Kotler13 Media
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Transcript of Kotler13 Media
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13-5
Servi ce Se ctors
GovernmentPrivate
nonprofit
Man ufacturingBu siness Retai l
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Genera l Motors¶ OnStar Servi ce
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Categories of Servi ce Mix
P ure tangi ble good
Good w/ a cc ompanying servi ces
Hybrid
Servi ce w/ a cc ompanying goods
P ure servi ce
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Servi ce Distin ctions
Equ ipment- based or peop le- based Service pro cesses Client¶s presen ce re qu ired or not Persona l needs or bu siness needsObj e ctives and ownership
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Fig ure 13.1 Contin uu m of Eva luation for Different Types of Prod uc ts
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Distin ctive Chara cteristi cs of Servi ces
Intangi bility
Insepara bility
Varia bility
Perisha bility
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Physi ca l Eviden ce and Presentation
P la ce
Peop le
Equ ipment
Comm unication materia l
Sym bols
Pri ce
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Mayo Clinic¶s Tangi ble Cues
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Blue Man Group inclu des 33 different performers
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How to Increase Qu a lity Contro l
Invest in good hiring and training pro ced ures
Monitor cu stomer satisfa ction
Standardize the servi ce-performan ce pro cess
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Mat ching Demand and S upp ly
Demand sideDifferentia l pricingNonpea k demand
Complementary servi cesReservation systems
Supply side Part-time emp loyees Pea k-time efficien cy
Increased cons umer parti cipation
Shared servi ces
Facilities for f uture expansion
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Fig ure 13.2 A Servi ce-Performan ce Pro cess Map
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Cons umer-Friend ly Servi ces
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Fig ure 13.3 Ho listic M ar keting for Servi ces
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Ta ble 13.1 Fa ctors Leading to Customer Swit ching Behavior
PricingInconvenien ce
Core Servi ce Fai lure Service Encounter Fai luresResponse to Servi ce Fai lure
CompetitionEthica l Pro blemsInvo luntary Swit ching
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Fig ure 13.4 Servi ce- Qu a lity Mode l
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Gaps that Ca use Uns ucc essf ulServi ce De livery
Gap between cons umer expe ctation and management per ceptionGap between management per ception and
servi ce- qu a lity spe cificationsGap between servi ce- qu a lity spe cifications and servi ce de liveryGap between servi ce de livery and externa lcomm unicationsGap between per ceived servi ce and expe cted servi ce
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Determinants of Servi ce Qu a lity
Re liability
Responsiveness
Ass uran ce
Empathy
Tangi bles
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Best Pra ctices
Strategi c Con ceptTop- Management Commitment
High Standards Self-Servi ce Te chno logiesMonitoring Systems
Satisfying Customer Comp laints
Satisfying Emp loyees
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Fig ure 13.5 Tra ck ing Customer Servi ce Performan ce
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Ta ble 13.3 Customer Importan ce and Performan ce Ratings for an Auto Dea lership
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Fig ure 13.6 Importan ce-Performan ce Ana lysis
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Deve loping Brand Strategies for Servi ces
Choosing Brand Elements
Esta blishing ImageDimensions
Devising Branding
Strategy
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Customer Worries
Fai lure fre qu en cy
Downtime
Ou t-of-po cket costs
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Mar keting De bate
Is Servi ce Mar keting Different From Prod uc t Mar keting?
Ta ke a position:1. Prod uc t and servi ce mar keting are
f undamenta lly different.2. Prod uc t and servi ce mar keting are high lyre lated.
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Mar keting Discu ssion
Co lleges and universities can be
classified as servi ce organizations.How can you app ly the mar ketingprin ciples deve loped in this chapter
to your s choo l? Do you have anyadvi ce as to how it could be come
a better servi ce mar keter?