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



13-12

Mayo Clinic¶s Tangi ble Cues



13-13

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?

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