All questions Flashcards

1
Q

How can loyalty be measured within a service context ?

A

1) repurchase intention
2) positive WOM
3) lower price sensitivity

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2
Q

Describe the Service Dominant Logic perspective for services. Link this to the value-in-use creation model and explain!

A

Service dominant logic = A way of looking at services = Every company provides a service in some way (e.g. microwave producer). Value is not simply created and delivered to the customer, the value is co-created in a process that requires the active participation of the producer, and the consumer.
Value in use = value is not created at the time of the exchange between the producer and the consumer but when the customer integrates, applies and uses the resources of a particular producer.
–> In service dominant logic we learn that customer needs to participate and in value in use we learn that in order to get value that the customer needs to do this as well.

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3
Q

Discuss the framework of the service profit chain and its integrating elements ? What is the main philosophy underlying this framework ?

A

Service profit chain = Profit and growth are stimulated primarily by customer loyalty. Loyalty is a direct result of customer satisfaction. Satisfaction is largely influenced by the value of services provided to customers. Value is created by satisfied, loyal, and productive employees. Employee satisfaction, in turn, results primarily from high-quality support services and policies that enable employees to deliver results to customers.
–> We have to look at the employee as an internal customer as well and satisfy them as well. This means that internal marketing is also very important.

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4
Q

Discuss the service quality model according to Grönroos !

A

The Grönroos model is a framework that tries to explain how perceived service quality comes about. The perceived service quality depends on the expected service and the experienced service.
It is influenced by:
- Technical qualities of the service = what is delivered? This is the minimal required basis of what needs to be delivered.
- Functional qualities of the service = how is it delivered? Based on this quality, the firm will be able to differentiate them.
- Image of the firm (which is influenced by technical qualities, functional qualities, and the marketing mix elements of the firm).

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5
Q

Discuss the so-called service triangle in services marketing : what different types of marketing exist ? Who are the actors ? Explain!

A

Service triangle = depicts the three actors that are relevant in the service delivery process and the different types of marketing that occurs between these actors.
Actors:
- Customer
- Company
- Employee
Different types of marketing:
- External marketing = company – customer
- Internal marketing = company – employee
- Interactive marketing = employee – customer

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6
Q

Elaborate on the traditional marketing mix for services ! What marketing instrument deserve attention and what are the extra marketing mix elements that are added in the case of services ?

A

The traditional marketing mix for services consists of 4 elements:
- Product – Service = Innovation and quality management are very important aspects
- Promotion = Word-of-mouth and personal selling (= employee sells and makes up for the intangible nature of the service)
- Price = used as a quality indicator and is used to manage demand to match the capacity.
- Place = Decentralization of service production, since production and consumption are inseparable with services.
There are 3 additional marketing mix elements for services:
- Participants = co-creation is very important in the service delivery process, which means that all participants play an important role: employees, as well as customers.
- Physical evidence = material environment or anything that makes the service more tangible.
- Process = procedures and steps that are undertaken to deliver the service.

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7
Q

Provide the model that approaches services from a relationship marketing perspective ! What are the critical components ?

A

Relationship marketing model should be used besides the service marketing mix. The model goes as follows:
- Overall satisfaction is something we want to achieve in order to instill trust so that risk perception is lowered.
- Higher trust = higher commitment/involvement/engagement
- This creates higher loyalty
Summarized: critical components:
- Satisfaction
- Trust
- Commitment
- Loyalty

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8
Q

What are the most important service characteristics as well as the internal and external marketing implications?

A

The main service characteristics are:
- Intangibility
- Heterogeneity
- Perishability
- Inseparability
Internal marketing implications of intangibility:
- No valid output measures
- Role ambiguity/role conflict
External marketing implications of intangibility:
- Increased risk perception
Internal marketing implications of inseparability:
- Managing client-organizational interface
- Increased functional interdependencies
External marketing implications of inseparability:
- Visibility of production
- Customer participation
Internal marketing implications of heterogeneity:
- Technical & personal input interdependencies
External marketing implications of heterogeneity:
- Uncertainty service quality
Internal marketing implications of perishability:
- Capacity management
External marketing implications of perishability:
- Waiting lines/reservation systems

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9
Q

What is meant by credence qualities ? Explain and provide examples within a services context !

A

= services have attributes buyers cannot confidently evaluate, even after one or more purchases.
Example: surgery (high) versus hairdresser (low)

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10
Q

What is meant by experience qualities ? Explain and provide examples within a services context !

A

= can be evaluated only after purchase, such as dinner in a new restaurant, a concert or theater performance, a new movie, or a hairstyle. The customer cannot pass judgment on value until after he or she has experienced the service.
Example: jewelry (low) versus vacation (high)

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11
Q

What is meant by search qualities ? Explain and provide examples within a services context !

A

= How easy is it to find and compare different options? (has to do with tangibility and not with availability of information) –> High for products.
Example: furniture store (high) vs insurance (low)

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12
Q

What type of qualities exist to distinguish products from services ? Explain and elaborate with specific examples !

A

There are 3 types of qualities to distinguish products from services:
- Credence qualities = services have attributes buyers cannot confidently evaluate, even after one or more purchases. Example: surgery (high) versus hairdresser (low)
- Experience qualities = can be evaluated only after purchase, such as dinner in a new restaurant, a concert or theater performance, a new movie, or a hairstyle. The customer cannot pass judgment on value until after he or she has experienced the service. Example: jewelry (low) versus vacation (high)
- Search qualities = How easy is it to find and compare different options? (has to do with tangibility and not with availability of information)  High for products. Example: furniture store (high) vs insurance (low)
Most goods are high in search qualities, while most services are high in credence qualities.
Goods are easier to evaluate than services.

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13
Q

Explain the GAP-model of Zeithaml et. al. (1985) and specify the main determinants that cause these gaps !

A

The GAP-model is a framework that identifies 5 gaps in the service quality management of a firm that companies should manage and minimize:
- GAP 1 = Knowledge gap = the distance between what customers expect and what managers think they expect
- GAP 2 = Poor service design = the distance between management perception of expectations and the (customer driven) service designs and standards (= experience specification)
- GAP 3 = Delivery/Performance gap = the distance between service designs and standards and the service delivery
- GAP 4 = Communication gap = the distance between the delivery of the service and what is communicated to customers.
- GAP 5 = Customer gap = the distance between the expected service by customers and the perceived service (quality) by customers.
Gap 1 is caused by:
- Inadequate marketing research orientation
- Inadequate use of marketing research
- Insufficient relationship focus
Gap 2 is caused by:
- Poor service design = not always technical spec problem, sometimes it is simply impossible to develop or integrate certain processes
- Absence of customer-driven standards = companies should develop realistic, customer centric standards
- Inappropriate physical evidence and servicescape
Gap 3 is caused by:
- Deficiencies in human resource policies
- Customers who do not fulfil roles = co-creation and participation is essential
- Problems with service intermediaries
- Capacity management = failure to match supply and demand
- Inadequate service recovery
Gap 4 is caused by:
- Lack of integrated marketing communications
- Ineffective management of customer expectations
- Over-promising
- Inadequate horizontal communications (bad internal communications)
Gap 5 is affected by the 5 dimensions of service quality:
- Reliability
- Responsiveness
- Assurance
- Empathy
- Tangibles

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14
Q

What are the dimensions of service quality?

A
  • Reliability: ability to perform the promised service dependably and accurately
  • Responsiveness: willingness to help customers and provide prompt service
  • Assurance: employees knowledge and courtesy and their ability to inspire trust and confidence
  • Empathy: caring, individual attention given to customers
  • Tangibles: appaerance of physical facilities, equipment, personnel and written materials
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15
Q

Discuss the different stages of the consumer decision process ! What are the typical criteria that play an important role within a services context ?

A

The customer decision process consists of 5 different stages:
1. Need recognition = Maslow’s hierarchy
2. Information search = find information and past experiences of users bundeled online to find information and evaluate alternatives.
3. Evaluation of alternatives = find information and past experiences of users bundeled online to find information and evaluate alternatives.
4. Purchase & consumption = service is a process  Evaluate it over time
5. Postpurchase evaluation = customer assessing their satisfaction (if high  loyalty and positive WOM)
Since a service is a process, there are many factors that can influence it over time:
- Moods & emotions
- Service provision itself
- Service roles and scripts (employees are an important part and should play their role and follow certain scripts)
- Compatibility of service and customers
- Customer co-production

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16
Q

What different types of services expectations exist. Demonstrate with (an) example(s)!

A

There are 5 different types of service expectations (example: restaurant):
1. Ideal expectations or desires = highest level of expectation
2. Normative expectations = how the service should be
3. Experienced based norms = very good service, but there are some flaws
4. Acceptable expectations = good service, nothing more, nothing less
5. Minimum tolerable expectations = lowest service level that you are willing to accept.
 Between the highest and lowest expectation levels is the zone of tolerance of service quality that you accept. Anything below this zone of tolerance is inadequate.

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17
Q

What variables influence expectations patterns within a services context ? Clearly distinguish between the different expectations levels that exist for services!

A

There are factors that are uncontrollable for the company:
1. Those that influence the desired service level:
- Lasting service intensifiers = stable factors that won’t change (ex. Personality, values, character, …)
- Personal needs
2. Those that influence the adequate service level:
- Perceived service alternatives = How many alternatives are available
- Self-perceived service role = if a customer perceives their role as important in the process, their adequate service level will be higher as well.
- Situational factors = your adequate service level changes based on the situation (ex. Behavior of insurer when you are in an accident).
- Temporary service intensifiers = occurrences that make people focus more on a certain type of service.
There are also factors that are controllable for the company that influence the desired and adequate service:
- Explicit service promises = communication through advertising
- Implicit service promises = tangibles surrounding a service (ex. high price = expected high quality).
- Online and offline WoM = not fully controllable, but good quality = good WoM.
- Past experiences = company can control this by consistently providing high quality services and providing good past experiences that way.

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18
Q

Discuss the major determinants of customer satisfaction for services ! What sources of (dis)satisfaction are distinguished for different service encounters?

A

There are several determinants in order to get satisfied customers:

  • Features = all characteristics, benefits, … of the service and how well they cover the needs and expectations of the customers.
  • Emotions = The emotional state or mood of the customer can determine how the service is perceived and experienced and can therefore influence the satisfaction of said customer.
  • Attributions for service failure and success = Will the customer attribute the success or failure of the service delivery to themselves or the service provider? For example: You buy a closet in Ikea, but you are really bad at putting it together and you make a total mess. Then there are 2 types of reactions: you either attribute the failure to yourself and acknowledge that you simply suck at it OR you attribute the failure to Ikea because their manuals are unclear, their materials suck, … These two types of customers will have completely different levels of satisfaction of the Ikea closet.
  • Perceptions of equity & fairness = If something goes wrong, customers want to be understood and helped in a fair and equitable manner. This is a very delicate matter, especially when there are other customers that are also being helped. For example: airport, missed flight and all customers before you are being helped and booked to other flights while you are not. Customer satisfaction will be totally different in these cases.
  • Consumers, family members & coworkers = people’s judgement heavily depends on the word of mouth of people in their network.
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19
Q

Explain the concept of the Net Promotor Score!

A

A single survey question asking respondents to rate the likelihood that they would recommend a company, product, or a service to a friend or colleague.
The NPS assumes a subdivision of respondents into “Promoters” who provide ratings of 9 or 10, “Passives” who provide ratings of 7 or 8, and “Detractors” who provide ratings of 6 or lower. Usually, users of the NPS perform a calculation that involves subtracting the proportion of Detractors from the proportion of Promoters collected by the survey item.

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20
Q

Explain the major sources of pleasure and displeasure in Service encounters?

A

There are 4 common sources of (dis)pleasure in service encounters:

  • Recovery = How do employees deal with system failures in the service delivery process?
  • Adaptability = To what extent is the service provider able to address the needs of the customer?
  • Coping = How employees deal with customers that have experienced issues (= angry customers)?
  • Spontaneity = How do employees respond to unforeseen circumstances?
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21
Q

How do satisfaction and service quality relate to one another ? How do they finally relate to profitability and what are their major antecedents ?

A

Customer (dis)satisfaction is influenced by 5 factors:
- Service quality and all its dimensions (reliability, tangibility, responsiveness, assurance and empathy)
- Product quality = quality of the tangible elements surrounding the service
- Price = the price sets the expectation level and when the service delivery is better or worse than expected, the customer can be satisfied or dissatisfied (resp.).
- Situational factors = who did the service delivery? Was it too busy? Too warm? …
- Personal factors = how well did they co-operate? How well is the fit between customer and service? …
Satisfied customers become loyal customers and loyal customers tend to be more profitable.

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22
Q

What are the 5 quality dimensions found by Zeithaml et. al. following their Servqual-research ? Explain ?

A

Reliability = delivering on promises
- Providing service as promised dependably and accurately
- Dependability in handling customers’ service problems
- Performing services right the first time
- Providing services at the promised time
Assurance = inspiring trust & confidence
- Employees who inspire trust and confidence
- Making customers feel safe in their transactions
- Employees who are consistently courteous
- Employees who have the knowledge to answer customer questions
Tangibles = representing the service physically
- Modern equipment
- Visually appealing facilities
- Employees who have a neat, professional appearance
- Visually appealing physical and virtual materials associated with the service
Empathy = treating customers as individuals
- Giving customers individual attention
- Employees who deal with customers in a caring fashion
- Having the customer’s best interest at heart
- Employees who understand the needs of their customers
- Convenient business hours
Responsiveness = being willing to help
- Keeping customers informed as to when services will be performed
- Prompt service to customers
- Willingness to help customers
- Readiness to respond to customers’ requests.

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23
Q

What are the main service quality dimensions indicated for e-services ?

A

Service quality evaluation boils down to 4 core service evaluations:
- Efficiency = The ability of customers to get to the website, find products and information (e.g. is the website easily accessible and is it easy to navigate the site?)
- Fulfillment = The accuracy of service promises, having products in stock, and delivering as promised (e.g. ability of the website to live up to their promises).
- Reliability = The technical functioning of the site, the extent to which it is available and functioning properly (e.g. is the website functional?)
- Privacy = The assurance that shopping behaviour data are not shared and that the information is secure (e.g. is the website safe? Is it safe to share personal information?)
Service recovery evaluation is also important (discussed in following chapters):
- Responsiveness
- Compensation (not always money, but an apology is also good).
- Contact

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24
Q

What type of questions need to be asked to guarantee a successful implementation of the “critical incident technique”. Moreover, discuss the type of service encounters!

A

Critical incident technique = a research method in which the research participant is asked to recall and describe a time when a behavior, action, or occurrence impacted (either positively or negatively) a specified outcome (for example, the accomplishment of a given task).
Examples of questions that need to be asked in these methods:
- Think of a time when, as a customer, you had a particularly satisfying (dissatisfying) interaction with: ______________.
- When did the incident happen?
- What specific circumstances led up to this situation?
- Exactly what did the employee (or firm member) say or do?
- What resulted that made you feel the interaction was satisfying (or dissatisfying)?
- What could or should have been done differently?

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25
Q

What is satisfaction and what factors play a role in how satisfied customers are?

A

Satisfaction is the customer’s evaluation of a product or service in terms of whether that product or service has met the customer’s needs and expectations. Failure to meet needs and expectations is assumed to result in dissatisfaction with the product or service
Customer (dis)satisfaction is influenced by 5 factors:
- Service quality and all its dimensions (reliability, tangibility, responsiveness, assurance and empathy)
- Product quality = quality of the tangible elements surrounding the service
- Price = the price sets the expectation level and when the service delivery is better or worse than expected, the customer can be satisfied or dissatisfied (resp.).
- Situational factors = who did the service delivery? Was it too busy? Too warm? …
- Personal factors = how well did they co-operate? How well is the fit between customer and service? …

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26
Q

Discuss how the development of relationships within a services context evolves over time ! What are the major benefits of relationships both from a firm and customers´ perspective ?

A

Relationship marketing aims to make the customer a partner of the firm in order to optimize the co-creation process. In order to do this we follow the following steps:
1. Customer as strangers = we aim to acquire new customers
2. Customers as acquaintances = once customers are acquired, they are acquaintances. We then need to satisfy them.
3. Customers as friends = once we’ve satisfied customers, they become friends of the company, which is an important antecedent of loyalty. We then have to aim at retaining them.
4. Customers as partners = once customers are retained and loyal to us, we need to enhance the service in order to keep them loyal. In this phase, the customer will engage more with the firm, do WoM, help other customers, …
Benefits for customers:
- Confidence benefits = if a customer returns to a providers and they repeatedly satisfy the customer, then customers are more confident in the provider and anxiety is reduced.
- Social benefits = the more a customer goes to a certain provider, the more familiar he gets with it. This will make the customer feel a social support of other users.  Personal aspects are important
- Special treatment benefits = customers can often partake in loyalty programs where they can gain certain special benefits that others won’t be able to get.
Benefits for company:
- Economic benefits = loyal customers spend more and generate more revenue. They are also a source of regular revenue.
- Behavioral benefits = loyal customers engage in WoM, help/monitor other customers (= co-creation), …
- Human resource management benefits = loyal customers create an easier work environment for employees, which makes them more satisfied and thus increases employee retention.

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27
Q

Discuss the 3 problems suggested by Grönroos on the disconfirmation paradigm (i.e., measuring comparisons between expectations and experiences for service quality)!

A
  • Timing measurements expectations = in many cases, companies measure expectations of customers AFTER the service delivery. However, the expectations have then been influenced by the service delivery process.
  • Experiences impact ex-post expectations = an experience will influence the ex-post expectations of a customer. For example: when someone goes to a restaurant and they enjoy the live music there, their expectations might change to where they expect a restaurant to provide live music. Before this experience, the customer didn’t really expect it.
  • Previous expectations impact current expectations = experience is based on prior expectations. So if you measure expectations first, and then you measure experiences – they are related (not independent) and you are actually measuring expectations twice!!
28
Q

What are the main research objectives in the case of services and what type of methods can be used ? Explain using specific examples !

A

There are many research objectives that companies try to achieve by using big data and all other market research methodologies. These include things like:
- Discover customer requirements & expectations for service = in order to generate customer-driven standards to close gap 3.
- Monitor & track service performance
- Assess overall company performance compared to competitors
- Determine service expectations for new services
- …
There are also some important research activities that are used to reach these objectives, such as:
- Complaint solicitation
- Critical incident studies
- Researching customer needs (via database marketing research)
- Mystery shopping
- Exit surveys or post-transaction surveys
- …

29
Q

What is the “critical incident technique” ? Under what circumstances or for what type of problems can this method be used best ? Explain !

A

Critical incident technique = a research method in which the research participant is asked to recall and describe a time when a behavior, action, or occurrence impacted (either positively or negatively) a specified outcome (for example, the accomplishment of a given task).
These are generally used:
- To identify ‘best practices’ at transaction level
- To identify customer requirements as input for quantitative studies
- To identify common service failure points
- To identify systematic strengths and weakness in customer-contact services

30
Q

When building relationships with customers, different types of “bonds” are important ! Explain what type of “bonds” exist ?

A

The company can develop several different types of bonds with their customers in order to build stronger relationships. There are 4 main types of bonds that the company can develop:

  1. Financial bonds = create a bond by providing a financial advantage in the form of volume or frequency rewards, providing stable prices, bundling and cross selling services, …
  2. Social bonds = all forms in which a customer can benefit from a strong relationship with the company. For example: free goods, discounts, … They can also build strong social relationships with employees or with each other through online platforms.
  3. Customization bonds = by listening to the customer, the company can build stronger relationships with the customer by providing a customized offering. In order to do this successfully, the company will have to anticipate customer needs and innovate their processes.
  4. Structural bonds = any form in which the company and its customer can benefit from joining forces. This usually takes place in the B2B setting, where process might be integrated, companies might do joint investments, …
31
Q

How is the information of marketing research communicated to executives? How does this information reach them?

A

There are many ways to collect information about customers, however, it is important that this information reaches the right people. There are several ways to do that:

  • Executive visits to customers
  • Executive management listening to customers
  • Research on intermediate customers
  • Research on internal customers
  • Executive management listening/approaching employees
  • Employee suggestion
32
Q

What are the drivers for good relationships and high loyalty?

A
  • Core service provision = If there is a strong core service in place, the company will build a stronger relationship with its customers through satisfaction of their needs.
  • Switching barriers = There are several barriers that prevent a customer from switching providers. These barriers are either caused by customer inertia, or by barriers erected by the company itself.
  • Relationship bonds = the company can develop several different types of bonds with their customers in order to build stronger relationships. These bonds consist of financial bonds, social bonds, customization bonds, and structural bonds.
33
Q

Discuss the concept of “Blueprinting” : what process dimensions and strategic orientations exist ?

A

Service blueprints are a tool for depicting the service process, the points of customer contact and the physical evidence of service from the customer’s point of view. They can be used to close the second gap, or the service design gap. In fact they are the visualization of the additional marketing mix elements of services:
- Process
- Physical evidence
- Participants
According to Shostack, when developing a new service, there are 2 process dimensions that should be considered:
- Complexity = how many different steps does one need to undertake in order to receive the service? How many different services do you offer?
- Divergence = how many different ways are there to perform the service?
These dimensions can be used to position an individual company: for example a luxury hotel has high complexity and low divergence, while hostels have low complexity and high divergence.
These dimensions can also be used to strategically position a company:
- Increasing divergence = customization
- Decreasing divergence = standardization
- Increasing complexity = market penetration (= increasing sales among the same market segment AND making market segments buy more variations in the services you offer)
- Decreasing complexity = specialization

34
Q

Discuss the model of Bitner (1992) in which the impact of the servicescapes on customer and employee behavior is visualized ! What type of variables determine the “environment-user relationships” within service organizations ?

A

Servicescape = physical evidence that all participants in the service delivery see. Because services are intangible, any tangible evidence of the service is important.
The frameworks shows us that the perceived servicescape is based on 3 environmental dimensions:
1. Ambient conditions (f.e. temperature, noise …)
2. Space/function (f.e., layout, furnishings)
3. The signs, symbols and artifacts (style, decor, uniforms)
Employee and customer responses following the perception of this servicescape can be
1. Cognitive (f.e, belief, categorization)
2. Emotional (f.e., mood & attitude)
3. physiological (f.e., comfort, movement)
All these customer and employee responses will influence the individual behaviors of
1. The employee (f.e., affiliation, commitment)
2. The customer (f.e., return, money spend)
3. The social interaction between and among customers and employees.

35
Q

What type of innovations can be distinguished in the case of services ? Provide examples !

A

There are several types of service innovations:

  • Major or radical innovations = disruptive innovations that revolutionize existing markets or create new markets all together (ex. Airbnb, Uber, …)
  • Start-up businesses = new service for markets that are already served by a service that already fulfilled the same generic need (ex. Online banking: new business, but same service was already fully covered by traditional banks)
  • New services for the currently served market = companies offer new services to their existing market. Ex. Tesco (retailer) started selling insurances as well
  • Service line extensions = modification or extensions of existing services. Example: Telenet including Netflix in their subscription).
  • Service improvements = improving the existing service offering
  • Style changes = simple changes in logo, colors, communication style, …
36
Q

What type of servicescapes can be distinguished within a services context ? provide examples and explain !

A

Servicescape = physical evidence that all participants in the service delivery see. Because services are intangible, any tangible evidence of the service is important.
There are several aspects of the exterior servicescape that can be distinguished:
- Exterior servicescape = surrounding environment of the building (ex. Exterior design, signage, parking, landscaping, …)
- Interior servicescape = interior environment of the building (ex. Equipment, air quality, temperature, smell, interior design, …)
- Virtual servicescape = the online environment of the service (ex. Web page design, photographs, …)
- Other tangibles = all other forms of tangible evidence of the service (ex. Business cards, billing statements, reports, …)

37
Q

What type of strategy does a company like “Ryanair” apply ? Explain in terms of “blueprinting-dimensions !

A

There are 2 strategic options a company can undertake:
- Increase/decrease complexity (= how many different steps/interactions one must undertake to get the service).
- Increase/decrease divergence (= how many ways the service can be accomplished).
In the case of Ryanair, they will probably want to:
- Decrease divergence = standardization
- Decrease complexity = specialization
The combination of these two will make the service enormously cheaper for the customers (which is the goal of Ryanair).
In service blueprint terms this means that there will be: Less interactions between customers and front and back office personal –> More use of online technologies. –> Lowers costs as well

38
Q

Why are “service blueprints” so important ? How can service/company managers use them ?

A

They are important because they can be applied in several departments of the company:

  • Service marketeers use them to create realistic service expectations
  • Operations managers use them to ensure that the promised service is delivered and to figure out where issues and bottlenecks arise.
  • Human resource managers might use them to instruct and train employees in order to empower them.
  • They can also be used in system technologies in order to provide the necessary tools.
39
Q

What are customer defined standards? And what are they used for?

A

= standards that are based on expectations defined by customers, not the company. In order to satisfy the customers, one should take their expectations into account.
Customer standards can be subdivided in 2 categories:
- Hard standards = can be measured (ex. On-time delivery)
- Soft standards = cannot be measured (ex. Friendliness)
 Soft standards are very important
Customer defined standards can be used to close gap 2 to build the best possible service design.

40
Q

What is a service quality index?

A

A multi-item measure that assesses key dimensions of operational and service quality and weighs them according to their importance.

41
Q

Discuss the framework of the service profit chain and its integrating elements ? What is the main philosophy underlying this framework ?

A

This framework shows the importance of internal service quality (=satisfied employees) in order to get satisfied customers. If a company works on its internal service quality (ex. better work environment), employee satisfaction will go up as well. If employees are more satisfied, they will be more productive, but also much more likely to stay at the company.
This is the best way to provide high external service quality (i.e. service quality for customers), which on its turn will lead to high customer satisfaction and eventually loyalty. As we know, loyal customers mean higher profibitability (because they repeatidly buy your product or service for example).

42
Q

Discuss the overall strategies service firms can adopt to align capacity and demand!

A
  1. Shift demand
    - Demand too high = communicate busy days to customers, modify timing and location of service ddelivery, offer incentives for non-peak usage, charge higher prices in peak moments
    - Demand too low = Stimulate business, advertise peak usage times and benefits of non-peak usage, vary how the facility is used, differentiate on price
  2. Shift capacity
    - Demand too high = stretch time, labour, facilities and equipment temporarily, use part-time employees, cross-train employees, subcontract/outsource, request overtime, …
    - Demand too low = schedule downtime in low demand periods, schedule vacations, schedule employee training, lay off employees, …
    In general we use marketing mix elements to achieve these strategies.
43
Q

Elaborate on the role of service employees! What are the major challenges?

A

Service employees are an important part of the service delivery process: they are the service, they are the organization in the customers eyes, they are the brand, and they are the marketers!
–>They are one of the most tangible aspect of the service delivery process
They are boundary spanners = They cross the boundaries in term of responsibility of communication. They have frequent contact with customers and thus know what their need and expectations are.
Major challenges:
- Emotional labor = they have to deal with emotional responses from customers
- Potential conflict = there is a lot of potential for conflict
o Person – role conflict = sometimes an employee is limited by the role it has been given by the organization and can’t do more than he/she is doing
o Organization – client conflict = The company cannot infinitely help their customers, there is a boundary to it.
o Interclient conflict
- Quality/productivity tradeoffs = employees are not able to provide a certain service quality level due to the fact that they have to achieve certain prescribed productivity levels.

44
Q

Explain the concept of revenue management. Under what circumstances is it appropriate to implement revenue management? Provide an example!

A

= price the service based on expected demand in order to optimize capacity usage while also maximizing revenue
Revenue management practices require the following characteristics to be applied effectively, which are all inherently present in the hotel industry.
- Fixed capacity (a hotel has only a limited number of rooms available)
- A perishable product, meaning the same room can only be sold on the same day (i.e. tomorrow is a different day, making the product essentially “expired”)
- High fixed costs and low variable costs
- The Product can be priced differently
- Demand evolves (seasons, day to day, weekends vs weekdays etc.)
- The product can be sold in advance
- The market can be segmented (e.g. g

45
Q

In what way can a company like Thomas Cook apply capacity planning ? Provide examples and explain !

A

Capacity planning = the process of determining the production capacity needed by an organization to meet changing demands for its products.
Generally there are 2 ways of planning capacity:
- Influence demand
- Influence capacity
For a company like Thomas Cook it is easier to influence demand on the short term (by adding or removing certain flights, changing the price of a ticket, …). While it is easier to influence capacity on the long run (buying new airplanes, buying extra terminal space in the airport, …).

46
Q

In what way can service customers increase the “service performance gap” ?

A
  • Lack of understanding their roles = customers expect a different kind of service than is provided (ex. Ikea full service furniture store)
  • Not being willing or able to perform their roles = it might be difficult for customers to fulfill their roles and thus they won’t get the desired result (ex. Gym subscription alone won’t get you a summer body).
  • No rewards for “good performance” = you won’t get applauded for assembling your IKEA chair.
  • Interfering with other customers = the presence of other customers might interfere with the service delivery of another customer. (ex. During a busy hour, you didn’t get helped which widened your third gap)
  • Incompatible market segments = if a restaurant is aiming at rich old people and young students, both will have a bad experience because of the other.
47
Q

On what way could an airline company manage capacity ? Give an example and explain!

A

Capacity planning = the process of determining the production capacity needed by an organization to meet changing demands for its products.
Generally there are 2 ways of planning capacity:
- Influence demand
- Influence capacity
For a company like Thomas Cook it is easier to influence demand on the short term (by adding or removing certain flights, changing the price of a ticket, …). While it is easier to influence capacity on the long run (buying new airplanes, buying extra terminal space in the airport, …).

48
Q

What are the different role services employees can perform ? Where are the major challenges ?

A

Service employees are an important part of the service delivery process: they are the service, they are the organization in the customers eyes, they are the brand, and they are the marketers!
–>They are one of the most tangible aspect of the service delivery process
They are boundary spanners = They cross the boundaries in term of responsibility of communication. They have frequent contact with customers and thus know what their need and expectations are.
Major challenges:
- Emotional labor = they have to deal with emotional responses from customers
- Potential conflict = there is a lot of potential for conflict
o Person – role conflict = sometimes an employee is limited by the role it has been given by the organization and can’t do more than he/she is doing
o Organization – client conflict = The company cannot infinitely help their customers, there is a boundary to it.
o Interclient conflict
- Quality/productivity tradeoffs = employees are not able to provide a certain service quality level due to the fact that they have to achieve certain prescribed productivity levels.

49
Q

What are the different role services employees can perform ? Where are the major challenges ?

A

Service employees are an important part of the service delivery process: they are the service, they are the organization in the customers eyes, they are the brand, and they are the marketers!
–>They are one of the most tangible aspect of the service delivery process
They are boundary spanners = They cross the boundaries in term of responsibility of communication. They have frequent contact with customers and thus know what their need and expectations are.
Major challenges:
- Emotional labor = they have to deal with emotional responses from customers
- Potential conflict = there is a lot of potential for conflict
o Person – role conflict = sometimes an employee is limited by the role it has been given by the organization and can’t do more than he/she is doing
o Organization – client conflict = The company cannot infinitely help their customers, there is a boundary to it.
o Interclient conflict
- Quality/productivity tradeoffs = employees are not able to provide a certain service quality level due to the fact that they have to achieve certain prescribed productivity levels.

50
Q

What different roles can service customers performs during service delivery ! Explain !

A

Co-creation = customer has to participate in the service delivery process (these levels differ from service to service however: low/moderate/high).
In general, we differentiate 3 roles a customer can take:
- Productive resource = partial employee = contributing effort, time, or other resources to the production process
- Contribute to quality satisfaction = customers can contribute to their own satisfaction with the service by performing their role effectively and by working with the service provider. They can also contribute to the quality of the service they receive by asking questions, taking responsibility for their own part, and by complaining in case of service failure.
- Competitors = customers can compete with the service providers by providing the service themselves (ex. By cooking at home a customer competes with a restaurant).

51
Q

What types of customer involvement exist within a services context ? Discuss the different roles customers can perform !

A

Co-creation = customer has to participate in the service delivery process (these levels differ from service to service however: low/moderate/high).
In general, we differentiate 3 roles a customer can take:
- Productive resource = partial employee = contributing effort, time, or other resources to the production process
- Contribute to quality satisfaction = customers can contribute to their own satisfaction with the service by performing their role effectively and by working with the service provider. They can also contribute to the quality of the service they receive by asking questions, taking responsibility for their own part, and by complaining in case of service failure.
- Competitors = customers can compete with the service providers by providing the service themselves (ex. By cooking at home a customer competes with a restaurant).

52
Q

How can customers influence the satisfaction of others?

A
They can detract from satisfaction:
-	Disruptive behavior (ex. Being drunk)
-	Overly demanding behaviors
-	Excessive crowding
-	Incompatible needs
They can enhance satisfaction
-	Mere presence (ex. Crowd at a sporting event)
-	Socialization/friendships
-	Roles: assistants, teacher, supporters, mentors
53
Q

How could a company deliver service quality through human resource strategies?

A

In order to provide service quality through employees, a firm must:

  1. Hire the right people = compete for the best, hire for competences, be the preferred employer
  2. Develop people to deliver quality services = train skill, empower people, promote teamwork
  3. Provide needed support systems = measure internal service quality, provide the right equipment, develop service-oriented internal processes.
  4. Retain the best people = measure and reward strong performers, treat employees as customers, include employees in the company’s vision.
54
Q

Explain the three basic marketing price structures and challenges for services!

A

There are 3 major pricing approaches for services:
- Cost-based pricing = determine the cost per unit of service and add a mark-up
- Competition-based pricing = base your pricing based on what competitors charge
- Demand-based pricing = In this method the customer’s responsiveness to purchase the product at different prices is compared and then an acceptable price is set.
Challenges for cost-based pricing:
- Costs are difficult to trace
- Labor is more difficult to price than materials
- Costs may not equal the value that customers perceive the service to be worth
Challenges for competition-based pricing:
- Small firms may charge too little to be viable
- Heterogeneity of service limits comparability
- Prices may not reflect customer value
Challenges for demand-based pricing:
- Monetary price must be adjusted to reflect the value of non-monetary costs
- Information on service costs is less available to customers, hence, price may not be a central factor

55
Q

In what ways can customers complain and what type of complainers exist?

A

Ways to complain
- Complain to provider
- Negative offline WoM
- Negative online WoM
- Third party action (testaankoop)
Types of complainers:
- Passives = do not tend to complain to anyone, since they don’t believe it is worth spending time and energy to do so.
- Voicers = will directly contact the service provider, and won’t engage in negative word-of-mouth.
- Irates = irritated and frustrated customers that will not always contact the service provider. They are more inclined to switch and spread negative word-of-mouth before giving the service provider a chance to recover.
- Activists = Will complain to service provider and will spread negative WoM, online as well as offline. In most cases they will also involve a third party and are very likely to switch.

56
Q

Why do customers complain? In what ways can they perceive fairness in service recovery?

A

Customers complain to get:
- Understanding and accountability/taking responsibility
- Fair treatment
Different perceptions of fairness in service recovery
- Outcome fairness = The results that customers receive from complaints e.g. refunds
- Procedural fairness = The policy rules and timeliness of the complaint process e.g. rule that all complaints are dealt with within two weeks.
 Procedural fairness is often linked to standards discussed in previous chapters. What is the process in which the service recovery will be dealt with? What is the timeline of the service recovery?
- Interactional fairness = The interpersonal treatment received during the complaint process e.g. attitude of individuals assigned to deal with the complaint.

57
Q

What are service recovery effects?

A

= Service recovery impacts satisfaction levels, which on its turn influences loyalty and word-of-mouth (WOM) and even performance. Ex. The case with the guitar: due to bad service recovery, the stock price of United was impacted.

58
Q

What is the service recovery paradox?

A

= the phenomenon where customers that have experienced a good service recovery will be more satisfied than if the service failure wouldn’t have happened at all.

59
Q

Provide a couple of characteristics effective advertising should have within a services context !

A
  • Address service intangibility = make services more tangible by doing things such as: focusing on tangibles, using brand icons (influencers), featuring service employees in ads (ex. Carglass), …
  • Manage service promises = create strong service brand and coordinate external communications. This can be done through multiple communication tools such as viral marketing, paid search advertising, traditional advertising, …
  • Manage customer expectations = can be done by doing things such as: making realistic promises, offering service guarantees, …
  • Manage customer education = can be done by doing things such as: preparing customers for the service process, clarifying expectations after the sale, …
  • Manage internal marketing communication = not only horizontal, but vertical communications as well.
60
Q

What are the major challenges for developing an integrated communication plan for services marketeers? Explain in detail the diverse components of an integrated communication strategy in the case of services.

A

An integrated marketing communications plan or IMC plan incorporates market research, strategic planning, audience segmentation, marketing channel selection, creative briefs and campaign messaging, budgeting, ROI analysis and a system for campaign metrics and evaluation.
Some challenges include:
- A shift in market place power from manufacturer to wholesaler to retailer/shift in channel power.
- A movement away from relying on advertising focused approach.
- Rapid growth of data base marketing.
- A shift in traditional promotions.
- Change in the way the advertising agencies compensated.
- Rapid growth of internet marketing.
- Growing competition in relationship marketing.
- Change from mere information delivery to value delivery.
- Consumer empowerment.
- Fragmentation of media.
- Increasing advertising clutter.
- Desire for greater accountability

61
Q

What different aspects regarding pricing illustrate the typical differences between products and services?

A

There are 3 major pricing approaches for services:
- Cost-based pricing = determine the cost per unit of service and add a mark-up
- Competition-based pricing = base your pricing based on what competitors charge
- Demand-based pricing = In this method the customer’s responsiveness to purchase the product at different prices is compared and then an acceptable price is set.
Challenges for cost-based pricing:
- Costs are difficult to trace
- Labor is more difficult to price than materials
- Costs may not equal the value that customers perceive the service to be worth
Challenges for competition-based pricing:
- Small firms may charge too little to be viable
- Heterogeneity of service limits comparability
- Prices may not reflect customer value
Challenges for demand-based pricing:
- Monetary price must be adjusted to reflect the value of non-monetary costs
- Information on service costs is less available to customers, hence, price may not be a central factor

62
Q

What is the impact of service recovery and what factors determine switching behavior of customers within a service environment ?

A

Impact of service recovery = Service recovery impacts satisfaction levels, which on its turn influences loyalty and word-of-mouth (WOM) and even performance. Ex. The case with the guitar: due to bad service recovery, the stock price of United was impacted.
Switching behavior is caused by:
- Price = high price, price increase, unfair pricing, deceptive pricing, …
- Inconvenience = location, wait for service, poor website, no mobile app, …
- Core service failure = service mistakes, billing errors, service catastrophe, online service disruption, …
- Service encounter failure = uncaring, impolite, unresponsive online and offline, unknowledgeable, …
- Responsive to service failure = negative response, no response, reluctant response, …
- Competition = found better service
- Ethical problems = cheat, hard, unsafe, conflict of interests, …
- Involuntary switching = customer moved, providers closed, …

63
Q

What are some service recovery strategies?

A
  • Make the service fail-safe = Design the service delivery in such a way that failure is unlikely. In that way you don’t have to deal with recovery. And if failure occurs, it is easy to deal with since it is a rarity.
  • Encourage and track complaints = The best way to deal with failure is being aware of them. If you encourage and track complaints, you have a good overview of failures and you can recover in a better manner. This also gives the company a map of the painpoints in the service delivery process.
  • Act quickly = customers expect companies to act quickly after service failure. By doing this, companies can limit the damage and prevent switching behavior.
  • Provide adequate explenations = Customers want to know what went wrong and they want companies to take accountability. By providing an adequate explenation, companies can envoke more understanding with their customers.
  • Treat customers fairly = customers find it very important to be treated in a fair manner.
  • Cultivate relationships with customers = Based on good service recovery, companies can build better relationships with customers and it is a possibility to create loyal customers.
  • Learn from recovery experiences = Use service failures and complaints to optimize the service delivery process and the standards that you use.
  • Learn from lost customers = This is a last ditch effor to learn from customers, however, it is better to do everything you can to keep them on board.
64
Q

What is dynamic pricing and what different types of users does it attract?

A

= use of price to manage demand for a service by capitalizing on customer sensitivity to prices.
Dynamic pricing can be used to attract:
- Bargain hunters = looking for high quality products and services at a low price
- Status seekers = less price sensitive, because they only care about the status that the product or service entails.
- Convenience seekers = will look for the alternative that is most convenient for them (bundles) and doesn’t want to put in a lot of effort to do research (can use price framing to convince them).
- Performance seekers = the price of the service will depend on the result of the service
- Multiple segments = time, place, quantity, and incentive differentials to differentiate different segments.

65
Q

How are customer-defined standard developed?

A
  1. Identify existing or desired service encounter sequence
  2. Translate customer expectations into behaviors/actions
  3. Determine appropriate standards
  4. Develop measurements for standards (hard/soft)
  5. Establish target levels for standards
  6. Track measures against standards
  7. Provide feedback about performance to employees
  8. Update target levels and measures