Chapter 1: Chapter 1 Introduction to Services Marketing


How Important is the Service Sector in Our Economy?: How Important is the Service Sector in Our Economy? In most countries, services add more economic value than agriculture, raw materials and manufacturing combined In developed economies, employment is dominated by service jobs and most new job growth comes from services Jobs range from high-paid professionals and technicians to minimum-wage positions Service organizations can be any size—from huge global corporations to local small businesses Most activities by government agencies and nonprofit organizations involve services


Services dominate the United States Economy:GDP by Industry, 2001 (Fig. 1.1): Services dominate the United States Economy: GDP by Industry, 2001 (Fig. 1.1) Source: Bureau of Economic Analysis, November 2002 Finance, Insurance, Real Estate 20% Wholesale and Retail Trade 16% Transport, Utilities, Communications 8% Health 6% Business Services 5% Other Services 11% Government (mostly services) 13% Manufacturing 14% Agriculture, Forestry, Mining, Construction 8% SERVICES


Changing Structure of Employment as Economic Development Evolves (Fig. 1.2): Changing Structure of Employment as Economic Development Evolves (Fig. 1.2) Time, per Capita Income Share of Employment Industry Services Agriculture Source: IMF, 1997


Some Service Industries Profiled by NAICS but Not Identified by SIC Codes: Some Service Industries Profiled by NAICS but Not Identified by SIC Codes Casino Hotels Continuing Care Retirement Communities Diagnostic Imaging Centers Diet and Weight Reducing Centers Environmental Consulting Gold Courses and Country Clubs Hazardous Waste Collection HMO Medical Centers Industrial Design Services Investment Banking and Securities Dealing Management Consulting Services Satellite Telecommunications Telemarketing Bureaus Temporary Help Services


Internal Services: Internal Services Service elements within an organization that facilitate creation of--or add value to--its final output Includes: accounting and payroll administration recruitment and training legal services transportation catering and food services cleaning and landscaping Increasingly, these services are being outsourced


Major Trends in Service Sector (Fig. 1.3): Major Trends in Service Sector (Fig. 1.3) Government Policies (e.g., regulations, trade agreements) Social Changes (e.g., affluence, lack of time, desire for experiences) Business Trends Manufacturers offer service Growth of chains and franchising Pressures to improve productivity and quality More strategic alliances Marketing emphasis by nonprofits Innovative hiring practices Advances in IT (e.g., speed, digitization, wireless, Internet) Internationalization (travel, transnational companies)


Some Impacts of Technological Change: Some Impacts of Technological Change Radically alter ways in which service firms do business: with customers (new services, more convenience) behind the scenes (reengineering, new value chains) Create relational databases about customer needs and behavior, mine databanks for insights Leverage employee capabilities and enhance mobility Centralize customer service—faster and more responsive Develop national/global delivery systems Create new, Internet-based business models


Slide9: Marketing Relevant Differences Between Goods and Services


Defining the Essence of a Service: Defining the Essence of a Service An act or performance offered by one party to another An economic activity that does not result in ownership A process that creates benefits by facilitating a desired change in: customers themselves physical possessions intangible assets


Distinguishing Characteristics of Services (Table 1.1): Distinguishing Characteristics of Services (Table 1.1) Customers do not obtain ownership of services Service products are ephemeral and cannot be inventoried Intangible elements dominate value creation Greater involvement of customers in production process Other people may form part of product experience Greater variability in operational inputs and outputs Many services are difficult for customers to evaluate Time factor is more important--speed may be key Delivery systems include electronic and physical channels


Marketing Implications - 1: Marketing Implications - 1 No ownership Customers obtain temporary rentals, hiring of personnel, or access to facilities and systems Pricing often based on time Customer choice criteria may differ for renting vs. purchase--may include convenience, quality of personnel Can’t own people (no slavery!) but can hire expertise and labor Services cannot be inventoried after production Service performances are ephemeral—transitory, perishable Exception: some information-based output can be recorded in electronic/printed form and re-used many times Balancing demand and supply may be vital marketing strategy Key to profits: target right segments at right times at right price Need to determine whether benefits are perishable or durable


Marketing Implications - 2: Marketing Implications - 2 Customers may be involved in production process Customer involvement includes self-service and cooperation with service personnel Think of customers in these settings as “partial employees” Customer behavior and competence can help or hinder productivity, so marketers need to educate/train customers Changing the delivery process may affect role played by customers Design service facilities, equipment, and systems with customers in mind: user-friendly, convenient locations/schedules Intangible elements dominate value creation Understand value added by labor and expertise of personnel Effective HR management is critical to achieve service quality Make highly intangible services more “concrete” by creating and communicating physical images or metaphors and tangible clues


Value Added by Tangible vs Intangible Elements in Goods and Services (Fig. 1.4): Value Added by Tangible vs Intangible Elements in Goods and Services (Fig. 1.4) Fast food restaurant Plumbing repair Office cleaning Health club Airline flight Retail banking Insurance Weather forecast Salt Soft drinks CD Player Golf clubs New car Tailored clothing Furniture rental Lo Hi Hi Tangible Elements Intangible Elements


Marketing Implications - 3: Marketing Implications - 3 Other people are often part of the service product Achieve competitive edge through perceived quality of employees Ensure job specs and standards for frontline service personnel reflect both marketing and operational criteria Recognize that appearance and behavior of other customers can influence service experience positively or negatively Avoid inappropriate mix of customer segments at same time Manage customer behavior (the customer is not always right!) Greater variability in operational inputs and outputs Must work hard to control quality and achieve consistency Seek to improve productivity through standardization, and by training both employees and customers Need to have effective service recovery policies in place because it is more difficult to shield customers from service failures


Marketing Implications - 4: Marketing Implications - 4 Often difficult for customers to evaluate services Educate customers to help them make good choices, avoid risk Tell customers what to expect, what to look for Create trusted brand with reputation for considerate, ethical behavior Encourage positive word-of-mouth from satisfied customers Time factor assumes great importance Offer convenience of extended service hours up to 24/7 Understand customers’ time constraints and priorities Minimize waiting time Look for ways to compete on speed Distribution channels take different forms Tangible activities must be delivered through physical channels Use electronic channels to deliver intangible, information-based elements instantly and expand geographic reach


Slide17: Important Differences Exist among Services


Four Categories of Services Employing Different Underlying Processes (Fig. 1.5): Four Categories of Services Employing Different Underlying Processes (Fig. 1.5) People Processing Possession Processing Mental Stimulus Processing Information Processing (directed at intangible assets) e.g., airlines, hospitals, haircutting, restaurants hotels, fitness centers e.g., freight, repair, cleaning, landscaping, retailing, recycling e.g., broadcasting, consulting, education, psychotherapy e.g., accounting, banking, insurance, legal, research TANGIBLE ACTS INTANGIBLE ACTS DIRECTED AT PEOPLE DIRECTED AT POSSESSIONS What is the Nature of the Service Act? Who or What is the Direct Recipient of the Service?


Implications of Service Processes (1) Seeking Efficiency May Lower Satisfaction: Implications of Service Processes (1) Seeking Efficiency May Lower Satisfaction Processes determine how services are created/delivered— process change may affect customer satisfaction Imposing new processes on customers, especially replacing people by machines, may cause dissatisfaction New processes that improve efficiency by cutting costs may hurt service quality Best new processes deliver benefits desired by customers Faster Simpler More conveniently Customers may need to be educated about new procedures and how to use them


Implications of Service Processes: (2) Designing the Service Factory: Implications of Service Processes: (2) Designing the Service Factory People-processing services require customers to visit the “service factory,” so: Think of facility as a “stage” for service performance Design process around customer Choose convenient location Create pleasing appearance, avoid unwanted noises, smells Consider customer needs--info, parking, food, toilets, etc.


Implications of Service Processes: (3) Evaluating Alternative Delivery Channels: Implications of Service Processes: (3) Evaluating Alternative Delivery Channels For possession-processing, mental-stimulus processing, or information processing services, alternatives include: 1. Customers come to the service factory 2. Customers come to a retail office 3. Service employees visit customer’s home or workplace 4. Business is conducted at arm’s length through - physical channels (e.g., mail, courier service) - electronic channels (e.g., phone, fax, email, Web site)


Implications of Service Processes: (4) Balancing Demand and Capacity: Implications of Service Processes: (4) Balancing Demand and Capacity When capacity to serve is limited and demand varies widely, problems arise because service output can’t be stored: 1. If demand is high and exceeds supply, business may be lost 2. If demand is low, productive capacity is wasted Potential solutions: Manage demand Manage capacity


Implications of Service Processes: (5) Applying Information Technology: Implications of Service Processes: (5) Applying Information Technology All services can benefit from IT, but mental-stimulus processing and information-processing services have the most to gain: Remote delivery of information-based services “anywhere, anytime” New service features through websites, email, and internet (e.g., information, reservations) More opportunities for self-service New types of services


Implications of Service Processes:(6) Including People as Part of the Product: Implications of Service Processes: (6) Including People as Part of the Product Involvement in service delivery often entails contact with other people Managers should be concerned about employees’ appearance, social skills, technical skills Other customers may enhance or detract from service experience--need to manage customer behavior


Slide25: The Services Marketing Mix


Elements of The Services Marketing Mix: “7Ps” vs. the Traditional “4Ps”: Elements of The Services Marketing Mix: “7Ps” vs. the Traditional “4Ps” Rethinking the original 4Ps Product elements Place and time Promotion and education Price and other user outlays Adding Three New Elements Physical environment Process People


The 7Ps: (1) Product Elements: The 7Ps: (1) Product Elements All Aspects of Service Performance that Create Value Core product features—both tangible and intangible elements Bundle of supplementary service elements Performance levels relative to competition Benefits delivered to customers (customers don’t buy a hotel room, they buy a good night’s sleep) Guarantees


The 7Ps:(2) Place and Time: The 7Ps: (2) Place and Time Delivery Decisions: Where, When, and How Geographic locations served Service schedules Physical channels Electronic channels Customer control and convenience Channel partners/intermediaries


The 7Ps:(3) Promotion and Education: The 7Ps: (3) Promotion and Education Informing, Educating, Persuading, and Reminding Customers Marketing communication tools media elements (print, broadcast, outdoor, retail, Internet, etc.) personal selling, customer service sales promotion publicity/PR Imagery and recognition branding corporate design Content information, advice persuasive messages customer education/training


The 7Ps:(4) Price and Other User Outlays: The 7Ps: (4) Price and Other User Outlays Marketers Must Recognize that Customer Outlays Involve More than the Price Paid to Seller Traditional Pricing Tasks Selling price, discounts, premiums Margins for intermediaries (if any) Credit terms Identify and Minimize Other Costs Incurred by Users Additional monetary costs associated with service usage (e.g., travel to service location, parking, phone, babysitting,etc.) Time expenditures, especially waiting Unwanted mental and physical effort Negative sensory experiences


The 7Ps:(5) Physical Environment: The 7Ps: (5) Physical Environment Designing the Servicescape and providing tangible evidence of service performances Create and maintaining physical appearances buildings/landscaping interior design/furnishings vehicles/equipment staff grooming/clothing sounds and smells other tangibles Select tangible metaphors for use in marketing communications


7Ps:(6) Process: 7Ps: (6) Process Method and Sequence in Service Creation and Delivery Design of activity flows Number and sequence of actions for customers Providers of value chain components Nature of customer involvement Role of contact personnel Role of technology, degree of automation


The 7Ps:(7) People: The 7Ps: (7) People Managing the Human Side of the Enterprise The right customer-contact employees performing tasks well job design recruiting/selection training motivation evaluation/rewards empowerment/teamwork The right customers for the firm’s mission fit well with product/processes/corporate goals appreciate benefits and value offered possess (or can be educated to have) needed skills (co-production) firm is able to manage customer behavior


Managing the 7Ps Requires Collaboration between Marketing, Operations, and HR Functions (Fig. 1.7): Managing the 7Ps Requires Collaboration between Marketing, Operations, and HR Functions (Fig. 1.7)