The document discusses key concepts related to marketing of services. It begins by defining services and distinguishing their characteristics from goods. Services are intangible deeds, processes and performances. They are heterogeneous, inseparable from their production and consumption, and perishable.
The document then covers India's large and growing services sector. It contributes over 50% to India's GDP across sectors like trade, transport, finance and real estate. The growth of services has increased demand for services marketing. Deregulation of industries like airlines and telecoms has given firms more marketing control.
The final sections discuss frameworks for understanding services like the core-supplementary spectrum and service typology based on customer and possession processing. It also covers customer
This chapter discusses service distribution and delivery channels. It covers options for delivering services through physical locations or electronic channels. Key topics include the role of intermediaries in distributing services, challenges of large domestic and international markets, and how technology influences service delivery. The chapter compares distributing core versus supplementary services and examines place and time decisions for optimal service access. Overall it provides an overview of physical and electronic distribution strategies for marketing services globally.
This document discusses models of service quality including five dimensions of service quality: reliability, responsiveness, assurance, empathy, and tangibles. It describes seven service quality gaps that can occur between customer expectations and the services delivered. It provides prescriptions for closing these gaps such as learning customer expectations and ensuring service performance matches quality standards. The document also discusses hard and soft measures of service quality, return on quality, productivity in a service context, and measuring service productivity focusing on outcomes rather than just outputs.
The document discusses several key aspects of services marketing. It defines services according to Peter Drucker and the Chartered Institute of Marketing. It notes that services are difficult to define because inputs and outputs are often intangible. Kotler's definition of a service as an activity that does not result in ownership is also mentioned. The document outlines some characteristics that distinguish services from goods, such as intangibility, inseparability, heterogeneity, and perishability. It provides examples of how service industries have grown to comprise large portions of modern economies.
This chapter discusses managing customer relationships and building loyalty. It covers the importance of customer loyalty for profitability, strategies for developing loyalty such as deepening relationships and rewarding loyalty. It also addresses reducing customer defections by analyzing reasons for switching and implementing effective complaint handling. The chapter introduces the concept of customer lifetime value and discusses how CRM systems can help track customer data and implement targeted marketing to improve customer relationships.
Chapter 06 setting prices and implementing revenue managementNardin A
This chapter discusses pricing strategies for services. It covers setting prices based on costs, value to customers, and competitors. Revenue management aims to maximize revenue by adjusting prices for different customer segments. Rate fences help separate segments. The chapter also addresses ethical issues in pricing complexity and fairness. Effective implementation requires determining the price level and basis, who collects payment, and how to communicate prices.
This chapter discusses the importance of studying services marketing. It notes that services now account for over 60% of global GDP and are the strongest growth area for marketing. It defines services as economic activities offered by one party to another that employ time-based performances to bring about desired results, with customers obtaining value through access rather than ownership. Key factors transforming the service economy include advances in technology, globalization, changes in business trends and government policies, and social changes. The chapter categorizes services and differentiates between service products, customer service, and after-sales service. It also presents a process perspective for understanding services.
Improving Service Quality and Productivity - Service MarketingNuwan Ireshinie
This document discusses improving service quality and productivity. It begins with an agenda that outlines integrating quality and productivity strategies to achieve long-term profitability by delivering high quality experiences to customers more efficiently. The document then covers topics such as defining and measuring service quality and productivity, tools to analyze quality problems, and strategies to improve quality such as addressing gaps in service and implementing quality frameworks like ISO 9000 and Six Sigma. It emphasizes that quality and productivity improvements should focus on redesigning customer service processes to boost both service quality and efficiency.
This chapter discusses service blueprinting, process redesign, customer participation, self-service technologies, and dysfunctional customer behavior. Blueprinting maps out customer and employee touchpoints to create efficient operations and satisfied customers. Process redesign aims to reduce failures and cycle times while improving productivity and satisfaction. Customers participate as co-producers, and companies must support their "job." Self-service options are accepted if accessible and easy to use, and companies must address issues like abusive "jaycustomers."
The document discusses developing service concepts, including distinguishing core and supplementary elements. It describes augmenting the core product with supplementary services and delivery processes. Flowcharts can document the sequence of service delivery over time. The "Flower of Service" model identifies core products and two types of supplementary services - facilitating and enhancing. There are various branding alternatives for services. New services can be developed through reengineering processes, using physical goods as ideas, and research.
Service quality is the conformance of service provider's service delivery and the promised communication. SERVQUAL is tool in measuring service quality. Customer defined standards of service delivery are to be understood in order to make customer satisfied by the service delivered.
This document discusses key concepts for classifying and understanding services:
1. The Service Process Matrix classifies services based on their degree of labor intensity and customer interaction/customization. This affects managerial challenges.
2. The Service Package describes the facilities, goods, information, and services that comprise a service.
3. Services have distinctive characteristics like intangibility, simultaneity of production/consumption, perishability, heterogeneity, and customer participation.
4. Services can be classified strategically based on factors like their nature, customer relationships, customization, demand characteristics, and delivery method. This provides insights for managing different types of services.
This document summarizes key aspects of consumer behavior in the context of services marketing. It discusses the three stages of the consumer decision making process: pre-purchase, service encounter, and post-encounter. In the pre-purchase stage, consumers seek to satisfy needs and evaluate service alternatives. During the service encounter, interactions range from high-contact to low-contact and can be understood using frameworks like moments of truth, servuction systems, and a theatrical metaphor. In the post-encounter stage, customers evaluate performance and determine satisfaction based on whether expectations were positively, negatively, or evenly matched. Delighting customers requires unexpectedly high performance that arouses positive emotions.
Positioning Services in Competitive MarketsSurya Reddy
This document discusses positioning services in competitive markets. It emphasizes that effective positioning requires differentiating products, understanding customer preferences, and having a clear positioning strategy. Firms can focus their positioning strategy by targeting specific market segments, services, or both. Developing the right positioning strategy involves analyzing markets, competitors, and a firm's own resources to identify how to uniquely meet customer needs. Positioning maps are useful tools to visualize competitive positions and help firms evaluate strategic options.
This document discusses concepts related to marketing services. It begins by defining what a service is, noting that services are intangible acts that do not result in ownership. The document then discusses why studying services marketing is important due to trends like increasing incomes and specialization. Characteristics of services like intangibility, inseparability, variability and perishability are explained. The STP process of segmentation, targeting and positioning is also introduced. Segmentation involves dividing the market into groups with similar needs, while targeting means selecting specific market segments to focus on. Positioning refers to how a product or service is perceived relative to competitors.
This document discusses the impact of physical evidence and servicescapes on customer perceptions. It defines servicescapes as the environment where a service is delivered and customers interact with employees. Servicescapes can include facility exteriors and interiors, signage, equipment, and other tangible elements. The document explores how servicescape design influences customer and employee behaviors and different types of servicescapes for various services. Physical evidence and ambient conditions like temperature, lighting, and music can communicate a firm's image and affect customer moods and evaluations.
The document summarizes key topics from Chapter 6 of the textbook, including effective pricing strategies for services, the pricing tripod approach using costs, value and competition, revenue management techniques, ethical pricing concerns, and considerations for implementing pricing in practice. It provides overviews and definitions of these concepts, examples, and factors for firms to consider in setting service prices.
This chapter discusses balancing demand and productive capacity in the service industry. It covers managing capacity by adjusting levels to meet demand or managing demand through marketing strategies. Key topics include analyzing demand patterns; using wait lines, queues, and reservation systems to inventory demand; and how customer perceptions of waiting times impact satisfaction. The overall goal is to balance fluctuations in demand with capacity to maximize efficiency and profits.
This document discusses techniques for mapping out service processes, including flowcharting and blueprinting. Flowcharting visually depicts the steps in a service process and how customer involvement varies by type of service. Blueprinting identifies key activities, distinguishes frontstage from backstage operations, and pinpoints potential failure points. The document provides examples of blueprinting a restaurant experience and discusses approaches to redesigning processes, such as eliminating non-value adding steps and increasing customer participation and self-service. Process redesign can help address issues like creeping bureaucracy and outdated practices.
Services marketing hint for comprehensive examination 2011mcrashidkhan
The document discusses different frameworks for classifying services and their usefulness to managers. It describes four main classifications: people processing, possession processing, mental stimulus processing, and information processing. For each classification, it provides examples and discusses what managers should consider regarding marketing strategy, operations, and customer experience based on the type of processing involved. It also defines search, experience, and credence attributes of services and provides examples of each.
This document discusses factors stimulating the transformation of the service economy. It defines services as economic activities offered by one party to another in exchange for money, time and effort. The 8 Ps of service marketing are then outlined. Several factors are presented as driving changes in the service sector, including government policies, advances in information technology, business trends, and social changes like increased consumer ownership of technology and expectations. Globalization is described as having advantages like providing consumers more product variety and promoting understanding between countries, but also disadvantages like greater competition and potential job losses.
Service marketing @jaipuria institute of managementShreya Sinha
Group 5 presents on services and uses education as an example of a pure service. The group includes Sumit Agarwal, Saurabh Srivastava, Himanshu Yadav, Deepti Sharma and Shreya. Services are deeds, processes and performances that are generally consumed at the time of production and provide intangible benefits. Education at Jaipuria Institute of Management in Noida is given as an example of a pure service, as it offers facilities like computer labs, libraries, parking, dining and infrastructure to students but the core benefit of management education is intangible.
This document provides an overview of a module on services marketing. It discusses key topics that will be covered, including the importance of the services sector, defining what a service is, the nature and characteristics of services, and differences between goods and services. It also presents the service management decision framework and explores strategies for addressing challenges specific to services, such as intangibility, inconsistency, inseparability, and inventory issues.
This document discusses various topics related to services and service sector management. It defines what services are, compares products and services, lists the characteristics of services, and discusses why the service sector is important for modern economies and developing countries. It also covers classification of services, factors influencing the growth of the service sector, the service marketing environment and challenges, and various models used in services marketing like the molecular model and servuction model.
This document provides an overview of key concepts in services marketing. It introduces the objectives of Module 1 on services, which are to explain what services are, identify service trends, and outline differences between goods and services. Challenges for services are discussed, including defining quality and ensuring consistent delivery. The services marketing triangle and expanded 7 Ps marketing mix are introduced as frameworks. Gaps in service quality are explained using the gaps model. Characteristics of services like intangibility and simultaneous production/consumption are reviewed.
This document outlines a module on services marketing from the Gogte Institute of Technology in Belgaum, India. It discusses the objectives of studying services marketing, which include analyzing India's growing services sector and understanding key concepts like the service marketing triangle and GAP model. The document also examines the differences between goods and services, characteristics of services, factors driving growth in the Indian services industry, and challenges faced in services marketing.
This document provides an overview and objectives of Chapter 1 which introduces services marketing. It defines what services are, highlights differences between goods and services, and introduces frameworks for services marketing including the service marketing triangle, 7 Ps marketing mix, and gaps model of service quality. Examples of service industries are given and key challenges for services are outlined.
Subject - Management
Unit 1 - introduction to marketing management
Content- Marketing, Marketing Management, Markets, What can Marketed? etc.
Marketing management is the art and science of choosing target markets and getting, keeping, and growing customers through creating, delivering, and communicating superior customer value.
This chapter introduces services marketing. It discusses why services are important to study as they dominate the economy in many nations. Powerful forces are transforming service markets, including social changes, business trends, advances in technology, and globalization. Services are defined as involving the rental of benefits rather than the transfer of ownership, and are categorized into rented goods, defined space rentals, labor and expertise rentals, access to shared environments, and systems/networks. The challenges of marketing services compared to goods are also addressed.
The document provides an overview of services marketing by discussing several key points:
1. The service sector dominates developed economies, with most jobs and growth coming from services.
2. Services can be categorized into four groups based on their underlying processes: people processing, possession processing, mental stimulus processing, and information processing.
3. Marketing of services differs from goods in several ways, such as the intangible nature of services and customer involvement in production.
4. The marketing mix for services, known as the "7Ps", includes traditional elements as well as physical environment, process, and people. Managing the 7Ps requires collaboration between marketing, operations, and HR.
In this presentation, we will discuss the marketing procedure in the services, how to organize marketing planning and analyze marketing opportunities. We will also talk about the selection process of target market, developing the service marketing mix and managing marketing effort.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
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The Gaps Model proposes that there are 5 gaps between a customer's expected service and their perceived service. Gap 1 is between customer expectations and a company's understanding of those expectations. Gap 2 is between a company's understanding and their service design standards. Gap 3 is between service standards and actual service delivery. Gap 4 is between a company's marketing communications and the service delivered. Gap 5 is between customer expectations and their perceptions of the service received. More recently, 2 additional gaps were proposed regarding employees' perceptions of customer expectations.
The document discusses key concepts in service marketing including defining services, characteristics of services, classifications of services, the service marketing triangle, and challenges in managing service quality. It provides an overview of factors that influence the growth of the service sector and how marketing of services has evolved to focus more on areas like segmentation, customer satisfaction, and quality assurance.
Service ,Supply chain management ,Characteristics of service,Product And Service Marketing Mix
Differences B/W Goods and Services,Classification of service,Service encounter,Service blueprint,service marketing triangle, types of marketing traingle.
Personal budgeting involves tracking income and expenses to understand how to allocate money and achieve financial goals. It is important to prepare a budget to identify goals, manage money better, increase savings, and prepare for emergencies. A personal budget should determine income sources, average income over 6 months, categorize expenses as fixed, variable or discretionary, average expenses over 2-3 months, compare income to expenses, set financial goals, and regularly review progress. Proper budgeting leads to financial security.
Service can be defined as any act or performance that one party can offer to another that is essentially intangible and does not result in ownership. Services make up a large and growing portion of economic activity worldwide. There are four main categories of services: service industries and companies, services as products, customer service, and derived services. Service marketing faces unique challenges due to the intangible nature of services, inseparability of production and consumption, heterogeneity of services, and perishability. The 7 Ps of service marketing are price, place, product, promotion, physical evidence, process, and people.
The document discusses the Service Quality GAPS Model, which was developed by Parasuraman, Zeithaml, and Berry in 1988. The model identifies five key gaps that can lead to unsatisfactory customer experiences. The largest gap is the "Customer Gap," which is the difference between customer expectations and their perceptions of service received. The other four "Provider Gaps" occur within the service organization and must be addressed to close the Customer Gap. These include not knowing customer expectations, not having appropriate service designs/standards, inability to deliver services meeting standards, and failure to communicate promises aligned with performance. Addressing all gaps is necessary to provide consistently high quality service that meets or exceeds customer expectations.
This document provides an introduction to services marketing. It discusses how the service sector has become a major part of modern economies and outlines some key differences between services and physical goods. Specifically, services are intangible, involve customers in the production process, and can vary in quality. The document then examines different types of services and introduces the expanded "7Ps" marketing mix framework for services. This framework emphasizes the importance of physical environment, processes, and people in service delivery. Finally, the need for integration between marketing, operations, and human resources functions in service organizations is discussed.
The document discusses the importance of the service sector in modern economies. It notes that services now contribute more to economic value than other industries like agriculture and manufacturing. It also discusses key characteristics of services and how they differ from goods. Services are intangible, involve customers, can vary in quality, and are delivered through various physical and electronic channels. The document outlines four categories of services based on their underlying processes and how this impacts areas like facility design, delivery channels, and managing demand and capacity.
The document discusses the basics of service marketing. It defines services as acts or efforts that provide a solution to customers' problems. Services are characterized as intangible, heterogeneous, produced during customer interaction, and perishable. The growth of the service sector is driven by factors like innovation, social trends, and the knowledge economy. Services play an important role in economies and can be classified based on their type and degree of interaction/customization. Technology is also changing how customers interact with service providers.
The service sector accounts for over half of the GDP and is one of the fastest growing sectors, dominated by jobs, talent, and incomes. Services are intangible acts or performances that are generally produced and consumed simultaneously by customers who may participate in the process. There are various frameworks for classifying services based on factors such as the degree of customer contact or labor intensity and customization.
The document discusses managing services and their importance in the US economy. It notes that around 90% of new jobs are in the services sector, which accounted for over $4 trillion in 1998. Services make up a large part of the US GDP, growing from around 30% in 1970 to over 70% by 1998. The document also discusses characteristics of services like intangibility, inconsistency, inseparability from delivery, and different inventory costs compared to goods.
This document provides an overview of services marketing. It begins by defining what services are and discusses the key service sectors. It then explains why services marketing is important given the growth of the service economy. The document outlines some of the key characteristics of services compared to goods, such as intangibility, inconsistency, perishability, and the simultaneous production and consumption of services. It also discusses the four factors known as the "4 Is" that distinguish services - intangibility, inconsistency, inventory, and inseparability. The document provides examples of different service industries and purchases. It examines the size and growth of various industry sectors. Finally, it discusses some of the challenges involved in services marketing and principles of service experience design.
1. Service science, management, and engineering (SSME) is an interdisciplinary approach to studying, designing, and implementing complex service systems.
2. SSME aims to make productivity, quality, compliance, sustainability, learning rates, and innovation more predictable for organization-to-organization services.
3. There are several frameworks for conceptualizing service systems, including considering the front stage customer experience separately from the back office operations.
The document discusses key aspects of services marketing, including definitions of a service and why services are important to study. It describes differences between goods and services, introduces the basic service package of core, facilitating, and supporting services. The document also outlines the expanded 7Ps marketing mix for services, including product, price, place, promotion, people, process, and physical evidence.
1) The document discusses the definition of services and some of the key constraints faced in the services industry, such as time, labor, equipment, and facilities.
2) It then covers strategies for shifting demand to match capacity, such as changing service offerings, modifying timing and locations, and using differential pricing. Another approach is shifting capacity to meet demand by stretching existing capacities like time, labor, facilities, and equipment.
3) The final sections outline important functions of a service product manager, including idea generation, product creation, sales support, demand/supply planning, and knowledge management. It concludes by noting that service demand management can help track requirements and purchasing operations.
This document discusses objectives for service management. It outlines understanding business objectives and customers, communicating service performance, knowing service costs and value, governing according to objectives and value, providing transparency, managing services efficiently, and applying technology. It also discusses the role of different types of services in an economy and changing demographics that impact services. Key aspects of service management include designing user-friendly features, building relationships, keeping accurate records, and motivating colleagues.
This document defines key terms and concepts in operations management. It begins by defining operations management as the management of systems or processes that create goods and/or provide services.
It then discusses the basic functional areas of business organizations - finance, marketing, and operations. Finance is responsible for securing financial resources, marketing is responsible for assessing consumer needs and promoting goods/services, and operations is responsible for producing goods and providing services.
The document also defines goods as physical items produced by businesses and services as activities that provide time, location, form, and psychological value. It provides examples of similarities and differences between delivering goods versus services, such as the degree of customer contact, labor content, and ability to be stored.
This document discusses marketing of services. It notes that the service sector contributes over half of GDP in developed economies like the US and India. It defines a service as an intangible act or performance offered by one party to another. Key characteristics of services include intangibility, lack of ownership, variability, and involvement of customers. The marketing mix for services, called the 7Ps, expands on the traditional 4Ps to include physical environment, process, and people. Loyalty programs aim to acquire and retain profitable customers over the long run. Franchising is discussed as a way to expand service delivery across multiple sites using local knowledge.
Definition – Service Economy – Evolution and growth of service sector – Nature and Scope of Services – Unique characteristics of services - Challenges and issues in Services Marketing.
The document discusses key concepts in services marketing. It outlines that services make up a large portion of economies and employment. Services are characterized as intangible, perishable, inseparable, and heterogeneous. These characteristics present unique marketing challenges. Consumer evaluation of services is based on factors like consistency, competence, and courtesy. The marketing mix for services includes the core service, facilitating services, physical evidence, people, process, and customer relationships.
This document discusses key concepts in services marketing. It begins by noting the importance of the services sector in modern economies. It then defines services and categorizes them into four groups based on whether they involve people or possessions and tangible or intangible actions.
The document outlines eight common features of services and discusses the 7Ps marketing mix framework for services. It introduces strategies for focusing a service offering and positioning attributes. A model of service quality with five dimensions is presented.
The main part of the document explains the Gaps Model of service quality, which identifies six gaps between customer expectations and service provider perceptions and delivery. Strategies are provided to address each gap, such as improving market research, setting clear standards, ensuring delivery
Management information systems (MIS) can be applied in various areas including manufacturing, services, decision support, and performance monitoring. In manufacturing, MIS is used for personnel, financial, production, materials, and marketing management. It processes transaction documents and allows for accounting, querying, analysis, and control. In services, MIS tracks customer profiles, occupancy levels, and expectations. It is also used in hotels, hospitals, banking, and more. Decision support systems and knowledge management help with decision making, performance evaluation, and validating decisions through analysis. Organizational performance monitoring uses MIS to measure productivity, effectiveness, and control performance through financial reports, information systems, benchmarking, and balanced scorecards. Information security and controls are also important to
MIS 16 Application of MIS (Service Sector)Tushar B Kute
These presentations are created by Tushar B Kute to teach the subject 'Management Information System' subject of TEIT of University of Pune.
http://www.tusharkute.com
The document provides an overview of Hinduja Global Solutions (HGS) including its capabilities in customer lifecycle management, industries served, full service continuum, case studies, and touch point strategy. HGS is a global BPO provider majority owned by Hinduja Group with over $175M in revenue, 80 clients, and operations in 7 countries. It focuses on delivering a seamless customer experience through multiple touch points and channels.
Introduction of Services Marketing • Services Marketing Concept, Distinctive Characteristics of Services, Services Marketing Triangle, Purchase Process for Services, Marketing Challenges of Services • Role of Services in Modern Economy, Services Marketing Environment • Goods vs Services Marketing, Goods Services Continuum • Consumer Behaviour, Positioning a Service in the Market Place • Variations in Customer Involvement, Impact of Service Recovery Efforts on Consumer Loyalty • Type of Contact: High Contact Services and Low Contact Services • Sensitivity to Customers’ Reluctance to Change
Similar to Marketing of services an introduction and facts (20)
This document discusses various tools used for data collection, including observation schedules, interview guides, questionnaires, rating scales, checklists, and document schedules. It describes the purpose and construction of each tool. Key tools include observation schedules for recording observations, interview guides for open-ended interviews, questionnaires for surveys, and rating scales for measuring attitudes. Proper construction of data collection tools is important for gathering accurate data and involves determining data needs, pre-testing drafts, and specifying procedures.
The document discusses retail merchandising and inventory planning. It outlines the key aspects of merchandising including having the right product, place, quantity, quality, price, mix and time. It describes merchandising hierarchies from division down to brand, style and options. Maintaining the proper open-to-buy levels and performing markups and markdowns calculations are also discussed to ensure the right inventory levels are kept.
This document summarizes the key departments and activities at the Fortune Select Excalibur hotel in Gurgaon, India. It discusses the banquet sales, marketing, revenue management, corporate sales, and leisure sales departments. The banquet sales department focuses on meeting with clients, discussing event requirements, and finalizing bookings. Marketing involves direct outreach to local communities and societies. Revenue management analyzes market trends and online performance. Corporate sales pursues new accounts and provides rates. Leisure sales follows up with travel agents on conferences and inquiries.
Quotas provide performance targets and standards for salespeople and are set using various methods like forecasts, past performance, or executive judgment. There are different types of quotas including sales volume, profit, expense, and activity quotas. Setting quotas involves a process where managers work with individual salespeople to define objectives and quotas across key areas like territory management, account management, call management, and self-management. The goals are documented in a form to track performance over time.
The hospitality industry in India has significant growth potential. It is one of the largest industries globally and nationally, involving cooperation between multiple organizations. India has the potential to become the number one tourist destination in the world with demand for tourism growing over 10% annually. The hospitality industry's contribution to India's GDP is also expected to rise significantly by 2020. For the industry to further grow, factors such as infrastructure development, tourism policies, foreign investment regulations, and visa rules need favorable government support. The tourism and hospitality industry also relies on growth in other interconnected industries such as automobiles, IT, and agriculture.
The hospitality industry in India has significant growth potential. It is one of the largest industries globally and nationally, involving cooperation between multiple organizations. India has the potential to become the number one tourist destination in the world with demand for tourism growing over 10% annually. The hospitality industry's contribution to India's GDP is also expected to rise significantly by 2020. For the industry to further grow, factors such as infrastructure development, tourism policies, foreign investment regulations, and visa rules need favorable support from the government. The physical evidence and people delivering services are also important for customer retention and satisfaction in this industry.
The document discusses promoting sales at the bar located in a restaurant. It provides key facts about the bar such as the variety of drinks and snacks offered as well as operating hours. Sales data is presented showing actual food and beverage sales for different outlets, with one bar, Zodiac, having much higher food sales than beverage sales. Suggestions are made to focus on promoting beverage sales through special drink offers and theme nights to drive traffic and sales.
The document discusses key concepts in branding and brand management. It defines brands and brand equity, and outlines several models for measuring brand equity. It also discusses the role of brands for both consumers and marketers, and how brands can be built by developing brand elements, marketing activities, and secondary associations. Methods for measuring and managing brand equity are presented, including brand portfolios and brand extension strategies.
Amity multi-speciality hospital (a future plan)Vipin Kumar
Amity Multi Specialty Hospital is a proposed 100 crore hospital located in IMT Manesar near NH8. It will be led by principals ASIT KUMAR and VIPIN KUMAR. The hospital aims to provide affordable, high quality healthcare with world-renowned doctors. It will focus on emergency care and be located near the highway to serve road accident victims. Major competitors include Rockland, Kailash, Paras and Artemis hospitals. The hospital plans to outsource construction and engage registered medical suppliers. Technology like air ambulances, mobile ICUs, advanced imaging and HIS will be utilized. Pricing will be on par with competitors and promotion will use various media. The organizational structure includes
The document discusses managing demand and capacity for services. It covers understanding capacity constraints from limitations of time, labor, equipment and facilities. It also addresses understanding demand patterns, which can vary predictably or randomly. Strategies presented include shifting demand to match capacity through incentives and pricing, and flexing capacity to meet demand by stretching resources, hiring additional staff or outsourcing tasks. The document also discusses yield management and strategies for managing waiting lines, such as using reservations and making waits more tolerable.
This document discusses the importance of industrial marketing research and intelligence. It outlines several reasons to conduct research, including that the external environment is dynamic and knowledge becomes outdated. It also discusses limitations of research like constraints of time and money. The document then covers different types of marketing research tasks, key concerns about reliability and validity, types of data, sampling issues, designing questionnaires, and analyzing and interpreting data. It compares business to business versus business to consumer research and discusses the importance of marketing intelligence and intelligence systems.
This document discusses various sources of project financing and personal finance. It begins by defining project financing as long-term financing for infrastructure and industrial projects based on projected cash flows rather than balance sheets. It then discusses sources of personal financing such as personal funds, investments from friends and family, and bootstrapping. Bootstrapping involves finding ways to avoid external financing through cost-cutting and obtaining grants. The document also covers various sources of equity financing for projects and businesses, including angel investors, private placements, venture capital, and initial public offerings. It provides examples of debt versus equity financing.
This document discusses various strategies for growing a business, including franchising, joint ventures, acquisitions, and mergers. It provides details on each strategy, such as advantages and disadvantages to franchisors and franchisees in franchising. Factors to consider in choosing strategies are also outlined, for example proven versus unproven franchises. The document also discusses strategic windows of opportunity for growth, including penetration, market development, product development, and diversification strategies. Pressures on financial resources, human resources, and management that growth can create are also noted.
The document provides an overview of key concepts for setting up a new business venture including business planning, feasibility analysis, and organizational structure. It discusses developing a business plan, which includes assessing internal and external elements such as finance, marketing, and human resources. The business plan should establish where the business currently stands, where it aims to go, and how it will get there. Additional topics covered include writing mission and vision statements, performing cost-benefit analysis, choosing an appropriate legal structure, and addressing potential legal issues.
This document provides an overview of entrepreneurs and entrepreneurship. It defines entrepreneurs as those who create something new and take risks to do so in order to achieve rewards. The document outlines the role and personality of entrepreneurs. It also discusses the process of entrepreneurship including opportunity identification, venture creation and management. Finally, it compares entrepreneurs and managers, noting that entrepreneurs are independent risk-takers who create new ventures, while managers work within existing organizations.
The document outlines the key components and considerations for developing an effective marketing plan. It discusses conducting an industry and competitor analysis, defining marketing goals and objectives, and developing targeted strategies for the product, price, place, and promotion elements of the marketing mix. The plan should also include an analysis of strengths, weaknesses, opportunities, and threats, and define metrics to evaluate the performance and impact of the marketing strategies.
This document discusses various organizations that provide entrepreneurship development programs (EDPs) and marketing development programs (MDPs) in India, including:
- The National Institute for Entrepreneurship and Small Business Development (NIESBUD), which helps coordinate EDP activities and provides training programs.
- Small Industries Service Institutes (SISIs), which provide training programs, workshops, apprenticeships, and advice to small businesses.
- The Entrepreneurship Development Institute of India (EDI), which develops innovative training techniques and conducts EDP programs both in India and other countries.
- The Development Commissioner (Handicrafts), which assists women entrepreneurs through programs focused on
This document discusses training and entrepreneurship development programs in India. It outlines the importance of training for skills development and quality improvement. It describes various training methods like individual instruction and lectures. It explains the need for Entrepreneurship Development Programs (EDPs) to encourage self-employment and address unemployment. EDPs involve selecting entrepreneurs, providing training, and offering follow-up support. Major organizations that offer EDPs in India include NIESBUD, SISI, SIDO, NSIC, EDII, and NAYE.
Hero Honda is focusing on expanding into rural markets in India. They have created a "rural vertical" division to spearhead this growth. Some strategies include introducing more fuel-efficient and affordable motorcycle models priced between 38,000-48,000 rupees, conducting advertisements and village events, and opening more sales and service outlets in small towns and villages. The company aims to cover 100,000 of India's 600,000 villages by the end of the year. Rural consumers value traditions and infrastructure is still developing, but the market provides major growth opportunities for Hero Honda.
Advertising is defined as paid non-personal communication using broadcast, print, or interactive media across international borders to promote a product or service. In the past, early forms of advertising by rulers were limited in reach, produced noise, and took a long time. RK Swamy is considered the father of Indian advertising for establishing one of the top 10 advertising agencies in India in the 1970s in Chennai. The top 10 global advertising agency brands are primarily based in New York and include McCann-Erickson, BBDO Worldwide, J. Walter Thompson Co., and Ogilvy & Mather Worldwide. Trends in modern advertising focus on gaining attention, creative messaging, measurement of effectiveness, and new advertising platforms
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3. SERVICE SECTOR & ITS STRUCTURE
WHAT ARE SERVICES?
“ Services are deeds, processes, and performances.”
Example IBM offers repair and maintenance service for its equipment, consulting
services for IT and e-commerce applications, training services, Web
Design and hosting, and other services.
These services may include a final, tangible report, a website, or in the
case of training , tangible instructional materials.
For the most part, the entire service is represented to the client through
problem analysis activities, meetings with the client, follow-up calls, and
reporting- a series of deeds, processes, and performances.
** Similarly, the core offerings of hospitals, hotels, banks, and utilities
comprise primarily deeds and actions performed for customers
4. Definition“ All economic activities whose output is not a physical product or
construction, is generally consumed at the time it is produced, and
provides
added
value
in
forms
(such
as
convenience, amusement, timeliness, comfort, or health) that are
essentially intangible concerns of its first purchaser.”
5. Services are Different
GOODS
SERVICES
RESULTING IMPLICATIONS
Tangible
Intangible
Services cannot be
inventoried, Services
cannot be
displayed, communicated
Standardized
Heterogeneous Each time experience differs
Service quality depends on
many uncontrollable factors
Production separate Simultaneous production Customer participate in
from Consumption and consumption
and effect the transaction
Mass production is difficult
Perishable
Nonperishable
Services can not be resold,
Right of ownership No ownership
returned or stored
Cannot be owned
7. SERVICE SECTOR IN INDIA
The Services Sector contributes the most to the Indian GDP.
The Sector of Services in India has the biggest share in the
country's GDP, it accounts for more than 50% contribution.
The various sectors under the Services Sector in India are
construction, trade, hotels, transport, restaurant, communicati
on
and
storage,
social
and
personal
services, community, insurance, financing, business, services,
and real estate.
Services marketing concepts and strategies have developed in
response to the tremendous growth of service industries.
Most new employment is provided by services.
Strongest growth area for marketing.
8. Deregulation and Services Marketing
Specific demand for services marketing concepts has come
from deregulated industries and professional services.
Deregulatory moves by governments have affected service
industries such as airlines, banking, and telecommunications.
As a result, marketing decisions that used to be tightly
controlled by government are now partially, and sometimes
totally, within the control of individual firms
17. Drivers Of Service Sector Growth
Technology
Globalization
Market Deregulation
Customization
Digitalization
Connectivity
Industry Convergence
New types of intermediaries
18. 10 Keys to Successfully Competing In the New Economy
Be customer oriented
Excel in process management
Designing winning value propositions
Providing outstanding customer service
Offer innovative and high quality products
Forge strong relationships with collaborators and customers
Stress Retention Marketing (RM) –keeping & growing
accounts
Seek ways to continually add value for customers
Understand the changing nature of Global Business
Environment
Have a long-term management perspective
19. NATURE OF SERVICES- TANGIBILITY SPECTRUM
Intangibility
Inseparability
Variability
Perishability
Tangibility Perspective
Services tend to be more intangible than manufactured
products, and manufactured products tend to be more tangible
than services. For example, the fast-food industry, while
classified as a service, also has many tangible components
such as the food, the packaging, and so on.”
21. Inseparability
Typically produced, consumed and evaluated simultaneously.
If the availability of Service-producers are constrained
- Use pricing to reduce demand
- Increase service efficiency
-Serving multiple customers simultaneously
- Increase speed of service providing
Focus efforts on training of front staff for better service
evaluation .
22.
Variability
Service quality depends heavily on the person providing
them.
How to secure service quality
- Good hiring and training procedures
- Identify customer service evaluation criteria
- Standardized the service- performance process
Monitor customer satisfaction
23. Perishability
Services can not be stored.
Vulnerable to fluctuations in demand.
Demand Side
Supply Side
Differential Pricing
Part-time employees
Nonpeak Demand
Peak-time efficiency
Complementary Services
Increased consumer
participation
Reservation Systems
Shared Services
Facilities for future
expansion
27. FLOWER OF SERVICE
Dozens of supplementary services can be classified into one of the following
eight clusters.
FACILITATING SERVICES
Information
Order Taking
Billing
Payment
ENHANCING SERVICES
Consultation
Hospitality
Safekeeping
Exceptions
29. FACILITATING ELEMENTS
INFORMATION
Examples of Information elements
Directions to service sites
Schedules/service hours
Prices
Instructions on using core product/supplementary services
Reminders
Warnings
Conditions of sale/service
Notification of changes
Documentation
Confirmation of reservations
Summaries of account activity
Receipts and tickets
30. ORDER-TAKING ELEMENTS
APPLICATIONS
Membership in clubs or programs
Subscription services(e.g. utilities)
Prerequisite-based services(e.g. financial credit, college enrollment)
ORDER ENTRY
On-site order fulfillment
Mail/telephone order placement
E-mail/Website order placement
RESERVATIONS AND CHECK-IN
Seats
Tables
Rooms
Vehicles or equipment rental
Professional appointments
Admission to restricted facilities (e.g. museums, aquariums)
31. BILLING ELEMENTS
Periodic statements of account activity
Invoices for individual transactions
Verbal statements of amount due
Machine display of amount due
Self-billing (computed by customer)
PAYMENT ELEMENTS
Self-service
Direct To Payee Or Intermediary
Exact change in machine
Cash handling & change giving
Cash in machine with change Check handling
returned
Insert prepayment card
Credit/charge/debit card handling
Insert token
Coupon redemption
Electronics funds transfer
Tokens, vouchers etc.
Mail a check
Enter credit card number online
32. Automatic deductions from Financial Deposits (e.g. bank charges)
Control & Verification
Automated systems (e.g. machine-readable tickets that operate gates)
Human systems (e.g. toll collectors, tickets inspectors)
ENHANCING SERVICES
CONSULTATION SERVICES
Advice
Auditing
Personal counseling
Tutoring/training in product use
Management or technical consulting
HOSPITALITY ELEMENTS
Greeting
Food & Beverages
Toilets & washrooms
Waiting Facilities and amenities- Lunges, waiting areas, seating, weather
protection, magazines, entertainment, newspapers
Transport
Security
33. SAFEKEEPING ELEMENTS
Caring for Possessions Customers Bring with them
Child Care
Pet Care
Parking facilities for vehicles
Valet parking
Coatrooms
Luggage handling
Storage space
Safe deposit boxes
Security personnel
Caring for Goods Purchased (or Rented) by customers
Packaging
Transportation
Delivery
Installation
Inspection & diagnosis
Cleaning
Refueling
Preventive maintenance
Repairs & renovation
Upgrade
34. EXCEPTIONS ELEMENTS
Special Requests in Advance of Service Delivery
Children’s needs
Dietary requirements
Medical or disability needs
Religious observances
Deviations from standard operating procedures
Handling Special Communications
Complaints
Compliments
Suggestions
Problem solving
Warranties & guarantees against product malfunction
Resolving difficulties caused by accidents , service failures, and problems
with staff or other customers
Assisting customers who have suffer an accident or medical emergency
35. CATEGORIZING SERVICE PROCESSES
What is the nature of service
act
TANGIBLE ACTIONS
Who or what is the direct recipient of the
PEOPLE
POSSESSIONS
People Processing Possession Processing
INTANGIBLE ACTIONS
Mental stimulus
processing
Information processing
36. PEOPLE PROCESSING
Customers need to ne physically present.
Customers must be prepared to spend time co-operating with service
providers.
Strategy- Design simple processes in service factory
Design services cape around the customer
Customize as far as possible
Enhance the experience for repurchase
People’s
Bodies
Tangible
Actions
Beauty Salons
Passenger
Transports
Health care
Gyms
Restaurants
Shopping
37. MENTAL STIMULUS PROCESSING
Services that interact with people's mind include education, news and
information.
Strategy- Easy on the mind of the consumer
Add tangible clues
Feedbacks & follow ups
People’s Mind
Intangible
Actions
Education
Broadcasting
Museum
Theatre
38. POSSESSION PROCESSING
Physical treatment to customers belongings
Production and consumption are often not simultaneous ~ quasimanufacturing
Customers are less physically involved
Drop off and pick up
Service factory may have to go to the customer
Strategy – Problem must be solved with some tangible enhancement
Accompanied with a convenient service
Service Guaranteed
People’s Tangible
Possession
Tangible
Actions
Freight Transport
Auto Repairs
Laundry & Dry Cleaning
Tailoring
Veterinary care
39.
INFORMATION PROCESSING
Most intangible form of service output but may be transformed into more
tangible forms
Customer involvement may be fairly limited
Face to face contact is not strictly necessary but often desirable
Relationships and trust are important
Strategy - Intensive use of IT “Anywhere, anytime”
New service features through websites, email, internet
More opportunities for self service.
People’s Intangible Assets
Intangible
actions
Banking
Insurance
Legal services
Accounting
40. SELF SERVICE TECHNOLOGIES
Ultimate form of customer involvement
◦ Customers undertake specific activities using facilities or systems
provided by service supplier
◦ Customer’s time and effort replace those of employees
e.g. Internet-based services, ATMs, self-service gasoline pumps
Information-based services can easily be offered using SSTs
◦ Used in both supplementary services and delivery of core product
e.g. eBay – no human auctioneer needed between sellers and buyers
Many companies seek to encourage customers to serve themselves using
Internet-based self-service
◦ Challenge: getting customers to try this technology
41. PSYCHOLOGICAL FACTORS RELATED TO THE USE OF SSTS
SSTs advantages
◦ Time savings
◦ Cost savings
◦ Flexibility
◦ Convenience of location
◦ Greater control over service delivery
◦ High perceived level of customization
SSTs disadvantages
◦ Anxiety and stress experienced by customers who are uncomfortable
with using them
◦ Some see service encounters as social experiences and prefer to deal
with people
42. CONSUMER BEHAVIOUR IN SERVICES
Search
Qualities
attributes a consumer can determine prior to purchase of a
product
Experience Qualities
attributes a consumer can determine only after purchase or
during consumption of a product
Credence Qualities
characteristics that may be impossible to evaluate even
after purchase and consumption
43. Continuum of Evaluation for Different
Types of Products
Most
Goods
Easy to evaluate
Most
Services
Difficult to evaluate
High in search
qualities
High in experience High in credence
qualities
qualities
44. SERVICE ENCOUNTERS & TYPES
A service encounter is a period of time during which customer interact
directly with a service. It is also called as "MOT”.
The heart of a service is the encounter between the server and the
customer.
It is here where emotions meet economics in real time and where most
people judge the quality of service.
TYPES OF SERVICE ENCOUNTERS
REMOTE ENCOUNTERS
Encounters can occur without any direct human contact , such as, when a
customer interacts with a bank through the ATM system.
It also occur when the firm sends its billing statements or communicates
other types of information to customers by mail.
Tangible evidence of the service and the quality of the technical processes
and systems become the primary bases for judging quality.
45. PHONE ENCOUNTERS
In many organizations ( such as insurance companies, utilities, &
telecommunications) , the most frequent type of encounter between an
end customer and the firm occurs over the telephone.
Tone of voice, employee knowledge, and the effectiveness/efficiency in
handling customer issue become important criteria for judging quality in
these encounters.
FACE-TO-FACE ENCOUNTERS
This type of encounter occurs between an employee and a customer in
direct contact.
For example- IBM, in a business-to-business setting direct encounters
occur between the business customer and salespeople.
Both verbal and non-verbal behaviour are important determinants of
quality, as are tangible cues such as employee dress and other symbols of
service(equipment, informational brochures, physical setting).
47. A Service Encounter Cascade for a Hotel Visit
Check-In
Bellboy Takes to Room
Restaurant Meal
Request Wake-Up Call
Checkout
53. Dual customer expectations levels and the
Zone of Tolerance
Desired Service
Zone of
Tolerance
Adequate Service
54. Zones of Tolerance for Different
Service Dimensions
Desired Service
Level
of
Expectation
Zone
of
Tolerance
Desired Service
Adequate Service
Zone
of
Tolerance
Adequate Service
Reliability
Tangibles
55. Factors That Influence Desired Service
Lasting Service
Intensifiers
Desired Service
Personal Needs
Zone
of
Tolerance
Adequate Service
56. Factors That Influence Adequate Service
Temporary Service
Intensifiers
Desired Service
Perceived Service
Alternatives
Self-Perceived
Service Role
Situational
Factors
Zone
of
Tolerance
Adequate Service
Predicted
Service
57. Factors That Influence Desired and Predicted
Service
Explicit Service
Promises
Implicit Service
Promises
Word-of-Mouth
Desired Service
Zone
of
Tolerance
Adequate Service
Past Experience
Predicted
Service
58. ZONE OF TOLERANCE
Services are heterogeneous i.e. performance may vary across
providers, across employees of same provider.
The extent to which customer recognize and are willing to
accept this variation is called Zone of tolerance
It is the range where customers do not particularly notice
service performance Service Marketers can influence:
59. CUSTOMER PERCEPTIONS IN SERVICE
Factors which influence consumers’ perceptions
Factors which influence satisfaction
Dimensions of service quality
Service encounters
61. Factors Influencing Customer Perception
Product/service quality
Specific product or service features
Consumer emotions
Attributions for service success or failure
62. Factors Influencing Customer Satisfaction
Perceptions of equity or fairness
Other consumers, family members, and coworkers
Price
Personal factors
◦ the customer’s mood or emotional state
◦ situational factors
64. SERVICE QUALITY
customer’s judgment of overall excellence of the service
provided in relation to the quality that was expected.
Service quality assessments are formed on judgments of:
◦ outcome quality
◦ interaction quality
◦ physical environment quality
The
65. The SERVQUAL dimensions – Perceived Service
Quality
Reliability (dependability, accurate performance)
Assurance (competence, courtesy, credibility & security)
Tangibles (appearance of physical elements)
Empathy (easy access, good communications & customer
understanding)
Responsiveness (promptness & helpfulness)
66. The Five Dimensions of Service Quality
Reliability
Assurance
Tangibles
Ability to perform the promised service
dependably and accurately.
Knowledge and courtesy of employees
and their ability to inspire trust and
confidence.
Physical facilities, equipment, and
appearance of personnel.
Empathy
Caring, individualized attention the firm
provides its customers.
Responsiveness
Willingness to help customers and
provide prompt service.
67. RELIABILITY
Providing service as promised
Dependability in handling customers’
service problems
Performing services right the first time
Providing services at the promised time
Maintaining error-free records
SERVQUAL Attributes
EMPATHY
RESPONSIVENESS
Keeping customers informed as to when
services will be performed
Prompt service to customers
Willingness to help customers
Readiness to respond to customers’
requests
ASSURANCE
Employees who instill confidence in customers
Making customers feel safe in their transactions
Employees who are consistently courteous
Employees who have the knowledge to answer
customer questions
Giving customers individual attention
Employees who deal with customers in a caring
fashion
Having the customer’s best interest at heart
Employees who understand the needs of their
customers
Convenient business hours
TANGIBLES
Modern equipment
Visually appealing facilities
Employees who have a neat, professional
appearance
Visually appealing materials associated with
the service
68. IMPACT OF SERVICE FAILURES AND RECOVERY
Service Failure occurs when service performance that falls
below a customer’s expectations in such a way that leads to
customer dissatisfaction.
Service Recovery refers to the actions taken by an
organization in response to a service failures.
Failures occur for all kind of reasons
-the service may be unavailable when promised
-it may be delivered late or too slowly
-the outcome may be incorrect or poorly executed
-employees may be rude or uncaring
71. TYPES OF COMPLAINERS
Passives: least likely to take any action, say anything to the
provider, spread negative WOM, or complain to a third party;
doubtful of the effectiveness of complaining
Voicers: actively complain to the provider, but not likely to
spread negative WOM; believe in the positive consequences
of complaining - the service provider’s best friends!
72.
Irates: more likely to engage in negative WOM to friends
and relatives and to switch providers; average in complaints
to provider; unlikely to complain to third parties; more angry,
less likely to give provider a second chance
Activists: above average propensity to complain on all levels;
more likely to complain to a third party; feel most alienated
from the marketplace compared to other groups; in extreme
cases can become “terrorists”
74. Fixing the Customer
When customers take the time to complain, they
generally have high expectations.
◦ They expect the company to respond quickly and to be
accountable.
◦ They expect to be compensated for their grief and for
the hassle of being inconvenienced.
◦ They expect to be treated nicely in the process!
75. Treat Customers Fairly
Outcome Fairness
◦ Outcome (compensation) should match the customer’s level
of dissatisfaction; equality with what other customers
receive; choices
Procedural Fairness
◦ Fairness in terms of policies, rules, timeliness of the
complaint process; clarity, speed, no hassles; also choices:
“What can we do to compensate you…?”
Interactional Fairness
◦ Politeness, care, and honesty on the part of the company
and its employees; rude behavior on the part of employees
may be due to lack of training and empowerment
76. Fixing the Problem
After “fixing the customer” the company should address the
actual problem that created the poor service delivery in the
first place.
If the problem is likely to recur for other customers, then the
service delivery process may need to be fixed, too.
Strategies for fixing the problem include encouraging and
tracking complaints, learning from recovery experiences
and from lost customers, and making the service fail-safe.
77. Service Guarantees
Guarantee = an assurance of the fulfillment of a condition
(Webster’s Dictionary)
In a business context, a guarantee is a pledge or assurance that
a product offered by a firm will perform as promised and, if
not, then some form of reparation will be undertaken by the
firm
For tangible products, a guarantee is 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?)
78. Characteristics of an Effective Service Guarantee
Unconditional
◦ The guarantee should make its promise unconditionally – no strings
attached
Meaningful
◦ The firm should guarantee elements of the service that are important
to the customer
◦ The payout should cover fully the customer’s dissatisfaction
Easy to Understand
◦ Customers need to understand what to expect
◦ Employees need to understand what to do
Easy to Invoke
◦ The firm should eliminate hoops or red tape in the way of accessing or
collecting on the guarantee
79. Benefits of Service Guarantees
A good guarantee forces the company to focus on its
customers.
An effective guarantee sets clear standards for the
organization.
A good guarantee generates immediate and relevant feedback
from customers.
When the guarantee is invoked there is an instant opportunity
to recover.
Information generated through the guarantee can be tracked
and integrated into continuous improvement efforts.
A service guarantee reduces customers’ sense of risk and
builds confidence in the organization.
80. When to Use (or Not Use) a Guarantee
Reasons companies might NOT want to offer a service
guarantee:
◦ Existing service quality is poor
◦ A guarantee does not fit the company’s image
◦ Service quality is truly uncontrollable
◦ Potential exists for customer abuse of the guarantee
◦ Costs of the guarantee outweigh the benefits
◦ Customers perceive little risk in the service