服务营销精要英文pptim ESM TB Ch02
服务营销精要英文pptim ESMIM_Section 1_Course Design_submit
SECTION 1COURSE DESIGN AND TEACHING HINTS INTRODUCTIONThis instructor’s resource manual is designed to help you develop and teach a course on services marketing, based on the text, readings, and cases contained in Essentials of Services Marketing, 1st Edition. The manual is divided into five sections:1)Course Design and Teaching Hints2)Teaching Insights for the Chapters3)Case Teaching Notes4)Student Exercises and Projects5)Appendix – Sample Course OutlinesAn electronic file containing each of the color PowerPoint slides created specifically for use with this text is located on the Prentice Hall Web site (accessible only with permission from the publisher) at:Objectives of the ManualThe principal goals of this manual are to:•Discuss the learning objectives for each chapter to facilitate the instructor.•Aid in the preparation and (if desired) serve as a basis for lectures.•Emphasize integration of concepts, frameworks, and real-world practice throughout the book.•Demonstrate links between individual chapters and between chapters or cases to reinforce learning.•Provide brief answers to each of the questions at the end of the chapters.•Suggest ideas for student projects, written assignments, and in-class discussions.•Provide detailed notes on each of the cases in the book.•Propose topics and teaching suggestions for specific class sessions and the sequence in which these sessions might be taught.Additional instructor aids include:• A section on “Developing Your Own Course.”• A note on “Teaching with Cases.”•Two illustrative course outlines, which can serve as a departure point for developing your own course outline.• A note on “Studying and Learning from Cases” for optional distribution to students. Web Site SupplementTo supplement the text, cases, and readings appearing in the book, additional materials, including downloadable cases, will be placed on Prentice Hall’s dedicated Web site for Essentials of Services Marketing as they become available. We encourage you to check this Web site periodically for new materials and other information. The URL is:/Target Teaching AudiencesThe first edition is equally suitable for courses directed at polytechnic students and undergraduates. It may be used for courses in either services marketing or service management. Essentials of Services Marketing, places marketing issues within a broader general management context. The book will appeal both to full-time students headed for a career in management and also to practitioners in the services management area.Framework for Essentials of Services MarketingThe contents of Essentials of Services Marketing reflect the ongoing developments in the service economy, new research findings, and enhancements to the structure and presentation of the book in response to feedback from reviewers and adopters.The framework for the textbook has been divided into four parts:(1) Understanding service products, consumers and markets(2) Applying the 4 Ps to services(3) Managing the customer interface(4) Implementing profitable service strategiesExhibit 1 – 1Integrated Model of Services MarketingCasesEssentials of Services Marketing, First Edition features an exceptional selection of 20 up-to-date, classroom-tested cases of varying lengths and levels of difficulty. We wrote a majority of the cases ourselves. Others are drawn from the case collections of Harvard, INSEAD, and Yale.The selection of cases provides a broad coverage of service marketing issues and application areas, with cases featuring a wide array of industries and organizations, ranging in size from multinational giants to small entrepreneurial start-ups and non-profit organizations.Organization and Sequencing of MaterialsThe chapters are grouped into four parts, each comprising between three and four chapters of text. All the cases are consolidated at the end of the book. The book is designed to give instructors as much flexibility as possible in structuring and sequencing their courses. You will find that periodic cross-referencing of chapters within the text will refer students back to earlier chapters where an important concept was first introduced. Most of the key concepts and frameworks are introduced within the first three chapters and are subsequently employed throughout the book following the chapter in which they first appear. The most central concepts of each chapter are highlighted in bold italic face in the lists under the overview of each book part, below.Part I—Understanding Service Products, Consumers & Markets should be taught first to provide the appropriate foundation for future discussion and analysis. It comprises three chapters that lay out the building blocks for studying services and understanding how consumers behave in a services context. Finally, to ensure that the value proposition is commercially viable, there must be a distinctive and defensible position in the market against competitors. The chapter topics are:Chapter 1: Introduction to Services MarketingChapter 2: Consumer Behavior in a Services ContextChapter 3: Positioning Services in Competitive MarketsKey conceptual frameworks and tools introduced in Part I include:Chapter 1: Introduction to Services Marketing•Definition of services•Distinctive aspects of services marketing•Four categories of Services•The 7Ps of the services marketing mixChapter 2: Consumer Behavior in a Services Context•Three-stage model of service consumptiono Prepurchase stageo Service encounter stageo Post-purchase stage•Service delivery as a form of theater•High and low contact service encounters•Servuction SystemChapter 3: Positioning Services in Competitive Markets•Market segmentation•Positioning maps and strategyPart II—Applying the 4Ps to Services teaches how to create a meaningful value proposition through the development of the service concept and the selection of physical and electronic delivery channels. This is supported by a business model that recovers costs through realistic pricing. Customers must be educated on the value proposition via effective communications. Four of the 7 Ps are dealt with here:Chapter 4— Product elementsChapter 5— Place and time (the where and when of service distribution strategy) Chapter 6— Price and revenue management strategyChapter 7— Promotion and education (communications strategy)Key topics and conceptual frameworks introduced in Part II include:Chapter 4— Product elements•Core and supplementary services•The flower of service—a refinement of the core and supplementary product elements comprising the augmented service product•Service branding•Categories of service innovationsChapter 5— Place and time•Service delivery options•Cyberspace delivery of service elements•Role of service intermediaries•Service franchising•International distribution of servicesChapter 6— Price and revenue management strategy•The pricing tripod—activity-based, cost-based, and competition-based pricing •Different types of costs•Monetary and non-monetary outlays—costs incurred by customers beyond price•Revenue management, inventory buckets, and rate fences•Price elasticity•Ethical concerns and perceived fairness of pricing policies•Implementing service pricingChapter 7— Promotion and education•Role of marketing communications•Challenges of services communications•The marketing communications mix•Implications of the Internet for marketing communication•The role of corporate designPart III—Managing the Customer Interface focuses on how to manage all points at which customers interact with the company. This involves the teamwork between operations and HR to design effective processes, and balance demand against productive capacity. Physical environment issues also need to be dealt. Finally, people and HR strategies must be aligned for outstanding service delivery. In this part, three elements of the 7 Ps related to service delivery are dealt with.Chapter 8—Process (designing and managing service processes)Chapter 9—Balancing demand and productive capacityChapter 10—Physical environment (designing and managing tangible cues)Chapter 11—People (managing frontline staff who interact with customers)Key topics and conceptual frameworks introduced in Part III include:Chapter 8—Process•Basic flowcharting•Blueprinting service design—a more sophisticated and prescriptive form of flowcharting•Service process redesign•The customer as co-producer•Self-service technologiesChapter 9—Balancing demand and productive capacity•Productive capacity—definition and management•Patterns of demand•Demand management•Managing waiting lines and reservations strategiesChapter 10—Physical environment•Servicescapes•Consumer responses to servicescapes•Design of ambient conditions—music, scent, color•Environmental design—signage, symbols, artifacts, spatial layout•People as part of servicescape•Design servicescape holistically from the customer’s perspectiveChapter 11—People•Frontliners as boundary spanners and role conflicts•Cycles of failure, mediocrity, and success in HR management•The Service Talent Cycle•Empowerment of employees•Service teams•Service leadership and culturePart IV—Implementing Profitable Service Strategies focuses on the activities involved in implementing service marketing strategies. First, achieving profitability requires creating customer relationships and building loyalty. Having an effective complaint handling and service recovery strategy aids loyalty building. Second, productivity and quality are necessary for financial success and finally, firms are challenged to remain competitive in a changing world. This part comprises four chapters with the following emphasis:Chapter 12—Managing customer relationships and building loyaltyChapter 13—Complaint handling and service recoveryChapter 14—Improving service quality and productivityChapter 15—Organizing for change management and service leadershipKey topics and conceptual frameworks discussed in Part IV include:Chapter 12—Managing customer relationships and building loyalty•Lifetime value of a (loyal) customer•The Wheel of Loyalty•Tiering of services•Loyalty bonds•Customer defections/churn•Customer relationship management systems (CRM)Chapter 13—Complaint handling and service recovery•Customer complaints and service recovery and systems•Service guarantees•Managing jaycustomersChapter 14—Improving service quality and productivity•Elements of service quality•The GAP model•Hard and soft measures of service quality•Service productivity: efficiency vs. effectiveness•TQM, ISO 9000, Malcolm-Baldrige, and Six SigmaChapter 15—Organizing for change management and service leadership •The Service Profit Chain•Cross-functional integration between marketing, operations, and HR •Service leadership at the human level•Leadership, culture and climateSelecting Cases for Use with Specific ChaptersTo help you identify which cases fit well with specific chapters, please refer to Exhibit 1–2 which follows.Exhibit 1–2SUGGESTIONS FOR CASES TO USE WITH SPECIFIC CHAPTERSDEVELOPING YOUR OWN COURSEThis book gives you plenty of flexibility in putting together a course that will meet your own specific teaching objectives. Many instructors will doubtless choose to use some subset of the materials in the book or to resequence the materials to suit their preferences. Two important considerations in sequencing of materials are (1) to decide when you want to introduce certain key concepts that will be referred to again in subsequent chapters, and (2) to ensure that each module builds logically on the previous one.One option for enhancing your course with updated materials on topics of particular interest to you and your students is to supplement the content of the book with additional readings, which may include topical articles from such management-oriented periodicals as the Financial Times, The Wall Street Journal, Business Week,National Post (Canada), Fortune, Harvard Business Review, and various industry-specific magazines. The business sections of daily and Sunday newspapers often contain interesting stories about local or national service businesses that might serve as a topic for discussion. Good sources of more academically-oriented articles include European Journal of Marketing, International Journal of Service Industry Management, Journal of the Academy of Marketing Science, Journal of Marketing, Journal of Retailing, Journal of the Market Research Society, Journal of Services Marketing, Journal of Service Research, Managing Service Quality, Service Industries Journal, and Sloan Management Review (however, this list does not exhaust the possibilities).Finally, you may be able to enhance the students’ experience by referring them to relevant corporate Web sites that provide insights into strategies that relate to the topic being covered in a specific class. The teaching notes for many of the cases include the address of one or more relevant Web sites.Course Prerequisites•Exposure to introductory marketing management course•Materials on economic and financial analysis in marketing (e.g., break-even analysis)•If students have little exposure to basic marketing, build early lectures around concepts like market segmentation, competitive analysis, consumer decision-making processes and the marketing mixClass Format•Class should ideally be at least 90 minutes. This allows time for a good case discussion and wrap up.Guest SpeakersIn our experience, students enjoy a presentation by a marketing manager from a local service firm. It’s helpful, too, to invite guest speakers to comment on a class discussion of a case that deals with their industry, and then to talk about their own firm, and field student questions. The best way to ensure that a guest speaker is informative in ways that build usefully on the course is to brief the individual in advance, share prior course material with him/her, and—most important of all—ensure that time is allocated for student questions. A “planted” question from the instructor can also help bring out a key insight from the guest speaker.Written AssignmentsSection 4 of the manual provides a variety of exercise that can be used as written assignments for the students. In addition to that, instructors may wish to select one or more of the following:1) Written analyses of cases are assigned on a “rolling report" basis. Each student must select one (or more) of the cases assigned for class and turn in a paper before class. This approach—which we recommend—has the virtue of spreading the instructor’s workload in marking papers and of ensuring that at least a few students are very well prepared for the class in question! Such an assignment could also be coupled with formal in-class presentations.2) Internet-based assignments. Various options are available here, including:a)You assign students to review specific sites related to in-text examples (orexamples of your own).b)You give an assignment offering a restricted choice of sites (e.g., compare andcontrast three bank sites and three consulting firm sites).c)Students are given wide latitude to search the Internet in pursuit of anindividual or group research project.Exams•Cases can be used for midterm and final exams purposes. Three hours is required if administered in a formal exam.•Cases can also be assigned on a take-home basis.•Alternatively, set essay questions based on topics and concepts in the course•Exams can also be substituted by take-home written assignments and term papers based on original research as these may be better indicators ofstudents’ skills, learning and motivation.Evaluation of Students•For active participation, a certain percentage of the course grade can be allocated to class participation.•Possible allocation of marks could be 30 – 40% for class participation, 20 –30% for written assignment and 30 – 50% for a final exam.•For those preferring not to evaluate class participation, a common allocation is 20% for term paper, 40% for midterm exam and 40% for final examTEACHING A COURSE THAT INCLUDES CASESIt’s common to hear of teaching by “The Case Method” as if there were only one way of doing it. In practice, there are many different ways of using cases in a classroom environment and a wide variety of instructor styles.The essence of case teaching is that students and instructors participate in direct discussion of management problems. A case, as one facu lty member described it, “is the vehicle by which a chunk of reality is brought into the classroom to be worked over by the class and the instructor.” Success in this endeavor requires a commitment by both instructor and students to the use of cases as a key-learning tool. Your role as a teacher includes choosing the material for study, setting learning goals for each class, and shaping and facilitating the progress of class discussion. The major onus, however, for learning must be placed on the students.In this brief note, we won’t attempt to produce an in-depth guide to case teaching. Instead, we highlight some of the basic steps that you can take to make students comfortable and motivated in what many of them may perceive as a somewhat different teaching environment to that which they have been accustomed in the past. The remarks that follow are addressed primarily to the beginning case teacher rather than to the well-seasoned instructor.Before the Term BeginsClassroom setup•Seats arranged in a horseshoe or semicircle, with the rows rising in banks behind each other to produce better sight lines is a more appropriate physicalarrangement.•Acoustics should be good to facilitate class discussion without the need for microphones.•Marketing cases seats arranged in a horseshoe or semicircle, with the rows rising in banks behind each other to produce better sight lines. Acousticsshould be good to facilitate class discussion without the need for microphones.• A built-in screen and electrical outlets for overhead projectors, electronic projectors, and videotape players are also desirable features.At the Beginning of the CourseDispelling Student Misperceptions of “Old” Cases•Some of the cases in this book date from 2000, and others are as recent as 2007 or 2008. Students may be misguided and think that only cases publishedwithin the past 12 months can possibly still be relevant.•Experienced instructors address this misconception right at the beginning of the course, recognizing that if they fail to do so, students will not be motivatedto invest time in studying what they see as “outdated” material.• A number of the current best-selling cases from the Harvard Business School collection were written more than a quarter of a century ago.Grading Criteria•At strongly case-oriented schools where cases are used in almost every session of a marketing course, it’s quite common for 40–50% of a student’scourse grade to be based on the quality and quantity of his or her classparticipation, with the balance being derived from written assignments andperformance on the final exam.•We believe strongly that it is the instructor’s responsibility to motivate students to participate in case discussions, to evaluate their performance, andto give individual feedback. Grading student contributions meets these needs.Setting ExpectationsYou should reinforce and expand upon the points in this note by clearly stating your expectations of students in several crucial areas:•Good preparation for each class.•Prompt arrival before each class session begins.•Complete attendance throughout the course.•Regular participation in class discussions.•Attentiveness to other students’ comments.Of course, these expectations will quickly prove unrealistic if the instructor does not set a good example! Consistently begin and finish classes on schedule. Make clear by your own remarks that you have been listening carefully to what students have been saying. Challenge misstatements of fact, wrong numbers, and faulty reasoning—but don’t tea r students down in the process, especially at the beginning of the course when many of them may be feeling nervous and insecure. The challenge is to be supportive in demanding high standards of your students, so that these standards become part of their own value system rather than a goal based upon fear of embarrassment in front of their peers. The first few sessions of a case course can be crucial in terms of establishing the necessary rapport and creating an atmosphere of mutual respect between students and instructor.Getting to Know Students•An important aspect of building this rapport is getting to know your students so that you can both address and refer to them by name.•Some schools make it easier for instructor and students to get to know each other by providing name cards which students can have in front of them; theregistrar may also provide the instructor with class cards containing eachstudent’s name, photograph, and brief biographical details.•If your school has a student picture book, with “mug shots” of all enrolled students, then you may be able to cut and paste each student’s picture ontothat individual’s completed data sheet.•The data sheet is helpful for recording details of students’ class participation. Quantitative WorkOnly a few of the cases in the book can be prepared without any quantitative analysis. Indeed, several cases require a fairly rigorous review of the data in the text and exhibits to determine which numbers are important, credible, and need further manipulation to yield useful managerial insights. So check early in the course that all students are familiar with basic concepts in economic and financial analysis that relate to marketing.As the Term Proceeds•In case courses, feedback needs to be given at two or even three levels: (1) the individual, (2) group projects, if any, and (3) the class as a whole. The qualityof case discussions depends on the performance of all students combined—including both those who participate and those who do not.•Plan on giving regular feedback to the class as a whole about the quality of class discussions. If you feel that the depth of analysis was weak, the breadthof class participation limited, or the arguments lacking in substantiation, thenyou should say so. Similarly, you should acknowledge good performance bythe class as a whole.•Constructive criticism, offered in a supportive manner, will motivate the class and make students want to perform well as a member of a larger group. Goodquality discussions should also be recognized. Praise, used selectively,highlights what has been done well and should stimulate equal or even betterperformance in the future.•Feedback to individual students is a separate, albeit related task. It usually takes several weeks or more before you can make reasonable judgments abouta student’s overall caliber as a classroom participant.•An outstanding contribution can be publicly acknowledged (“That was an excellent insight, Anna!”) but it’s usually more productive to counsel weakperformers out of class. One exception to this generalization concernsindividuals who persist in making poor use of class time. If you don’t bringthem up short, this inaction on your part may signal to other students that theirinstructor is really indifferent to the quality of class discussion.•Frequent participation does not necessarily mean high-quality contributions and students should understand that. You have to moderate the class shouldthe speaker go off tangent in a discussion.•The greater the weight that you place on participation as an input to grading, the more likely you are to have students making office appointments andasking you, “How am I doing?” By making good notes on each student’s datasheet or class card concerning their participation (if any) in each class, youwill be better placed to offer individual students useful evaluations of theirclass performance as well as advice for improvement.•You may want to consider sending a personal memo midway through a course to each participant containing general comments about their progress in thecourse.•Group projects or pre-assigned presentations are often a good way of involving students who find it hard to make spontaneous comments in class.In addition to providing a change of pace in the classroom, this pedagogicaldevice has the advantage of forcing students to get involved with the caseinstead of just maintaining a highly detached position.Obtaining Feedback•Feedback should be a two-way street. As an instructor, you should be seeking feedback from your students as well as giving it to them.•Feedback should already be obtained midway through the term as it may indicate a need to make adjustments to either course content or your teachingapproach during the balance of the course.•Responses to a midterm evaluation form should be anonymous. The questions can usefully cover several points. You can ask students to rate each case on afive-point scale in terms of its contribution to their learning. It’s important tolink case evaluation to learning, because otherwise students will tend to focussimply on whether they enjoyed the class discussion or found the topic to bepersonally interesting.•If you want more specific feedback, allow room for additional comments on specific cases; however, experience suggests that only a limited number ofstudents will take the time to explain their ratings.•You should also ask for open-ended comments or suggestions on the conduct and progress of the course to date.•Additional useful feedback, especially for an instructor who is relatively new to case teaching, is to invite a more experienced colleague to sit in andobserve one or more of your classes. Another form of feedback is to audiotapeor videotape the class for subsequent review.In summary, case teaching is a demanding but exciting approach to education. Many instructors find it a challenging and rewarding experience and we hope that you will, too.Sample Form - Student Data Sheet[Course Title]TO: Participants PHOTOFROM: [Instructor’s Name] DATE:To help me to get to know you better, would each of you please complete this information sheet and return it as soon as possible?Name and AddressFull Name__________________________________________________________ What first name/nickname do you prefer to be called by? ____________________ Local Mailing Address_______________________________________________Email____________________________________ Phone________________ Career Interests and Areas of Special ExpertiseWhat career interests/plans do you have after graduation?_______________________________________________________________________ _______________________________________________________________________ What full-time jobs (if any) have you held?Employer Location Job Title(s) Dates _______________________________________________________________________ _______________________________________________________________________ _______________________________________________________________________ Do you have special knowledge of any industries? Which? _______________________ Degree(s) SoughtWhich degree(s) are you currently studying for? _______________________________ Degree(s) previously obtained______________________________________________。
服务营销精要英文pptim ESM TB Ch10
Chapter 10Crafting the Service EnvironmentGENERAL CONTENTMultiple Choice Questions1. Service environments, also called ____________ relate to the style and appearance ofthe physical surroundings and other experiential elements encountered by customers at service delivery sites.a.service planesb.servicescapesc.service boxesd.servicetomiese.service vaults(b; Easy; p. 254)2. The field of ____________ studies how people respond to specific environments.anizational behaviorb.marketingc.environmental psychologyd.strategic managemente.financial management(c; Moderate; p. 256)3. In environmental psychology the typical outcome variable is ____________ or____________ of an environment.a.service; repurchaseb.control; reproachc.control; avoidanced.control; sensibilitye.approach; avoidance(e; Moderate; p. 257)4. The two dimensions of Russell’s model of affect are ____________ and____________.a.centrality; dominanceb.pleasure; arousalc.centrality; permanenced.pleasure; regrete.fullness; looseness(b; Moderate; p. 257)5. The ____________ complex a(n) ____________ process becomes, the more powerfulis its potential impact on ____________.a.more; affective; cognitionb.more; cognitive; affectc.less; cognitive; servicesd.less; affective; cognitione.less; cognitive; affect(b; Challenging; p. 257)6. If a service environment is inherently ____________, one should avoid increasing____________ levels, as this would move customers into the “distressed” region of Russell’s model.a.pleasant; arousalb.pleasant; excitementc.pleasant; relaxationd.unpleasant; arousale.unpleasant; excitement(d; Moderate; p. 258)7. Which of the following is NOT one of the dimensions of the service environment?a.Exterior facilitiesb.General infrastructurec.Store layoutd.Interior displayse.Location(e; Moderate; p. 258)8. Which of the following is an ambient condition?a.Facility layoutb.Displaysc.Musicd.Locatione.Price(c; Easy; p. 260)9. Of the following, which is NOT an ambient condition that irritates shoppers accordingto Alain d’Astous?a.Store is too smallb.Store is not cleanc.Too hot inside the store or the shopping centerd.Music inside the store is too loude.Bad smell in the store(a; Moderate; p. 267)10. Of the following, which is NOT an environmental design condition that irritatesshoppers accordi ng to Alain d’Astous?a.Arrangement of store items is always the same.b.No mirror in the dressing room.c.Unable to find what one needs.d.Directions within the store are inadequate.e.Store is too small.(a; Moderate; p. 268)True/False11. Service consumers use service environment as an important quality proxy. (True; Easy; p. 254)12. Servicescapes help to shape the desired feelings and reactions in customers andemployees.(True; Easy; p. 255)13. In practice, the large majority of service encounters are routine, involving a highlevel cognitive processing and little affect.(False; Moderate; p. 257)14. Ambient conditions refer to those characteristics of the environment pertaining to ourfive senses.(True; Easy; p. 260)15. Functionality refers to the floor plan, size and shape of furnishings, counters, andpotential machinery and equipment, and the ways in which they are arranged. (False; Easy; p. 263)16. The use of orange is commonly associated with its ability to encourage verbalexpression.(True; Moderate; p. 263)17. Spatial layout refers to the ability of items to facilitate the performance of servicetransactions.(False; Moderate; p. 263)18. Signs are frequently used to teach and reinforce behavioral rules in service settings. (True; Easy; p. 264)19. The appearance of both service personnel and customers can reinforce or detractfrom the impression created by the service environment.(True; Moderate; p. 265)20. Marketing communications attempt not to attract customers who will enhance theambiance with their presence because of potential legal ramifications.(False; Moderate; p. 366)Short Answer21. What are the three important ways in which the service environment and itsaccompanying atmosphere impact buyer behavior?As a message-creating medium, an attention-creating medium, and an affect-creating medium.(Moderate; p. 254)22. What is the primary focus of the Mehrabian-Russell Stimulus-Response Model?It shows that feelings or affect are central to how we respond to environmentalstimuli to which we are exposed.(Moderate; p. 256)23. What are the three stages of the Mehrabian-Russell Stimulus-Response Model?The three stages are environmental stimuli, affect, and response.(Moderate; p. 256)24. List the four key things that signs can be used for in a servicescape.Labels, giving directions, communicating the service script, and behavioral rules. (Challenging; p. 264)25. List the four tools that managers can use to guide their design of the service process.Careful observation, feedback and ideas from frontline staff and customers, fieldexperiments, and blueprinting.(Moderate; p. 268)Essay26. Describe the challenge inherent in using signs, symbols, and artifacts in aservicescape and discuss when this task is particularly important.The challenge for servicescape designers is to clearly guide customers through the process of service delivery and teach the service process in as intuitive a manner as possible. This task is particularly important where there are a high proportion of newor infrequent customers and/or a high degree of self-service. Customers become disoriented and frustrated when they cannot derive clear signals from a servicescape. (Moderate; p. 264)27. Describe what is meant by an holistic view of a service environment and provideexamples.Designers must consider the total service experience when designing servicescapes.Consumer response is based on a reaction to the total service experience, not individual aspects of the service. For example, a beautifully stained hardwood floor is not perfect flooring if it does not match its surroundings. The service may be attempting to generate a deliberately grungy look as in the case of some teen clothing stores and a high-class floor would look out of place.(Moderate; p. 266)APPLICATION CONTENTMultiple Choice Questions28. According to Adrian North, the key to driving unwanted people away is____________.a.unfamiliaritywsc.direct recoursed.indirect recoursee.segmentation(a; Easy; p. 261)29. Which of the following fragrances would you use to boost energy levels and helpmake customers feel happy and rejuvenated?a.Lemonb.Black peppervenderd.Eucalyptuse.Rose(a; Moderate; p. 262)30. Which of the following is the best example of problems created by inappropriatecolor usage?a.Blue chairs in Canadab.Black bags in Londonc.Yellow cars in Switzerlandd.Green buses in Israele.Red buses in London(d; Moderate; p. 263)31. The Hong Kong Tourism Board used ______________ to create harmony amongelements and ensure that people feel good in the environment.a.scentb.colorc.feng shuid.musice.spatial layout(c; Easy; p. 264)32. The term ____________, used by Dennis Nickson and his colleagues, would mostapply to sales associates at Victoria’s Secret or Cal vin Klein.a.restricted laborb.value-added laborc.functional labord.aesthetic labore.synergistic labor(d; Challenging; p. 265)True/False33. Facing competition from numerous casinos in other locations, Las Vegas has beentrying to reposition itself away from being an adult destination to a somewhat more wholesome family fun resort.(True; Easy; p. 255)34. According to the Mehrabian-Russell Stimulus-Response Model, people avoidcrowded environments because there of the number of people rather than beingdeterred by the unpleasant feeling of crowding, people being in the way, or lacking perceived control.(False; Easy; p. 256)35. A spa environment should be designed with low arousal and high pleasantness. (True; Challenging; p. 257)36. Fast music environments have been shown to generate more revenue and getcustomers to spend longer amounts of time in an environment than slow musicenvironments.(False; Moderate; p. 261)37. Staff acting as Cinderella, or seven drawfs at Disney theme parks are part of theservice environment.(True; Moderate; p. 265)Short Answer38. Describe how movie theaters in the United States are responding to fallingattendance.Several upstart boutique chains have buildings with different theme and havelavishly decorated bars and restaurants and supervised playrooms for children. (Moderate; p. 255)39. Discuss how the United Kingdom uses music to discourage jaycustomers in thesubway system.The strategy is to play classical music that is apparently painful to vandals’ andloiterers’ ears.(Moderate; p. 261)40. Describe one of the two examples from the book that show a link between scent andincreased spending.Gamblers put more quarters in slot machines when a Vegas casino was scented witha pleasant artificial smell. (People were willing to pay around $10 more for Nikesneakers when they tried them on in a floral scented room.)(Moderate, p. 262)41. A community center that designs classrooms in a U-shaped manner to facilitatebringing people together is considering which aspect of crafting the serviceenvironment?Spatial layout.(Easy; p. 263)42. List the five guidelines for parking design described in the chapter.Provide friendly warnings, keep paint fresh, provide safety lighting, providematernity parking, and help customers remember where they parked their vehicle. (Moderate; p. 265)Essay43. Describe how Spain’s Guggenheim Museum in Bilbao designs its servicescape toattract visitors.The design of the building communicated several different kinds of messages to its audience. It is shaped like a ship and blends in with the environment of the river.The museum is a mixture of regular forms built in stone and curved forms made of titanium, and huge glass walls for natural light to penetrate the museum. Because of the glass walls, visitors inside the museum can see the surrounding hills. The titanium panels outside have been arranged to look like fish scales, in keeping with the image of being by the Nervion river. Outside the museum, a 43-foot-tall shaped structure of a “topiary terrier” (a breed of dog), made up of pots of fresh pansies (flowers) greets visitors. There is also a huge spider sculpture called ‘Maman’ done by the Louise Bourgeoris, the twentieth-century leading sculptor, who was born in Paris but made her home in New York. Even the design of the galleries is meant to hint at what visitors can expect inside. The shapes of the galleries and the content of the galleries complement each other.(Challenging; p. 256)44. Describe the design flaws of the Jordan Sheraton Hotel.The new Sheraton Hotel, located in Jordan, opened without clear signage that would guide guests from the ballrooms to the restrooms. Existing signs were etched in muted gold on dark marble pillars, likely causing them not to stand out.Unfortunately, more obvious signs might not have been deemed appropriate because of the focus on elegant décor. There is certainly a tradeoff that was made in this case. (Moderate; p. 267)45. Describe the design flaws of the new airport lounge in a major Asian city.At the new airport lounge, a series of connected glass panels hung from the ceiling, which luggage would regularly catch on, causing the panels to shake and disconnect.The designers did not consider the extent of foot traffic through the area when laying out the servicescape.(Moderate; p. 267)。
服务营销精要英文pptim Chapter 3
Service focused
Achieve Competitive Advantage through Focus Market Segmentation Forms the Basis for Focused
Strategies Service Attributes and Levels Developing an Effective Positioning Strategy Using Positioning Maps to Analyze Competitive
Stralock, Wirtz and Chew 2009
Essentials of Services Marketing
Chapter 1 - Page 2
Achieve Competitive Advantage Through
Focus
Slide © by Lovelock, Wirtz and Chew 2009
CHAPTER 3
Positioning
Services in
Competitive Markets
Slide © by Lovelock, Wirtz and Chew 2009
Essentials of Services Marketing
Chapter 1 - Page 1
Overview of Chapter 3
Emphasize competitive advantage on those attributes that will be valued by customers in target segment(s)
服务营销精要英文pptim ESM TB Ch06
Chapter 6Setting Prices and Implementing Revenue Management GENERAL CONTENTMultiple Choice Questions1. Which of the following is NOT an objective for service pricing?a.Build supply.b.Build demand.c.Seek profit.d.Cover costs.e.Build a user base.(a; Easy; p. 136)2. ____________ recognizes that resource expenses are linked to the variety andcomplexity of goods and services produced and not just on physical volume.a.Break-even analysisb.Variable costc.Fixed costd.Activity-based costinge.Semi-fixed cost(d; Moderate; p. 138)3. ____________ is defined as the sum of all the perceived benefits minus the sum of all the perceived costs of service. valueb.Consumer surplusc.Gross valued.Moderate valuee.Consumer demand(a; Moderate; p. 140)4. ____________, also known as customized or personalized pricing, refers to the practice of price discrimination.a.Critical ratio pricingb.Dynamic pricingc.Collective pricingd.Fixed pricinge.Classical pricing(b; Easy; p. 142)5. Which of the following intensifies price competition?a.Non-price-related costs of using competing alternatives are high.b.Wider distribution of competitor and or substitution offers.c.Personal relationships have been established.d.Switching costs are high.e.Customer need for time and location specificity.(b; Moderate; p. 146)6. Which of the following reduces price competition?a.Increasing the number of competitors.b.Increasing the number of substituting offers.c.Wider distribution of competitor and/or substitution offers.d.High switching costs for consumers.e.Increasing surplus capacity in the industry.(d; Moderate; p. 146)7. Revenue management is the most effective when applied to firms characterized by allthe following conditions EXCEPT ______________.a.perishable inventoryb.relatively fixed capacityc.varying customer price sensitivityd.fixed inventorye.variable demand(d; Moderate; p. 147)8. Price elasticity is computed as ____________.a.percentage change in demand / percentage change in priceb.percentage change in price / percentage change in demandc.percentage change in supply / percentage change in priced.percentage change in demand / percentage change in supplye.percentage change in price / percentage change in supply(a; Moderate; p. 149)9. Which of the following is NOT an example of a non-physical fence?a.Time or duration of use.b.Group membership.c.Service level.d.Flexibility of ticket usage.e.Location of reservation.(c; Challenging; p. 151)10. Putting service pricing into practice includes thinking of all the following questionsEXCEPT ____________.a.What should be the specified basis for pricing?b.How much to charge?c.What kind of customers should be charged more?d.Who should collect payment?e.When should payment be made?(c; Easy; p. 158)True/False11. Pricing is less complex in services than it is in manufacturing.(False; Easy; p. 136)12. Customers will often pay more for services than they think they are worth. (False; Easy; p. 140)13. Because quality is subjective, all customers have the expertise to assess the qualityand value they receive.(False; Moderate; p. 140)14. Business owners often fail to recognize the fixed costs that need to be recouped whenproviding service.(False; Challenging; p. 141)15. Customers often incur significant financial costs in searching for, purchasing, andusing a service, above and beyond the purchase price paid to the supplier. (True; Easy; p. 141)16. Shopbots help consumers combat dynamic pricing online.(True; Moderate; p. 142)17. Shopbots collect price and product information from multiple electronic vendors andprovide it to consumers.(True; Easy; p. 142)18. Psychological costs relate to unpleasant sensations affecting any of the five senses. (False; Moderate; p. 144)19. Firms do not need to consider post-purchase costs, as they occur after the firm hasalready secured a purchase.(False; Moderate; p. 144)20. Firms that are always reacting to competitors’ price changes run the risk of pricinghigher than might really be necessary.(False; Moderate; p. 146)Short Answer21. What three components are considered in a pricing strategy?Costs, competition, and value to customer.(Moderate; p. 137)22. What are the four distinct categories of non-monetary costs?Time costs, physical costs, psychological costs, and sensory costs.(Moderate; p. 143)23. Under what situations can price competitions be reduced?Some situations that reduce price competition are: when non-price-related costs of using competing alternatives are high; when personal relationships matter; when switching costs are high and when time and location specificity reduces choice. (Moderate; p. 146)24. What are rate fences? Provide examples to aid your explanation.Rate fences can be either physical or non-physical. Physical fences refer to product differences that may be due to different prices, such as the seat location in a theatre, or the size and furnishing of a hotel room. Non-physical fences refer to consumption, transaction or buyer characteristics. For example, they include staying a certain length of time in a hotel, playing golf on a weekday afternoon, cancellation or change penalties, or booking a certain length of time ahead.(Moderate; p. 150)25. How can firms have revenue management practices and yet still have customersatisfaction, trust and good will?They can design such that price schedules and fences are clear, logical and fair. High published prices should be used, and fences should be framed as discounts rather than surcharges. The benefits of revenue management should be communicated to custom er. Bundling is also a way to ‘hide’ discounts. Loyal customers should be taken care of first, and finally, there should be service recovery procedures in place to make up for overbooking.(Challenging; p. 156)Essay26. Discuss how service firms can minimize non-monetary purchase costs.Service firms have several options available for reducing the non-monetary costs associated with service purchases. Operations experts can assist in reducing the time required to complete purchases, delivery, and consumption. Psychological costs can be reduced by eliminating or redesigning unpleasant or inconvenient procedures, educating customers, and retraining staff to be friendlier and more helpful. Physical efforts can be reduced during either the search or delivery process. More attractivevisual environments, reduced noise, more comfortable furniture and curtailing offensive smells can decrease sensory costs.(Challenging; p. 143)27. Describe the concept of price elasticity and draw a graph comparing consumers withhigh and low elasticity.Price elasticity refers to the amount of impact price has on sales. Consumers are said to be price elastic if small changes in price result in large changes in sales.Consumers are said to be price inelastic if price has little effect on sales. Figure 6.16 depicts a comparison of these two groups.(Moderate; p. 149)APPLICATION CONTENTMultiple Choice Questions28. Which of the following is NOT a firm that uses dynamic pricing?e.All of the above firms use dynamic pricing.(b; Moderate; p. 134 & 142)29. Which of the following is NOT listed in the chapter as a firm that uses online reverseauctions?d.Lowestfare.All of the above use online reverse auctions.(c; Moderate; p. 142)30. The amount of seats reserved for each class of American Airlines passengers on aflight is referred to as a ____________.a.fieldb.rowc.columnd.buckete.gamble(d; Moderate; p. 148)31. Which of the following is the best example of a service industry that utilizes pricecomplexity?a.Fast foodcationc.Cellular phoned.Moving/transportatione.Roofing(c; Moderate; p. 153)32. Which of the following is the best example of a service firm that attracts customerswith low base prices and then piles on additional fees.a.Rental carsb.Fast foodcationd.Roofinge.Consulting(a; Moderate; p.153)True/False33. is a good example of a firm that aggravated its customers with dynamicpricing.(True; Moderate; p. 142)34. is a good example of a firm that successfully generated more revenue byimplementing dynamic pricing.(True; Moderate; p. 142)35. Airlines, hotels, and car rental firms are not very good at varying prices in responseto the price sensitivity and needs of different market segments.(False; Moderate; p. 147)36. Yield management computers can determine who is likely to not show up or takeother flights.(True; Easy; p. 147)37. Freight companies often use a combination of distance and weight or shape of parcelas a basis to price their services.(False; Easy; p. 158)Short Answer38. Name two e-tailers that utilize traditional auction models.eBay and Yahoo!(Moderate, p. 142)39. Give an example of a tradeoff between monetary and non-monetary costs associatedwith patronizing a dental clinic.Paying a higher price for closer proximity or a shorter wait.(Easy; p. 145)40. Draw a graph of the relationship between price per seat on an airline and demand forseats. Label each price bucket.See Figure 6.18.(Challenging; p. 152)41. Relate fairness perceptions to DVD rental late fees.Late fees for DVD rentals should not exceed the potentially lost revenue from rental fees during the late period if fairness perceptions are considered. (Challenging; p. 155)42. Describe how rate fences should be used in a hair salon service.Rate fences may be perceived as less fair if they are framed as surcharges instead of discounts. A hair salon should thus set a higher weekend price and offer a discount for weekday service.(Moderate; p. 156)Essay43. Describe how airlines utilize revenue management to enhance profitability.Revenue management involves setting prices according to predicted demand levels among different market segments. Airlines utilize massive databases on past travel to forecast demand and attempt to allocate optimal capacity to the least price sensitive segments. For example, business travelers pay higher prices for booking flights closer to travel dates, whereas vacationers book in advance. Higher demand travel dates also garner higher prices.(Challenging; p. 148)44. Give an example of a service firm that uses service recovery to compensate foroverbooking and discuss how the firm compensates.A Westin beach resort frees up capacity by offering guests who are departing thenext day the option of spending their last night a luxury hotel near the airport or in the city at no cost. Guests gain variety and experience luxury that delights. The hotel benefits by relieving needed capacity in exchange for a small cost.(Moderate; p. 157)45. Discuss how a health club could strategically manage capacity via paymentschedules.Member usage patterns seem to be closely related to payment schedules. Members seem to use the health club in the month immediately following payment and then steadily decline in usage until the next payment. Members with monthly payment plans use the facilities with greater frequency. This indicates that capacity could be reduced and profits maintained by charging annual fees that are due outside of peak months.(Moderate; p. 160)。
2024版《服务营销篇》PPT课件
contents •服务营销概述•服务营销策略•服务营销组合•服务质量管理•服务营销团队建设•服务营销的未来趋势目录服务营销的定义与特点定义特点服务营销的重要性提升顾客满意度和忠诚度优质服务能够提高顾客满意度和忠诚度，促进口碑传播和重复购买。
增强企业竞争力服务营销有助于企业形成差异化竞争优势，提高市场份额和盈利能力。
促进企业可持续发展通过关注顾客需求和提供优质服务，企业能够建立良好的品牌形象和声誉，实现可持续发展。
萌芽阶段形成阶段发展阶段030201服务营销的发展历程无形性、异质性、不可分离性、不可存储性。
市场调研、服务设计、服务测试、服务推广。
服务线、服务项目、服务特色、服务品牌。
服务质量标准、服务质量评估、服务质量改进。
服务产品的特点服务产品的开发服务产品的组合服务产品的质量服务定价的影响因素服务定价的方法服务定价的策略服务定价的调整01020304服务渠道的类型服务渠道的选择服务渠道的拓展服务渠道的管理服务促销策略服务促销的目标服务促销的方式服务促销的组合服务促销的效果评估产品（Product）01价格（Price）02地点（Place）03促销（Promotion）服务推广和宣传策略，包括广告、公关、销售促进和直接营销等。
人员（People）服务人员的态度、技能和知识，以及服务团队的组织和管理。
过程（Process）服务交付的过程和流程，包括服务标准、服务质量和服务效率等。
有形展示（Physical Eviden…服务环境和设施的设计、布局和装饰，以及与服务相关的有形物品和资料。
无形性异质性同时性易逝性服务不能像有形产品那样存储和运输，具有时间上的限制。
灵活性互动性定制化餐饮业酒店业服务质量提升策略服务创新策略通过提高服务质量和服务效率来提升顾客满意度和忠诚度。
服务品牌营销策略服务质量的概念与特点服务质量的概念服务质量是指服务满足规定和潜在需求的特征和特性的总和，是指服务工作能够满足被服务者需求的程度。
服务营销精要英文pptim ESM TB Ch05
Chapter 5Distributing Service through Physical and Electronic Channels GENERAL CONTENTMultiple Choice Questions1. When customers visit the service site, which factor/(s) must be considered in thedesign of the service?a.How expensive the service is.b.Convenience of the location.c.Operational hours.d. A & B only.e. B & C only.(e; Moderate; p. 113)2. _______________ is a key driver of channel choice.a.Risk reductionb.Conveniencec.Colorful photos of the productd.Internet accesse.Lower prices(b; Moderate; p. 116)3. A truck stop is a good example of a ____________.a.centralized control centerb.single-source facilityc.k-minus strategyd.multi-purpose facilitye.cash cow(d; Moderate; p. 119)4. Which of the following is NOT one of the factors that encourage extended operatinghours?a.Availability of employees to work during “social” hours.b.Economic pressure from consumers.c.Changes in laws.d.Economic incentives to improve the use of assets.e.Automated self-service facilities.(a; Moderate; p. 120)5. The four interesting innovations for service delivery arising from the Internet are all ofthe following EXCEPT _____________.a.creation of websites as a delivery channel for information-based servicesb.DVDs that can store huge amounts of informationc.development of “smart” m obile phones linking users to the Internet wherever theyareage of voice recognition technology that allows customers to give informationand request service by speaking into a microphonee.smart card containing a microchip acting as an electronic purse containing digitalmoney(b; Moderate; p. 121)6. All of the factors below are luring customers into virtual stores EXCEPT____________.a.potential for better pricesb.ease of searchc.broader selectiond.opportunities for networkinge.24-hour service with prompt delivery(d; Moderate; p. 124)7. Integrating mobile devices into the service delivery infrastructure can be used as ameans to ____________ services, ____________ customers to opportunities or problems, and ____________ information in real time to ensure that it is continuously accurate and relevant.a.Access; alert; updateplement; alert; concealc.Access; attract; conceald.Access; guide; concealplement; guide; conceal(a; Moderate; p. 124)8. ____________ has become a popular way to expand delivery of an effective serviceconcept, embracing all of the seven Ps, to multiple sites, without the level of investment capital that would be needed for rapid expansion of company-owned and managed sites.a.The Internetb.International tradec.Franchisingd.Sole proprietorshipe.Limited partnership(c; Easy; p. 126)9. Franchisors usually seek to exercise control over all aspects of the serviceperformance through tightly defined ____________.a.service standardsb.proceduresc.scriptsd.physical presentationse.all of the above(e; Easy; p. 126)10. A local presence may be necessary when exporting information-based services forwhich of the following reasons?a.Appeasing local citizens.b.Conducting secondary research.c.Building personal relationships.d.Bargaining for cheaper facilities.e.Restructuring out of date systems.(c; Moderate; p. 129)True/False11. Service delivery is shifting to arm’s length transactions for many services due toadvances in telecommunications.(True; Easy; p. 112)12. The convenience of service factory locations and operational schedules assumesgreat importance when a customer has to physically present throughout the service delivery or even just to initiate and terminate the transaction.(False; Moderate; p. 113)13. In general, service providers are more likely to visit corporate customers at theirpremises than to visit individuals in their homes.(True; Moderate; p. 113)14. Physical logistics services now find themselves competing with telecommunicationsservices. This is a result of the instantaneous delivery capability of information-based products.(True; Moderate; p. 116)15. All customers will eventually voluntarily shift from high-contact deliveryenvironments to new electronic channels.(False; Moderate; p. 116)16. The need for economies of scale often restricts choice of location for servicefacilities.(True; Moderate; p. 118)17. A ministore is a single-site service business that involves creating an innovativeservice factory.(False; Moderate; p. 118)18. Franchising is not an appealing strategy for growth-oriented service firms becausefranchisees tend to be less motivated and less concerned about quality than managers in company-owned stores.(False; Easy; p. 126)19. An ongoing problem of franchising is that when franchisees gain experience, theymay start to feel that they should not be paying the various fees to the franchisor. (True; Easy; p. 127)20. People, possession, and information-based services have strikingly similarrequirements on an international distribution strategy.(False; Moderate; p. 127)Short Answer21. List the six options for service delivery (three natures of interaction between thecustomer and service organization; two availabilities of service outlets) and provide an example of a service that falls into each category.Single Site Multiple Sites Customer goes to the service organization theater bus serviceService organization comes to customer house painter mail deliveryArm’s length credit card telephone (Moderate; p. 112)22. Describe arbitrage in the context of service provider pricing.Arbitrage in service refers to customers taking information or benefits from an expensive service and then placing an order with another, less-expensive service. (Challenging; p. 116)23. Give an example of a service with a locational constraint.Ski resorts need to be in the mountains (beach resorts need to be at the beach). (Moderate; p. 117)24. List the five factors that encourage extended operating hours.Economic pressure from consumers, changes in laws, economic incentives toimprove the use of assets, availability of employees to work during “unsocial” hours, and automated self-service facilities.(Challenging; p. 120)25. List two of the four service delivery innovations facilitated by technology that aredescribed in the chapter.1) Development of “smart” mobile phones and PDAs, and Wi-Fi high-speed Internet,2) usage of voice recognition technology, 3) creation of Web sites that provideinformation, take orders and deliver information, and 4) commercialization of smart cards containing microchips that store detailed customer information. (Moderate; p. 121)Essay26. Describe the three ways information-based services can be distributed internationallyand give an example of each.Information-based services can be exported to a local service factory. Movies made in the United States are often shown in other countries. Customers can also be imported to receive information-based services, as in the case of universities. The other way information-based services can be distributed internationally is via telecommunications export and then local transformation. This is how major credit cards like Visa are able to offer customers financial services abroad. (Moderate; p. 129)27. Discuss the impacts of the cost globalization driver on people processing, possessionprocessing, and information-based processing service categories.People processing may be affected by cost because of variable labor rates in labor-intensive services. There would be a large difference in the cost of running a service in a third-world country versus a developed nation. Variable labor rates may alsoaffect possession processing, as in automotive services. Skilled labor may bedifficult to come by, as in Somalia, or may be abundant, as in Germany. Major cost elements of information-based services can be centralized and minor cost elements localized.(Challenging; p. 119)APPLICATION CONTENTMultiple Choice Questions28. ______________ is an example of a service where the main mode of delivery is forthe service provider to go to their customers.a.Banyan Tree Resortsb.Barnes and Noblesc.Royal Flying Doctord.Starbucke.Dunkin’ Donuts(c; Moderate; p. 113)29. Elaborate statistical analysis, in the form of ____________, is sometimes used to aiddecisions on where to locate supermarkets and similar large stores relative toprospective customers’ homes and workplaces.a.binary regressionb.cluster analysisc.structural equation modelsd.gravity modelse.predictive models(d; Challenging; p. 113)30. Which one of the following methods is NOT a banking service that can be deliveredremotely?a.Face-to-face.b.Internet.c.Mobile phone.d.Call centers.e.All of the above are bank service delivery methods.(a; Moderate; p. 116)31. Firms like Dunkin’ Donuts and Subway sharing space with quick service restaurantsis an example of a(n) ____________.a.single source marketb.economy of scalec.ministored.economy of scopee.multi-brand strategy(c; Moderate; p. 118)32. Which of the following is an example of a franchised service firm?a.Saksb.Wal-Martc.Barnes & Nobled.Starbuckse.Pier One Imports(a; Easy; p. 126)True/False33. Shanghai’s Maglev train helps to overcome the locational constraint of having theairport sited in a far away place.(True; Moderate; p. 117)34. Taco-Bell’s K-Minus strategy is an example of an innovation in locating in multi-purpose facilities.(False; Moderate; p. 118)35. First Direct is an example of a bank with too many branches.(False; Moderate; p. 123)36. First Direct describes itself as the largest virtual bank in the world.(True; Moderate; p. 123)37. Yellow pages has come up with a global positioning service so that customers canclick and download information to help them get from one place to another. (False; Moderate; p. 125)Short Answer38. Give an example of a firm where the service provider visits the customers.Compass Group, the largest food service organization in the United Kingdom and Ireland.(Moderate; p. 113)39. What kind of service can DHL offer to its B2B and B2C clients?It can store and arrange for express delivery of spare parts for aircraft (B2B delivery).They can pick up defefctive cell phones from customers’ homes and return therepaired phone to the customer (B2C pick up and delivery).(Challenging; p. 115)40. Give two examples of firms that locate themselves in multi-purpose facilities.1) Laundromats, toilets, ATMs internet access, restaurants and inexpensive hotels inat truck stops 2) Oil companies with small retail stores that sell car supplies, food, and household products.(Moderate, p. 119)41. What are the three options for exporting people processing services?Export the service concept, import customers, or transport customers to newlocations(Challenging; p. 127)42. Give an example of a firm that imports customers to its service facility.Vail ski resort in Colorado (any specialist hospital).(Easy; p. 128)Essay43. Describe Aggreko’s core business with specific reference to which of the six servicedelivery options they employ.Aggreko describes itself as “The world leader in temporary utility rental solutions.”They provide mobile generators, oil-free air compressors, and temperature control devices to businesses and governments around the globe. They would be categorized as “Service organization comes to customer” and “Multiple Sites” because they maintain 100 depots in 28 countries, while serving customers in 60 countries. (Moderate; p. 114)44. Describe the key drivers of how consumers choose between personal, impersonal,and self-service channels.Complex and high-perceived risk services, people tend to rely on personal channels.Higher confidence and knowledge about a service and/or the channel are more likely to lead to use of impersonal and self-service channels. Customers who look for the instrumental aspects of a transaction prefer convenience that also leads to impersonal and service channels. Customers with social motives tend to use personal channels.The most convenient channel is also the most likely to be selected. (Challenging; p. 116)45. How do service processes affect international market entry for people processing,possession processing and information-based service categories?For people processing services, the service provider needs to have a local geographic presence, stationing the necessary personnel, buildings, equipment, vehicles and supplies within reasonably easy reach of target customers. For possession-processing services, a local presence is required when the supplier must come to repair or maintain objects in a fixed location. This is regardless of whether customers drop off items at a service facility or personnel visit the customer’s site. For information-based services, this includes two categories, mental processing service and information processing services. They are the most interesting from the point of view of global strategy development. Data is transmitted or changed to create value.In theory, none of the information-based services require face-to-face contact with customers.(Challenging; p. 129)。
《服务营销》PPT课件
The DiySmart rating of service performance and
2020/11/5
The business premise
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Service facilities
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convergence score courses GMAT general long-term intensive courses
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Title Service delivery facility and premise Title Service facilities
Ngee Ann Polytechnic School of Business & Accountanc
Service Market
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Zhu Jie Qian An Qi Mao Jie Ren Zhu Xiao Qing Cheng Bo Wen
680 Paul credit courses, 700 insurance placements, 720 Paul placements, 750 Paul placement
服务营销精要英文imChapter
Difference based …
The service provider can achieve cost reduction through improving efficiency and effectiveness in service process.
Positioning Strategy
Empirical research
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Innovate the service process to meet customer's personalized needs and differentiate from competitors.
Capabilities-based Strategy
Service delivery…
Service innovati…
Limitations of Service Marketing Research
Lack of theoreti…
Difficulties in …
Differences betw…
Prospects for Future Research
Development of ne…
Integration with …
Service marketing is critical in today's market as customers become more discerning and expect a personalized experience that exceeds their expectations.
Importance of Service Marketing
In today's fiercely competitive business environment, it is essential to provide excellent service to customers to differentiate your brand and build loyalty.
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Chapter 2Customer Behavior in a Services Context GENERAL CONTENTMultiple Choice Questions1. The three stages in the consumer decision making process are ____________,____________, and ____________.a.pre-awareness stage, pre-purchase, purchase stageb.pre-purchase stage, awareness stage, post-purchase stagec.service encounter stage, pre-purchase stage, post-purchase staged.pre-purchase stage, awareness stage, purchase stagee.pre-purchase stage, service encounter stage, post-purchase stage(e; Easy; p. 34)2. The key concepts in the pre-purchase stage include all the following except____________.a.servuction systemb.evoked setc.perceived riskd.zone of tolerancee.credence attributes(a; Easy; p. 34)3. The prepurchase stage begins with ____________.a.perceived riskb.formation of expectationsc.moments of truthd.evoked sete.need arousal(e; Moderate; p. 35)4. Tangible characteristics that customers can evaluate prior to purchase are termed____________.a.search attributesb.experience attributesc.credence attributesd.satisfaction attributese.capital attributes(a; Moderate; p. 36)5. Characteristics that customers find hard to evaluate even after consumption aretermed ____________.a.search attributesb.experience attributesc.credence attributesd.satisfaction attributese.capital attributes(c; Moderate; p. 36)6. Which of the following is NOT a type of perceived risk in purchasing and usingservices?a.Functionalb.Permanentc.Financiald.Physicale.Social(b; Moderate; p. 37)7. Consumer preferences for involvement in the service process may reflect which of thefollowing factors?a.Variability in price structures.b.Willingness to travel to a service facility.c.Desire to be served by employee’s face-to-face.d.A and C only.e. B and C only.(e; Moderate; p. 40)8. The service operations system does not include ____________.a. physical facilitiesb. equipmentc. other customersd. technical coree. personnel(c; Moderate; p. 47)9. In the theater metaphor, the elements include all but the following ____________.a. positionsb. rolesc. scriptsd. service facilitiese. personnel(a; Easy; p. 48)10. During the post-purchase stage, consumers may make satisfaction judgments that___________ their experience.a.negatively confirm, positively confirm, disconfirmb.positively disconfirm, confirm, negatively disconfirmc.disconfirm, positively confirm, negatively disconfirmd.negatively disconfirm, positively disconfirm, positively confirme.positively confirm, negatively confirm, negatively disconfirm(b; Moderate; p. 50)True/False11. The evoked set can be derived from past experience or competing firms.(False; Moderate; p. 36)12. Credence attributes are the characteristics that can only be assessed after customershave gone through the service.(False; Easy; p. 36)13. Everything else being equal, when customers are risk-averse, they will choose theservice with the lowest risk perception.(True; Easy; p. 38)14. Evidence management is a somewhat disorganized approach to presenting customerswith coherent evidence of a firm’s abilities, like employee dress and furnishings. (False; Moderate; p. 39)15. Customers that have no relevant prior experience with a firm may base pre-purchaseexpectations on word-of-mouth comments, news stories, or the firm’s ownmarketing efforts.(True; Easy; p. 40)16. Consumers will desire a particular level of service, but are willing to accept anadequate level of service and the gap between the two levels is called the zone of acceptance.(False; Easy; p. 42)17. A service encounter is a period of time during which you, as a customer, interactwith a service provider.(True; Easy; p. 43)18. High-contact encounters between customers and service organizations differ sharplyfrom low-contact encounters.(True; Moderate; p. 45)19. Experience shows that successful personal relationships, built on trust, cannot becreated and maintained simply through telephone and e-mail contact.(False; Challenging; p. 45)20. Service personnel may play roles that are very different from their own personalities. (True; Moderate; p. 48)Short Answer21. Service consumption can be divided into what three principal stages?Prepurchase, service encounter, and post-purchase.(Easy; p. 34)22. Give an example of a prepurchase risk-reduction strategy.Seeking information from respected personal sources (relying on a firm that has a good reputation, looking for guarantees and warranties, visiting facilities, asking knowledgeable employees, examining tangible cues, or using the Web to compare offerings).(Moderate; p. 36)23. Give an example of a social risk involved in using a service.What will my friends think of me if they learned I used this service?(Easy; p. 37)24. Define “high-contact service.”A high contact service entails interaction throughout the service delivery processbetween customers and the organization.(Easy; p. 45)25. What is the service delivery system?The visible part of service operations system as well as the customer and othercustomers make up the service delivery system.(Moderate; p. 47)Essay26. Describe what is meant by adequate service, predicted service, and zone of tolerance.Adequate service is the minimum level of service a customer will accept without dissatisfaction. Predicted service is the level of service that the customer actually anticipates the firm will provide. The zone of tolerance is the extent of variation of service customers are willing to accept. Adequate service falls at the bottom of thezone of tolerance, whereas predicted service is likely in the middle of the zone of tolerance.(Moderate; p. 42)27. Describe the servuction system for a high-contact service like an upscale restaurant.The service operations system of a restaurant would consist of the kitchen and cooks at its technical core that would be backstage. The interior and exterior of the facility, visible equipment, and wait staff are also part of the service operations system, but are visible to the customer. Other customers would also patronize the restaurant at the same time and might have an impact on customer perceptions. The visible facilities, backstage technical core, staff, and other customers comprise the service delivery system. Together, they make up the servuction system.(Challenging; p. 46)APPLICATION CONTENTMultiple Choice Questions28. To develop effective marketing strategies, marketers must understand how peoplemake decisions about buying and using service, what the experience of service delivery and consumption is like for customers, and ____________.a.how they evaluate competitorsb.how they evaluate the experiencec.how often they utilize competitorsd.how often they complain to the service firme.the length of their relationship with the service firm(b; Challenging; p. 36)29. An example of a service high in credence attribute is _____________.a.Extreme sportsb.vacationc.spad.musical performancee.surgery(e; Moderate; p. 36)30. XL Capital portrays its logo as a giant obelisk between cliffs and a lighthouse to____________.a.build trust with its clientele and generate a moment of truth.b.demonstrate its size and fundamental strength in protecting companies from risk.c.provide detailed information about its financial solubility.d.provide a visual example of its prowess to enhance experiential attributes.e.act as an advertisement that highlights important aspects of the company.(b; Challenging; p. 38)31. For customers of credit card companies, which of the following statements are true?a.When they make calls to the call center, these are usually the few moments oftruth.b.There is very little of the theater performance.c.They usually experience high-contact with the service personnel.d.Only A and B.e.All of the above.(d; Challenging; p. 47)32. Dental customers ____________ to avoid delays and ensure effective use of dentalprofessio nals’ time.a.sit quietly in the waiting roommit positive word-of-mouthc.confirm and honor appointmentsd.should get to know hygienistse.provide accurate histories(c; Easy; p. 49)True/False33. For B2B services, trade shows can be a way to create a nee d and engage customers’interest.(True; Easy; p. 35)34. McAfee uses free trial to create more search attributes to assist prospectivecustomers.(True; Easy; p. 38)35. Airlines are considered a low-contact service when compared to auto repair. (False; Moderate; p. 45)36. Thoughtful banks place a telephone beside their ATMs so that customers can call areal person.(True; Easy; p. 45)37. A dental hygienist confirming needs and setting appointment dates with patients ispart of the service script for teeth cleaning.(False; Moderate; p. 49)Short Answer38. How many needs be triggered in the pre-purchase stage?People’s unconscious mind(dreams, ego need, personal identity etc.)Physical conditions (hunger, thirst, pain etc.)External sources (firm’s advertising, third party websites etc.)(Moderate, p. 35)39. Give an example of a service’s search attribute.Restaurant—restaurant positioning (type of food, location, parking availability). (Easy; p. 36)40. Give an example of a res taurant’s credence attribute.Kitchen hygiene.(Moderate; p. 36)41. What types of risks might be inherent in making an online textbook purchase?Financial—extra fees or failure to receive the book.Physical—book shows up damaged.Temporal—book does not show up before class starts.Functional—book does not help the student pass the class.(Moderate; p. 37)42. What type of risk reduction strategy would you suggest a golf course employ toreduce customer fears about rain cancellations?Provide rain checks that allow consumers to continue play at a later date. (Moderate; p. 38)Essay43. Describe how the three-stage model of service consumption could explain consumerbehavior in a low-contact service like investing.The three-stage model of service consumption begins with the prepurchase stage where consumers become aware of a need. Also in this stage is information search, where needs are clarified, possibly through surfing the Web and making phone calls.In the case of an investing service this might involve reading the Web site information for various Web sites like eTrades or Schwab. Evaluating alternatives isalso in this stage. In the investment scenario this might involve more Web site analysis, phone calls and e-mail with account representatives. The second stage is the service encounter stage. Here, service is requested from the supplier, in this case via e-mail or Web site transaction. The final stage is the post-encounter stage. Here the investor determines how well the firm performed over a period of time and makes a determination about future transactions with the firm.(Challenging; p. 34)44. Describe how a firm like AOL can reduce customer perceptions of risk?AOL can create more search attributes by offering free trials. The Internet provider offers potential customers free service for a limited time. This allows consumers to utilize the service without cost with the hope that consumers will be hooked on the service by the end of the free trial period.(Moderate; p. 38)45. How can advertising help reduce customer risk perceptions of a service firm likeVisa credit cards?Advertising helps customers visualize service benefits. The only tangible thing a credit card consumer receives is a plastic card. The advertisements therefore tend to highlight intangible aspects of the card. Advertisements may show exciting products and vacations that can be bought with the card. Supplementary services like low interest rates or fees are also advertised.(Moderate; p. 38)。