V

16、alue of a Customer,Assumptions Income Expected Customer Lifetime Average Revenue (month/year) Other Customers convinced via WOM Employee Loyalty? Expenses Costs of Serving Customer Increase?,A Loyal Customer is One Who.,Shows Behavioral Commitment buys from only one supplier, even though other optio

17、ns exist increasingly buys more and more from a particular supplier provides constructive feedback/suggestions Exhibits Psychological Commitment wouldnt consider terminating the relationship-psychological commitment has a positive attitude about the supplier says good things about the supplier,Custo

18、mer Loyalty Exercise,Think of a service provider you are loyal to. What do you do (your behaviors, actions, feelings) that indicates you are loyal? Why are you loyal to this provider?,Benefits to the Organization of Customer Loyalty,loyal customers tend to spend more with the organization over time

19、on average costs of relationship maintenance are lower than new customer costs employee retention is more likely with a stable customer base lifetime value of a customer can be very high,Benefits to the Customer,inherent benefits in getting good value economic, social, and continuity benefits contri

20、bution to sense of well-being and quality of life and other psychological benefits avoidance of change simplified decision making social support and friendships special deals,“The Customer Isnt Always Right”,Not all customers are good relationship customers: wrong segment not profitable in the long

21、term difficult customers,Strategies for Building Relationships,Foundations: Excellent Quality/Value Careful Segmentation Bonding Strategies: Financial Bonds Social & Psychological Bonds Structural Bonds Customization Bonds Relationship Strategies Wheel,Getting,Satisfying,Retaining,Enhancing,Figure 6

22、-1 Customer Goals of Relationship Marketing,Figure 6-3Underlying Logic of Customer Retention Benefits to the Organization,Customer Retention & Increased Profits,Employee Loyalty,Quality Service,Customer Satisfaction,Figure 6-5Steps in Market Segmentation and Targeting for Services,Identify Bases for

23、 Segmenting the Market,STEP 1:,Develop Profiles of Resulting Segments,STEP 2:,Develop Measures of Segment Attractive- ness,STEP 3:,Select the Target Segments,STEP4:,Ensure that Segments Are Compatible,STEP 5:,Excellent Quality and Value,Figure 6-6 Levels of Retention Strategies,I. Financial Bonds,II

24、. Social Bonds,IV. Structural Bonds,III. Customization Bonds,Volume and Frequency Rewards,Bundling and Cross Selling,Stable Pricing,Social Bonds Among Customers,Personal Relationships,Continuous Relationships,Customer Intimacy,Mass Customization,Anticipation/ Innovation,Shared Processes and Equipmen

25、t,Joint Investments,Integrated Information Systems,Chapter 7,SERVICE RECOVERY,Objectives for Chapter 7:Service Recovery,Illustrate the importance of recovery from service failures in building loyalty Discuss the nature of consumer complaints and why people do and do not complain Provide evidence of

26、what customers expect and the kind of responses they want when they complain Provide strategies for effective service recovery Discuss service guarantees,Figure 7-1Unhappy Customers Repurchase Intentions,95%,70%,46%,37%,82%,54%,19%,9%,Complaints Resolved Quickly,Complaints Resolved,Complaints Not Re

27、solved,Minor complaints ($1-$5 losses),Major complaints (over $100 losses),Unhappy Customers Who Dont Complain,Unhappy Customers Who Do Complain,Percent of Customers Who Will Buy Again,Source: Adapted from data reported by the Technical Assistance Research Program.,Figure 7-3 Customer Response Follo

28、wing Service Failure,Service Failure,Do Nothing,Take Action,Stay with Provider,Switch Providers,Complain to Provider,Complain to Family & Friends,Complain to Third Party,Stay with Provider,Switch Providers,Figure 7-5 Service Recovery Strategies,Figure 7-6Causes Behind Service Switching,Service Switc

29、hing Behavior,High Price Price Increases Unfair Pricing Deceptive Pricing,Pricing,Location/Hours Wait for Appointment Wait for Service,Inconvenience,Service Mistakes Billing Errors Service Catastrophe,Core Service Failure,Uncaring Impolite Unresponsive Unknowledgeable,Service Encounter Failures,Nega

30、tive Response No Response Reluctant Response,Response to Service Failure,Found Better Service,Competition,Cheat Hard Sell Unsafe Conflict of Interest,Ethical Problems,Customer Moved Provider Closed,Involuntary Switching,Source: Sue Keaveney,Service Guarantees,guarantee = an assurance of the fulfillm

31、ent of a condition (Websters Dictionary) for products, guarantee often done in the form of a warranty services are often not guaranteed cannot return the service service experience is intangible (so what do you guarantee?),Table 7-7 Characteristics of an Effective Service Guarantee,Source: Christoph

32、er W.L. Hart, “The Power of Unconditional Guarantees,” Harvard Business Review, July-August, 1988, pp. 54-62.,Why a Good Guarantee Works,forces company to focus on customers sets clear standards generates feedback forces company to understand why it failed builds “marketing muscle”,Service Guarantee

33、s,Does everyone need a guarantee? Reasons companies do NOT offer guarantees: guarantee would be at odds with companys image too many uncontrollable external variables fears of cheating by customers costs of the guarantee are too high,Service Guarantees,service guarantees work for companies who are a

34、lready customer-focused effective guarantees can be BIG deals - they put the company at risk in the eyes of the customer customers should be involved in the design of service guarantees the guarantee should be so stunning that it comes as a surprise - a WOW! factor “its the icing on the cake, not th

35、e cake”,Part 3,ALIGNING STRATEGY, SERVICE DESIGN AND STANDARDS,CUSTOMER,COMPANY,GAP 2,Customer-Driven Service Designs and Standards,Company Perceptions of Consumer Expectations,Provider GAP 2,Part 3 Opener,Chapter 8,SERVICE DEVELOPMENT AND DESIGN,Objectives for Chapter 8:Service Development and Desi

36、gn,Describe the challenges inherent in service design Present steps in the new service development process Show the value of service blueprinting and quality function deployment (QFD) in new service design and service improvement Present lessons learned in choosing and implementing high-performance

37、service innovations,Figure 8-1Risks of Relying on Words Alone to Describe Services,Oversimplification Incompleteness Subjectivity Biased Interpretation,Figure 8-2 New Service Development Process,Source: Booz-Allen Khurana & Rosenthal 1997.,Business Strategy Development or Review,New Service Strategy

38、 Development,Idea Generation,Concept Development and Evaluation,Business Analysis,Service Development and Testing,Postintroduction Evaluation,Commercialization,Market Testing,Screen ideas against new service strategy,Test concept with customers and employees,Test for profitability and feasibility,Co

39、nduct service prototype test,Test service and other marketing-mix elements,Front End Planning,Implementation,Figure 8-3New Service Strategy Matrix for Identifying Growth Opportunities,Markets,Offerings,Existing Services,New Services,Current Customers,New Customers,SHARE BUILDING,DIVERSIFICATION,MARK

40、ETDEVELOPMENT,SERVICEDEVELOPMENT,Figure 8-4Service Mapping/Blueprinting,A tool for simultaneously depicting the service process, the points of customer contact, and the evidence of service from the customers point of view.,Service Mapping,Process,Points of Contact,Evidence,Service Blueprint Componen

41、ts,CUSTOMER ACTIONS,line of interaction,“ONSTAGE” CONTACT EMPLOYEE ACTIONS,line of visibility,“BACKSTAGE” CONTACT EMPLOYEE ACTIONS,line of internal interaction,SUPPORT PROCESSES,Driver Picks Up Pkg.,Dispatch Driver,Airport Receives & Loads,Sort Packages,Load on Airplane,Fly to Destination,Unload & S

42、ort,Load On Truck,Express Mail Delivery Service,SUPPORT PROCESS,CONTACT PERSON,(Back Stage),(On Stage),CUSTOMER,PHYSICAL EVIDENCE,Customer Calls,Customer Gives Package,Truck Packaging Forms Hand-held Computer Uniform,Receive Package,Truck Packaging Forms Hand-held Computer Uniform,Deliver Package,Cu

43、stomer Service Order,Fly to Sort Center,Overnight Hotel Stay,SUPPORT PROCESS,CONTACT PERSON,(Back Stage),(On Stage),CUSTOMER,Hotel Exterior Parking,Cart for Bags,Desk Registration Papers Lobby Key,Elevators Hallways Room,Cart for Bags,Room Amenities Bath,Menu,Delivery Tray Food Appearance,Food,Bill

44、Desk Lobby Hotel Exterior Parking,Arrive at Hotel,Give Bags to Bellperson,Check in,Go to Room,Receive Bags,Sleep Shower,Call Room Service,Receive Food,Eat,Check out and Leave,Greet and Take Bags,Process Registration,Deliver Bags,Deliver Food,Process Check Out,Take Bags to Room,Take Food Order,Regist

45、ration System,Prepare Food,Registration System,PHYSICAL EVIDENCE,Figure 8-8 Building a Service Blueprint,Step 1 Identify the process to be blue-printed.,Step 2 Identify the customer or customer segment.,Step 3 Map the process from the customers point of view.,Step 4 Map contact employee actions, ons

46、tage and back-stage.,Step 5 Link customer and contact person activities to needed support functions.,Step 6 Add evidence of service at each customer action step.,Application of Service Blueprints,New Service Development concept development market testing Supporting a “Zero Defects” Culture managing

47、reliability identifying empowerment issues Service Recovery Strategies identifying service problems conducting root cause analysis modifying processes,Blueprints Can Be Used By:,Service Marketers creating realistic customer expectations service system design promotion Operations Management rendering

48、 the service as promised managing fail points training systems quality control,Human Resources empowering the human element job descriptions selection criteria appraisal systems System Technology providing necessary tools: system specifications personal preference databases,Part 4,DELIVERING AND PER

49、FORMING SERVICE,CUSTOMER,COMPANY,Provider GAP 3,Service Delivery,GAP 3,Customer-Driven Service Designs and Standards,Part 4 Opener,Chapter 11,EMPLOYEES ROLES IN SERVICE DELIVERY,Objectives for Chapter 11:Employees Roles in Service Delivery,Illustrate the critical importance of service employees in c

50、reating customer satisfaction and service quality Demonstrate the challenges inherent in boundary-spanning roles Provide examples of strategies for creating customer-oriented service delivery Show how the strategies can support a service culture where providing excellent service is a way of life,Ser

51、vice Employees,They are the service They are the firm in the customers eyes They are marketers Importance is evident in The Services Marketing Mix (People) The Service-Profit Chain The Services Triangle,Service Employees,Who are they? “boundary spanners” What are these jobs like? emotional labor man

52、y sources of potential conflict person/role organization/client interclient quality/productivity,Figure 11-3 Boundary Spanners Interact with Both Internal and External Constituents,Internal Environment,External Environment,Figure 11-4 Sources of Conflict for Boundary-Spanning Workers,Person vs. Role

53、 Organization vs. Client Client vs. Client Quality vs. Productivity,Figure 11-5 Human Resource Strategies for Closing GAP 3,Customer- oriented Service Delivery,Hire the Right People,Provide Needed Support Systems,Retain the Best People,Develop People to Deliver Service Quality,Compete for the Best P

54、eople,Hire for Service Competencies and Service Inclination,Provide Supportive Technology and Equipment,Treat Employees as Customers,Empower Employees,Be the Preferred Employer,Train for Technical and Interactive Skills,Promote Teamwork,Measure Internal Service Quality,Develop Service- oriented Inte

55、rnal Processes,Measure and Reward Strong Service Providers,Include Employees in the Companys Vision,Empowerment,Benefits: quicker responses employees feel more responsible employees tend to interact with warmth/enthusiasm empowered employees are a great source of ideas positive word-of-mouth from cu

56、stomers,Drawbacks: greater investments in selection and training higher labor costs slower and/or inconsistent delivery may violate customer perceptions of fair play “giving away the store” (making bad decisions),Service Culture,“A culture where an appreciation for good service exists, and where giv

57、ing good service to internal as well as ultimate, external customers, is considered a natural way of life and one of the most important norms by everyone in the organization.”,Chapter 12,CUSTOMERS ROLES IN SERVICE DELIVERY,Objectives for Chapter 12:Customers Roles in Service Delivery,Illustrate the

58、importance of customers in successful service delivery Enumerate the variety of roles that service customers play Productive resources Contributors to quality and satisfaction Competitors Explain strategies for involving service customers effectively to increase both quality and productivity,Importance of Other Customers in Service Delivery,Other customers can detract from satisfaction disruptive behaviors excessive crowding incompatible needs Other customers can enhance satisfaction mere presence socializ