服务营销.[英文原版].Christopher Lovelock.chapter 9

Service Marketing: Teaching Design for the FourthEditionIntroductionService marketing has become a critical component of modern business strategy. With the ever-increasing competition in the service industry, there is a growing need for organizations to develop a comprehensive understanding of customer needs and preferences. This is where service marketing comes in; it is a branch of marketing that deals with the design and delivery of services that satisfy customer needs.The fourth edition of Service Marketing is a comprehensive guide to the principles and practices of service marketing. The book has been updated with the latest research and trends in the field. It provides a practical approach to service marketing and explns how organizations can build long-term relationships with customers through effective service delivery.This teaching design provides an outline for instructors to effectively teach the concepts found in the fourth edition of Service Marketing.Learning ObjectivesBy the end of the course, students will be able to:1.Understand the key concepts and principles of servicemarketing2.Critically analyze the service delivery process3.Apply service marketing principles to real-world situations4.Develop effective service marketing strategiesCourse OutlineWeek 1: Introduction to Service Marketing•Introduction to service marketing•Understanding the service delivery process•The role of customer expectations in service marketing Week 2: The Service Environment•Designing service environments•Managing service encounters•The role of technology in service marketingWeek 3: Service Quality•Understanding service quality•Measuring service quality•Managing service qualityWeek 4: Service Innovation•Creating service innovation•Evaluating service innovation•Managing service innovationWeek 5: Service Delivery Channels•Understanding service delivery channels•Assessing service delivery channels•Designing service delivery channelsWeek 6: Relationship Marketing•Building customer relationships•Managing customer relationships•Measuring customer relationshipsWeek 7: Service Flure and Recovery•Understanding service flure•Recovering from service flures•Managing service recoveryWeek 8: Service Marketing Strategy•Developing service marketing strategy•Assessing service marketing strategy•Implementing service marketing strategyTeaching MethodologyThe primary teaching methodology will be interactive lectures. In addition, case studies, group discussions, and assignments will be used to reinforce learning.AssessmentAssessment will be based on:•Group presentations•Case study analysis•Individual assignments•Final examConclusionThe fourth edition of Service Marketing is a valuable resource for business students and professionals who are looking to develop a deep understanding of service marketing. The teaching design outlined above provides a comprehensive framework for instructors to teach the concepts covered in the book. The course will equip students with the knowledge and skills to design and deliver effective services that meet the needs and expectations of customers.。

服务营销中服务的管理营销08乙引言作为一名市场营销专业的学生，我自然而然地讲服务管理的概念联系到自身的专业上，因此我要做的文献综述是关于服务营销的。

关于服务营销概念的研究1.服务营销是企业在充分认识满足消费者需求的前提下，为充分满足消费者需要在营销过程中所采取的一系列活动。

由于科学技术的进步和社会生产力的显著提高，产业升级和生产的专业化发展日益加速，一方面使产品的服务含量，即产品的服务密集度日益增大。

另一方面，随着劳动生产率的提高，市场转向买方市场，消费者随着收入水平提高，他们的消费需求层次也相应提高，并向多样化方向拓展。

现实经济生活中的服务可以区分为两大类。

一种是服务产品，产品为顾客创造和提供的核心利益主要来自无形的服务。

另一种是功能服务，产品的核心利益主要来自形成的成份，无形的服务只是满足顾客的非主要需求。

贝瑞和普拉苏拉曼认为，在产品的核心利益来源中，有形的成份比无形的成份要多，那么这个产品就可以看作是一种“商品”；如果无形的成份比有形的成份要多，那么这个产品就可以看作是一种“服务”。

虽然在服务营销这个名词概念中主体是营销，最终目的也是营销，但我个人认为”服务”与”营销”在服务营销这一概念中是并列，甚至更加侧重于”服务”.2.我们需要了解服务营销的特点，以及它与有形产品营销的差异。

服务营销的供求比较分散，这就要求服务网点要广泛而分散，并尽可能地接近客户群体。

服务营销由于生产和消费的统一性，决定其常常只能采取直销方式，在一定程度上限制了服务市场规模的扩大，其次服务市场的购买者是多元的，广泛的，复杂的，服务产品营销对象的多变性表现为不同购买者对服务产品需求的种类，内容，方式的经常变化，客户需求的弹性很大。

最后服务者的技术，技能，技艺直接关系着服务质量，客户对各种服务产品的质量要求也就是对服务人员技术，技能，技艺的要求，服务者的服务质量不可能有唯一的统一衡量标准，而只能凭购买者的感觉来确定相对的标准。

认识服务（二）
服务与商品的一般性差异
►产品的性质 ►生产过程中顾客更多的参与 ►人作为产品的一部分 ►保持质量控制标准的难度更大 ►顾客评价更困难 ►没有存货 ►时间因素的重要性 ►分销渠道的结构和性质
服务的特性
• 无形性 • 生产和消费的同时性 • 顾客参与性 • 不可储存性 • 异质性 • 不涉及所有权转移
观察、讨论及作业（一）
• 你在营销中如何建立和把握关系营销的伙 伴？
• 从一个客户经理的角度，联系关系营销的 基本观点, 你认为银行营销应主要把握什么？
讨论及评分规则
• 1.每组一位评委前排就座 • 2.每组不超过2人讲解，发言人请自报所在
小组、姓名、学号。时间不超过10分钟 • 3.鼓励提问和辩论，但尽量简洁。提问者请
• ３.吴晓云《服务营销管理》 天津大学出版社
4. (美) Valarie A.Zeithaml Mary Jo Bitner 《服务营销》（第三版）
中国机械工业出版社
服务营销导论
• 服务经济到来 • 研究服务营销的意义 • 服务营销的发展历程 • 关系营销
服务经济的到来
• 经济发展的阶段 1.前工业化社会 2.工业化社会 3.后工业化社会 4.服务经济时代
服务产品生命周期指一项服务产品投入市场直到
完全推出市场所经历的时间.任何一项服务产品都 会经历引入、成长、成熟、衰退的发展变化过程， 因此各个阶段服务产品的成长速度和生产规模也 不相同。
课程兴奋点
• 服务与服务产品的特点 • 服务营销战略
教学方式与要求
• 1. 学科知识的回顾和贯通 • 2.互动教学 • 3.团队、案例及讨论 • 4.建议和意见 • 5.科代表及分组
参考书目

Slide ©2004 by Christopher Lovelock and Jochen Wirtz Services Marketing 5/E
Source: Bureau of Economic Analysis, November 2002
1- 3
Changing Structure of Employment as Economic Development Evolves (Fig. 1.2)
Increasingly, these services are being outsourced
Slide ©2004 by Christopher Lovelock and Jochen Wirtz Services Marketing 5/E
1- 6
Major Trends in Service Sector (Fig. 1.3)
1- 2
Services dominate the United States Economy: GDP by Industry, 2001 (Fig. 1.1)
Agriculture, Forestry, Mining, Construction 8% Manufacturing 14%
Finance, Insurance, Real Estate 20%
Government (mostly services) 13% Other Services 11%
SERVICES
Wholesale and Retail Trade 16%
Transport, Utilities, Communications 8%
Business Health Services 6% 5%
Services Marketing 5/E

servicemarketing服务营销英文论文The Service Encounter Journal and Analysis1.IntroductionUnlike the tangible products output by the manufacturing industry, service as a kind of product, has very distinctive features. Service is actually a process of input, transformation and output. It has the features of intangibility, customer participation, variability, low entry barriers and it cannot be touched and stored. Service marketing means the a series of activities during the marketing process in order to meet consumer demands.With the development of social division of labor, the progress of science and technology and people's increasing living standard, the role of the service marketing in the enterprise marketing management also becomes more important. (Zeitham et al, 2005) This article will use the basic theory of service marketing, combined with the my personal customer experience, to analyze and evaluate the service marketing of five encounters, the McDonald's, Starbucks, Esprit, IKEA and Windsor Hotel, so as to demonstrate my understanding towards the link between services marketing theory and practice.2.McDonald’s2.1 The intangibility of service processesFor me as a common customer, my purpose of buying food from McDonald’s restaurant is not only getting the food, but also experiencing its high quality service and enjoying the modernized environment and facility. At the time, my gaining including enjoyment and happiness is intangible. This kind of gaining is achieved by the design of the restaurant. As a result, although a part of McDonald’s service is tangible, from thecustomer’s perspective, the aim of our consuming behavior is getting a tool to solve problems rather than getting the items. As for the McDonald’s, they sell happiness rather than hamburgers, like their slogan I'm lovin' it.2.2 Production and consumption take place simultaneouslyFor many other industries, the production and use of products are two different stages and happen in different places. Customers cannot directly get involved in theproduction system. But in general the service production and consumption are simultaneous. (V argo& Lusch, 2004). For example, eating hamburgers at McDonald's is the time of consumption. When stop eating, the production and consumption will stop at the same time. Only when the customers come to consume can McDonald’s services be produced, their service process is the products. This feature makes the service product not easy to control the quality, it needs customers to queue up as a buffer. Every time I go to McDonald's, the waiting is very short, less than two minutes. Besides the staff will provide me the food within one minute. Therefore quick, friendly and reliable service has become a symbol of McDonald's.2.3 The service cannot be restored the above analysis we know that, it is the simultaneity of production and consumption that make the services cannot be stored usually. When McDonald's restaurants open, their basic cost has been fixed (rent, infrastructure, staff wages and so on). Even if the restaurant have a lot of empty seats, as long as a day passes they cannot be reused, so the opportunity to get profit from production capacity has completely disappeared. However from cyclical demand of customers, many guests cannot find seats during the rush hour, while at the off-peak period, customer number is obviouslyinsufficient, so the restaurants waste a lot of fixed cost. McDonald's has some rules such as the shelf life of burgers is 10 minutes, French fries is 7 minutes, if they cannot be sold with the regulated time they will be thrown into the garbage. But McDonald’s takes some measures to adjust the service ability such as hire temporary workers and increase the self-service ways. It also use some strategies to achieve stable demands such as providing appointments and price temptation.2.4 Customers participate in the service processThe concept ‘Customers are in your factory’ is very common among service industries. In most cases, customers actively or passively get involved in the service process. In McDonald's stores, in addition to getting greetings for the restaurant staff while ordering food, customers will not get other specific services. They need to get food, find seats and litter the garbage all by themselves.All in all, as a leader of the fast food industry, McDonald’s embodies all kinds ofcharacteristics of the service marketing. In order to avoid the negative impact of the service marketing, it takes all kinds of measure to control risks and expand business. (Gr?nroos, 2001)3.Starbucks3.1 The tangibility of Starbucks’ servicesStarbucks has strict requirements to the employees. They are required to understand the basic knowledge of coffee and even more delicate ones, and they should enthusiastically share customers with the coffee-related information, such as how to determine when is the best timing to taste the coffee. Of course, there is smile on their faces all the time. In addition, the interior design of the Starbucks has very strict standards as well.Although in the same city, different Starbucks stores are decorated with different styles, but they all need to meet the demand of achieving the harmony of nature and customers. (Edgett & Parkinson, 1993)3.2 The standardization of Starbucks’ servicesExcept for the coffee, Starbucks also sell everything relevant to coffee in the stores. Such as various flavors of coffee beans, coffee machines, creative coffee cups and fresh roasted cakes. According to the store staff, Starbucks pays much attention to the quality of the products, whether the procurement and transportation of the raw beans, the process of baking, mixing with ingredients and water filter, or finally provide the coffee to the customers, everything moment must meet the most stringent requirements. At the same time, any coffee making equipments Starbucks sells should be tested and evaluated, any new equipments needs to pass the strict inspection before entering into the public. In a series of service work, Starbucks makes each step standardized. During the process, it also integrate with careful marketing services. (Schultz & Jones, 1997)3.3 The customer relationship of StarbucksIt is said that Starbucks only $1 million on advertising spending every year on average, compared with the similar industry that quite very few. However, as for its promotion, it uses the media, coffee lectures and all kinds of marketing activities to introduce thecoffee culture to the customers, letting customers know and understand the Starbucks coffee, and by the means of communication with customers to make customers feel their sincerity. Starbucks keeps sincerely caring about the employees and customers and apply the relationship marketing very well. Atthe same time it also reflects the humanist service of Starbucks. (Smith, 1996)3.4 The humanity of Starbucks’ servicesStarbucks has been in pursuit of perfection all the time. As for the store decoration and staff behavior, they make the customers really experience every careful tiny detail and service. In terms of the employees, they creates the work atmosphere of mutual respect and trust. As for the partners, they carefully select and set up good relations of cooperation. (Schultz & Jones, 1997) All in all, the unique and successful relationship marketing make Starbucks successful.4.ESPRIT4.1 Brand image and shop decorationESPRIT is one of my best clothing brands. The design concept "care the attitude rather than the age" of ESPRIT has spread around the world. ESPRIT represents fashion life brand with energy, promoting cooperation, pursuing the ideal, positive and optimistic life style. Not only does ESPRIT shape for the customer with the clothing, but also a way of life, the attitude to life and a sense of self, which is outstanding, active and creative. In terms of the shop decoration of ESPRIT, there are always large billboards and bright windows, coincided with fashionable music and products, along with the young and energetic clerks of the store. All of these can bring the customers nice mood easily. The image itself of ESPRIT is sending out the warmth and happiness. (Boyt et al, 2001).4.2 The the three stages of marketing servicesMarketing service content in clothing stores can be roughly divided into three stages, service before sales, in sales and after sales. If all the three stages of service can meet the consumerdemands in an all round way, the store business will certainly thrive.The pre-sale service refers to the preparing work before opening the shops, including the store cleaning job, displaying measurement, replenishment the price of goods, merchandise display, as well as guide the staff about the product knowledge and methods of receipting customers. In-sell service refers to the service period when a customer goes into a store until leaving.After-sales service points to the additional services provided by the shops for the customers after the product are sold. Such services include methods, delivery processing range, sending greeting cards and so on. (Lovelock et al, 2009) According to my personal customer experience, I think ESPRIT has done the stages very well.4.3 Personal experience in ESPRIT storeThe salespersons always try to understand customers’consuming motivation when they go into the shop and meet the needs of customers as much as possible. I have been told that the front-line employees all underwent strict selection process, and than received professional training. As a result, they have high marketing service quality. The brands also sets the goal and the levels of the service quality with a strict rewards and punishment system. They also pay attention on customer data inputting, management, analysis and use. As a loyal customer, I receive newsletters from ESPRIT every month. I also receive warm greetings and wishes from them on some special occasions. When on my birthday, I could even enjoy some discount and mysterious small gifts. Before long I carelessly left my mobile phone in the fitting room of a ESPRIT store in Melbourne. The clerk contacted through a friend of me in no timeand kept my mobile phone for me until I came to retrieve it the next day. Moreover I found that store personnel also pay great attention to the safety of the customers’ goods during the service. Their careful and meticulous responsible attitude will reduce the chance of a thief crime. Last but not least, I have noticed that they regard all the guest equally, especially they take care of the children.5.IKEA5.1 The experience marketing serviceI enjoy visiting IKEA. As we all know, IKEA is a big market for households andfurnitures. However, the main reason why IKEA is inviting for me is not the products it boasts, but the services and experiences.I think this is the main point that separates IKEA from other brands. It’s also a kind of culture. I enjoy going there for this unique culture in IKEA. As IKEA advocates, entertaining shopping is the household culture of IKEA. IKEA makes the household market into a place for shopping and entertainment. It has all kinds of special designed furniture, products that are comfortable and nice to touch, what’s mor e, the beautiful music around makes your shopping an enjoyable experience indeed. Rightly because of this, many customers come to IKEA not only for shopping, but also for a nice place to relax and enjoy.(Edvardsson et al, 2006)The sales way of IKEA is actually a way of providing excellent services rather than providing an experience. It is shown in the following ways. First and foremost, every IKEA is a place for the experiences of the customers, such as interacting and practicing. When you enter IKEA, you can easily approach tools like rulers, pencils, paper, meaning every consumer is both a planner and adesigner of their house once they are in IKEA. This is an important part for consumers to participate in. Secondly, in each IKEA shop, consumers can get direct access to the experiences of beds, sofa and other furniture, which means consumers can be influenced by the direct trying and this is the part of experiencing. Thirdly, when deciding which IKEA products to buy, consumers can not only raise their requirements to IKEA assistants, but also mix and match with all the products in IKEA as the way they would like to, so that the new products that really caters to the customers; appetite are formed. In this way, customers have a feeling that they are part of the designing of their home products, which is pretty different from the passive accepting of the products, enabling the customers to be the designers. Fourthly, all the products in IKEA have a limit amount, which has deep implications. On the one hand, consumers have big possibilities to try and create within the limited numbers of product, which sounds easy enough to practice and minimize the possibility that consumers may have same products bought from IKEA as they are mixed in different ways. On the other hand, the limited products means that the products will be updated as time goes by, so it is hard for theconsumers to have the same IKEA products in their home. In this w ay consumers’needs of being different have been fully satisfied. And this is the part of meeting the individual requirements for shopping in IKEA. I think this way of selling products in IKEA is a way to think all that a customer can think and a positive way to involve all the customers into their selling. Participation of customers is a vital factor in the system of delivering services. Letting the customers in the mixing and designing of the products is a good example. The customers willfeel honored and more pleased in the whole process. Besides, IKEA provides a lot of facilities to satisfy the customers, such as the canteen, and the children’s park. They provide both convenient services and solve the worries of the parents to rightly arrange their children when shopping.(Edvardsson et al, 2006)5.2 The evaluation of experience in IKEAIn summary, what IKEA sells is not only products themselves, but a kind of IKEA value and a way of service for customers. As the consumers’ awareness of consuming develops a nd becomes more mature, they will have stronger demands for experiences in shopping. Starting from the demands above, IKEA provides the full services from experiencing in IKEA to carrying products to consumers’ houses, providing double experiences both in on live experiencing and experiences in assembling. This way of selling perfectly closes the distance between the customers and the products. T oday, the idea of providing servicing becomes more and more important in selling. Customers not only require for the products, but also for the experience in the process of buying products. IKEA inspires us that providing experiences in selling is a trend and a smart way to excel in the current market. (Lovelock et al, 2009)6. The Hotel Windsor in Melbourne6.1 The facilitiesHotel Windsor is located in 103 Spring Street in Melbourne. It is the only one hotel in Australia which remain the the Victorian architecture style and cultural characteristics. At the same time it also has five-star modern facilities, including 24-hour business center, the housekeeper type service and castle fitness center. The geographicalposition of Hotel Windsor is very superior, which is only 20kilometers far from the airport. The transportation is convenient, so it is an ideal starting point for Melbourne mini-vacations. As Hotel Windsor is quite near the Parliament Building, the old Treasury Building, Municipal Museum and other attractions, I chose to live in this hotel for two nights with my friends.Hotel Windsor offers a wide variety of facilities, which added a lot of fun for us. The characteristic service of the hotel include the room service, parking, valet parking, shops, laundry service and so on. All the rooms regard comfort as the first standard, as well as all facilities. Fitness center enables customers to play all day. The hotel is very old but the internal decoration facilities are still quite new, the lobby of the hotel and the door let people have a feeling of getting back to the old times. The hotel atmosphere is quiet away from the hustle and bustle, which is well suited to loosen body and mind. Beginning at the Windsor hotel to drink afternoon tea is Melbourne a tradition since 1883. Cricketer 's Bar preserved in Australia for more than a century of cricket memorabilia, hanging on the wall as a decoration. Restaurant in Windsor hotel "tea drinking afternoon tea, it is always a pleasure. In, in the three layers of silver tray selection elegant afternoon tea heart, cool. Also customer can enjoy the Windsor hotel there leisurely style. (Buttle, 1993)6.2 Customer experienceMy friends and I took a taxi to the hotel. In accordance with the regulations of the hotel group, after the taxi stopped, the guard need to recept the guests within 30 seconds. Windsor Hotel doorman appeared to greet us in just 12 seconds. After check-in, almost when we came to the room the luggage was delivered at the same time. The night before we left the room to eat dinner, we deliberately put some magazines inclinedmagazine rack and left some nut shells on the table, even split some cosmetics in the sink of the bathroom and made the bath cap unscrewed. After we returned to our room, we found that the bed was neat and tidy, everything was back in order. At dinner we ordered some dish on the menu, though the food tasted delicious and services were the first-class, we still found some small problems. For instance, a wine waiter performed a little disrespectful, he recommended a winedirectly rather than let us to choose in advance.7. ConclusionFrom the pe rspective of service marketing, consumer’s purchasing behavior means the beginning of the marketing rather the ending. The enterprises should not just focus on the sales of the products, they should pay more attention on consumer experience during the whole service process, in order to establish the customer loyalty. (Vargo& Lusch, 2004). The five encounters mentioned above are are all world-famous brands, they emphasize on customer experience and improve their service with strict standards. They are all successful examples of marketing service.References:Boyt, T. E., Lusch, R. F., & Naylor, G. (2001). The Role of Professionalism in Buttle, F. (1993). Hotel and food service marketing: a managerial approach. Cassell. 23-35Determining Job Satisfaction in Professional Services A Study of Marketing Researchers. Journal of Service Research, 3(4), 321-330.Edgett, S., & Parkinson, S. (1993). Marketing for Service Industries-A Revie. Service Industries Journal, 13(3), 19-39.Edvardsson, B., Enquist, B., & Hay, M. (2006). V alues-basedservice brands: narratives from IKEA. Managing Service Quality, 16(3), 230-246.Gr?nroos, C. (2001). Service management and marketing (V ol. 2). New Y ork^ eNY NY: Wiley. 156-167Lovelock, C. H., Wirtz, J., & Chew, P. (2009). Essentials of service marketing. Prentice Hall/Pearson.Smith, M. D. (1996). The empire filters back: consumption, production, and the politics of Starbucks Coffee. Urban Geography, 17(6), 502-525.Schultz, H., & Jones Yang, D. (1997). Pour your heart into it: How Starbucks built a company one cup at a time. Hyperion. 45-48V argo, S. L., & Lusch, R. F. (2004). The four service marketing myths remnants of a goods-based, manufacturing model. Journal of Service Research, 6(4), 324-335.Zeithaml, V. A., Bitner, M. J., & Gwinner, D. D. (2005).Services Marketing and Management. 5-15。

（二）标题：Services Marketing原文：COURSE OBJECTIVESThe objective of this course is to supplement basic marketing and marketing strategy courses by focusing on problems and strategies specific to marketing of services. Problems commonly encountered in marketing services -- such as inability to inventory, difficulty in synchronizing demand and supply, difficulty in controlling quality -- will be addressed. Strategies used by successful services marketers to overcome these difficulties will be discussed.The emphasis will be on service universals rather than on any particular industry (such as bank marketing). However, concepts will be illustrated using cases, examples, and exercises in service industries such as financial planning, airlines, the hospitality industry, and communication as well as manufacturing and high tech industries (both of which depend heavily on services to provide value).The course is designed not just for students with careers in services industries but also careers in goods industries with high service components (e.g., industrial products, high tech products, durable products).COURSE PHILOSOPHYMarketing is a set of skills, concepts, knowledge, analytical techniques and approaches that -- when applied appropriately -- can greatly improve the effectiveness with which business is conducted. This course is designed to allow you to further develop these skills, techniques, and approaches and to seek appropriate solutions based on reasoning and analysis.It is critical to understand that a t this stage of knowledge, marketing is not a science!If it were, there would be no service failures, dissatisfied customers, or ineffective advertising.COURSE MATERIALSMarketing: Integrating Customer Focus across the Firm, fourth edition,Downloads from Course Web SiteIn the time we have in the mod, we will not be able to cover everything on the topic of services marketing. The textbook provides you with frameworks that areessential to understanding the subject. I've assigned chapters and some readings for each topic that will help you prepare for the cases and learn the material. There is limited duplication between material in class and the material in the book, so you need to read the book as well as come to class to learn the subjects. When readings are assigned, these must be integrated into your discussion of the cases and into the written assignments.ASSIGNMENTSThere are four assignments in this class. One is a group assignment and is in the form of a presentation. The other three are individual assignments.Paper on Customer Satisfaction Measurement due October 29Your future manager wants you to prepare a concise (3-page, 1 ½ space) and critical evaluation of the three prominent external measures of customer satisfaction in order to help the company close Gap 1. Carefully read the three web sites that are listed in the readings for today. Critically evaluate the measures used in each index. What can they do for your organization? What are their strengths and weaknesses? Are the measures helpful to a service company in closing Gap 1? Why or why not? If not, what else would be necessary to close Gap 1?Presentation on Service Blueprinting due November 14On November 12, we discussed service innovations associated with manufactured products and software. For this assignment, prepare a service blueprint for a service innovation associated with a manufactured product or software. Apply the concepts covered in chapter 9 and in the reading for today. The deliverable will be a 7-minute presentation (no paper) which includes the service blueprint and answers to the following questions:1. What difficulties associated with adding service innovations to products or software does the blueprint reveal?2. How does the blueprint help resolve these difficulties?3. To what extend is standardization possible and advisable throughout the process?4. Where are potential fail points located, and how they could be designed out orfixed?5. What are potential measures of process performance (soft standards and hard standards)?Paper on Successful Transitions from Product to Service Businesses due December 5In the next five years, virtually all organizations will attempt to use services for growth and profit. To date, many of the companies attempting to do this have struggled to achieve the goals they set for themselves. By this time in the mod, you have examined innovation through service, discussed how products and services differ, and learned effective service strategies. Using all the material we have studied, prepare a concise 7-page (1 ½ page) paper identifying the ten most important guidelines—and support for each of them--for transitioning from goods to services. Position this paper as if you were presenting it to the key executive in your organization. I expect the paper to be a high-level synthesis of what we have covered to this point in the course.Final Exam due December 15Details on the final exam will be provided closer to the end of the mod. It will be a take-home exam, and will be due at 5 p.m. on Friday, December 15.Class participation is graded individually.CLASS PARTICIPATIONPlease be fully prepared to discuss reading assignments and cases. Earning a P or H in the class requires constructive participation in class discussions and exercises. Thorough preparation for cases, class discussions and exercises is essential for constructive participation. Please note that choosing a few good comments to interject into the discussion -- particularly comments about case "facts" -- is not considered constructive preparation.In this class, cases are viewed as vehicles for learning diagnostic skills and for applying concepts and frameworks introduced in readings and lectures. The course is designed around a conceptual framework called the Gaps Model and provides a progressive learning experience. Each case in this course was chosen to reveal orillustrate key concepts and issues important to this framework.The learning from a case comes in two ways. The first involves pre-class preparation: the ability to diagnose case problems and issues, to select and apply appropriate forms of analysis (e.g., quantitative, logic, experience, conceptual) and to make decisions about case solutions.There is rarely a single right answer for a case, just as there is rarely a single right marketing decision in actual practice. Instead, there are a number of viable alternatives that can be supported through qualitative and quantitative analysis. It is your job in the class, as you know it is in your careers, to incorporate your existing knowledge with new information (in this situation, course materials) to make sound marketing decisions.Analysis involves more than noting that certain facts pertain to one of the central points around which the case is being analyzed. The facts must be noted, but then reasoning must be applied to determine how and in what way these facts affect the point in the case.Information regarding the strategies actually selected by the firms in the cases should be incorporated with caution. Firms make many strategic mistakes and actual executed strategies are often inferior to alternative strategies. If we have time at the end of a case class, and if the information is available, we can talk about what choices were made and what ensued.The direction and quality of the case discussions are the collective responsibility of the class, not the professor. In class, it is my job as professor to facilitate discussion— obtaining your views and helping you to integrate them at the end of the case.SESSION 1: INTRODUCTIONSession Objectives:• To introduce you to the topic of services marketing• To overview the course and course website• To describe the assignments, cases and topics in the courseSESSION 2: GAPS MODEL OF SERVICE QUALITYSession Objectives:• To demonstrate the need for an organizing framework for improving service delivery• To introduce the gaps model of se rvice quality, an encompassing framework for understanding and improving service quality• To understand both the customer gap and four service provider gaps that must be closed to provide service excellence• To identify service organizations that excel as models for organizations that need to improve their services marketingPreparation:1. What is Jyske Bank's new positioning or competitive differentiation strategy?2. What changes did the bank make to get to its new position? What effect did these changes have?3. Analyze Jyske Bank's success using the Service Quality Gaps Model found in Chapter 2. What are Jyske Bank's strategies for closing the 5 gaps in the model?4. In your opinion can Jyske Bank sustain its growth and success? Would you invest in Jyske Bank?SESSION 3: THE CUSTOMER GAPSession Objectives:• To understand customer expectations and perceptions of service quality and their roles in customer satisfaction• To develop critical knowledge of the five key dimensions of service quality• To identify ways that companies u nderstand their customers' perceptions and expectationsThree of the prominent external measures of service quality and customer satisfaction are the American Customer Satisfaction Index (), J.D. Power and associates (), and the Net Promoter Index (). It is important that you become aware of these sources asthey will be likely be used by your future companies either as secondary or primary sources of information. For that reason, preparation for this class involves your visiting each of these sites and becoming familiar with them. You will also prepare a 3-page (1 ½ space) paper critically comparing and contrasting the functionality and value of the information available there.ASSIGNMENT ON CUSTOMER SATISFACTION DUE:Your future manager wants you to prepare a concise (3-page, 1 ½ space) and critical evaluation of the three prominent external measures of customer satisfaction in order to help the company close Gap 1. Carefully read the three web sites that are listed in the readings for today. Critically evaluate the measures used in each index. What can they do for your organization? What are their strengths and weaknesses? Are the measures helpful to a service company in closing Gap 1? Why or why not? If not, what else would be necessary to close Gap 1?SESSION 4: SERVICE RECOVERYSession Objectives:• To analyze a company's attitudes and practices that contributed to a service disaster• To appreciate ways to avoid exacerbating service disas ters• To identify actions the company could have taken to fail safe--prevent or mitigate--the crisis• To discuss strategies for effective service recoveryQuestions:1. How bad was this situation?2. What actions could Jet Blue have taken to avoid the problem?3. Using the framework from the book (outcome, procedural and interaction fairness, pages 223-225), evaluate how well JetBlue did during the service failure.4. Using the same framework from the book (outcome, procedural and interaction fairness, pages 223-225), what should NWA have done after the situation to recover from the service failure?5. Who is responsible and why? Was the cause of this situation an "act ofGod" (the weather) or some organization? If an organization was responsible, which one was it?6. What does the whole episode mean for JetBlue in the short and long term? What are the financial and brand implications?SESSION 5: BUILDING CUSTOMER RELATIONSHIPSSession Objectives:• To recognize the g oals and benefits of relationship marketing for firms and customers• To identify challenges in relationship development• To examine the controversial ideas that "the customer is not always right" and that "all customers are not created equal"Preparation Questions:1. What does Supernova offer to Merrill Lynch? Does it need Supernova to be successful or grow in the future?2. What, specifically, is Supernova and how is it different from traditional financial advising models?3. What is the value proposition for customers?4. What changes did FAs need to make to implement the Supernova process?5. What changes did Merrill Lynch have to make to implement the Supernova process?6. What were the risks and potential benefits for both?7. Contrast a Financial Advisor's day using the Supernova process with a typical day under the old process.SESSION 6: SERVICE INNOVATIONSession Objectives:• To illustrate the factors that affect new service development success• To e valuate new service offerings from their marketing benefits and operational implications• To demonstrate how a company can differentiate through value-added services achieved through operational savings• To explore how to introduce technology i nto consumer-facing services Preparation:Innovation at Progressive (A) (Case)Innovation at Progressive (B) (Case)Preparation Questions:1. In Case (A), how does Progressive compare to other auto insurers in performance? What explains the difference?2. Assess the viability of the Autograph system. What level of consumer acceptance will it take to make Autograph profitable?3. What are the barriers to consumer acceptance? Should Autograph be expanded nationwide?4. In Case (B), what competencies are necessary to deliver homeowners insurance?5. What competencies has Progressive developed in the auto business?6. Is Progressive well positioned to compete in the homeowners market?SESSION 7: SERVICE INNOVATIONSession Objectives:• To recognize the immense opportunity for services in manufacturing and software• To demonstrate how a company can differentiate through value-added services• To familiarize you with tools and frameworks to assess the appropriate services to bring growth and profitability to manufacturing and software firms Preparation:"Four Strategies for the Age of Smart Services" in Coursepak"The Right Service Strategies for Product Companies" (download from documents page)"Delivering Software as a Service" (download from documents page)出处：Yasmine Redman Administrative Assistant: Professor ValarieZeithaml Services Marketing MBA 751-001 (919) PP 1-13标题：服务营销译文：课程目标本课程的目标为补充基本的营销和市场策略课程专注于具体问题及策略对市场营销服务。

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任务二如何理解服务营销的演进
第四阶段 20世纪80年代后期，服务营销的研究内容包括: (1)有效服务营销的组合策略。在传统的4P市场营销组合策略的基础上， 又增加了有形展示、人、服务过程二个因素，形成了7P组合，有关服 务有形的理论研究围绕7P组合进行。 (2)服务营销的一些特殊领域的专题研究，如服务的出口战略、现代信 息技术对服务生产、管理以及市场营销过程的影响等。
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任务二如何理解服务营销的演进
服务企业最初的市场营销活动没有专门的理论，都是以有形产 品为基础的市场营销理论为指导的。以4P(传统的产品、价格、分销 渠道和促销四个市场营销组合策略)为核心的现代市场营销理论为企 业经营和发展提供了强有力的竞争武器，这些理论与技巧对服务企业 最初的营销活动也产生了较大的影响。但随着服务业的不断发展，其 在现代经济中所占比例越来越大，服务市场竞争不断加剧，消费者的 市场需求变得越来越复杂，要求服务企业在服务内容、服务手段或方 式上不断创新，也要求理论界与服务营销的实践者跳出传统的4P框框， 探讨以无形产品为基础的服务营销的理论与技巧。这样，市场营销学 的一个分支—服务市场营销学就逐步产生并发展起来。
产业用品和消费品等有形产品的营销与服务营销是有区别的。 然而，无论是生产性企业还是服务性企业，其所提供的产品既不纯粹 是有形的物质产品，也不纯粹是无形的服务产品，往往是无形与有形 产品结合在一起进入市场，在市场交换中一般很难把服务从有形产品 中分离出去。科特勒根据服务与有形物质在产品中大致所占的比重， 把市场上的产品分成五种:
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任务二如何理解服务营销的演进
(2)探讨如何根据服务特征将其划分为不同的种类，不同种类的服务 需要市场营销人员运用不同的市场营销战略和技巧来进行推广。 第三阶段

服务营销学讲义(DOC 71页)服务营销参考书目服务营销（第三版）（美）克里斯托弗. H . 洛夫洛克著中国人民大学出版社2001年服务营销学（意大利）G. 佩里切里著对外经济贸易大学出版社2001年服务营销李海洋牛海鹏编著企业管理出版社1996年互动服务营销（美）雷蒙德. P. 菲斯克史蒂芬. J .格罗夫乔比. 约翰著机械工业出版社2001年第一章服务营销概论第一节服务业概况一、服务----服务的定义1.用于出售或者是同产品连在一起进行出售的活动、利益或满足感（1960年，AMA）直接提供满足（交通、租房）或者与有形商品或其他服务（信用卡）一起提供满足的不可感知活动（Regan,1963）。

2.可被独立识别的不可感知活动，为消费者或工业用户提供满足感，但并非一定与某个产品或服务连在一起出售（Stanton,1974）3.是与某个中介人或机器设备相互作用并为消费者提供满足的一种或者一系列活动（Lehtinen 莱特楠1983）4.指或多或少具有无形特征的一种或一系列活动，通常发生在顾客同服务的提供者及其有形的资源、商品或系统相互作用的过程中，以便解决消费者的有关问题（gronroos格鲁洛斯）5.一种涉及某些无形性因素的活动，它不会造成所有权的更换。

条件可能发生变化，服务产出可能或不可能与物质产品紧密联系。

（adrian payne 艾德里安佩恩 1993）我们给服务下的定义——服务是具有无形特征却可给人带来某种利益或满足感的可供有偿转让的一种或一系列活动。

产品/服务连续谱系图（萧斯塔克）二、服务的分类根据顾客对服务推广的参与程度分类1.高接触性服务——广播电台、警察保护3.间断的、会员关系的服务——担保维修、对方付费电话服务4.间断的、非正式关系的服务——邮购、接头收费电话。

根据选择服务方式的自由度大小以及对顾客需求的满足程度划分1.服务提供者及顾客的选择余地小——公共汽车服务2.顾客需求得到充分满足但服务提供者对服务方式的选择自由度小——电话服务、旅馆服务3.服务提供者的选择余地大但难以满足单个顾客的需求——教师大课堂讲课4.顾客需求和服务提供者的需求都能得到满足——美容、建筑设计、律师服务、医疗保健等。

▪ Introduce the expanded marketing mix for services and the philosophy of customer focus as powerful frameworks and themes that are fundamental to the rest of the text.
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参考教材
▪ Lovelock 等 编著 ▪ 中国人民大学出版社
▪ Hoffman 等编著 ▪ 北京大学出版社
▪ 叶万春 主编 ▪ 高等教育出版社
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课程考核方式
▪ 服务营销
▪ 平时考勤 30% ▪ 作业 30% ▪ 期末总结 40%
▪ 服务营销实训（第13周）
▪ 以小组为单位：4人左右 ▪ 运用服务质量差距模型进行调研和分析 ▪ 研究报告 50% 演示和汇报 50%
▪ Compatible with our simple, broad definition is one that defines service to include “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.”

• 在针对无形资产的服务中，一旦要求的服务开始实施，可 能就不需要顾客直接参与了。
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第一节 服务及服务营销学
第一章
2.按服务传递方式对服务分类 服务传递方式包括服务在哪里传递（服务点地便利性）和 如何传递（顾客与服务企业的互动性质）二个维度的内容。
服务点数量
单一服务点
多服务点
顾客与 服务企 业的互 动性质
高峰需求能在不 产生太大延误情 况下得到满足
高峰需求超出服 务供应能力
不同时间内需求的波动程度
宽
窄
一、电力、天然气、电 二、保险、法律服务、 话、医院产科、警察、 银行、洗衣 消防
三、会计和税务、旅客 运送、饭店和旅馆、 戏院
四、类似第二类服务， 但服务生产能力 不足以完成基本 水平的服务。
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第一节 服务及服务营销学
形服务和有形产品进行了区分，提出要以非传统方法研究 服务的市场营销问题。 ➢ 1974年，拉斯梅尔发表了第一本论述服务营销的专著，标 志着服务营销学的诞生。 ➢ 1980年，伦纳德·L·贝里（Leonard L·Berry）发表的论文 《服务营销的独特性》，正式宣告了服务营销学的独立。 ➢ 在服务营销学的产生阶段，学者们关注的重点问题主要是 服务的概念、服务的特征、服务营销与产品营销的区别等。
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第一节 服务及服务营销学
第一章
（三）服务营销学的发展 ➢ 二十世纪80年代中期以后，全球服务经济蓬勃发展，服务
营销思想被广泛接受，服务营销的研究和应用向更深化的 方向发展。研究的重点课题包括服务质量、服务接触、服 务系统设计、服务营销组合等。 ➢ 贝里率先对如何维系和改善同现有顾客之间的关系进行了 研究，肖斯塔克则研究了顾客在何种情况下愿意参与生产 过程，并提出了“服务蓝图”的概念。 ➢ 格隆鲁斯进一步提出服务质量由技术质量（服务结果质量） 和功能质量（服务过程质量）构成。而贝里等人则对服务

参考文献[1] [芬]克里斯蒂·格鲁诺斯．服务市场营销管理．上海：复旦大学出版社，1998．[2] [英]克里斯廷·格罗鲁斯．服务管理与营销：服务竞争中的顾客管理（第3版）．韦福祥，等译．北京：电子工业出版社，2008．[3] [芬]克里斯廷·格罗鲁斯．服务管理与营销：基于顾客关系的管理策略（第2版）．韩经纶，等译，北京：电子工业出版社，2002．[4] [芬]克里斯廷·格罗鲁斯．服务营销与管理．韦福祥，译．北京：电子工业版社，2008．[5] [美] 巴顿·威兹，史蒂芬·卡斯伯里，小约翰·坦纳．销售与顾客关系管理．胥悦红，等译．北京：人民邮电出版社，2008．[6] [美]邓皮泊斯，马沙容格斯．客户关系管理．郑先炳，邓运盛，译．北京：中国金融出版社，2005．[7] [美]菲利普·科特勒．营销管理分析、计划和控制（第5版）．梅汝，等译．上海：上海人民出版社，2000．[8] [美]菲利普·科特勒，托马斯•海斯，保罗•布卢姆．专业服务营销．北京：中信出版社，2003．[9] [美]菲利普·科特勒．营销管理（第十一版）．上海：上海人民出版社，1997．[10] [美]菲利普·科特勒．营销管理（新千年版）．北京：人民大学出版社，2008．[11] [美]霍夫曼等．服务营销精要概念战略与案例（英文影印版）．北京：北京大学出版社，2004．[12] [美]克里斯托弗·洛夫洛克，约亨·沃茨．服务营销．韦福祥，等译．北京：机械工业出版社，2014．[13] [美]克里斯托弗·洛夫洛克，约亨·沃茨．服务营销．谢晓燕，赵伟韬，译．北京：人民大学出版社，2010．[14] [美]克里斯托弗·洛夫洛克．服务营销：管理员工、技术、战略（亚洲版·第2版）．范秀成，等译．北京：人民大学出版社，2007．[15] [美]克里斯托弗·洛夫洛克．服务营销：人员、技术与策略（英文影印版）．北京：清华大学出版社．2001．[16] [美]克里斯托弗·洛夫洛克，约亨·沃茨．服务营销．北京：人民大学出版社，2007．[17] [美]克里斯托弗·洛夫洛克．服务营销（第三版）．北京：人民大学出版社，2001．[18] [美]麦可姆·麦克唐纳，爱德兰·佩恩．服务营销规划．北京：企业管理出版社，2004．[19] [美]莫里森．旅游服务营销（第3版）．北京：电子工业出版社，2004．[20] [美]瓦拉瑞尔·泽丝尔曼，玛丽·乔·比特纳，服务营销．张金成，白长虹，译．北京：机械工业出版社，2012．[21] [美]瓦拉瑞尔·泽丝曼尔，玛丽·乔·比特纳，德韦恩·格兰姆勒．服务营销（第3版）．张金成，白长虹，等译．北京：机械工业出版社，2004．[22] [美]瓦拉瑞尔·泽丝曼尔，玛丽·乔·比特纳，德韦恩·格兰姆勒．服务营销（第4版）．张金成，白长虹，等译．北京：机械工业出版社，2007．[23] [美]威廉·G·齐克蒙德，小雷蒙德·迈克利奥德，法耶·W ·吉尔伯特．客户关系管理．胡左浩，贾崧，杨志林，译．北京：人民大学出版社，2010．[24] [美]约翰·贝特森，道格拉斯·霍夫曼．管理服务营销．北京：中信出版社，2004．[25] [美]詹姆斯·费茨西蒙斯，莫娜·费茨西蒙斯．服务管理：运营、战略和信息管理．张金成，范秀成，译．北京：机械工业出版社，2000．[26] [英]蒂娜·哈里森．金融服务营销．柯江华，译．北京：机械工业出版社，2004．277 参考文献[27] [英]佩恩·A ．服务营销．郑薇，译．北京：中信出版社，1998．[28] 陈祝平．服务营销管理．北京：电子工业出版社，2007．[29] 陈祝平．服务营销管理．北京：电子工业出版社，2011．[30] 陈祝平．服务营销管理．上海：立信会计出版社，2007．[31] 傅云新．服务营销实务．广东：广东经济出版社，2002．[32] 郭国庆．服务营销管理．北京：人民大学出版社，2005．[33] 吉宗玉，徐明．服务蓝图法——一种有效的服务设计方法．中国纺织大学学报，1999，77-79．[34] 季辉．服务营销．北京：高等教育出版社，2001．[35] 金立印．基于服务公正性感知的顾客不良行为模型研究．营销科学学报，V ol ．2（1），2006：1-15．[36] 兰芩．现代市场营销学．北京：首都经济贸易大学出版社，2003．[37] 李克芳，聂元昆．服务营销学．北京：机械工业出版社，2012．[38] 李雪松．服务营销．北京：清华大学出版社，2009．[39] 李雁晨，卢东．服务营销组合因素对服务失误归因的影响．软科学，2010（6）．[40] 梁彦明．服务营销管理．广东：暨南大学出版社，2007．[41] 刘红一．服务营销理论与实务．北京：清华大学出版社，2009．[42] 刘君强．服务营销．四川：西南财经大学出版社，2007．[43] 刘丽文．服务运营管理．北京：清华大学出版社，2004．[44] 陆岷峰．业务流程再造与商业银行危机管理．学术界，2007：126，151-156．[45] 马龙龙，李智．服务营销与管理．北京：首都经济贸易大学出版社，2002．[46] 齐二石，王慧明．基于价值链理论的业务流程再造研究．工业工程，2005，8（1）：57．[47] 邵兵家，钱丽萍，伍颖，于同奎．客户关系管理（第二版）．北京：清华大学出版社，2010．[48] 施志君．电子客户关系管理与实训．北京：化学工业出版社，2009．[49] 时炼波，张俐华．服务营销策略探析．企业经济，2008（3）．[50] 孙恒有．服务营销实战．郑州：郑州大学出版社，2004．[51] 王静波．零售银行产品交叉销售．企业管理出版社，2001．[52] 王永贵．服务营销学．北京：北京师范大学出版社，2007．[53] 王永贵．服务营销与管理．天津：南开大学出版社，2009．[54] 韦福祥，王华．中英顾客服务质量维度认知的实证研究．天津大学学报（社会科学版），2006，8（4）：250-255．[55] 韦福祥．服务营销学．北京：对外经济贸易大学出版社，2009．[56] 韦福祥．服务营销与管理：基于战略的视角（与国外学者合著）．北京：人民邮电出版社，2008．[57] 韦福祥．服务质量评价与管理．北京：人民邮电出版社，2005．[58] 吴晓云．服务营销管理．天津：天津大学出版社，2006．[59] 阎剑平．服务营销．北京：中国纺织出版社，2001．[60] 杨米沙．服务营销—环境、理念与策略．广州：广东经济出版社，2005．[61] 叶万春．服务营销管理．北京：人民大学出版社，2003．[62] 叶万春．服务营销学．北京：高等教育出版社，2007．[63] 张文建．旅游服务营销．上海：立信会计出版社，2003．[64] 郑吉昌．服务市场营销．北京：对外经济贸易出版社，2003．[65] 周婷．奢侈品客户关系管理．北京：对外经济贸易大学出版社，2009．[66] Andersen, A. Best Practices: Building Your Business with Customer-Focused Solutions, New York: Simon & Schuster, 1998: 125-127.[67] Arnould, E. J., & Price, L. L. River magic: extraordinary experience and the extended service encounter. Journal of Consumer Research, 1993, 20(6): 24-45.。

Chapter 6Educating Customers and Promoting the Value PropositionLife is for one generation; a good name is forever—JAPANESE PROVERB Education costs money but then so does ignorance.—SIR CLAUS MOSER Communication is the most visible or audible—some would say intrusive--of marketing activities, but its value is limited unless it is used intelligently in conjunction with other marketing efforts. An old marketing axiom says that the fastest way to kill a poor product is to advertise it heavily. By the same token, an otherwise well-researched and well-planned marketing strategy, designed to deliver, say, new Web-based services at a reasonable price, is likely to fail if people lack knowledge of the service, how to access it, and how to use it to best advantage. It's for good reason that we define the marketing communication element of the 8 Ps as Promotion and education.Through communication, marketers explain and promote the value proposition that their firm is offering. They inform existing or prospective customers in the target segments about service features and benefits, price and other costs, the channels through which service is delivered, and when and where it is available. Where appropriate, they marshal persuasive arguments for using a particular service and seek to create preference for selecting their firm's brand. And through both personal instructions from customer contact employees and use of educational tools, marketers seek to help customers make well-informed choices and become effective participants in service delivery processes.Much confusion surrounds the scope of marketing communication. Some people still define this element of the services marketing mix too narrowly. Communications must be viewed more broadly than as just154 the use of paid media advertising, public relations, and professional salespeople. Today, there are many other ways for a service business to communicate with current and prospective customers. The location and atmosphere of a service delivery facility,corporate design features such as the consistent use of colors and graphic elements, the appearance and behavior Of employees, the design of a web site—all con- tribute to an impression in the customer's mind that reinforces or contradicts the specific content of formal communication messages. The past few years have seen the emergence of new and exciting opportunities for reaching prospects through the Internet, with degrees of targeting and message specificity that were previously unimaginable, especially in consumer markets.In this chapter we explore the following questions:1. What is distinctive about the nature of marketing communications for services?2. What are the elements of the marketing communications mix and what are the strengths and weaknesses of each major element in a services context?3. How does the level of customer contact affect communication strategy?4. How should marketing communication objectives be defined?5. What is the potential value of the Internet, cellular, and other new electronic media as communication channels?THE ROLE OF MARKETING COMMUNICATIONIn a service setting, marketing communications tools are especially important because they help create powerful images and a sense of credibility, confidence, and reassurance. Marketing communications, in one form or another, are essential to a company's success. Without effective communications, prospects may never learn of a service firm's existence, what it has to offer them, the value proposition of each of its products, and how to use them to best advantage. Customers might be more easily lured away by competitors and competitive offerings, and there would be no proactive management and control of the firm's identity. Let's look at some specific tasks that can be performed by marketing communication.Adding Value Through Communication ContentInformation and consultation represent important ways to add value to a product. Prospective customers may need information and advice about what service options are available to them, where and when these services are available, how much they cost, and what specific features, functions, and service benefits there are. Companies also use marketing communications to persuade target customers that their service product offers the best solution to meet those customers' needs, relative to the offerings of competing firms. See Figure 6.1 for an advertisement about how Wausau conveys this, building on its in-depth expertise in preventing and managing accidents in the workplace.Communication efforts serve not only to attract new users but also to maintain contact with an organization's existing customers and build relationships with them. Nurturing customer relationships depends on a comprehensive a. n d up-to-date customer database, and the ability to make use of this in a personalized way. Techniques for keeping in touch with customers and building their loyalty include direct mail and contacts by telephone or other forms of telecommunication, includingemail, web sites, and even text messages sent via mobile phone. Doctors, dentists, and household maintenance services often post annual checkup reminders to their customers. Some businesses even send birthday and anniversary cards to155 Figure 6.1Wausau PromotesIts lnnovative―Peoole@work‖Program, targeted at EmployeesCourtesy of Wausau Insurance.valued customers. Banks and utility companies often include a brief newsletter with their account statements or print customized information on each statement in an effort to cross-sell additional services.COMMUNICATING SERVICES PRESENTS BOTH CHALLENGES AND OPPORTUNITIESTraditional marketing communication strategies were shaped largely by the needs and practices associated with marketing manufactured goods. However, several of the differences that distinguish services from goods have a significant effect on the ways we approach the design of marketing communication programs in serviceTable 6.1Advertising Strategiesfor OvercominglntangibilitySource: Banwari Mittal and Julie Baker, "Advertising Srtategies for Hospitality Services." CorneU Hotel and Restaurant Administration Quarterly, 43 (April 2002): 53. Copyright Cornell University. All fights reserved. Used by permission.Businesses.1 In particular, we need to consider the implications of intangibility in service performance, customer involvement in production, the role of customer contact personnel, the difficulty of evaluating many services, and the need to bring demand and supply into balance.Overcoming the Problems of intangibilityBecause services are performances rather than objects, their benefits can be difficult to communicate to customers, especially when the service in question does not involve any tangible actions to customers or their possessions.2 Banwari Mittal suggests that intangibility creates four problems for marketers seeking to promote its attributes or benefits: abstractness, generality, nonsearchability, and mental impalpability.3 Emphasizing that service marketers need to create messages that clearly communicate intangible service attributes and benefits to potential consumers, he and Julie Baker discuss the implications of each of these problems4 and propose specific communications strategies for dealing with them (see Table 6.1).Abstractness. Because abstract concepts such as financial security, expert advice, or safe transportation do not have one-to-one correspondence with physical objects, it can be challenging for marketers to connect their services to those concepts.Generality. Generality refers to items that comprise a class of objects, persons, or events--for instance, airline seats, flight attendants, and cabin service. These general classes do have physical analogs, and most consumers of' the service know what they are, but a key task for marketers seeking to create a distinctive value proposition is to communicate what makes a specific offering meaning- fully different from (and superior to) competing offerings.Nonsearchability. Nonsearchability refers to the fact that intangibles cannot be searched or inspected before they are purchased. Physical service attributes, such as the appearance of a health club and the type of equipment installed, can be checked in advance, but the experience of working with a trainer can only be determined through extended personal involvement. And, as we noted in Chapter 2, credence attributes, such as a surgeon's expertise, must be taken on faith.157 Mental impalpability. Many services are sufficiently complex, multidimensional, or novel that it is difficult for consumers—especially new prospects—to under- stand what the experience of using them will be like and what benefits will result.Commonly used strategies in advertising include the use of tangible cues when-ever possible, especially for low-contact services that involve few tangible elements. It's also helpful to include "vivid information" that catches the audience's attention and produces a strong, clear impression on the senses, especially for services that are complex and highly intangible? Consider the advertising campaign created byAccenture, the international consulting firm, to dramatize the abstract notion of helping clients capitalize on innovative ideas in a fast-moving world. It features the champion golfer, Tiger Woods, in eye-catching situations to highlight the firm's ability to help clients "develop the reflexes of a high-performance business" (Figure 6.2).Figure 6.2Accenture Promotes ltsAbility to turnInnovative ideas intoResultsCourtesy of Accenture158RESEARCH INSIGHTS 6.1Visualization and Comparative Advertising for ServicesExperts often recommend using visual stimuli and documentation in order to overcome service intangibility and better communicate a firm's value proposition. To test the effectiveness of visualization and documentations strategies for hedonic and utilitarian services, academic researchers conducted a laboratory experiment.They showed 160 student subjects one print advertisement each, and then measured their responses. An ad for a spring-break travel service was used as the hedonic service in the study, and one for a bank with specific student offers was used for the utilitarian ser- vice. In the visualization condition, one picture of the hotel and one of young adults in an ocean-side pool were added to the text for the hedonic service. For the bank, photos of the exterior of the bank building and an ATM were shown. The study then compared the text- only condition with the ad that contained the pictures. Documentation was operationalized using an indirect comparative advertising copy stating the high performance of the service provider along the three most important attributes for the respective two services.The findings showed that for both types of ser-vices, ads based on a visualization strategy were perceived as being more informative than text-only ads. Participants who viewed the visualization ads perceived the services to be of higher quality and were more likely to say they intended to use these services. By contrast, documentation worked well for the hedonic service but not the utilitarian one (further research is needed to explain why).The study has two important managerial implications.1. Use pictures to tangibilize the value proposition. Whether you market a hedonic or a utilitarian service, show pictures and photos to communicate the potential benefits of your service. For example, Hilton Hotels Corp. started using photos to market its Chef's Signature Catering Collection, replacing its more traditional method of sending text-only menu information to clients who wanted to plan a dinner at the hotel. One Hilton executive noted, "people eat with their eyes, and when they see something they can relate to, something they can recognize, it developsa level of confidence and comfort level for the customer."2. Comparative data help readers to visualize hedonic services. The study indicated that hedonic services can benefit from adding comparative information into their ads. For example, if Six Flags Great America advertises that its Deja vu roller coaster is 196 ft (60 m) tall com- pared to only 120 ft of other top roller coasters, and that its speed is up to 65 mph (104 kin/h), compared to only 50 to 60 mph for other roller coasters, then one should expect readers to better visualize the Defa vu as one of the tallest and fastest roller coasters in the world. Simply listing the height and speedalone wouldn't be as effective--readers need the benchmarking provided by the comparative information.Source: Adapted from Donna J. Hill, Jeff Blodgett, Robert Baer, and Kirk Wakefield, "An Investigation of Visualization and Documentation Strategies in Service Advertising." Journal of Service Research, 7, no. 2 (2004): 155-166.As another example, an ad for a large law firm showed a picture of empty jurors' chairs to draw attention to its trial lawyers' skills in presenting complex cases to juries, which must then withdraw from the courtroom to deliberate on the verdict. Similarly, MasterCard's TV and print advertisements emphasize the tangible things that can be purchased with its credit card--complete with a listing of the price of each item. In each ad, all of the items purchased with the card lead to a "priceless" experience (a clever and memorable reference to the concept of intangibility). Research Insights 6.1 shows how visualization and comparative advertising affect consumer perceptions of both hedonic services (those that bring pleasure and enjoyment) and utilitarian services (those that are consumed for practical or functional purposes).Using Methaphors to Communicate the Value PropositionSome companies have created metaphors that are tangible in nature to help communicate the benefits of their service offerings. Insurance companies often use this approach to market their very intangible products. Thus Allstate advertises that "You're in Good Hands," and Prudential uses the Rock of Gibraltar as a symbol of corporate strength. Professional service firms sometimes use metaphors to communicate their value propositions more dramatically and to emphasize key points of difference relative to competing alternatives.6 When possible, advertising metaphors159Figure 6.3 AT Kearney Uses Bear Traps as a Metaphor for Problems"What Did Your Consultants Leave Behind," Copyright A. T. Kearney. All rights reserved. Reprinted with permission.should highlight how service benefits are actually provided.7 AT Kearney emphasizes that it includes all management levels in seeking solutions, not just higher-level management. Its clever advertisement, showing bear traps across the office floor, draws attention to the way in which the company differentiates its service through careful work with all levels in its client organizations, thus avoiding the problems left behind by other consultants who work only with top management (Figure 6.3).A challenge facing DHL, the international logistics and delivery firm, was to promote the efficiency of its import express service. Its advertising agency's clever solution was to use the easily grasped metaphor of a heavily knotted string to represent160Figure 6.4 DHLUses a CleverMetaphor toCommunicate ItsValue PropositionCourtesy of DHL Express Singaporehow complex importing can be, and a straight string to show how easy it would be using DHL's service (Figure 6.4).Facilitate Customer Involvement in ProductionWhen customers are actively involved in service production, they need training to help them perform well--just as employees do. Improving productivity often involves making innovations in service delivery. However, the desired benefits won't be achieved if customers resist new, technologically based systems or avoid self-service alternatives.One approach to training customers, recommended by advertising experts, is to show service delivery in action. Television and videos are good media, because of161their ability to engage the viewer as filmed or animated material displays a seamless sequence of events in visual form. Some dentists show their patients videos of surgical procedures before the surgery takes place. Shouldice Hospital in Toronto, featured in Case 16 on pages 592—601, specializes in hernia repair. It offers prospective patients an opportunity to view an ordinal simulation and explains the hospital experience with hernia repair on its web site (see www. ). This educational technique helps patients prepare mentally for the experience and shows them what role they need to play in service delivery to ensure a successful surgery and a satisfying experience.Advertising and publicity can make customers aware of changes in service features and delivery systems. Marketers often use sales promotions to motivate customers, offering them incentives to make the necessary changes in their behavior. Publicizing price discounts is one way to encourage self-service on an ongoing basis. At self-service gas pumps, for instance, the price difference versus full-service is often substantial. Other incentives to change include promotions that offer a chance to win a reward. And, if necessary, well-trained customer contact personnel can pro- vide one-to-one tutoring to help customers adapt to new procedures.Help Customers to Evaluate Service OfferingsEven if customers understand what a service is supposed to do, they may have difficulty distinguishing one firm from another and knowing what level of performance to expect from a particular supplier. Possible solutions include providing tangible clues related to service performance, highlighting the quality of equipment and facilities, and emphasizing employee characteristics such as their qualifications, experience, commitment, and professionalism.Some performance attributes lend themselves better to advertising than others. When an airline wants to boast about its punctuality, reporting favorable statistics collected by a government agency offers credible support for this claim. However, airlines don't like to talk overtly about safety, because even the admission that things might go wrong makes many passengers nervous. Instead, they approach this ongoing customer concern indirectly, advertising the expertise of their pilots, the newness of their aircraft, and the skills and training of their mechanics. To document the superior quality and reliability of its small-package delivery services, a FedEx advertisement showed the awards it received for being rated as highest in customer satisfaction for air, ground, and international delivery from J. D. Power and Associates, widely known and respected for its customer satisfaction research in numerous industries. Its Consumer Center web site includes ratings of service providers in finance and insurance, health care, telecommunications, and travel, plus useful information and advice.8In low-contact services for which much of the firm's expertise is hidden, firms may need to illustrate equipment, procedures, and employee activities that take place backstage. For instance, how do prospective buyers know whether they are getting the best value from insurance services? One approach is to show how the firm is trying to reduce losses due to accidents or to reduce costs. Liberty Mutual has run ads usingattention-getting headlines such as "Wake up, you're dead," which shows a grim-looking auto safety expert who is researching how to prevent highway accidents caused by driver fatigue. The company's "I love dissecting humans" ad includes an amusing photo of one of the company's field investigators, who describes her work in detecting and preventing insurance fraud. The fraud prevention ad shows just how serious the problem is for the insurance industry, in which fraudulent claims amount to an estimated $25 billion a year.Stimulate or Dampen Demand to Match CapacityMany live service performances—a seat at the theater for Friday evening's performance, or a haircut at Supercuts on Tuesday morning—are time-specific and can't be stored for resale at a later date. Advertising and sales promotions can help to change162the timing of customer use and thus help to match demand with the capacity available at a given time.Demand management strategies include reducing usage during peak demand periods and stimulating it during off-peak periods. Low demand outside peak periods poses a serious problem for service industries with high fixed costs, such as hotels. One strategy is to run promotions that offer extra value—such as a room upgrade and a free breakfast—in an attempt to stimulate demand without decreasing price. When demand increases, the number of promotions can be reduced or eliminated.Promote the Contribution of Service PersonnelIn high-contact services, front-line personnel are central to service delivery. Their presence makes the service more tangible and, in many cases, more personalized. An ad that shows employees at work helps prospective customers understand the nature of the service encounter and implies a promise of the personalized attention that they can expect to receive.Advertising, brochures, and web sites can also show customers the work that goes on behind the scenes to ensure good service delivery. Highlighting the expertise and commitment of employees whom customers normally never encounter may enhance trust in the organization's competence and commitment to service quality.Advertisers must be reasonably realistic in their depictions of service personnel, because their messages help set customers' expectations. If a firm's communications show friendly, smiling workers but, in reality, most employees turn out to be glum, frazzled, or rude; customers will most certainly be disappointed. At a minimum, ser- vice personnel should be informed about the content of new advertising campaigns or brochures.SETTING COMMUNICATION OBJECTIVESWhat role should communication play in helping a service firm achieve its marketing goals? A useful checklist for marketing communications planning is provided by the "5 Ws" model:Who is our target audience?What do we need to communicate and achieve?How should we communicate this?Where should we communicate this?When do the communications need to take place?Let's consider the issues of defining the target audience and specifying communication objectives. Then we'll review the wide array of communication tools avail- able to service marketers. Issues relating to the location and scheduling of communication activities tend to be situation-specific, and so we won t address them here.Target AudienceProspects, users, and employees represent three broad target audiences, each of which can be further divided. Because marketers of consumer services do not usually know prospects in advance, they usually need to employ a traditional communications mix, comprising such elements as media advertising, public relations, and use of purchased lists for direct mail or telemarketing. By contrast, more cost- effective channels may be available to reach existing users, including selling efforts by customer contact personnel, point-of-sale promotions, and other information distributed during service encounters. If the firm has a membership relationship with its customers and has database containing contact information, it can distribute highly targeted information through direct mail, email, or telephone. These channels163 Table 6.2Common EducationalAnd PromotionalObjectives in ServiceSettingsmay serve to complement and reinforce broader communications channels or simply replace them.Employees serve as a secondary audience for communication campaigns throughpublic media. A well-designed campaign targeted at users, nonusers, or both can also be motivating for employees, especially those play front-stage roles. In particular, it may help to shape employees' behavior if the advertising content shows them what is being promised to customers. However, there's a risk of generating cynicism among employees and actively decorticating them if the communication in question promotes levels of performance that employees regard as unrealistic or even impossible to achieve. Communications directed specifically at staff are normally part of an internal marketing campaign, using company-specific channels, and so are not accessible to customers. We will discuss internal communications in Chapter 11.Specifying Communication ObjectivesMarketers need to be clear about their goals; otherwise it will be difficult to formulate specific communications objectives and select the most appropriate messages and communication tools to achieve them. Table 6.2 presents a list of common educational and promotional objectives for service businesses. Objectives may include shaping and managing customer behavior in any of the three stages of the purchase and consumption process that we discussed in Chapter 2: the prepurchase stage, the service encounter stage, and the postconsumption stage.Key Planning ConsiderationsPlanning of a marketing communications campaign should reflect a good under- standing of the service product and how well prospective buyers can evaluate its characteristics in advance of purchase. It's essential to understand target market segments and their exposure to different media, as well as consumers' awareness of the product and their attitudes toward it. Decisions include determining the content, structure, and style of the message to be communicated; its manner of presentation; and the media most suited to reaching the intended audience. Additional considerations include the budget available for execution, time frames (as defined by such factors as seasonality, market opportunities, and anticipated competitive activities), and methods of measuring and evaluating performance.THE MARKETING COMMUNICATIONS MinxMost service marketers have access to numerous forms of communication, referred to collectively as the marketing communications mix. Different communication elements have distinctive capabilities relative to the types of messages they can convey164Figure 6.5 The Marketing communications Mix for Servicesand the market segments most likely to be exposed to them. As shown in Figure 6.5, the mix includes personal contact, advertising, publicity and public relations, sales promotion, instructional materials, and corporate design.Experts draw a broad division between personal communications (those in the left-hand column of boxes in Figure 6.5), which involve personalized messages that move in both directions between the two parties—such as personal selling, telemarketing, customer training, customer service, and word of mouth—and impersonal communications (a much larger group of possibilities depicted in all the other columns), in which messages move in only one direction and are generally targeted at a large group of customers and prospects rather than at a single individual.However, technology has created a gray area between personal and impersonal communications. For instance, firms often combine word processing technology with information from a database to create an impression of personalization. Think about the direct mail and email messages that you've received, containing a personal salutation and perhaps some reference to your specific situation or past use of a particular product. Similarly, interactive software, voice recognition technology, and computer-generated voice prompts and responses can simulate a two-way conversation. A few firms are beginning to experiment with Web-based agents-on-screen simulations that move, speak, and even change expression.New Opportunities for Highly Targeted CommunicationsWith the advances of on-demand technologies, consumers are increasingly empowered to decide how and when they, like to be reached. This development is trans- forming marketing communications on TV, radio, and the Internet (see Service Perspectives 6.1).Communications Originate from Different SourcesAs shown in Figure 6.6, not 'all communications messages received by the target audience originate from the service provider. Specifically, word-of-mouth and mediastories or editorials originate from outside the organization and are not under its direct。

6 C A S E Susan Munro, Service CustomerChristopher Lovelock In the course of a single day, a busy young woman makes use of a wide array of services.Susan Munro, a final-year business student, had breakfast and then clicked onto the Internet to check the local weather forecast. It predicted rain, so she grabbed an umbrella before leaving the apartment and walking to the bus stop for her daily ride to the university. On the way, she dropped a letter in a mailbox. The bus arrived on schedule. It was the usual driver, who recognized her and gave a cheerful greeting as she showed her monthly pass. The bus was quite full, carrying a mix of students and office workers, so she had to stand.Arriving at her destination, Susan left the bus and walked to the College of Business. Joining a crowd of other students, she took a seat in the large classroom where her finance class was held. The professor lectured in a near monotone for 75 minutes, occasionally projecting charts on a large screen to illustrate certain calculations. Susan reflected that it would be just as effective, and far more convenient, if the course were transmitted over the Web, or recorded on CDs or videotapes that students could watch at their leisure. She much preferred the marketing course that followed because this professor was a very dynamic individual who believed in having an active dialogue with the students. Susan made several contributions to the discussion and felt that she learned a lot from listening to the analyses and opinions of her fellow students.She and three friends ate lunch at the recently renovated Student Union. The old cafeteria, a gloomy place that served unappetizing food at high prices, had been replaced by a well-lit and colorfully-decorated new food court, featuring a variety of small kiosks. These included both local suppliers and brand-name fast-food chains, which offered choices of sandwiches, as well as health foods and a variety of desserts. Although she had wanted a sandwich, the line of waiting customers at the sandwich shop was rather long, so Susan joined her friends at Burger King and then splurged on a café latte from the adjacent Hav-a-Java coffee stand. The food court was unusually crowded today, perhaps because of the rain now pouring down outside. When they finally found a table, they had to clear off the dirty trays. “Lazy slobs!” commented her friend Mark, referring to the previous customers.After lunch, Susan stopped at the automated teller machine, inserted her card, and withdrew some money. Remembering that she had a job interview at the end of the week, she phoned her hairdresser and counted herself lucky to be able to make an appointment for later in the day because of a cancellation by another client. Leaving the Student Union, she ran across the rain-soaked plaza to the Language Department. In preparation for her next class, Japanese for Business, she spent an hour in the language laboratory, watching an engaging video of customers making purchases at different types of stores, then repeating key phrases and listening to her own recorded voice. “My accent’s definitely getting better!” she said to herself.With Japanese phrases filling her head, Susan set off to visit the hairdresser. She liked the hair salon, which had a bright, trendy décor, and well-groomed, friendly staff. Unfortunately, the cutter was running late and Susan had to wait 20 minutes. She used this time to review a chapter for the next day’s human resources course. Some of the other waiting customers were reading magazines provided by the store. Eventually, it was time for a shampoo, after which the cutter proposed a slightly different cut. Susan agreed, although she drew the line at the suggestion to lighten her hair color. She sat very still, watching the process in the mirror and turning her head when requested. She was pleased with the result and complimented the cutter on her work. The process, including the shampoo, had lasted about 40 minutes. She tipped the cutter and paid at the reception desk.© 2005 Christopher LovelockCase Studies12 Case 19 ▪ Susan Munro, Service Customer The rain had stopped and the sun was shining as Susan left the store, so she walked home, stopping to pick up clothes from the cleaners.This store was rather gloomy, smelled of cleaning solvents, and badly needed repainting. She was annoyed to find that although her silk blouse was ready as promised, the suit she would need for her interview was not. The assistant, who had dirty fingernails, mumbled an apology in an insincere tone without making eye contact. Although the store was convenient and the quality of work quite good, Susan considered the employees unfriendly and not very helpful.Back at her apartment building, she opened the mailbox in the lobby and collected the mail for herself and her roommates. Her own mail, which was rather dull, included a quarterly bill from her insurance company, 1. Identify each of the services that Susan Munro has used or is planning to use.2. What needs is she attempting to satisfy in each instance?3. In each case, are there any alternative goods or services (including self-service) that could solve her need?4. What similarities and differences are there between the dry-cleaning store and the hair salon? What could each learn from studying the other?which required no action since she had signed an agreement to deduct the funds automatically from her bank account. There was also a postcard from her optometrist, reminding her that it was time to schedule a new eye examination. Susan made a mental note to call for an appointment, anticipating that she might need a revised prescription for her contact lenses. She was about to discard the junk mail when she noticed a flyer promoting a new dry-cleaning store and including a coupon for a discount. She decided to try the new firm and pocketed the coupon.Since it was her turn to cook dinner, she wandered into the kitchen and started looking in the refrigerator and then the cupboards to see what was available. Susan sighed — there wasn’t much in there. Maybe she would make a salad and call for home delivery of a large pizza.。

（二）标题：Services Marketing原文：COURSE OBJECTIVESThe objective of this course is to supplement basic marketing and marketing strategy courses by focusing on problems and strategies specific to marketing of services. Problems commonly encountered in marketing services -- such as inability to inventory, difficulty in synchronizing demand and supply, difficulty in controlling quality -- will be addressed. Strategies used by successful services marketers to overcome these difficulties will be discussed.The emphasis will be on service universals rather than on any particular industry (such as bank marketing). However, concepts will be illustrated using cases, examples, and exercises in service industries such as financial planning, airlines, the hospitality industry, and communication as well as manufacturing and high tech industries (both of which depend heavily on services to provide value).The course is designed not just for students with careers in services industries but also careers in goods industries with high service components (e.g., industrial products, high tech products, durable products).COURSE PHILOSOPHYMarketing is a set of skills, concepts, knowledge, analytical techniques and approaches that -- when applied appropriately -- can greatly improve the effectiveness with which business is conducted. This course is designed to allow you to further develop these skills, techniques, and approaches and to seek appropriate solutions based on reasoning and analysis.It is critical to understand that a t this stage of knowledge, marketing is not a science!If it were, there would be no service failures, dissatisfied customers, or ineffective advertising.COURSE MATERIALSMarketing: Integrating Customer Focus across the Firm, fourth edition,Downloads from Course Web SiteIn the time we have in the mod, we will not be able to cover everything on the topic of services marketing. The textbook provides you with frameworks that areessential to understanding the subject. I've assigned chapters and some readings for each topic that will help you prepare for the cases and learn the material. There is limited duplication between material in class and the material in the book, so you need to read the book as well as come to class to learn the subjects. When readings are assigned, these must be integrated into your discussion of the cases and into the written assignments.ASSIGNMENTSThere are four assignments in this class. One is a group assignment and is in the form of a presentation. The other three are individual assignments.Paper on Customer Satisfaction Measurement due October 29Your future manager wants you to prepare a concise (3-page, 1 ½ space) and critical evaluation of the three prominent external measures of customer satisfaction in order to help the company close Gap 1. Carefully read the three web sites that are listed in the readings for today. Critically evaluate the measures used in each index. What can they do for your organization? What are their strengths and weaknesses? Are the measures helpful to a service company in closing Gap 1? Why or why not? If not, what else would be necessary to close Gap 1?Presentation on Service Blueprinting due November 14On November 12, we discussed service innovations associated with manufactured products and software. For this assignment, prepare a service blueprint for a service innovation associated with a manufactured product or software. Apply the concepts covered in chapter 9 and in the reading for today. The deliverable will be a 7-minute presentation (no paper) which includes the service blueprint and answers to the following questions:1. What difficulties associated with adding service innovations to products or software does the blueprint reveal?2. How does the blueprint help resolve these difficulties?3. To what extend is standardization possible and advisable throughout the process?4. Where are potential fail points located, and how they could be designed out orfixed?5. What are potential measures of process performance (soft standards and hard standards)?Paper on Successful Transitions from Product to Service Businesses due December 5In the next five years, virtually all organizations will attempt to use services for growth and profit. To date, many of the companies attempting to do this have struggled to achieve the goals they set for themselves. By this time in the mod, you have examined innovation through service, discussed how products and services differ, and learned effective service strategies. Using all the material we have studied, prepare a concise 7-page (1 ½ page) paper identifying the ten most important guidelines—and support for each of them--for transitioning from goods to services. Position this paper as if you were presenting it to the key executive in your organization. I expect the paper to be a high-level synthesis of what we have covered to this point in the course.Final Exam due December 15Details on the final exam will be provided closer to the end of the mod. It will be a take-home exam, and will be due at 5 p.m. on Friday, December 15.Class participation is graded individually.CLASS PARTICIPATIONPlease be fully prepared to discuss reading assignments and cases. Earning a P or H in the class requires constructive participation in class discussions and exercises. Thorough preparation for cases, class discussions and exercises is essential for constructive participation. Please note that choosing a few good comments to interject into the discussion -- particularly comments about case "facts" -- is not considered constructive preparation.In this class, cases are viewed as vehicles for learning diagnostic skills and for applying concepts and frameworks introduced in readings and lectures. The course is designed around a conceptual framework called the Gaps Model and provides a progressive learning experience. Each case in this course was chosen to reveal orillustrate key concepts and issues important to this framework.The learning from a case comes in two ways. The first involves pre-class preparation: the ability to diagnose case problems and issues, to select and apply appropriate forms of analysis (e.g., quantitative, logic, experience, conceptual) and to make decisions about case solutions.There is rarely a single right answer for a case, just as there is rarely a single right marketing decision in actual practice. Instead, there are a number of viable alternatives that can be supported through qualitative and quantitative analysis. It is your job in the class, as you know it is in your careers, to incorporate your existing knowledge with new information (in this situation, course materials) to make sound marketing decisions.Analysis involves more than noting that certain facts pertain to one of the central points around which the case is being analyzed. The facts must be noted, but then reasoning must be applied to determine how and in what way these facts affect the point in the case.Information regarding the strategies actually selected by the firms in the cases should be incorporated with caution. Firms make many strategic mistakes and actual executed strategies are often inferior to alternative strategies. If we have time at the end of a case class, and if the information is available, we can talk about what choices were made and what ensued.The direction and quality of the case discussions are the collective responsibility of the class, not the professor. In class, it is my job as professor to facilitate discussion— obtaining your views and helping you to integrate them at the end of the case.SESSION 1: INTRODUCTIONSession Objectives:• To introduce you to the topic of services marketing• To overview the course and course website• To describe the assignments, cases and topics in the courseSESSION 2: GAPS MODEL OF SERVICE QUALITYSession Objectives:• To demonstrate the need for an organizing framework for improving service delivery• To introduce the gaps model of se rvice quality, an encompassing framework for understanding and improving service quality• To understand both the customer gap and four service provider gaps that must be closed to provide service excellence• To identify service organizations that excel as models for organizations that need to improve their services marketingPreparation:1. What is Jyske Bank's new positioning or competitive differentiation strategy?2. What changes did the bank make to get to its new position? What effect did these changes have?3. Analyze Jyske Bank's success using the Service Quality Gaps Model found in Chapter 2. What are Jyske Bank's strategies for closing the 5 gaps in the model?4. In your opinion can Jyske Bank sustain its growth and success? Would you invest in Jyske Bank?SESSION 3: THE CUSTOMER GAPSession Objectives:• To understand customer expectations and perceptions of service quality and their roles in customer satisfaction• To develop critical knowledge of the five key dimensions of service quality• To identify ways that companies u nderstand their customers' perceptions and expectationsThree of the prominent external measures of service quality and customer satisfaction are the American Customer Satisfaction Index (), J.D. Power and associates (), and the Net Promoter Index (). It is important that you become aware of these sources asthey will be likely be used by your future companies either as secondary or primary sources of information. For that reason, preparation for this class involves your visiting each of these sites and becoming familiar with them. You will also prepare a 3-page (1 ½ space) paper critically comparing and contrasting the functionality and value of the information available there.ASSIGNMENT ON CUSTOMER SATISFACTION DUE:Your future manager wants you to prepare a concise (3-page, 1 ½ space) and critical evaluation of the three prominent external measures of customer satisfaction in order to help the company close Gap 1. Carefully read the three web sites that are listed in the readings for today. Critically evaluate the measures used in each index. What can they do for your organization? What are their strengths and weaknesses? Are the measures helpful to a service company in closing Gap 1? Why or why not? If not, what else would be necessary to close Gap 1?SESSION 4: SERVICE RECOVERYSession Objectives:• To analyze a company's attitudes and practices that contributed to a service disaster• To appreciate ways to avoid exacerbating service disas ters• To identify actions the company could have taken to fail safe--prevent or mitigate--the crisis• To discuss strategies for effective service recoveryQuestions:1. How bad was this situation?2. What actions could Jet Blue have taken to avoid the problem?3. Using the framework from the book (outcome, procedural and interaction fairness, pages 223-225), evaluate how well JetBlue did during the service failure.4. Using the same framework from the book (outcome, procedural and interaction fairness, pages 223-225), what should NWA have done after the situation to recover from the service failure?5. Who is responsible and why? Was the cause of this situation an "act ofGod" (the weather) or some organization? If an organization was responsible, which one was it?6. What does the whole episode mean for JetBlue in the short and long term? What are the financial and brand implications?SESSION 5: BUILDING CUSTOMER RELATIONSHIPSSession Objectives:• To recognize the g oals and benefits of relationship marketing for firms and customers• To identify challenges in relationship development• To examine the controversial ideas that "the customer is not always right" and that "all customers are not created equal"Preparation Questions:1. What does Supernova offer to Merrill Lynch? Does it need Supernova to be successful or grow in the future?2. What, specifically, is Supernova and how is it different from traditional financial advising models?3. What is the value proposition for customers?4. What changes did FAs need to make to implement the Supernova process?5. What changes did Merrill Lynch have to make to implement the Supernova process?6. What were the risks and potential benefits for both?7. Contrast a Financial Advisor's day using the Supernova process with a typical day under the old process.SESSION 6: SERVICE INNOVATIONSession Objectives:• To illustrate the factors that affect new service development success• To e valuate new service offerings from their marketing benefits and operational implications• To demonstrate how a company can differentiate through value-added services achieved through operational savings• To explore how to introduce technology i nto consumer-facing services Preparation:Innovation at Progressive (A) (Case)Innovation at Progressive (B) (Case)Preparation Questions:1. In Case (A), how does Progressive compare to other auto insurers in performance? What explains the difference?2. Assess the viability of the Autograph system. What level of consumer acceptance will it take to make Autograph profitable?3. What are the barriers to consumer acceptance? Should Autograph be expanded nationwide?4. In Case (B), what competencies are necessary to deliver homeowners insurance?5. What competencies has Progressive developed in the auto business?6. Is Progressive well positioned to compete in the homeowners market?SESSION 7: SERVICE INNOVATIONSession Objectives:• To recognize the immense opportunity for services in manufacturing and software• To demonstrate how a company can differentiate through value-added services• To familiarize you with tools and frameworks to assess the appropriate services to bring growth and profitability to manufacturing and software firms Preparation:"Four Strategies for the Age of Smart Services" in Coursepak"The Right Service Strategies for Product Companies" (download from documents page)"Delivering Software as a Service" (download from documents page)出处：Yasmine Redman Administrative Assistant: Professor ValarieZeithaml Services Marketing MBA 751-001 (919) PP 1-13标题：服务营销译文：课程目标本课程的目标为补充基本的营销和市场策略课程专注于具体问题及策略对市场营销服务。

服务营销国内外相关研究国外对于服务营销的研究相较于国内时间要早，理论发展也更为成熟。

早期,由于我国经济发展较为落后，人民生活水平较低，人们对服务的要求不高，国内学者对服务营销的相关也较少，但随着我国人民物质和精神需求的不断提高，国内对服务营销的理论研究也越来越多，随着服务营销在企业实际应用中的不断实践，国内专家学者对服务营销的研究不断深入并且提出了越来越多关于服务营销的创新性理论，国内专家学者对于服务营销的不同方面和角度都提出了自己的独特见解和研究。

在服务营销的重要性方面，ChristianGronroos(2002)提出对服务营销的定义服务营销是在充分了解顾客需求的前提下，以顾客导向为理念，通过相互交换和承诺以及与顾客建立互动关系来满足顾客对服务流程消费的需求”。

Michael Merz(2009)通过实验对服务营销和品牌之间的联系进行研究后指出，服务营销对品牌的提升起着关键性的作用，一个企业只有认识到服务营销的重要性才能建立起强大的品牌。

Robert Lusch (2010)指出与传统营销相比，服务营销在价值链构建、资源配置等方面更有优势，同时在价值链的扩展和最终价值创造服务营销的效果也更好。

Christopher Lovelock (2011)指出酒店想要增加顾客满意度和顾客忠诚度，实现企业的价值增长，必须要建立好的服务营销。

顾客满意度国内外相关研究在顾客满意度方面，David Ballantyne(2008)经研究后提出酒店想要得到长远的发展，必须在经营过程中注重提高顾客的满意度和忠诚度，服务应该在营销活动中占首要位置。

Richard B.Chase (2009)认为在顾客满意度是服务过程中的重中之重，服务中最重要的是顾客对服务的感受和评价，顾客的感受时服务的真正意义。

龚梦颖 (2017)将研究对象集中于顾客需求和服务营销之间关系方面，认为酒店的最终目的是想通过服务营销获得顾客对酒店的认可和信任，以达到忠诚。

第二节
二、服务的定价策略
服务营销策略
服务品的独特性，决定了服务品的价格策略必然具有不同于一般有形 产品的特点，这主要表现在以下几方面：
（1）服务定价必须有较大的灵活性。
（2）服务的异质性可以为企业选择目标市场和制定价格策略提供 决策依据。 ： （3）服务的不可分离性使得服务受地理和时间因素的限制较大， 顾客只能在一定的时间和区域内才能得到服务。 （4）服务的不可储存性以及由此而引起的较大需求波动，往往会 引发不同的服务价格层次。
第三节
服务营销管理
一、服务营销的战略管理
（二）服务市场的细分、选择与进入
2．服务细分市场的选择 对细分市场的评估可考虑以下四个因素： （1）细分市场的规模和发展潜力： （2）细分市场的盈利能力： （3）细分市场的结构吸引力： （4）企业的目标和资源：
第三节
服务营销管理
一、服务营销的战略管理
（二）服务市场的细分、选择与进入
我们统一明确一个概念：商品（commodity或 merchandise），商品是包括产品（Goods）与服务 （Service），产品又可分为消费品（Consumable Goods） 和工业品(Industrial Goods)。
消费品 产品 商品 服务 工业品
第一节
一、关于服务
服务营销概述
（一）服务与产品的关系 按照服务在有形产品中大致所占的比重，把市场上的产 品分成以下五种： （1）纯粹有形产品。产品中不伴随任何服务。 （2）伴随少量服务的有形产品。是指为提高顾客的吸引 力，提供一种或多种服务的有形商品。 （3）服务与有形产品的混合。 （4）伴随少量有形产品的服务。 （5）纯粹服务。仅仅提供服务，不附加任何有形产品。
第一节