毛泽东思想万岁(1949.10-1957.12)

For undergraduate courses in services marketing. As economies across the world continue to transition toward services, skills in marketing and managing services have never been more important. Essentials of Services Marketing, 4e, captures the reality of today’s world, incorporates recent academic and managerial thinking, and illustrates cutting-edge service concepts. Designed to provide a crisp introduction to key topics in the field, this book places marketing issues within a broader general management context and shows the relationships between the marketing, operations, IT, and human resources functions in service firms. Cover Title page Copyright Dedication About the Author Brief Contents Contents Preface Acknowledgments Part I: Understanding Service Markets, Products, and Customers Chapter 1. Introduction to Services Marketing Why Study Services Services Dominate the Global Economy Most New Jobs Are Generated by Services Understanding Services Offers Personal Competitive Advantage What Are the Principal Industries of the Service Sector? Contribution to Gross Domestic Product Powerful Forces Are Transforming Service Markets B2B Services as a Core Engine of Economic Development What Are Services? Benefits without Ownership Defining Services Service Products versus Customer Service and After-Sales Service Four Broad Categories of Services—A Process Perspective People Processing Possession Processing Mental Stimulus Processing Information Processing Services Pose Distinct Marketing Challenges The 7 Ps of Services Marketing The Traditional Marketing Mix Applied to Services The Extended Services Marketing Mix for Managing the Customer Interface Marketing Must Be Integrated with Other Management Functions The Service–Profit Chain A Framework for Developing Effective Service Marketing Strategies Chapter 2. Understanding Service Consumers The Three-Stage Model of Service Consumption Pre-Purchase Stage Need Awareness Information Search Evaluation of Alternative Services Purchase Decision Service Encounter Stage Service Encounters Are “Moments of Truth” The Servuction System Theater as Metaphor for Service Delivery Role and Script Theories Perceived Control Theory Post-Encounter Stage Customer Satisfaction Service Quality Customer Loyalty Chapter 3. Positioning Services in Competitive Markets Customer-Driven Services Marketing Strategy Customer, Competitor, and Company Analysis (3 Cs) Segmentation, Targeting, and Positioning (STP) Segmenting Service Markets Important versus Determinant Service Attributes Segmenting Based on Service Levels Targeting Service Markets Achieving Competitive Advantage through Focus Principles of Positioning Services Using Positioning Maps to Plot Competitive Strategy An Example of Applying Positioning Maps to the Hotel Industry Mapping Future Scenarios to Identify Potential Competitive Responses Positioning Charts Help Executives Visualize Strategy Positioning Digital Services and Platforms Attributes of Digital Service Available for Positioning Developing an Effective Positioning Strategy Part II: Applying the 4 Ps of Marketing to Services Chapter 4. Developing Service Products and Brands Understanding Service Products What Is a Service Product? What Are the Benefits of Well-Developed Service Products? Creating Service Products The Flower of Service Facilitating Supplementary Services Billing Payment Enhancing Supplementary Services Hospitality Exceptions Managing the Flower of Service Branding Services Service Brand Architecture at the Corporate Level Branding Service Products and Experiences Branding Service Levels (Service Tiering) Building Brand Equity Delivering Branded Service Experiences New Service Development A Hierarchy of New Service Categories Design Thinking in New Service Development Achieving Success in New Service Development Chapter 5. Distributing Services through Physical and Electronic Channels Distribution in a Services Context What Is Being Distributed? How Should a Service Be Distributed? Customers Visit the Service Site Service Providers Go to Their Customers The Service Transaction Is Conducted Remotely Channel Preferences Vary among Customers Channel Integration Is Key Where Should a Service Facility Be Located? Strategic Location Considerations Tactical Location Considerations Innovative Location Strategies When Should Service Be Delivered? The Role of Intermediaries Benefits and Costs of Alternative Distribution Channels Franchising Other Intermediaries The Challenge of Distribution in Large Domestic Markets Distributing Services Internationally Factors Favoring Adoption of Transnational Strategies Barriers to International Trade in Services How to Enter International Markets Chapter 6. Setting Prices and Implementing Revenue Management Effective Pricing Is Central to Financial Success Objectives for Establishing Prices Pricing Strategy Stands on Three Foundations Cost-Based Pricing Value-Based Pricing Reducing Related Monetary and Non-Monetary Costs Competition-Based Pricing Revenue Management: What It Is and How It Works Reserving Capacity for High-Yield Customers How Can We Measure the Effectiveness of a Firm’s Revenue Management? How Does Competitors’ Pricing Affect Revenue Management? Price Elasticity Designing Rate Fences Fairness and Ethical Concerns in Service Pricing Service Pricing Is Complex Piling on the Fees Designing Fairness into Revenue Management Putting Service Pricing into Practice How Much Should Be Charged? What Should Be the Specified Basis for Pricing? Who Should Collect Payment and Where Should Payment Be Made? When Should Payment Be Made? How Should Payment Be Made? How Should Prices Be Communicated to Target Markets? Chapter 7. Promoting Services and Educating Customers Integrated Service Marketing Communications Defining the Target Audience Specifying Service Communication Objectives Strategic Service Communications Objectives Tactical Service Communications Objectives Crafting Effective Service Communication Messages Problems of Intangibility Overcoming the Problems of Intangibility The Services Marketing Communications Mix Service Communications Media and Their Effectiveness Communications Originate from Different Sources Messages Transmitted through Traditional Marketing Channels Messages Transmitted Online Messages Transmitted through Service Delivery Channels Messages Originating from Outside the Organization Timing Decisions of Services Marketing Communications Budget Decisions and Program Evaluation Ethical and Consumer Privacy Issues in Communications The Role of Corporate Design Integrated Marketing Communications Part III: Managing the Customer Interface Chapter 8. Designing Service Processes What Is a Service Process? Designing and Documenting Service Processes Developing a Service Blueprint Blueprinting the Restaurant Experience: A Three-Act Performance Identifying Fail Points Fail-Proofing to Design Fail Points Out of Service Processes Setting Service Standards and Targets Consumer Perceptions and Emotions in Service Process Design Service Process Redesign Service Process Redesign Should Improve Both Quality and Productivity Customer Participation in Service Processes Customers as Service Co-Creators Reducing Service Failures Caused by Customers Self-Service Technologies, Service Robots, and AI Customer Benefits and Adoption of Self-Service Technology Customer Disadvantages and Barriers of Adoption of Self-Service Technology Assessing and Improving SSTs Managing Customers’ Reluctance to Change Service Robots in the Frontline Beginning of the Service Revolution Service Robots versus Traditional SSTs What Services Will Robots Deliver? Chapter 9. Balancing Demand and Capacity Fluctuations in Demand Threaten Profitability From Excess Demand to Excess Capacity Building Blocks of Managing Capacity and Demand Defining Productive Service Capacity Managing Capacity Stretching Capacity Levels Adjusting Capacity to Match Demand Understand Patterns of Demand Managing Demand Marketing Mix Elements Can Be Used to Shape Demand Patterns Inventory Demand through Waiting Lines and Queuing Systems Waiting Is a Universal Phenomenon Managing Waiting Lines Different Queue Configurations Virtual Waits Queuing Systems Can Be Tailored to Market Segments Customer Perceptions of Waiting Time The Psychology of Waiting Time Inventory Demand through Reservation Systems Reservation Strategies Should Focus on Yield Create Alternative Uses for Otherwise Wasted Capacity Chapter 10. Crafting the Service Environment Service Environments: An Important Element of the Services Marketing Mix What Is The Purpose of Service Environments? Shape Customers’ Service Experiences and ̃Behaviors Signal Quality and Position, Differentiate, and ̃Strengthen the Brand Core Component of the Value Proposition Facilitate the Service Encounter and Enhance Productivity The Theory behind Consumer Responses to Service Environments Feelings Are a Key Driver of Customer Responses to Service Environments The Servicescape Model: An Integrative Framework Dimensions of the Service Environment The Effect of Ambient Conditions Spatial Layout and Functionality Signs, Symbols, and Artifacts People Are Part of the Service Environment ̃Too Putting It All Together Design with a Holistic View Design from a Customer’s Perspective Tools to Guide Servicescape Design Chapter 11. Managing People for Service Advantage Service Employees Are Extremely Important Service Personnel as a Source of Customer Loyalty and Competitive Advantage Front-Line Work Is Difficult and Stressful Service Jobs Are Boundary-Spanning Positions Sources of Role Conflict and Role Stress Emotional Labor Service Sweatshops Cycles of Failure, Mediocrity, and Success The Cycle of Failure The Cycle of Mediocrity The Cycle of Success Human Resource Management—How to Get It Right Hire the Right People Tools to Identify the Best Candidates Train Service Employees Actively Internal Communications to Shape the Service Culture and Behaviors Empower the Front Line Build High-Performance Service-Delivery Teams Integrate Teams across Departments and Functional ̃Areas Motivate and Energize People Service Culture, Climate, and Leadership Building a Service-Oriented Culture A Climate for Service Qualities of Effective Leaders in Service Organizations Focusing the Entire Organization on the Front Line Part IV: Developing Customer Relationships Chapter 12. Managing Relationships and Building Loyalty The Search for Customer Loyalty Why Is Customer Loyalty So Important to a Firm’s Profitability? Assessing the Value of a Loyal Customer Worksheet for Calculating Customer Lifetime Value The Gap between Actual and Potential Customer Value Why Are Customers Loyal? The Wheel of Loyalty Building a Foundation for Loyalty Target the Right Customers Search for Value, Not Just Volume Manage the Customer Base through Effective Tiering ̃of Services Customer Satisfaction and Service Quality Are Prerequisites for Loyalty Strategies for Developing Loyalty Bonds with Customers Deepen the Relationship Encourage Loyalty through Financial and Non-Financial Rewards Build Higher-Level Bonds Strategies for Reducing Customer Switching Analyze Customer Switching and Monitor Declining Accounts Address Key Churn Drivers Implement Effective Complaint Handling and Service Recovery Procedures Increase Switching Costs Enablers of Customer Loyalty Strategies Customer Loyalty in a Transactional Marketing Context Relationship Marketing Creating “Membership-Type” Relationships as Enablers for Loyalty Strategies Customer Relationship Management Common Objectives of CRM Systems What Does a Comprehensive CRM Strategy Include? Common Failures in CRM Implementation How to Get CRM Implementation Right Chapter 13. Complaint Handling and Service Recovery Customer Complaining Behavior Customer Response Options to Service Failure Understanding Customer Complaining Behavior What Do Customers Expect Once They Have Made a Complaint? Customer Responses to Effective Service Recovery Impact of Effective Service Recovery on Customer Loyalty The Service Recovery Paradox Principles of Effective Service Recovery Systems Make It Easy for Customers to Give Feedback Enable Effective Service Recovery How Generous Should Compensation Be? Dealing with Complaining Customers Service Guarantees The Power of Service Guarantees How to Design Service Guarantees Is Full Satisfaction the Best You Can Guarantee? Is It Always Beneficial to Introduce a Service Guarantee? Discouraging Abuse and Opportunistic Customer Behavior Seven Types of Jaycustomers Dealing with Customer Fraud Part V: Striving for Service Excellence Chapter 14. Improving Service Quality and Productivity Integrating Service Quality and Productivity Strategies Service Quality, Productivity, and Profitability What Is Service Quality? Identifying and Correcting Service Quality Problems The Gaps Model in Service Design and Delivery How to Close Service Quality Gaps Measuring Service Quality Soft and Hard Service Quality Measures Learning From Customer Feedback Key Objectives of Effective Customer Feedback Systems Use a Mix of Customer Feedback Collection Tools Analysis, Reporting, and Dissemination of Customer Feedback Hard Measures of Service Quality Tools to Analyze and Address Service Quality Problems Root Cause Analysis: The Fishbone Diagram Pareto Analysis Blueprinting—A Powerful Tool for Identifying Fail Points Return on Quality Assess Costs and Benefits of Quality Initiatives Determine the Optimal Level of Reliability Defining and Measuring Productivity Defining Productivity in a Service Context Measuring Productivity Service Productivity, Efficiency, and Effectiveness Improving Service Productivity Generic Productivity Improvement Strategies Customer-Driven Approaches to Improve Productivity How Productivity Improvements Impact Quality and Value Integration and Systematic Approaches to Improving Service Quality and Productivity Systematic Approaches to Improving Service Quality and Productivity Which Approach Should a Firm Adopt? Chapter 15. Building a World-Class Service Organization Customer Satisfaction and Corporate Performance Customer Satisfaction and the Wallet Allocation Rule Creating a World-Class Service Organization From Losers to Leaders: Four Levels of Service Performance Moving to a Higher Level of Performance Cost-Effective Service Excellence Dual-Culture Strategy Operations Management Approach Focused Service Factory Strategy Business Models Based on CESE Pathways Conclusion and Wrap-Up Part VI: Cases Case 1. Sullivan Ford Auto World Case 2. Susan Munro, Service Customer Case 3. Dr. Beckett’s Dental Office Case 4. Uber’s Unintended Burdens Case 5. Kiwi Experience Case 6. The Accra Beach Hotel: Block Booking of Capacity during a Peak Period Case 7. Revenue Management at The View Case 8. Aussie Pooch Mobile Case 9. Service Robots in the Frontline: How Will Aarion Bank’s Customers Respond? Case 10. Digital Luxury Services: Tradition versus Innovation in Luxury Fashion Case 11. National Library Board, Singapore: Delivering Cost-Effective Service Excellence through Innovation and People Case 12. Red Lobster Case 13. Banyan Tree: Branding the Intangible Case 14. Singapore Airlines: Managing Human Resources for Cost-Effective Service Excellence Case 15. Menton Bank Case 16. Dr. Mahalee Goes to London: Global Client Management Case 17. Platform versus Pipeline Business Models: Are Airbnb and Marriott Right to Move into Each Other’s Turf? Case 18. The Royal Dining Membership Program Dilemma Case 19. The Broadstripe Service Guarantee Case 20. What Drives Share of Streaming for Streaming Video Services? The Launch of HBO Max Case 21. LUX*: Staging a Service Revolution in a Resort Chain Name, Brand, and Organization Index A B C D E F G H I J K L M N O P Q R S T U V W X Y Z Subject Index A B C D E F G H I J K L M N O P Q R S T U V W Y Z Founder graduate courses in services marketing As economies across the world continue to transition toward services skills in marketing and managing services have never been more important. Essentials of Services Marketing, 4e, captures the reality of today's world, incorporates recent academic and managerial thinking, and illustrates cutting-edge service concepts. Designed to provide a crisp introduction to key topics in the field, this book places marketing issues within a broader general management context and shows the relationships between the marketing, operations, IT, and human resources functions in service firms