Services Marketing Lovelock PPT 01

Chapter 1:
New Perspectives on Marketing in the Service Economy
Slide 2007 by Christopher Lovelock and Jochen Wirtz
Services Marketing 6/E
Chapter 1 - 1
Overview of Chapter 1
Why Study Services? What are Services? The Marketing Challenges Posed by Services The Expanded Marketing Mix Required for Services
Chapter 1 - 2
Why Study Services?
Chapter 1 - 3
Why Study Services? (1)

Services dominate economy in most nations
Understanding services offers you personal competitive advantages

Importance of service sector in economy is growing rapidly:
Services account for more than 60 percent of GDP worldwide Almost all economies have a substantial service sector Most new employment is provided by services Strongest growth area for marketing
Chapter 1 - 4
Services Dominate the U.S. Economy

(Fig 1.1)
Services, 68%
Agriculture, Forestry, Mining, Fishing, 2.3% Manufacturing and Construction, 17.3%
Government, 12.4% (mostly Services)

Source: Bureau of Economic Analysis, Survey of Current Business, May 2005, Table 1
INSIGHTS Private sector service industries account for over two-thirds of GDP Adding government services, total is almost four-fifths of GDP
Slide 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E Chapter 1 - 5
Estimated Size of Service Sector in Selected Countries (Fig 1.2updated 10/06)

Cayman Islands (95%), Jersey (93%) Bahamas (90%), Bermuda ( 89%) Luxembourg (83%) Panama (80%), USA (79%) Japan (74%), France (73%), U.K. (73%), Canada (71%) Mexico (69%), Australia (68%), Germany (68%)
Poland (66%), South Africa (65%)

Israel (60%), Russia (58%), S. Korea (56%) Argentina (53%), Brazil (51%)
India (48%)
China (40%) Saudi Arabia (33%)
10 20 30 40 50 60
Services as Percent of GDP

70 80 90
Chapter 1 - 6 Services Marketing 6/E
Value Added by Service Industry Categories to U.S. GDP in 2004

Other (except government) 3.6% Accommodation and food services 4.0%
Arts, entertainment, and recreation 1.5%

Healthcare and social assistance 10.4% Educational services 1.3% Professional and business services 17.3%
Real estate and rental and leasing 18.7% Finance and insurance 12.6% Information 7.1% Transportation and warehousing 4.4% Retail trade 10.3% Wholesale trade Source: Bureau of Economic Analysis,
Survey of Current Business, May 2005, Table 1
Slide 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E
8.9%
Chapter 1 - 7
NAICS: A New Way to Classify and Analyze the Service Economy (RI 1.1)
NAICSNorth American Industry Classification System now used to compile and record economic data by national statistical agencies of the U.S., Canada, Mexico New classification system replaces old SIC codes in U.S. Captures huge array of new service industries, each with its own NAICS code NAPCSNorth American Product Classification System assigns codes to thousands of service products
Particularly useful for looking at rented goods services
U.S. and Canadian data easily accessible on the Web; information includes number of establishments and employment
Some Newer Service Industries Profiled by NAICS Codes But Not SIC
Casino Hotels
Continuing Care Retirement Communities Diagnostic Imaging Centers HMO Medical Centers Industrial Design Services Investment Banking and Securities Dealing Management Consulting Services Satellite Telecommunications
Diet and Weight Reducing Centers

Environmental Consulting Golf Courses, Country Clubs Hazardous Waste Collection
Telemarketing Bureaus
Temporary Help Services
Chapter 1 - 9
Most new jobs are generated by services

Fastest growth expected in knowledge-based industries Significant training and educational qualifications required, but employees will be more highly compensated Will service jobs lost to lower-cost countries? Yes, some service jobs can be exported
Chapter 1 - 10
Changing Structure of Employment as Economic Development Evolves
Agriculture Services
Industry
Time, per Capita Income

Slide 2007 by Christopher Lovelock and Jochen Wirtz Services Marketing 6/E
Source: IMF, 1997

Chapter 1 - 11

Powerful forces are transforming service markets
Government policies, social changes, business trends, advances in IT, internationalization
These forces are reshaping

Demand Supply The competitive landscape Customers choices, power, and decision making
Chapter 1 - 12
Transformation of the Service Economy

Social Changes
Government Business Trends Advances in IT
Policies
Globalization
New markets and product categories Increase in demand for services More intense competition
Innovation in service products & delivery systems, stimulated by better technology
Customers have more choices and exercise more power
Success hinges on: Understanding customers and competitors Viable business models Creation of value for customers and firm
Factors Stimulating Transformation of the Service Economy (1)

Social Changes
Policies
Globalization
Changes in regulations Privatization New rules to protect customers,

employees, and the environment
New agreement on trade in services

Chapter 1 - 14

Social Changes
Policies
Globalization
Rising consumer expectations More affluence More people short of time Increased desire for buying experiences
versus things equipment
Rising consumer ownership of high tech
Easier access to information Immigration Growing but aging population


Social Changes
Policies
Globalization
Push to increase shareholder value Emphasis on productivity and cost savings Manufacturers add value through service and
sell services
More strategic alliances and outsourcing Focus on quality and customer satisfaction Growth of franchising Marketing emphasis by nonprofits

Social Changes
Policies
Globalization
Growth of the Internet Greater bandwidth Compact mobile equipment Wireless networking Faster, more powerful software Digitization of text, graphics, audio, video
Chapter 1 - 17

Social Changes
Policies
Globalization
More companies operating on transnational

basis
Increased international travel International mergers and alliances Offshoring of customer service Foreign competitors invade domestic markets
Chapter 1 - 18
What Are Services?
Chapter 1 - 19
What Are Services? (1)

The historical view
Goes back over 200 years to Adam Smith and Jean-Baptiste Say Different from goods because they are perishable (Smith 1776) Consumption cannot be separated from production, services are intangible (Say 1803)
A fresh perspective: Services involve a form of rental, offering benefits without transfer of ownership
Include rental of goods Marketing tasks for services differ from those involved in selling goods and transferring ownership
Chapter 1 - 20
What Are Services? (2)

Five broad categories within non-ownership framework:
1. 2. 3. 4. 5. Rented goods services Defined space and place rentals Labor and expertise rentals Access to shared physical environments Systems and networks: access and usage
Implications of renting versus owning (Service Perspectives 1.1)

Markets exist for renting durable goods rather than selling them Renting portions of larger physical entity (e.g., office space, apartment) can form basis for service Customers more closely engaged with service suppliers Time plays central role in most services Customer choice criteria may differ between rentals and outright purchases Services offer opportunities for resource sharing
Chapter 1 - 21
Defining Services
Services
Are economic activities offered by one party to another Most commonly employ time-based performances to bring about desired results in:
recipients themselves objects or other assets for which purchasers have responsibility
In exchange for their money, time, and effort, service customers expect to obtain value from
Access to goods, labor, facilities, environments, professional skills, networks, and systems But they do not normally take ownership of any of the physical elements involved
Chapter 1 - 22
Service Products versus Customer Service and After-Sales Service

A firms market offerings are divided into core product elements and supplementary service elements Is everyone in service? Need to distinguish between:
Marketing of services Marketing goods through added-value service
Good service increases the value of a core physical good
After-sales service is as important as pre-sales service for many physical goods

Manufacturing firms are reformulating and enhancing existing added-value services to market them as standalone core products
Challenges Posed by Services
Chapter 1 - 24
Services Pose Distinctive Marketing Challenges
Marketing management tasks in the service sector differ from those in the manufacturing sector
The eight common differences are:
1. 2. 3. 4. 5. 6. 7. 8. Most service products cannot be inventoried Intangible elements usually dominate value creation Services are often difficult to visualize and understand Customers may be involved in co-production People may be part of the service experience Operational inputs and outputs tend to vary more widely The time factor often assumes great importance Distribution may take place through nonphysical channels
What are marketing implications?

Services Marketing 6/E Chapter 1 - 25
Differences, Implications, and Marketing-Related Tasks (1) (Table 1.1)

Difference Implications Marketing-Related Tasks
pricing, promotion, and Use reservations to smooth
Most service products

cannot be inventoried
Customers may be
turned away
demand; work with ops to manage capacity
Intangible elements
usually dominate value creation
Harder to evaluate
service and distinguish from competitors
Emphasize physical clues,
employ metaphors and vivid images in advertising
Services are often

difficult to visualize and understand
Greater risk and

uncertainty perceived
Educate customers on
making good choices; offer guarantees
Customers may be
involved in coproduction
Interaction between
customer and provider; but poor task execution could affect satisfaction
Develop user-friendly
equipment, facilities, and systems; train customers, provide good support
Chapter 1 - 26
Differences, Implications, and Marketing-Related Tasks (2) (Table 1.1)

Difference Implications Marketing-Related Tasks
People may be part of

service experience
Behavior of service
personnel and customers can affect satisfaction
Recruit, train employees to

reinforce service concept Shape customer behavior
Operational inputs and

outputs tend to vary more widely
Hard to maintain quality,

consistency, reliability
Redesign for simplicity and

failure proofing Institute good service recovery procedures
Difficult to shield Time is money;
customers from failures

customers want service at convenient times
Time factor often

assumes great importance
Find ways to compete on

speed of delivery; offer extended hours
Distribution may take

place through nonphysical channels
Electronic channels or
voice telecommunications
Create user-friendly,
secure websites and free access by telephone
Chapter 1 - 27
Value Added by Physical, Intangible Elements Helps Distinguish Goods and Services (Fig 1.6)
Physical Elements
High
Salt Detergents CD Player Wine Golf Clubs New Car Tailored clothing Fast-Food Restaurant
Plumbing Repair Health Club Airline Flight Landscape Maintenance Consulting Life Insurance Internet Banking
Low
Source; Adapted from Lynn Shostack
Intangible Elements
High
Chapter 1 - 28
Progressive and REI: Two Types of Website Reflecting Core Product (Fig 1.8)
Websites can deliver info-based services like Progressives car insurance but
REIs camping gear must be delivered through physical channels to customers after they have used the website to make choices, order, and pay
Expanded Marketing Mix for Services
Chapter 1 - 30
Services Require An Expanded Marketing Mix

Marketing can be viewed as:
A strategic and competitive thrust pursued by top management A set of functional activities performed by line managers A customer-driven orientation for the entire organization
Marketing is the only function to bring operating revenues into a business; all other functions are cost centers The 8Ps of services marketing are needed to create viable strategies for meeting customer needs profitably in a competitive marketplace
Chapter 1 - 31
The 8Ps of Services Marketing

Product Elements (Chapter 3) Place and Time (Chapter 4) Price and Other User Outlays (Chapter 5) Promotion and Education (Chapter 6) Process (Chapter 8) Physical Environment (Chapter 10) People (Chapter 11) Productivity and Quality (Chapter 14)
Fig 1.9 Working in Unison: The 8Ps of Services Marketing
The 8Ps of Services Marketing: (1) Product Elements

Embrace all aspects of service performance that create value Core product responds to customers primary need Array of supplementary service elements
Help customer use core product effectively Add value through useful enhancements
Planning marketing mix begins with creating a service concept that:

Will offer value to target customers Satisfy their needs better than competing alternatives
Chapter 1 - 33
The 8Ps of Services Marketing: (2) Place and Time

Delivery decisions: Where, When, How
Geographic locations served

Service schedules
Physical channels
Electronic channels Customer control and convenience Channel partners/intermediaries
Chapter 1 - 34
The 8Ps of Services Marketing: (3) Price and Other User Outlays
Marketers must recognize that customer outlays involve more than 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
Chapter 1 - 35
The 8Ps of Services Marketing: (4) Promotion and Education

Informing, educating, persuading, reminding customers Marketing communication tools
Media elements (print, broadcast, outdoor, retail, the Internet, etc.) Personal selling, customer service Sales promotion Publicity/PR
Imagery and recognition

Branding Corporate design
Content
Information, advice Persuasive messages Customer education/training
Chapter 1 - 36
The 8Ps of Services Marketing: (5) Process

How firm does things may be as important as what it does Customers often actively involved in processes, especially when acting as co-producers of service Process involves choices of method and sequence in service creation and delivery
Design of activity flows Number and sequence of actions for customers Nature of customer involvement Role of contact personnel Role of technology, degree of automation
Badly designed processes waste time, create poor experiences, and disappoint customers
The 8Ps of Services Marketing: (6) Physical Environment

Design servicescape and provide tangible evidence of service performances Create and maintain physical appearances Buildings/landscaping Interior design/furnishings Vehicles/equipment Staff grooming/clothing Sounds and smells Other tangibles
Manage physical cues carefully can have profound impact on customer impressions
The 8Ps of Services Marketing: (7) People

Interactions between customers and contact personnel strongly influence customer perceptions of service quality The right customer-contact employees performing tasks well Job design Recruiting Training Motivation The right customers for firms mission Contribute positively to experience of other customers Possessor can be trained to have needed skills (co-production) Can shape customer roles and manage customer behavior
The 8Ps of Services Marketing: (8) Productivity and Quality

Productivity and quality must work hand in hand Improving productivity key to reducing costs Improving and maintaining quality essential for building customer satisfaction and loyalty
Ideally, strategies should be sought to improve both productivity and quality simultaneouslytechnology often the key
Technology-based innovations have potential to create high payoffs But, must be user friendly and deliver valued customer benefits
Chapter 1 - 40
Marketing Must Be Integrated with Other Management Functions
Chapter 1 - 41
Marketing Must Be Integrated with Other Management Functions (Fig 1.10)

Three management functions play central and interrelated roles in meeting needs of service customers
Operations Management Customers
Marketing Management
Human Resources Management

A Framework for Developing Effective Service Marketing Strategies (Fig 1.11)
Chapter 1 - 43
A Framework For Developing Effective Service Marketing Strategies: Overview

Understanding Customer Needs, Decision Making, and Behavior in Service Encounters
Chapter 2
Building the Service Model

Part II: Chapters 3-7
Managing the Customer Interface

Part III: Chapters 8-11
Implementing Profitable Service Strategies

Part IV: Chapters 12-15
Framework for Developing Effective Service Marketing Strategies: Part I

I: Understanding Customer Needs, Decision Making, and Behavior in Service Encounters
(Chapter 2)
Differences among Services Affect Customer Behavior Three-Stage Model of Service Consumption
Prepurchase Stage: Search, evaluation of alternatives, decision
Service Encounter Stage: Role in high-contact vs. low-contact delivery
Post-Encounter Stage: Evaluation against expectations, future intentions
Chapter 1 - 45
Framework for Developing Effective Service Marketing Strategies: Part II

Building The Service Model
Part II: Chapters 3-7 The Value Proposition
Develop service concept: core & supplementary elements
Select physical & electronic channels for service delivery
Value Exchange
Set prices with reference to costs, competition & value

The Business Model
Educate customers & promote the value proposition
Position the value proposition against competing alternatives
Chapter 1 - 46
Framework for Developing Effective Service Marketing Strategies: Part III

III: Managing the Customer Interface
(Chapters 8-11)
Design and manage service processes
Balance demand against productivity capacity
Plan the service environment
Manage service employees for competitive advantage
Chapter 1 - 47
Framework for Developing Effective Service Marketing Strategies: Part IV

IV: Implementing Profitable Service Strategies
(Chapters 12-15)
Create customer relationship and build loyalty
Plan for service recovery and create customer feedback systems
Continuously improve service quality and productivity
Organize for change management and service leadership
Chapter 1 - 48
Chapter 1 Summary: New Perspectives on Marketing in the Service Economy

Reasons for studying services:
Service sector dominates economy in most nations, many new industries Most new jobs created by services Powerful forcesgovernment policies, social changes, business trends, IT advances, and globalizationare transforming service markets Understanding services offers personal competitive advantage
The service concept and its definition:

Services create benefits without transfer of ownership Most employ time-based performances to bring about desired results in recipients or in assets for which they have responsibility Customers expect value from access to goods, facilities, labor, professional skills, environments, networks & systems in return for money, time, effort
Services present distinctive marketing challenges relative to goods, requiring:

Expanded marketing mix comprising 8Ps instead of traditional 4Ps Integration of marketing function with operations and human resources

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What are some of the reasons for studying services marketing?

What are some of the reasons for studying services marketing?

What are the main characteristics of services according to the definition provided?

What are the main characteristics of services according to the definition provided?

Chapter 1:

New Perspectives on Marketing in the Service Economy

Slide 2007 by Christopher Lovelock and Jochen Wirtz

Services Marketing 6/E

Slide 2007 by Christopher Lovelock and Jochen Wirtz

Services Marketing 6/E

Why Study Services?

Slide 2007 by Christopher Lovelock and Jochen Wirtz

Services Marketing 6/E

Why Study Services? (1)

Understanding services offers you personal competitive advantages

Slide 2007 by Christopher Lovelock and Jochen Wirtz

Services Marketing 6/E

Services Dominate the U.S. Economy

Agriculture, Forestry, Mining, Fishing, 2.3% Manufacturing and Construction, 17.3%

Government, 12.4% (mostly Services)

Estimated Size of Service Sector in Selected Countries (Fig 1.2updated 10/06)

Poland (66%), South Africa (65%)

Services as Percent of GDP

Value Added by Service Industry Categories to U.S. GDP in 2004

Arts, entertainment, and recreation 1.5%

Diet and Weight Reducing Centers

Slide 2007 by Christopher Lovelock and Jochen Wirtz

Services Marketing 6/E

Why Study Services? (2)

Most new jobs are generated by services

Slide 2007 by Christopher Lovelock and Jochen Wirtz

Services Marketing 6/E

Changing Structure of Employment as Economic Development Evolves

Time, per Capita Income

Source: IMF, 1997

Why Study Services? (3)

These forces are reshaping

Slide 2007 by Christopher Lovelock and Jochen Wirtz

Services Marketing 6/E

Transformation of the Service Economy

Innovation in service products & delivery systems, stimulated by better technology

Customers have more choices and exercise more power

Factors Stimulating Transformation of the Service Economy (1)

Changes in regulations Privatization New rules to protect customers,

New agreement on trade in services

Services Marketing 6/E

Factors Stimulating Transformation of the Service Economy (2)

Rising consumer ownership of high tech

Easier access to information Immigration Growing but aging population

Factors Stimulating Transformation of the Service Economy (3)

Factors Stimulating Transformation of the Service Economy (4)

Services Marketing 6/E

Factors Stimulating Transformation of the Service Economy (5)

More companies operating on transnational

Slide 2007 by Christopher Lovelock and Jochen Wirtz

Services Marketing 6/E

What Are Services?

Slide 2007 by Christopher Lovelock and Jochen Wirtz

Services Marketing 6/E

What Are Services? (1)